Narrative Responses GENERAL. Executive Summary

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1 Fifth Program Year Action Plan The CPMP Fifth Annual Action Plan includes the SF 424 and Narrative Responses to Action Plan 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. GENERAL Executive Summary Narrative Responses The Executive Summary is required. Include the objectives and outcomes identified in the plan and an evaluation of past performance. Program Year 5 Action Plan Executive Summary: This Annual Action Plan reflects the City of Temple s funding priorities and identifies the projects proposed to receive Federal funds under the Community Development Block Grant (CDBG) program for the 2014/15 program year. The City of Temple will receive $390,286 for its 2014 CDBG allocation. These funds enhance the City s community development programs; the CDBG funded activities support suitable, accessible and sustainable residential and business districts. Over 70% of the funding allocated to CDBG activities benefit very low, and low to moderate income (LMI) persons while supporting the HUD National Objectives. The City of Temple s 2014 allocation is a 4.5% reduction in funding from Over the span of this current Consolidated Plan, the city has seen a reduction in CDBG funding of over 30%. Due to these funding changes, we have reduced the number and scope of our projects aimed at improving the availability and accessibility of suitable living environments within the City of Temple. Throughout these funding reductions we have continued to offer 14% of annual allocations to Public Service Agencies that support activities that reduce homelessness, decrease domestic and sexual violence and support access to jobs and skills development for LMI residents. The City of Temple will undertake activities during this program year that will meet HUD's National Objectives. The City of Temple will work to enhance the availability and accessibility of decent housing, improve the availability and accessibility of suitable living environments and contribute towards the affordability of suitable living environments. Activities undertaken in 2014/15 will be the fifth and final year of action under the current Consolidated Plan and will address the remaining unmet goals. These activities will be based in the following categories: Availability/Accessibility: This category applies to activities that make services, infrastructure, public services, public facilities, housing; or shelter available or accessible to LMI people, including persons with disabilities. Affordability: This category applies to activities that provide affordability in a variety of ways in the lives of LMI people: It can include the creation or maintenance of affordable housing, basic infrastructure hook-ups, or services such as transportation or day care. Sustainability: Promoting Livable or Viable Communities. This category applies to projects where the activity or activities are aimed at improving communities or neighborhoods, helping make them livable or viable by providing benefit to Fifth Program Year Action Plan 1 Version 2.0

2 City of Temple, Texas persons of LMI or by removing or eliminating slums or blighted areas, through multiple activities or services that sustain communities or neighborhoods. The city of Temple has taken great strides to improve CDBG performance and impact throughout the community. Internally this five year Consolidated Plan has led to the creation of a comprehensive Grants Management Policy and the continued use of the previously developed Workout Plan to track and monitor project timelines and funding drawdowns. In order to address pressing policy changes relating to outside funding (grants) the City halted all CDBG activities during 2012; although this created a backlog in timeliness and drawdowns, current projections have us as ontrack to meet the next timeliness test on August 2, (See attachment 1 & 2) CDBG IN TEXAS State Total: $218,519,815 Minimum Allocation: $186,209 Maximum Allocation: $22,747,420 Average: $2,766,074 Temple: $390,268 Recent Temple CDBG Funding Amounts 2010 $559, $466, $386, $408, CDBG Funding Program Income Received Prior Funding Reallocation Total $390,268 $0 $19,559 $409,827 General Questions 1. Describe the geographic areas of the jurisdiction (including areas of LMI families and/or racial/minority concentration) in which assistance will be directed during the next year. Where appropriate, the jurisdiction should estimate the percentage of funds the jurisdiction plans to dedicate to target areas. 2. Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) during the next year and the rationale for assigning the priorities. 3. Describe actions that will take place during the next year to address obstacles to meeting underserved needs. 4. Identify the Federal, state, and local resources expected to be made available to address the needs identified in the plan. Federal resources should include Section 8 funds made available to the jurisdiction, Low-Income Housing Tax Credits, and competitive McKinney-Vento Homeless Assistance Act funds expected to be available to address priority needs and specific objectives identified in the strategic plan. Program Year 5 Action Plan General Questions response: 1. Temple is located in the heart of Central Texas on Interstate Highway 35, connecting with the international markets of Mexico via Laredo and 3 of the largest metro areas in Texas: San Antonio, Austin and Dallas/Fort Worth. Other major highways in Temple include US Highway 190 and State highways 36, 53 and 95. Highway 36 which bisects Temple west to east, extends southeast to US 290 in Brenham or to Interstate 10 for a direct route to Houston and the Texas Gulf Coast. Distances to Temple from major Texas cities: Fifth Program Year Action Plan 2 Version 2.0

3 City of Temple, Texas miles north of Austin 140 miles north of San Antonio 125 miles south of Dallas / Ft. Worth 165 northwest of Houston The City of Temple has several contiguous neighborhoods that are LMI. The City proposes to use the funds available for the 2014/15 Program year to support activities that reduce the impacts of poverty for the citizens of Temple. See map below of LMI Census Block and Tract areas within the City of Temple. Proposed Allocation of 2014/15 CDBG Funds Demolition $85,000 Public Services $54,600 Infrastructure $192,227 General Admin $78,000 Total $409,827 Fifth Program Year Action Plan 3 Version 2.0

4 City of Temple, Texas SUMMARY OF CONSOLIDATED & ANNUAL PLAN OBJECTIVES FOR 2014 OBJECTIVE PRIORITY 2014 Annual Goals FIVE-YEAR GOALS Goal Actual % Goal Actual To Date % (DH-1) Availability/Accessibility of Decent Housing Increase accessibility of decent HIGH housing % (SL-1) Availability/Accessibility of Suitable Living Environment Improve the availability of suitable living environments (PSA) HIGH % Infrastructure Improvements HIGH % Improve the facilities that provide suitable living environments HIGH % Improve the livability within LMI communities HIGH % (SL-2) Affordability of Suitable Living Environment Increase services that alleviate homelessness (PSA) HIGH % Proposed Activities Demolition: $85,000 Demolition of vacant and dilapidated structures will be conducted to address blighted conditions on a spot basis; in locations to be determined based on code violations. By eliminating these specific conditions of blight and physical decay, we improve public safety and health, while creating conditions more favorable to economic turn-around, reinvestment, neighborhood pride-of-place and community beautification. Fifth Program Year Action Plan 4 Version 2.0

5 City of Temple, Texas Public Service Agencies: $54,600 The Community Services Advisory Board (CSAB) reviewed five funding requests from area non-profits totaling $103,669 for the 2014/15 funding cycle. After careful and thorough review, four of the five agencies were recommended to the City Council for funding. Public Service Agencies funded in 2014 are (see Attachment 2): Bell County Human Service (Temple HELP Center) $18,600 Hill Country Community Action Association, Inc. $14,000 Families in Crisis, Inc. $12,000 Family Promise $10,000 Each PSA meets an important community need and benefit the citizens of Temple. Temple HELP Center. The Temple HELP Center offers basic social services, intervention services, prevention services and other programs to those in need. The HELP center provides emergency and non-emergency financial assistance to residents who are experiencing unexpected struggles and staff provide referrals that connect and enable individuals to address and resolve the issues they are facing. Life-skills classes are offered at the Temple HELP Center that offer a path to self-sufficiency; these classes are often required for those that receive aid and help reduce recidivism. The Temple HELP Center coordinates resources and collaborates with other agencies to prevent duplication of services across Bell County; working to ensure the most effective and efficient use of available limited funding. Hill Country Community Action Association. Hill Country Community Action Association (Meals on Wheels) provides nutritious, hot meals once per day, five days a week; through congregate and home delivered meal programs to eligible participants in the Temple area. Congregate meals are served each weekday by volunteers and paid center staff. Home delivered meals are delivered each weekday by paid meal delivery staff and volunteers. The Site Managers and In-Home Services Coordinator coordinate outreach efforts in the community to identify potential clients and assist clients in obtaining increased services when available. HCCAA provides opportunities and resources to improve the lives of Central Texans by providing accessible, quality and cost effective services to promote the reduction of poverty, the revitalization of low income communities, and the empowerment of low-income families and individuals to become self-sufficient. Families in Crisis. Families in Crisis supports and empowers individuals affected by family violence and sexual assault by providing safe shelter while providing advocacy, education and resources to create a safe, supportive community. The agency provides information, referral and access to services that assist in safe management of emergency situations, aids in the recovery process for victims of all ages, guides them through the criminal justice system, educates them to prevent re-victimization and provides safe shelter and support services to victims and at-risk populations. Family Promise. Family Promise of East Bell County shelters homeless families and connects them with the needed services to obtain employment and permanent housing. Clients are empowered to become independent, self-sufficient and productive members of society. Family Promise develops and provides comprehensive services that include, but are not limited to, providing food, clothing, shelter, and low-cost housing. The organization provides intensive case management to homeless families to help them avoid future homelessness through the acquisition of planning, parenting, and job interview skills. Fifth Program Year Action Plan 5 Version 2.0

6 City of Temple, Texas Infrastructure Improvements: $192,227 The City of Temple has an amazing array of public parks and green spaces; many of which serve LMI neighborhoods. These public facilities provide many opportunities for community enrichment, learning, wellness, fitness and entertainment. Events like Movies in the Park, Battle of Temple Junction Civil War Reenactment, Lifeguard Training, Splash Pads, Day Camps, and much more are offered. With CDBG funds, the City will invest in much needed updates to modernize and improve facilities that will expand the use and potential impact of Parks on residents. These projects help the city leverage existing resources, maximize investment in underserved areas and encourage residential stability by providing public spaces that instill pride-in-place. Studies have highlighted that unequal distribution of and access to green spaces, parks and recreation do indeed exist and that physical activity levels and park use are dependent on demographic, socioeconomic and regional characteristics. Furthermore, availability of park facilities and the conditions of the facilities also determines the frequency of park use and physical activity levels. Parks provide health, social and economic benefits in an environmental context; therefore, they are considered environmental amenities and the current dialogue on disparities in park proximity, park facilities and facility conditions is framed in the context of an environmental and social justice issue. 2. In this action plan, all of the proposed activities will be conducted so that LMI individuals/families benefit; directly or indirectly. Most spot blight demolition activities fall within LMI neighborhoods. Infrastructure improvement funds will be allocated in the Census block groups that are LMI concentration areas. In Temple, the Census block groups that are principally LMI are in a contiguous area and are generally situated in the eastern half of the City. Priority is given to projects that benefit LMI individuals, families, or neighborhoods. 3. The City of Temple has identified lack of funding to be the main obstacle in our ability to meet underserved needs of the community. The City recognizes that there are always more needs than funds available and strives to adequately address the underserved needs of the community while maintaining core services. The City of Temple, Office of Sustainability and Grants, actively looks for additional resources, collaborative partnerships and funding sources that will enable the City to expand services and leverage the impact of CDBG funds. 4. The City of Temple uses Federal, State and local resources to address the needs identified by residents for improved services and infrastructure modernization. The City uses CDBG funding to achieve the goals outlined in the 5 Year Consolidated Plan. Community Development Block Grant. The City will receive $390,286 in 2014 CDBG funds to be addressed in this Action Plan. This is a 4.5% reduction in funds from last year. Goals and objectives have been adjusted to address the reduction in funds. Additional local, State and Federal funding is used to make needed improvements to streets, parks, water/sewer infrastructure, and facilities that serve to promote economic attainment as well as social and Fifth Program Year Action Plan 6 Version 2.0

7 City of Temple, Texas environmental justice for all the residents of the City of Temple. Of the hundred-plus current Capital Improvement Projects, the summary below shows the roughly 46.8% of the projects that have direct impact on LMI neighborhoods and residents. Additional General Fund monies are allocated every year for projects that range from funding non-profit agencies to blight demolition and are shown below. City of Temple 2014/15 Funding Relevant to CDBG Objectives Amount Source Project Relevant CDBG Objective Pending $500,000 +/- $62 Million +/- City of Temple General Fund & Hotel Motel Fund Local, State and other Federal Funds Public Service Agencies Capital Improvements Pending $15,000 +/- City of Temple General Fund Spot Blight Demolition Suitable living environment Suitable living environment Suitable living environment Managing the Process 1. Identify the lead agency, entity, and agencies responsible for administering programs covered by the consolidated plan. 2. Identify the significant aspects of the process by which the plan was developed, and the agencies, groups, organizations, and others who participated in the process. 3. Describe actions that will take place during the next year to enhance coordination between public and private housing, health, and social service agencies. Program Year 5 Action Plan Managing the Process response: 1. The City of Temple is the lead agency in the administration and distribution of CDBG funds and is responsible for carrying out or monitoring the Annual Action Plan activities. The City adheres to the Citizen Participation Plan in the development of the Annual Action Plan. 2. In order to derive the maximum benefit from our available resources, the City collaborates with Public and Private Housing Associations, Public Health Agencies and Social Services Providers that also serve the resident of Temple. By coordinating activities and services we avoid project duplication and increase the capacity to meet the needs of our community. 3. The City of Temple has new staff overseeing the execution of the CDBG program. This staff will be developing and executing an outreach and coordination plan to enrich existing collaborative partnerships with area agencies working towards reducing poverty for the residents of Temple. Citizen Participation 1. Provide a summary of the citizen participation process. 2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and non-english speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted. Fifth Program Year Action Plan 7 Version 2.0

8 City of Temple, Texas *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. Program Year 5 Action Plan Citizen Participation response: 1. The City of Temple encourages participation by all citizens, particularly persons of LMI who are residents of the East Temple Revitalization Area, in which CDBG funds are being proposed. The City of Temple makes CDBG funding information available to citizens, public agencies, and other interested parties. Information that includes the amount of assistance the City expects to receive and the range of activities that may be undertaken, including the estimated amount that will benefit persons of LMI is clearly and easily accessed by any interested party. The public is informed through newspaper ads, the City s website, and other appropriate publications, that the City will be receiving CDBG funds and input is desired from the public regarding budgeting of funds and the development of a Consolidated Plan/Annual Plan. The City publishes information about public meetings approximately two weeks before the scheduled meeting in the Temple Daily Telegram and other publications (as appropriate) and provides the information to stakeholder groups to encourage participation. A minimum of two public meetings are held prior to drafting the Plan. These meetings welcome public comments and questions regarding the development of the current Consolidated and/or Annual Plan activities, budget or any relevant discussion. At least one of these meetings is held in the neighborhood being considered for CDBG activity as an evening meeting. At least one meeting is held in Council Chambers at the Municipal Building between 1:00PM and 5:00 PM. All public meetings for citizen participation in the CDBG process are held in handicapped accessible facilities and language interpretation assistance is provided as needed. All notices include the availability of accommodations for those with language barriers and/or disabilities. At least thirty (30) days before Council approval, a summary of the Consolidated Plan/Annual Plan is published in the local newspaper. After adoption, copies of the Consolidated Plan/Annual Plan, which includes the proposed CDBG budget, and the actual use of funds is available in the Office of Sustainability and Grants and at other easily accessible public locations as needed. The Office of Sustainability and Grants is available to provide limited technical assistance, if requested, to representatives of LMI persons to help with developing proposals for the use of CDGB funds. The City allows thirty (30) days for citizens to comment on the Consolidated Plan/Annual Plan. Comments are received at the Office of Sustainability and Grants. The City will provide a written response within fifteen (15) days, where practicable, to written complaints from citizens regarding the CDBG program. A summary of citizen comments or views and the reasons for accepting or rejecting the comments are attached to the final Consolidated Plan/Annual Plan. Substantial amendments to the CDBG program are processed through the City Council and public meeting process as described above. A substantial amendment is described as a new project or greater than 25% change as measured by the yearly CDBG funding allocation. The City will allow thirty (30) days for citizens to comment on any amendments to the Consolidated Plan/Annual Plan, and/or CDBG budget, and a summary of any comments or views accepted or not accepted shall be attached to the substantial amendment of the Consolidated Plan/Annual Plan. A public meeting will also be conducted as stated above in order to review program performance. Reasonable and timely access to records will be provided for five (5) years. The City will make every effort to minimize displacement of persons and assist any persons displaced in accordance with the City s Anti-displacement and Tenant Assistance Plan that was adopted by the City Council on August 5, 1993 in Resolution No R. 2. The public meetings had no attendees but comments were received via and public comment form at the Office of Sustainability and Grants. Generally, the comments were: Fifth Program Year Action Plan 8 Version 2.0

9 City of Temple, Texas A. Expressing interest in Park Facility upgrades at specific locations. B. Expressing interest in programs that provide funding directly to homeowners for home repairs. All meetings regarding this plan were recorded, and all questions and comments raised during those meetings were addressed. 3. Three public meetings were held for this year s CDBG Action Plan in addition to a public hearing held on June 5, 2014 in conjunction with the Temple City Council meeting where the proposed Action Plan was presented and the July 17, 2014 City Council meeting where the Plan was adopted prior to being sent to HUD: Date Time Location :00pm Temple City Hall :30pm Wilson Park Rec Center :30pm Temple City Hall 4. All public comments that were received were accepted by the City. Institutional Structure 1. Describe actions that will take place during the next year to develop institutional structure. Program Year 5 Action Plan Institutional Structure response: 1. The City of Temple has relocated the CDBG program under the auspices of the Office of Sustainability and Grants within the City Manager s Office. This move allows for management of the CDBG program by staff that is trained and experienced in Federal, State and Local grant management. The staff also has experience with community development, outreach and organizing. This will allow for a well-rounded, effective and efficient delivery of services to the community with CDBG funded activities. During the next year this office will coordinate community engagement, provide education to citizens and City Departments about the CDBG program and write the next five-year Consolidated Plan. This plan will take into account lessons learned during the current Consolidated Plan and respond and adapt to the reduced funding levels and increased community need. Monitoring 1. Describe actions that will take place during the next year to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements. Program Year 5 Action Plan Monitoring response: 1. The City of Temple employs a Program Specialist in the Office of Sustainability and Grants (OSG) to oversee and manage the CDBG program. OSG Staff monitor CDBG activities on a day to day basis with additional standardized monthly processes. Several systems are in place in multiple departments to ensure accuracy and efficiency. A Monthly meeting is held with the OSG staff, City of Temple Finance Department Staff, and all project Managers overseeing CDBG funded projects in order to encourage communication, accuracy, and timeliness in all CDBG activities and payments. During these monthly meetings, City staff discuss and resolve any potential issues that could impair the City s ability to meet established deadlines. In addition to self-monitoring, the City s Program Specialist monitors all public service agencies receiving HUD funds; reviewing files for documentation of program requirements. Fifth Program Year Action Plan 9 Version 2.0

10 City of Temple, Texas Internally, the City of Temple uses several tools to monitor the CDBG program. Spreadsheets developed to maintain the 2005 Workout Plan are still in use though not required by HUD. These tools along with the annual CAPER assist the City in evaluating the performance and timeliness of the City s CDBG projects. Lead-based Paint 1. Describe the actions that will take place during the next year to evaluate and reduce the number of housing units containing lead-based paint hazards in order to increase the inventory of lead-safe housing available to extremely low-income, low-income, and moderate-income families, and how the plan for the reduction of lead-based hazards is related to the extent of lead poisoning and hazards. Program Year 5 Action Plan Lead-based Paint response: 1. The City of Temple has no projects in the 2014 Annual Action Plan that involve housing or lead-based paint. HOUSING Specific Housing Objectives *Please also refer to the Housing Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve during the next year. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by this Action Plan. Program Year 5 Action Plan Specific Objectives response: 1. The City of Temple has no CDBG funded housing related projects in the 2014 Annual Action Plan. The City funds the majority of its housing initiatives through the General Fund. 2. In 2013, the City provided $30,000 to the Temple Housing Authority to assist LMI families purchase homes. While the City has not yet completed its budget process for the 2014 fiscal year, we anticipate a similar level of funding for this program benefiting LMI families with down payment assistance. Since its inception in 1997 this program has assisted 442 first time buyers with down-payment assistance. Needs of Public Housing 1. Describe the manner in which the plan of the jurisdiction will help address the needs of public housing and activities it will undertake during the next year to encourage public housing residents to become more involved in management and participate in homeownership. 2. If the public housing agency is designated as "troubled" by HUD or otherwise is performing poorly, the jurisdiction shall describe the manner in which it will provide financial or other assistance in improving its operations to remove such designation during the next year. Program Year 5 Action Plan Public Housing Strategy response: 1. There are no activities covered by this Action Plan that directly and specifically address the needs of public housing. As stated above, the City of Temple provides support to the Temple Housing Authority but the Housing Authority is not an entity of the City of Temple and CDBG funds are not used. Fifth Program Year Action Plan 10 Version 2.0

11 City of Temple, Texas N/A Barriers to Affordable Housing 1. Describe the actions that will take place during the next year to remove barriers to affordable housing. Program Year 5 Action Plan Barriers to Affordable Housing response: 1. The City has identified that the greatest barrier to affordable housing is the income mismatch of its citizens. While the City continues to grow its economy, many citizens cannot afford the costs associated with homeownership. The City has identified that the correlation between education and income has a profound effect on the ability of its citizens to progress to homeownership. To address these needs, the City actively supports the Temple Housing Authority who also sees this need and encourages its residents to increase their level of education. According to the latest THA annual report, 132 residents of the THA are attending college and 26 are seeking their GEDs. This is an increase of more than 71% and 550% respectively from the previous year. The City also supports Temple College, Temple College Foundation, and Temple Independent School District through various programs and initiatives that support enhanced educational opportunities for citizens; as well as funding the Temple Economic Development Corporation and Temple Business Incubator to encourage job creation and availability. No CDBG funds will be spent this year to address these barriers, but as mentioned above, the City addresses these needs with its own general funds and leverages those dollars with other agencies within the City. Please see the chart of page 7 for a list of ways the City supports activities that leverage the goals of the CDBG program. HOME/ American Dream Down payment Initiative (ADDI) 1. Describe other forms of investment not described in (b). 2. If the participating jurisdiction (PJ) will use HOME or ADDI funds for homebuyers, it must state the guidelines for resale or recapture, as required in of the HOME rule. 3. If the PJ will use HOME funds to refinance existing debt secured by multifamily housing that is that is being rehabilitated with HOME funds, it must state its refinancing guidelines required under (b). The guidelines shall describe the conditions under which the PJ will refinance existing debt. At a minimum these guidelines must: a. Demonstrate that rehabilitation is the primary eligible activity and ensure that this requirement is met by establishing a minimum level of rehabilitation per unit or a required ratio between rehabilitation and refinancing. b. Require a review of management practices to demonstrate that disinvestments in the property has not occurred; that the long-term needs of the project can be met; and that the feasibility of serving the targeted population over an extended affordability period can be demonstrated. c. State whether the new investment is being made to maintain current affordable units, create additional affordable units, or both. d. Specify the required period of affordability, whether it is the minimum 15 years or longer. e. Specify whether the investment of HOME funds may be jurisdiction-wide or limited to a specific geographic area, such as a neighborhood identified in a neighborhood revitalization strategy under 24 CFR (e)(2) or a Federally designated Empowerment Zone or Enterprise Community. Fifth Program Year Action Plan 11 Version 2.0

12 City of Temple, Texas f. State that HOME funds cannot be used to refinance multifamily loans made or insured by any Federal program, including CDBG. 4. If the PJ is going to receive American Dream Down payment Initiative (ADDI) funds, please complete the following narratives: a. Describe the planned use of the ADDI funds. b. Describe the PJ's plan for conducting targeted outreach to residents and tenants of public housing and manufactured housing and to other families assisted by public housing agencies, for the purposes of ensuring that the ADDI funds are used to provide down payment assistance for such residents, tenants, and families. c. Describe the actions to be taken to ensure the suitability of families receiving ADDI funds to undertake and maintain homeownership, such as provision of housing counseling to homebuyers. Program Year 5 Action Plan HOME/ADDI response: N/A HOMELESS Specific Homeless Prevention Elements *Please also refer to the Homeless Needs Table in the Needs.xls workbook. 1. Sources of Funds identify the private and public resources that the jurisdiction expects to receive during the next year to address homeless needs and to prevent homelessness. These include the McKinney-Vento Homeless Assistance Act programs, other special Federal, State and local and private funds targeted to homeless individuals and families with children, especially the chronically homeless, the HUD formula programs, and any publicly-owned land or property. Please describe, briefly, the jurisdiction s plan for the investment and use of funds directed toward homelessness. 2. Homelessness in a narrative, describe how the action plan will address the specific objectives of the Strategic Plan and, ultimately, the priority needs identified. Please also identify potential obstacles to completing these action steps. Chronic homelessness the jurisdiction must describe the specific planned action steps it will take over the next year aimed at eliminating chronic homelessness by Again, please identify barriers to achieving this. 3. Homelessness Prevention the jurisdiction must describe its planned action steps over the next year to address the individual and families with children at imminent risk of becoming homeless. 4. Discharge Coordination Policy Explain planned activities to implement a cohesive, community-wide Discharge Coordination Policy, and how, in the coming year, the community will move toward such a policy. Program Year 5 Action Plan Special Needs response: 1. The City of Temple does not apply for funding to alleviate homelessness. The City does provide funding to community organizations that work to reduce and alleviate homelessness. The funds include CDBG monies that support Public Service Agencies, as well as the City s General Fund that awards annual grants to community non-profits. 2. The 2014 Annual Action Plan includes funding for two public service agencies to address homelessness, including lifting families out of homelessness and emergency shelter for victims of family violence and sexual assault. Additionally one PSA provides job skills training and childcare that can assist LMI residents retain or gain employment and therefore prevent homelessness. 3. The City of Temple collaborates with several regional and local service providers to prevent homelessness. Including providing financial support to organizations that alleviate homelessness and provide services to homeless populations. A homeless shelter is currently under construction in the City and other shelter and half-way house services are provided and available for those in need throughout the region. Fifth Program Year Action Plan 12 Version 2.0

13 City of Temple, Texas In addition to CDBG funding, the City will likely award some General Fund monies to support community non-profits that work to prevent homelessness. These agencies could include the Salvation Army, Families in Crisis and Family Promise. These agencies provide shelter and preventative education to reduce, avoid and/or eliminate homelessness for targeted clients. 5. The city of Temple has no plans to create or implement a Discharge Coordination Policy in 2014/15. Emergency Shelter Grants (ESG) (States only) Describe the process for awarding grants to State recipients, and a description of how the allocation will be made available to units of local government. Program Year 5 Action Plan ESG response: N/A COMMUNITY DEVELOPMENT Community Development *Please also refer to the Community Development Table in the Needs.xls workbook. 1. Identify the jurisdiction's priority non-housing community development needs eligible for assistance by CDBG eligibility category specified in the Community Development Needs Table (formerly Table 2B), public facilities, public improvements, public services and economic development. 2. Identify specific long-term and short-term community development objectives (including economic development activities that create jobs), developed in accordance with the statutory goals described in section 24 CFR 91.1 and the primary objective of the CDBG program to provide decent housing and a suitable living environment and expand economic opportunities, principally for low- and moderate-income persons. *Note: Each specific objective developed to address a priority need, must be identified by number and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and annual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in other measurable terms as identified and defined by the jurisdiction. Program Year 5 Action Plan Community Development response: 1. While the City has identified every Community Development activity as High Priority, the city has determined that due to the limitation of funds available, some modifications must be made to allow for greatest potential impact. In attempting to meet the goals of our current Consolidated Plan, we will fall only somewhat short, of targets established in 2009/2010. The City s CDBG program will strive to execute activities that generate sustainable community impact and helps us move towards a broader goal of eliminating poverty from our community. Community Development/Public Improvements Objectives The city will invest CDBG funds in infrastructure projects in community parks that will help increase the availability and accessibility of suitable living environments for LMI residents. We hope to fulfill the goals stated in our current Consolidated Plan. Community Development/Public Services Objectives The City plans to fund four public service agencies, each addressing a community need. Public service agencies receiving funding this year are listed on page 5 of this document. Fifth Program Year Action Plan 13 Version 2.0

14 City of Temple, Texas Community Development/Public Facilities Objectives No Public Facilities projects are funded in this year s Action Plan. Community Development/Economic Development Objectives No Economic Development projects are funded in this year s Action Plan. Community Development/Other Objectives The City plans to continue spot demolition to eliminate blight within the community. We will exceed our goals from the current Consolidated Plan. 2. Specific Long Term Goals: In 2014/15 the city of Temple will focus on fulfilling the remaining goals and objectives from the 2010 Consolidated Plan as outlined in the spreadsheet on page 2 of this document. These Long Term Goals were identified through a process that engaged the community and stakeholder groups in accordance with our Citizen Participation Plan. In order to reach the targets identified in the Consolidated Plan we will focus this final year (of the current Consolidated Plan) on activities that enrich the availability and accessibility of suitable living environments for LMI residents. This will primarily be achieved through the updating and modernization of public park facilities. The City of Temple will also continue to fund Public Service Agencies and spot blight removal in accordance with the goals outlined in the Consolidated Plan. Specific Short Term Goals: Public Improvements: The City of Temple will invest CDBG funding and other City resources to improve the facilities at Wilson Park (See attachment 3). This public park is a widely used resource for the surrounding LMI neighborhoods. The updates will greatly increase the suitability of the living environment and enhance the usability by providing modern restroom facilities, updated playground equipment with suitable shade structures and safe parking and pedestrian access. Public Services: The City of Temple will invest CDBG and local funding to support social services that target LMI residents. Services provided will include: the alleviation of homelessness for area families, emergency services for victims of domestic and sexual violence, meals-on-wheels for the homebound, and programs that remove common roadblocks to successful employment. Spot Demolition: The City of Temple will invest CDBG and local funding to remove blighted structures on a spot basis. By eliminating these specific conditions of blight and physical decay, we improve public safety and health while creating conditions more favorable to economic recovery (See attachment 4). Antipoverty Strategy 1. Describe the actions that will take place during the next year to reduce the number of poverty level families. Program Year 5 Action Plan Antipoverty Strategy response: 1. All CDBG activities are designed to meet the needs of households that are below 80% of median income. Most fall below 50% of median income, and are households whose incomes are below the poverty line. The City of Temple strives to implement CDBG funded activities that reduce impacts of poverty and break cycles of family poverty. Whether directly or indirectly, all activities are thoughtfully chosen for sustainability of modifications to our community that will have positive impacts on our most at-risk and impoverished populations. The City specifically funds Public Service Agencies that reduce the impacts of poverty for the clients served, the results of which, if not immediate, should be positive within the next generation, by creating lasting and sustainable improvements to knowledge, skills and abilities. The activities encourage and actively support educational attainment for those served. Fifth Program Year Action Plan 14 Version 2.0

15 City of Temple, Texas Education has been identified as a key element in helping to develop economically independent citizens. Therefore, education becomes a key strategy for an anti-poverty program. As mentioned above, the City supports Temple College, Temple College Foundation, and Temple Independent School District through various programs and initiatives that support enhanced educational opportunities for citizens and the Temple Economic Development Corporation and Temple Business Incubator to encourage job creation and availability. Combining local community initiatives with available Federal and State programs aid in the reduction of the number of households suffering from the effects of poverty. The City of Temple coordinates housing programs with other agencies to avoid duplication of services, and likewise assesses service gaps through this collaborative process. Active coordination with area agencies is helping to promote individual independence and responsibility, and assists in reducing the number of households with incomes below the poverty line. NON-HOMELESS SPECIAL NEEDS HOUSING Non-homeless Special Needs ( (c) and (e)) *Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve for the period covered by the Action Plan. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by this Action Plan. Program Year 5 Action Plan Specific Objectives response: N/A Housing Opportunities for People with AIDS *Please also refer to the HOPWA Table in the Needs.xls workbook. 1. Provide a Brief description of the organization, the area of service, the name of the program contacts, and a broad overview of the range/ type of housing activities to be done during the next year. 2. Report on the actions taken during the year that addressed the special needs of persons who are not homeless but require supportive housing, and assistance for persons who are homeless. 3. Evaluate the progress in meeting its specific objective of providing affordable housing, including a comparison of actual outputs and outcomes to proposed goals and progress made on the other planned actions indicated in the strategic and action plans. The evaluation can address any related program adjustments or future plans. 4. Report on annual HOPWA output goals for the number of households assisted during the year in: (1) short-term rent, mortgage and utility payments to avoid homelessness; (2) rental assistance programs; and (3) in housing facilities, such as community residences and SRO dwellings, where funds are used to develop and/or operate these facilities. Include any assessment of client outcomes for achieving housing stability, reduced risks of homelessness and improved access to care. 5. Report on the use of committed leveraging from other public and private resources that helped to address needs identified in the plan. 6. Provide an analysis of the extent to which HOPWA funds were distributed among different categories of housing needs consistent with the geographic distribution plans identified in its approved Consolidated Plan. 7. Describe any barriers (including non-regulatory) encountered, actions in response to barriers, and recommendations for program improvement. 8. Please describe the expected trends facing the community in meeting the needs of persons living with HIV/AIDS and provide additional information regarding the administration of services to people with HIV/AIDS. 9. Please note any evaluations, studies or other assessments that will be conducted on the local HOPWA program during the next year. Fifth Program Year Action Plan 15 Version 2.0

16 City of Temple, Texas Program Year 5 Action Plan HOPWA response: N/A Specific HOPWA Objectives Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the Action Plan. Program Year 5 Specific HOPWA Objectives response: N/A Other Narrative Include any Action Plan information that was not covered by a narrative in any other section. Attachment 1- City of Temple Management Policy & Procedures for External Funding Sources (grants) Attachment 2- Workout Plan/Timeliness Spreadsheet (most recent) Attachment 3- Community Services Advisory Board Public Service Funding Recommendations Attachment 4- Wilson Park Activity Map Attachment 5- Spot Blight Activity Map Attachment 6- SF-424 Attachment 7- Non-State Grantee Certifications Fifth Program Year Action Plan 16 Version 2.0

17 Attachment 1 - City of Temple Management Policy & Proceedures for External Funding Sources (Grants)

18 DEPARTMENT OF ADMINISTRATIVE SERVICES Management Policy & Procedures for External Funding Sources October 2013

19 Foreword The City of Temple recognizes that external funding provides significant resources to enhance the City s ability to provide services and activities not otherwise available. The City will seek external funding for activities that are determined to further core City functions or that provide for activities, which are in the best interests of our community. i Management Policy & Procedures for External Funding Sources

20 Table of Contents About This Manual... 1 Statement of Responsibility... 3 Application Process... 4 Public Service Agency Survey Phase Environmental Review Utility Relocation and Land Acquisition Design Phase Bid Process and Contract Construction Phase Documentation, Records and Reporting ii Management Policy & Procedures for External Funding Sources

21 About This Manual This manual is intended to provide information for use by all City of Temple employees involved in any externally funded related projects, covering application and management procedures. This manual reflects administration requirements found in Federal regulations, State regulations, and City policies. This manual is to ensure that City departments are accountable for proper project documentation, administration and activities. If a City of Temple employee is unsure how to proceed after reading the manual, they are encouraged to contact the Department of Administrative Services for direction. There are various forms of external funding that the City receives. These include, but are not limited to, Federal and State reimbursement programs, pass-through programs, entitlement programs and grants from various agencies. In general these external funding opportunities, although different in name, shall follow Federal and State requirements and are treated as grants by the City. Hereinafter, all external funding sources shall be termed grants. Periodically, updates to this manual will be distributed when there have been any regulatory or programmatic changes. Basic Grant Information There are generally two types of grants, competitive and entitlement, which the City is eligible to receive. Competitive grants are open to a variety of entities, as called out in the grant solicitation. These grants are awarded based on proposals that are best in conformance with the solicitation guidelines. Applications are typically reviewed by a panel, as designated by the awarding entity. Entitlement grants are disbursed by the awarding entity automatically to all qualifying agencies. These grants are typically awarded based on a formula dictated by law. 1 Management Policy & Procedures for External Funding Sources

22 Grant opportunities may be identified through a variety of resources; some of the following are websites that compile grants from multiple agencies: egrants.governor.state.tx.us 2 Management Policy & Procedures for External Funding Sources

23 Statement of Responsibility Each City of Temple employee involved in the administration of a grant-funded project is required to: 1. Know and abide by all relevant Federal, State, local, and grant-specific policies, procedures, laws, and regulations; 2. Exercise care, good faith, and due diligence in the management of grant funds; 3. Fully disclose, at the earliest opportunity, information that may result in a perceived or actual conflict of interest; and 4. Fully disclose, at the earliest opportunity, information of fact that would have significance in the City's decision-making process. 3 Management Policy & Procedures for External Funding Sources

24 Application Process The City of Temple applies for a variety of competitive grants from many agencies, as well as receives entitlement funds from the Department of Housing and Development, Community Development Block Grant (CDBG), along with other external funds. This section discusses the application process for all departments to follow when applying for funding and the CDBG activity selection and implementation process. Upon identification of a funding Competitive Grant Application Process opportunity the applying department shall complete the External Funding Pre- Application Questionnaire Form (EFPQ) and submit for approval to the Department of Administrative Services (DAS). The EFPQ is located in Appendix A and may be found on the following website: The flow-chart on the following page denotes the approval process for which each identified project must go through before receiving City Council approval for submission of the application to the soliciting agency. The pre-application questionnaire is designed to provide information so the DAS, the Department of Finance, and the City Attorney s Office can make a recommendation to the City Manager for presentation to the City Council for approval based on the following criteria: Grant Description Realistic Chances of Receiving the Grant Eligibility Community Support Project Relevance Funding Availability Administration Requirements This process will ensure that the City effectively and appropriately applies for funding, in accordance with the above criteria. Funding applications shall be reviewed and signed by the 4 Management Policy & Procedures for External Funding Sources

25 aforementioned offices. The requesting department shall allow five (5) business days for review and subsequent guidance from the City Manager, prior to submitting an Agenda Item. If approved by the City Manager, the pre-application questionnaire shall be included as an attachment to the Agenda Item for consideration by City Council. Each externally funded project shall have a Grant Manager, Departmental Grant Liaison and Project Manager. These positions shall be identified in the External Funding Pre-Application Questionnaire, prior to submittal of the grant application. The individuals in this role shall remain the main project contacts throughout the entire grant funded project. The roles of each individual are defined as follows: Grant Manager (GM) must be a representative from the Department of Administration Services and provide overall management guidance throughout the funding process. The Grant Manager is responsible for confirming funding compliance and recording all required funding documents. Departmental Grant Liaison (DGL) shall represent the department that is using the external funding. This individual may be the GM or the PM, depending on the 5 Management Policy & Procedures for External Funding Sources

26 administrative burden from the externally funded project. If this individual is not the GM or PM, this individual shall act as the GM on the departmental level, staying abreast on the day-to-day activities of the externally funded project. Project Manager (PM) must be assigned to the project in order to have involvement from the proper department throughout the entire funding process. The PM will be assigned to the project throughout its duration of the funding process and is responsible for ensuring that requested information from the DAS is provided in a timely manner. Upon approval by the City Manager, the requesting department may prepare all applicable application materials. Assistance may be sought from other departments, as needed. These contributing departments shall be identified and notified in the External Funding Pre-application Questionnaire process. This notification shall permit the contributing department the ability to allow for enough time to provide any needed information for completing the application in a timely manner. The Department of Administrative Services has a list of contact information for a variety of community focused entities that may provide a letter of support, upon request. The requesting department is responsible for submitting the Agenda Item to the City Secretary s office in a timely manner, ensuring the issuance of any needed documents (e.g. Council resolution) prior to grant application due date. It is advised that the submitting department notifies the contributing departments of required Agenda Item information upon approval from the City Manager to prepare the application. All grant applications, no matter the City match required or the amount of award shall be approved by City Council. The requesting department shall submit a draft application to the DAS, the Department of Finance, the City Attorney s Office and the identified project manager at least four (4) business days prior to the final grant application due date. These departments will review the application and provide any comments or recommendations, as they see fit, within two (2) business days. The requesting department will then have at least two (2) business days to make any changes prior to the final submission of the application. The requesting department may provide a draft earlier than four (4) business days if they wish to receive comments back sooner; however, if deemed necessary the draft may have to be reviewed again. Upon approval of the draft application and signature by the City Manager, the requesting department shall complete and submit the final application at their discretion. The application serves as a contract between the City and the soliciting agency; therefore, the City Manager shall act as the only authorized signatory for all external funding applications. The requesting department shall notify the Department of Administrative Services, the Department of Finance, the City Attorney s Office and the identified project manager upon notification of the grant, whether received or not received. Direction on grant administration shall be provided at that time through a project kick-off meeting administered by the Department of Administrative Services. 6 Management Policy & Procedures for External Funding Sources

27 As an entitlement community CDBG Activity Selection and Implementation under the Department of Housing and Urban Development, Community Development Block Grant (CDBG) program the City of Temple must use program guidelines to select basic eligible activities, as governed by 24 CFR , which address at least one of the following national objectives of the program: Benefitting low and moderate (L/M) income persons; Addressing slums or blight; or Meeting a particularly urgent community development need. The City must also document compliance with the requirement that at least seventy-percent (70%) of all CDBG funds expended be used for activities which are considered under program rules to benefit L/M income persons. It is the City s policy to allocate fourteen percent (14%) of the total grant amount received to support public service activities. Support is provided and identified through an application process. There is a published thirty (30) day open application period and all applications are reviewed by the Community Services Advisory Board (CSAB), made up of nine (9) to eleven (11) community members. After review of the applications, the CSAB makes funding recommendations to City Council and the agencies to be funded are approved by the City Council as part of the annual action plan process. Expenditures of CDBG funds for program administrative costs and overall program management may not exceed twenty-percent (20%) of grant funds, plus program income. Costs that are appropriately charged to this category are presumed to meet a CDBG national objective. For City initiated projects to be considered for CDBG funding, the project must be submitted during the City s annual budget process. Annual Action Plan The Annual Action Plan reflects the City of Temple s funding priorities and identifies the projects proposed to receive funds under the CDBG program. The Action Plan must include a concise executive summary that discusses the objectives and outcomes identified in the Plan, as well as an evaluation of past performance and summaries of other program requirements as outlined in 24 CFR The Action Plan is developed over the course of approximately six-months prior to receiving approval from HUD. In order to develop the Plan a series of steps must be completed, starting with an open application period for Public Service Agencies and ending with final adoption by City Council, before submittal to HUD. As part of the Action Plan the City will allocate fourteen-percent (14%) of CDBG funding each program year to support public service activities. As discussed above, a notice is published in the 7 Management Policy & Procedures for External Funding Sources

28 Temple Daily Telegram and agencies have a thirty (30) day application period to submit a request for funding. All requests will be reviewed by the Community Service Advisory Board (CSAB) for funding recommendations to Council as part of the annual action plan process. To receive public input on needed area projects the City shall hold two public meetings for citizen consultation, as part of developing the Action Plan. A minimum of one public meeting shall be held in the City Council Chambers at the Municipal Building and at least one informal meeting shall be held in the evening, in a neighborhood facility that is located in a minority concentrated neighborhood. Both facilities must be accessible to the handicap and a Spanish interpreter shall be available at the meetings, as needed. The public will be informed through newspaper ads that the City will be receiving CDBG funds. The ad will state that input is desired from the public regarding budgeting of funds and the development of an annual action plan. This shall serve as the public notice of the meeting. Once the projects and service agencies are determined for funding recommendation, the Action Plan shall be presented to Council (for two readings) and the public for consideration and comments. The City shall hold at least two public hearings to obtain citizens views and to respond to proposals and questions. These hearings are to be conducted at a minimum of two different stages of the program year. Scheduling and public notice of these public hearings will be conducted as outlined in the Citizen Participation section of the Consolidated Plan. These public hearings shall be held in conjunction with regularly scheduled City Council meetings. Notice of public hearings shall be published approximately two weeks before the scheduled hearing in the Temple Daily Telegram and other publications as appropriate. Notices will also be sent to a list of minority-related churches, public housing authority residents, and other organizations. Spanish translations will be provided, as requested. The contact list will be maintained by DAS and any agency or organization may be included in the notification upon request. Notices will include the availability of accommodations for those with disabilities. The first public hearing, at a City Council meeting, will be to receive initial input regarding the development of the Action Plan. Prior to the first public hearing the Proposed Use of Funds for the coming fiscal year will be published in the newspaper and a guide to eligible activities will be provided to those who request information. At least thirty (30) calendar days before Council approval, a summary of the Action Plan will be published in a local newspaper of general circulation. Upon adoption of the first reading by Council, copies of the Action Plan, which includes the proposed CDBG budget and the actual use of funds, will be made available in the Department of Administration Services office and the public Library. The City will allow thirty (30) calendar days for citizens to comment on the Action Plan. The City will provide a written response within fifteen (15) calendar days, where practicable, to written complaints from citizens regarding the CDBG program. A summary of citizen comments or views and the reasons for accepting or 8 Management Policy & Procedures for External Funding Sources

29 rejecting the comments shall be attached to the final Action Plan. The Action Plan is then presented to Council at the second public hearing for final approval. The approved Action Plan, original and four (4) copies with a signed cover letter, HUD form SF 424 and the appropriate non-state certifications as outlined in 24 CFR (b), must be submitted to HUD by August 15 th each year, forty-five (45) calendar days before the beginning of the City of Temple fiscal year, October 1 st. HUD will review the plan upon receipt. The plan will be deemed approved forty-five (45) calendar days after HUD receives the plan, unless HUD has notified the jurisdiction that the plan is disapproved, before that date. Release Public Notice of Action Plan Initial Presentation to Council Begin 30 day Comment Period Consolidated Plan The city will provide a Consolidated Action Plan, as outlined in 24 CFR Part through , which requires a local government CDBG entitlement jurisdiction to state in one document its plan to establish goals for all the community planning and development programs. 9 Management Policy & Procedures for External Funding Sources

30 It is these goals against which the plan and the jurisdiction s performance under the plan will be evaluated by HUD. The consolidated plan serves the following functions: A planning document for the city which builds on a participatory process among citizens, organizations, businesses, and other stakeholders; A submission for federal funds under HUD s formula grant programs for jurisdictions; A strategy to be followed in carrying out HUD programs: and A management tool for assessing performance and tracking results. The plan must be submitted to HUD at least once every five years and should be submitted at least forty-five (45) calendar days before the start of the jurisdiction s program year. 10 Management Policy & Procedures for External Funding Sources

31 Public Service Agency Public Service Agencies that have been approved for funding by the City Council are subrecipients of the CDBG entitlement grant. HUD CDBG regulations require that the City have written Grant Agreements, as outlined in 24 CFR , in effect for each sub recipient before disbursement of any CDBG funds. The written agreement must include, at a minimum, the following: Statement of Work; Records and reports; Program income; Suspension and termination; and Reversion of assets. The CDBG funds are paid on a reimbursement basis only. Each PSA shall submit quarterly requests for reimbursement of any CDBG funds expended and the appropriate forms to document expenditures and client demographics. Each PSA activity shall commence on October 1 st, and be completed by September 30 th the following year. The PSA activities will adhere to the work program summary outlined in the grant agreement. All projects shall be underway by March 31 st of each year, with at least thirty-percent (30%) of funds expended. As outlined in 24 CFR (b), the City will conduct the required training session for sub recipients at the beginning of the program year and conduct on-site monitoring visits with each sub recipient to ensure program, financial and regulatory performance. 11 Management Policy & Procedures for External Funding Sources

32 Survey Phase If the project requires any design survey or right-of-way survey this action shall be completed in accordance with grant requirements (i.e. before application, before award, during grant implementation, etc.). A consultant shall be procured competitively Procurement of Professional Services on the basis of qualifications. Throughout the procurement process the GM, DGL and PM shall ensure that all bid terms are in compliance with the grant agreement. The Purchasing Department should be contacted for assistance in procuring consulting or professional services. If another process for procuring professional services is required by the grant, the responsible manager shall follow those procedures and involve the Purchasing Department in the process. Prior to commencement of the project, it is the Roles and Responsibilities responsibility of the GM / DGL to have all required surveys completed. Upon receipt of grant funds and commencement of the project it is the responsibility of the PM to procure all required surveys. If a solicitation process is required it is the responsibility of the GM, PM and Purchasing Department to ensure that the solicitation is in compliance with the grant agreement. 12 Management Policy & Procedures for External Funding Sources

33 Environmental Review Many grant funded projects require the preparation of an environmental clearance document before funds are expended or costs are incurred. The overall governing legislation is the National Environmental Policy Act (NEPA). The City must also determine whether projects meet other applicable statutory and regulatory requirements such as those of the State Historic Preservation Office (SHPO) and the Environmental Protection Agency (EPA). Environmental compliance responsibilities vary depending on the scope of the project. The time any review needs to be completed also varies by grant solicitation requirements. Most grants require the City to determine if a project activity will cause adverse impacts to the human environment. The human environment is defined as the natural and physical environment and the relationship of people with that environment. In essence, the environmental review process must consider the ultimate effect of a proposed project. The environmental review must identify and address the physical, social and economic impacts of each proposed activity. Generally, no contract may be let or work done on the site, whether publicly or privately funded, until an environmental review has been completed. Selecting projects that do not adversely affect the environment simplifies the environmental review process. The Department of Administrative Services staff is Environmental Review Process responsible for ensuring that the proper environmental review is completed in a timely manner. Depending on the scope of the project and initial findings, a review may take three weeks to three months to complete, if not longer. If more funds are needed to complete more in depth studies the GM shall make appropriate budget modifications to assure the costs of further studies are paid for from project funds, with review from the PM. When completing an environmental review it is important to consider the following questions: Has environmental documentation been approved? What is the age of the documentation? Is a reassessment or re-evaluation of the environmental documentation needed? 13 Management Policy & Procedures for External Funding Sources

34 Have all permits for the project been secured? Is the contractor responsible for obtaining any permits or external agency approvals for this project? The Environmental Review process on the following page shall be followed when completing an environmental review, according to 24 CFR Part 58. After completing the environmental clearance document the DAS staff may publish a notice of a Finding of No Significant Environmental Impact (FONSI) in a local paper declaring the intent to request the release of project funds (RROF). After the release of the funds the project may commence. The Project Manager shall ensure that the project does not begin until funds are released. Responsible entities may tier their environmental reviews and Tiering Applicability assessments, as outlined in 24 CFR 58.15, to eliminate repetitive discussions of the same issues at subsequent levels of review. Tiering is appropriate when there is a requirement to evaluate a policy or proposal in the early stages of development or when site-specific analysis or mitigation is not currently feasible and a narrower or focused analysis is better done at a later date. The site specific review need only reference or summarize the issues addressed in the broader review. The broader review should identify and evaluate those issues ripe for decision and exclude those issues not relevant to the policy, program or project under consideration. The broader review should also establish the policy, standard or process to be followed in the site specific review. The Finding of No Significant Impact (FONSI) with respect to the broader assessment shall include a summary of the assessment and identify the significant issues to be considered in site specific reviews. Subsequent site-specific reviews will not require notices or a Request for Release of Funds, unless the Certifying Officer determines that there are unanticipated impacts or impacts not adequately addressed in the prior review. Roles and Responsibilities funds are released. The DAS staff will complete the environmental clearance document. The PM shall ensure that the project does not commence until the environmental review is completed and 14 Management Policy & Procedures for External Funding Sources

35 Environmental Review Process Receive Project Area and Specifications from PM Prepare Statutory Checklist to Determine Exempt No environmental review required No RROF required Prepare Certification of Exemption Categorically Excluded No environmental impact statement or assessment is required (a) No environmental impact statement Prepare Certification of Categorical Exclusion Form May be Exempt May require a published NOI/RROF with 7 day waiting period and an Authorization to Use Grant Funds (b) No RROF required Prepare Certification of Categorical Exclusion Form Environmental Assessment Project is not exempt or categorically excluded Prepare Environmental Assessment Checklist to Determine Status Determine if Environmental Statement is Required If YES STOP ALL WORK!! Contact GRANT AGENCY! If NO Publish a NOI/RROF with 15 days waiting period and receive an Authorization to Use Grant Funds from HUD Environmental Impact Statement Project is determined to have a potentially significant impact on the human environment STOP ALL WORK!! Contact GRANT AGENCY! Environmental Status Clearance Form Compliance Documentation Checklist Environmental Review Record Flood Coastal Barriers Runway Clear Zone All Environmental Documents Compliance Documentation Project Description and Evaluation Written Determination and Other Review Findings 15 Management Policy & Procedures for External Funding Sources

36 Utility Relocation and Land Acquisition Under some grant actions the City is required to relocate utilities, acquire Right-of Way and/or acquire real property. Grant funds may be used to complete these activities, as they are allowed in the grant agreement, for the purpose of completing a project. However, no grant funds shall be used for the sole purchase of property not related to the grant funded project. The following section discusses each possible action and the general requirements. As part of the External Funding Pre-Application Questionnaire Form all involved departments will assess the proposed projects need to acquire property and the administrative burden these actions may cause. Consideration will be given for those projects that require excessive land acquisition, to assess whether the grant funds warrant the work load of purchasing the needed property. Relocation of utilities is required under some grant projects. If utilities Utility Relocation exist within the current right-of-way or in the proposed right-of-way of a project, they will frequently need to be relocated to allow for construction. Depending upon the terms of the grant agreement, either party may be responsible for utility coordination. For Federal and State funded grants, utility relocation measures generally must follow developed Local, State or Federal Utility Procedures, as applicable and outlined in the grant agreement. Under most grant requirements all steps required to relocate the utilities shall be completed prior to the bid process. No grant funds will be used for the sole purposes of Real Property Acquisition acquiring real property. Grant funds may only be used for the acquisition of property if the purchase is needed to complete the grant project. Even if grant funds are not used to purchase the property, but the purchase is related to the grant project, Federal procedures must be followed. Before undertaking ANY acquisition procedures, the Grant Manager and City Attorney s Office shall determine if Federal Displacement/Relocation rules apply to the project. If any of the 16 Management Policy & Procedures for External Funding Sources

37 following conditions are present, the GM shall assist the PM in engaging the City Attorney s Office and completing the procedures: The property to be acquired is presently occupied by a family/families, an individual/individuals, a business/businesses, non-profit organizations or farm. The property to be acquired includes a housing unit (or units) that is proposed for conversion to another use or to be demolished. The procedures for the provision of relocation assistance are extremely complex. In the event that one or both of the above conditions are present a Department of Administrative Services and City Attorney s Office should be contacted for assistance immediately. The PM should familiarize him/herself with the responsibilities of property acquisition. Acquisition of new or additional right-of-way is required Right-of-Way Acquisition under some grant projects. In all cases State and Federal law requires that all right-of-way purchases be done in conformance with the Uniform Relocation Assistance and Real Property Acquisition Policies Act of The PM should contact the City Attorney s Office for guidance and familiarize him/herself with the responsibilities for right-of-way acquisition and relocation assistance as defined in the AFA. The PM should familiarize him/herself with the Roles and Responsibilities responsibilities for utility relocation, right-of-way acquisition and relation assistance as defined in the agreement. Throughout the grant application process and the construction phase it is the responsibility of the PM to ensure that all steps are taken to relocate utilities, acquire right-of-way and/or acquire land. The GM shall assist in the process, providing required Federal information and ensuring that the PM meets all the requirements. The PM shall also work with the utility provider and provide the GM with ALL paperwork and correspondence. 17 Management Policy & Procedures for External Funding Sources

38 Design Phase The Design Phase includes three elements: Procurement of Professional Services, Design and Schematic Layout and Final Design and Specifications. A design (architectural/engineering) Procurement of Professional Services consultant shall be procured competitively on the basis of qualifications. Throughout the procurement process the GM and PM must ensure that all procured services are in compliance with the grant agreement. The Purchasing Department has identified through a Request for Qualification (RFQ) process a variety of firms that can complete a variety of design services that may meet grant requirements of a competitive procurement process. If another process for procuring professional services is required by the grant, the responsible GM and PM shall follow those procedures with the assistance of the Purchasing Department. General criteria to be included in a solicitation may be found on the City s intranet under Purchasing Forms (Competitive Bid or Proposal Request Form). Prior to commencement of the project, it is the Roles and Responsibilities responsibility of the GM to have all required schematic plans completed. Upon receipt of grant funds and commencement of the project it is the responsibility of the project manager to have all required design requirements completed. If a solicitation process is required it is the responsibility of the GM, PM and Purchasing Department to ensure that the solicitation is in compliance with the grant agreement. Design is allowed / required under some grant Design and Schematic Layouts projects, regardless if the grant is used to fund the design. In general most designs must meet, at a minimum, local design standards. If State or Federal funds are being used the design must meet State and Federal standards. Early coordination with the grant agency will lessen the likelihood of any misunderstandings regarding State and Federal project requirements. It is required that the PM ensures, at a minimum, the design follows the guidelines set forth by the grant agency, if any. 18 Management Policy & Procedures for External Funding Sources

39 All projects regardless of cost, must comply with the Final Design and Specifications provisions of the Americans with Disabilities Act Accessibility Guidelines for Buildings and Facilities (ADAAG) and Texas Accessibility Standards (TAS). The PM and consultant are responsible for submitting plans and specifications to the Texas Department of Licensing and Regulation (TDLR) for all projects with pedestrian elements estimated to cost at least $50,000, building or facilities projects, and hike/bike trail projects. Any and all variances must be approved by TDLR. The AASHTO Guide for the Development of Bicycle Facilities is the guide for design of bicycle lanes and bicycle paths. For all other projects appropriate guidance manuals should be obtained from the grant agency as related to fundamental aspects of the project and design criteria. Throughout the grant application process it is the Roles and Responsibilities responsibility of the GM to acquire the needed schematic design information, with the help of the PM. During the design and construction phases it is the responsibility of the PM to ensure that all steps are taken to complete design submittals, reviews and correspondence to the grant agency. The Project Manager shall provide the Grant Manager with ALL paperwork and correspondence. 19 Management Policy & Procedures for External Funding Sources

40 Bid Process and Contract The procurement of goods and services by government agencies must follow standards and procedures outlined by Federal, State and Local requirements. These standards are to ensure that purchases of materials and services are obtained efficiently, economically, and in compliance with the provisions of applicable laws and local procurement procedures. Methods of Procurement Federal, State and Local regulations governing the purchase and procurement of goods and services with grant funds must be followed to assure that: Procurement transactions are conducted in a manner that provides maximum free and open competition; National goals (Equal Employment Opportunity, participation of Minority Business Enterprises, and Fair Labor Standards) are adhered to throughout the procurement process; Small, minority-owned businesses, women s business enterprises, and other historically under-utilized businesses have an opportunity to bid on grant funded projects; and Unnecessary or duplicate purchases are not made. The City shall award only to responsible contractors possessing the ability to perform successfully under the terms and conditions of a proposed procurement. Consideration shall be given to such matters as contractor integrity, compliance with public policy, record of past performance, and financial and technical resources. The GM, PM and Purchasing Department shall maintain a contract administration system which ensures that contractors perform in accordance with the terms, conditions and specification of their contracts or purchase order. No employee, officer or agent of the City shall participate in selection or in the award or administration of a contract if a conflict of interest, real or apparent, would be involved. For more information on procurement procedures please review 24 CFR Part and / or contact the DAS or Purchasing Department. 20 Management Policy & Procedures for External Funding Sources

41 Small Purchases ($24, and under) Small purchasing procedures are applicable for the procurement of services, supplies or other property costing less than $24,999.99, according to local purchasing regulations. If small purchase procedures are used, written price rate or quotations shall be obtained from three (3) or more qualified vendors. Responses of no-bid are not considered an allowed quotation. Pre-approval by the DAS is required prior to using small purchase procurement procedures with grant funds. A unit price analysis shall be completed by the PM prior to receiving and evaluating quotations. A Pre-Budget Estimate Form shall be submitted to DAS for record keeping purposes. This form may be found in Appendix B and on the grants website, The PM, with assistance as needed from the Purchasing Department, shall prepare a written Request for Quotation document that clearly identifies the items or services being purchased. The PM or Purchasing Department shall track the dates quotations are requested, allow adequate time for vendors to respond (as stated upon quotation request), and record the dates and amounts of the quotations when the quotations are received. This process will allow the City to document that an established time frame for project solicitations was met. Price quotations may only be accepted during the period identified in the solicitation. The Procurement Checklist Form must be followed and approved by DAS. This form may be found in Appendix C and on the grants website, To ensure that any and all qualified vendors have an opportunity to respond to the solicitation for quotation, more than three vendors may need to be contacted. Contact DAS and the Purchasing Department to develop a preferred contact list, with multiple vendors. Competitive Sealed Bids ($25,000 and over) This method of procurement is appropriate for all construction and material contracts exceeding $25,000 and is encouraged for contracts under $25,000 when grant funds are involved. Competitive sealed bids means sealed bids are publicly solicited through formal advertising and a formal bid opening is conducted. Under a competitive sealed bid, a firm fixedprice contract is awarded to the lowest responsive and responsible bidder (meaning the bidder whose bid conforms to all the material terms and conditions of the bid invitation and is the lowest in price). A unit price analysis shall be completed by the PM prior to receiving and evaluating bids and price quotations. A Pre-Budget Estimate Form shall be submitted to and reviewed by DAS for record keeping purposes. The contract awarded may be a lump sum or a unit price contract. If Federal funds are being utilized, construction contracts require that contractors pay the current Davis-Bacon wage rates, and as such, the current Davis-Bacon wage schedule shall be included in the solicitation. Some 21 Management Policy & Procedures for External Funding Sources

42 form of cost or price analysis shall be made and documented in connection with every procurement action. When sealed bids are used, the GM must ensure the bid documents include the following: Instructions to Bidders; Agreement, contract and/or discussion of time limit and liquidated damages; General conditions; Davis Bacon Wage Rates in effect at the time of the bid (if applicable); Specifications and drawings. Brand names can only be used if or approved equal is included in their reference; All new construction or rehabilitation construction contracts must include specifications and drawings to make the structure handicapped accessible; A bid guarantee equal to five percent (5%) of the proposed contract. The bid guarantee may be secured through a bid bond or certified check; A separate Performance Bond and Labor and Material Payment Bond, each for one hundred percent (100%) of the contract price; and Contractor Insurance requirements to carry and provide evidence of general casualty (commercial liability) insurance to protect against legal liability arising out of contracts. All bids must be advertised, as discussed in the Advertising section, offering a pre-bid meeting and stating the bid opening date. Ten days before the bids are to be opened, the GM shall check with the Department of Labor to see if the Davis Bacon wage rates have changed. If the wage rates changed ten or more days before the bid opening, the new wage rates must be provided to prospective bidders through a formal addendum to the bid/contract document. The GM shall ensure that the apparent low bidder is not on the list of debarred or suspended contractors. The bids shall be reviewed with the PM, Architect and/or Engineer. Competitive Request for Proposals This method of procurement is required for contracts over $25,000 and encouraged for all procurement of services at all prices. All procurement transactions will be conducted in a manner providing full and open competition consistent with the local requirements. The technique of competitive procurement is normally conducted with more than one source submitting an offer, and either a fixed-price or cost-reimbursement type contract is awarded. It is generally used when conditions are not appropriate for the use of sealed bids. A unit cost analysis shall be completed by the PM prior to receiving and evaluating bids and price quotations. A Pre-Budget Estimate Form shall be submitted to DAS for record keeping purposes. Proposals from qualified vendors are evaluated based on experience, price, personnel and other pertinent factors. Interviews may be conducted with the highest rated vendors. The most 22 Management Policy & Procedures for External Funding Sources

43 qualified vendor is selected subject to negotiation of fair and reasonable compensation. Some form of cost or price analysis shall be made and documented in connection with every procurement action. If utilizing a competitive proposal, the following requirements must be met: Solicit proposals from a sufficient number of qualified vendors to permit reasonable competition; The Request for Proposal shall identify all significant evaluation factors; Any response to publicized requests for proposals shall be honored to the maximum extent practical; Grantee shall have a method for conducting technical evaluations of the proposals received and for selecting awardees; and An award may be made to the responsible offeror whose proposal will be most advantageous to the procuring party, price and other factors considered. Non-Competitive Procurement Non-competitive proposal is procurement through solicitation of a proposal from only one source, or after solicitation of a number of sources, including competitive bidding, competition is determined inadequate. Non-competitive proposals may be used only when the award of a contract is infeasible under small purchase procedures, sealed bids or competitive proposals and one of the following circumstances apply: The item is available only from a single source; The public exigency or emergency for the requirement will not permit a delay resulting from competitive solicitation; The awarding agency authorizes non-competitive proposals; or After solicitation of a number of sources, competition is determined inadequate. Some form of cost or price analysis shall be made and documented in connection with every procurement action. Non-competitive procurement is very rarely used in projects. The Department of Administrative Services must pre-authorize any non-competitive proposal procurement. Procurement through a Purchasing Cooperative Through cooperative purchasing, local governments can save time and money by utilizing contracts competitively procured by a cooperative organization or another governmental agency. The Department of Administrative Services must pre-authorize the use of any procurement utilizing a cooperative purchasing contract. 23 Management Policy & Procedures for External Funding Sources

44 Some form of price or cost analysis shall be made and Independent Project Estimates documented in connection with every procurement action. A unit price or cost analysis shall be completed by the PM prior to receiving and evaluating bids and price quotations. A Pre-Budget Estimate Form shall be submitted to DAS for review and record keeping purposes. This form may be found in Appendix C and at the Grants website, Price Analysis A price analysis is a review and evaluation of a proposed price, without evaluating separate cost elements. It must be used in all cases where a cost analysis is not performed. One or more of the following techniques may be used to perform a price analysis: Compare proposed prices received in response to the solicitation (bids, quotes, etc); Compare prior proposed prices and contract prices with current proposed prices for the same or similar item/services; Apply rough yardsticks (such as dollars per pound, per square foot, or other units) to highlight significant inconsistencies that warrant additional pricing inquiry; Compare competitive price lists, published market prices of commodities, similar indices and discount or rebate arrangements; and Compare proposed prices with the Pre-Bid Project Estimate Form. Cost Analysis A cost analysis is a review and evaluation of the separate elements of cost which make up the contractor s cost proposal. A costs analysis is required when: The competitive proposal method of contracting is used for consulting and architecture/engineering services. After soliciting sealed bids, you receive only one bid in response which differs substantially from your independent estimate. You are negotiating a modification (including change orders) to any contract that changes the work previously authorized and impacts the price or estimated cost, upwards or downwards. You must request a cost breakdown of the contractor s proposed cost. The only circumstances under which you do not need to conduct a cost analysis when adequate price competition is lacking is if the price can be established on the basis of a catalog or market price of a commercial product sold in substantial quantities to the general public or the price is set by law or regulation. As appropriate, use the techniques discussed below to perform costs analysis: Verify cost and pricing data and evaluate cost estimates, including: 24 Management Policy & Procedures for External Funding Sources

45 Necessity for and reasonableness of proposed costs, including allowances for contingencies; Projection of offeror s cost trends; and Technical appraisal (e.g. by an engineer) of proposed direct cost elements. Evaluate the effect of the offeror s current practices on future costs. Compare costs proposed by the offeror with: Actual costs previously incurred by the same offeror; Previous cost estimates from the offeror or other offeror s for the same or similar items; The methodology to be used by the offeror with the requirements of the solicitation (i.e. do the costs reflect the technical approach proposed?); and Your independent cost estimate (or that of an independent architect, engineer, appraiser, etc.). Cost analysis also requires that you negotiate profit as a separate element of the price. In negotiating profit, you should consider the following: The complexity of the work to be performed; The risk borne by the contractor; The contractor s investment; The amount of subcontracting; The quality of the contractor s record of past performance; and Industry profit rates in the surrounding geographical areas for similar work. An advertisement is the official announcement inviting bids for construction Advertising work. The project must be advertised in accordance with the grant agreement requirements, generally two or three weeks. The advertisement needs to be advertised in at least one newspaper of general circulation in accordance with the applicable grant agency; however, the granting agency may require advertising in more than one newspaper. Typically a pre-bid meeting should be scheduled to address prospective contractors concerns and questions. A mandatory meeting is typically optional but not recommended. Typically the Purchasing Department facilitates the advertising process. The advertisement plans and Distribution of Bid Documents & Addenda specifications must be available to bidders with an ample amount of time for review prior to opening of bids. Bid documents will specify the location where and time by which bids must be received, which is typically in the Purchasing Department. All bids should be submitted in sealed envelopes marked as specified in the bid solicitation documents. At time of receipt, the Purchasing Department shall indicate the time of receipt on the exterior of the bidder s envelope and enter the bid receipt on a bid log. The envelope must 25 Management Policy & Procedures for External Funding Sources

46 not be opened until the bid opening. Any bids submitted after the deadline shall remain unopened and filed in the bid folder or returned to the vendor. All bids received shall be kept in a secure location from the time of receipt until the bids are opened. All bidders shall provide an extra unbound copy for grant records, in addition to the other required bid documents. In the case that a bid is completed and submitted at the Purchasing Department, the Purchasing Department shall create a copy for the grant records. An addendum is an addition, correction, or change to items in the bid documents. An addendum should not be used for trivial changes that are not anticipated to impact the bids. All prospective bidders must be made aware of any addendum as expeditiously as possible. The most important consideration in an addendum process is to give all bidders enough time to fully evaluate the effect of the changes and to adjust their bid accordingly. The Purchasing Department is responsible for the issuance of addendums. Bid Opening & Tabulation present at the bid opening meeting. Bids must be opened publicly (allowing attendance by all interested bidders and the public) and read aloud either itemby-item, or by total amount. Some grant agencies may be Reasons for not reading a bid include the bid being unresponsive or the bidder previously determined to not be responsible. An unresponsive bid is one that fails to meet all requirements of the advertisement and solicitation document. The solicitation documents must clearly identify those requirements with which the vendor must comply to have a responsive bid. A responsible bidder is one who is physically organized and equipped with the financial wherewithal to undertake and complete the contract. A bidder may be deemed not responsible because of past unsatisfactory performance, as evidenced by failure to meet the City s qualification requirements, or because of State or Federal suspension/debarment action. Criteria for which contractor may be deemed not responsible shall be clearly defined in the solicitation documents. A determination of bidder non-responsibility may be done prior to, or after, the receipt of bids. Upon receipt and publicly opening all bids, the Purchasing Department or the City s Consultant shall prepare a bid tabulation which indicates the bid prices for each item for each bidder along with the estimated prices for each bid item as previously estimated by the City or its Consultant. The Purchasing Department shall track the dates bids are requested, allow adequate time for vendors to respond (as stated upon bid request) and record the dates when bids are received. The price quotations shall also be recorded. This process will allow the City to document that an established time frame for project solicitations was met. Bids and price quotations may only be accepted during the period identified in the solicitation. The Procurement Checklist Form must be followed and approved by DAS. 26 Management Policy & Procedures for External Funding Sources

47 The bid analysis process is an examination of the Bid Analysis & Contract Award unit prices for reasonable conformance with the estimated prices to determine if the contract should be awarded or if all bids should be rejected. The PM shall engage the architect/engineer and perform an analysis of the bid tabulations and the project estimate to determine the presence of unbalanced bids. This could be a bid that contains lump sum or unit bid items that do not reasonably reflect the actual costs to construct the item or a bid that generates reasonable doubt that award to the bidder would result in the lowest ultimate cost to the City. A materially unbalanced bid should not be awarded. A recommendation for award to City Council should be prepared by the PM. Once a contract is authorized by the City Council, the Purchasing Department shall initiate the construction contract and route to the City Attorney s Office for the execution process. Once the contract is executed, the PM shall set up a mandatory pre-construction meeting and issue a notice to proceed to the General Contractor. The following lists all potential applicable Federal, State and Contract Requirements Local provisions associated with a specific bidding or contracting component. Bidding and contracting components are divided into four primary areas: Bid Document Preparation, Letting and Award, Contract Execution and Contract Administration. The following discusses the requirements in Bid Document Preparation. The remaining areas are discussed elsewhere in this manual. Some bidding and contracting components will appear in more than one area. A checklist for bid requirements, with potential CFR needs called out, is provided in Appendix D and at the Grants website, The City Attorney s Office should be contacted when developing all contracts. Bid Document Preparation Bonding Include approved provisions for bonding in bid document. Buy America Include provisions in bid document. Change Orders Include procedures outlining the conditions under which a change order is allowed and include in bid document. Child Support Documentation Include language required by state statute verbatim in bid document. Claims Include developed procedures outlining the conditions under which a claim is allowed. Contract Time Provide adequate procedures for determining contract time. Debarment Certification Include statement of verification in bid document. Designated Material Sources / Disposal Sites Develop and provide public interest finding if specific sources are called for in the bid document. 27 Management Policy & Procedures for External Funding Sources

48 Differing Site Conditions Ensure that the contract language contained at 23 U.S.C. 112(e) is included in the bid document. Disadvantaged Business Enterprise, Historically Underutilized Business, and Small Business Enterprise Include DBE provisions in the document and ensure that SBE provisions are included in the bid document. Title VI and Nondiscrimination Program Title VI nondiscrimination references must be incorporated into all non-exempt Federal-aid bid proposals, construction contracts/subcontracts. Equipment Rental Rates Develop procedure based on 48 CFR 31 and include in bid document. Final Rule on Temporary Traffic Control Devices Include bid items for traffic control features and operations, and if used, law enforcement in the bid documents. Liquidated Damages Develop rates and include in bid document, include contract provisions for assessing damages. Lobbying Certification Include certification form in bid document. Local Hiring Preference Bid document may not include any local hiring preferences. Materials Plans and specifications must describe construction requirements in sufficient detail to facilitate construction. For Solicitations for design-build projects describe evaluation factors, which may include particular material quality or design performance criteria. Non-Collusion Statement Include certification in bid document. Non-Discrimination against Persons with Disabilities Ensure all new and existing transportation facilities are designed and constructed to comply with the provisions of all cited statutes. Request final inspection from TDLR. Non-Resident Bidder and Texas Preference If Federal funds are used, do not use any procedures which prohibit consideration of a bid by a non-resident of the state. Also, for design-build projects do not use any procedures that give geographical preferences. If Federal funds are not used follow local procurement requirements. Non-Responsive Bid Include definition of a responsive bid and list of reasons for a bid being considered non-responsive in the bid document. Non-Segregated Facilities Include certification in bid document. Patented / Proprietary Products Develop public interest finding if such materials are specified in the bid document. Prequalification Include any provisions in bid document. Prevailing Minimum Wage Include latest Davis-Bacon wage rate and / or appropriate wage rates in accordance with state statute in the contract. Prison Produced Materials Develop contract language to prohibit the use of convictproduced materials and include in bid document. 28 Management Policy & Procedures for External Funding Sources

49 Publicly-owned Equipment Do not allow in contract. Railroad Insurance Provision Include requirement for railroad insurance in bid document when work is in the railroad right-of-way. Retainage Follow the retainage requirements as specified in the grant agreement. Safety: Accident Prevention (OSHA) Include provisions in contract to implement OSHA. State or Local Preference Do not allow in contract. Subcontracting Call out all requirements to be required in subcontract contracts with the prime contractor. Contractors must perform at least 30% of the work on the contract. Subcontractors are not allowed to perform work until the subcontract has been approved in writing by the contracting entity. Termination of Contract Include contract language for termination for cause, convenience, and default and include in bid document. Time Extensions Include reasons time extensions are allowed in specifications. Title VI Compliance Provide methods of administration to ensure compliance Title VI and remedy any existing compliance problems. Trench Safety Include required provisions in the bid documents. Warranties and Warranty Clauses Include required provisions in the bid documents. The PM shall work with the Purchasing Department to Roles and Responsibilities ensure all procurement practices are followed appropriately. The GM shall assist in determining that all grant requirements are met. All paperwork, documents and correspondence shall be recorded by the GM. 29 Management Policy & Procedures for External Funding Sources

50 Construction Phase It is critical that the PM provides information regarding the project to the GM and Finance representative. Organization of construction project documents will increase the PM s and GM s ability to manage the project during the construction phase. It is most effective to create the organization system at the beginning of each project and properly store documents as they are received. This system will be established and reviewed at the grant project s first kick-off meeting, upon notification of award. Complete and orderly records will aide in any auditing process, whether internal or external. The Project Manager must conduct this meeting with all Pre-Construction Meeting parties before construction can begin. All parties in attendance must sign-in, recorded on a sign-in sheet. During this meeting all requirements must be discussed and provided in the meeting minutes (e.g. change orders, statements/payroll, Federal requirements, etc.). For any questions that arise at the meeting that are answered during and after the pre-construction meeting, a copy of the answer shall be sent to each meeting participant and a copy kept in the project records. A copy of the minutes shall be sent to each participant and a copy kept in the project records. Contract compliance is the administration of a written contract to Contract Compliance ensure compliance with the terms of the agreement, particularly quantity, quality and timeliness. The following are the main terms provided in a general contract; however the list is not exhaustive of everything that might be included. Change Orders The PM is responsible to keep all support documents (including cost analysis for negotiated prices) with the change order during the project. A unit cost analysis shall be completed by the PM prior to receiving and evaluating the change order. A Pre-Budget Estimate Form shall be submitted to DAS for record keeping purposes. 30 Management Policy & Procedures for External Funding Sources

51 Contract Time The term of a contract is an important part of every construction project. Too little contract time may result in higher construction costs, while too much contract time may encourage inefficiencies, increased user costs, and potential delays and inconvenience to the public. The PM is responsible for ensuring that the project is kept on track and all charged and/or credited days are reported. Inspection The City has certain inspection responsibilities. By executing an agreement with the grant agency, the City assures that it has the staff to manage the assigned project functions. It is the PM s dayto-day responsibility to determine compliance with the approved plans, specifications and contract administration requirements. Bulletin Board Items Periodically the Project Manager shall check the project site bulletin board to ensure all required documentation is posted for all workers to view. Statement and Payrolls The GM must review payroll statements for completeness and certification, and then spotcheck items such as classification, hourly rate, authorized deduction, fringe benefits, overtime hours and rate and net wages paid. The PM shall interview a representative sampling of employees to verify contractor compliance. A minimum of two interviews per month shall be provided to the GM for review and record keeping. Progress Payments Progress payments are compensation to the prime Contractor for the value of work performed during a covered period. Payments should be based on estimates by the PM or the City s Consultant, of the value work performed and materials delivered or stockpiled in accordance with the contract. The PM shall ensure that the contractor is paid within thirty (30) days. The PM must ensure that subcontractors receive payment from the prime Contractor within ten (10) days of contract payment. Retainage If provided for in the grant agreement, or under Federal, State or Local regulations, the City shall adhere to the requirements of the external funding provisions. 31 Management Policy & Procedures for External Funding Sources

52 For all Texas Department of Transportation projects the City may withhold five-percent (5%) retainage from the contractor, provided they comply with one of the following options: You may decline to hold retainage from prime contractors and prohibit prime contractors from holding retainage from subcontractors. You may decline to hold retainage from prime contractors and require a contract clause obligating prime contractors to make prompt and full payment of any retainage kept by prime contractor to the subcontractor within 30 days after the subcontractor s work is satisfactorily completed. The 30 days are changed to 10 days by Government Code Chapter The federal government allows states to be more restrictive. Therefore the 10 day requirement prevails. You may hold retainage from prime contractors and provide for prompt and regular incremental acceptances of portions of the prime contract, pay retainage to prime contractors based on these acceptances, and require a contract clause obligating the prime contractor to pay all retainage owed to the subcontractor for satisfactory completion of the accepted work within 30 days (Changed to 10 days by Government Code Chapter ) after your payment to the prime contractor. For all other funded projects review the grant agreement and apply retainage as stated in the agreement, regardless of Local requirements. Subcontractors Federal regulations impose limitation on the amount of work that can be subcontracted. This prohibits a prime Contractor from brokering (subletting contract work). For all projects with Federal funds, the City must require the contractor to complete, at a minimum, thirty-percent (30%) of the work. All Federal and general grant documentation will be monitored Federal Requirements by the Department of Administrative Services. The following apply to most, if not all, Federally funded grant projects and some other-source funded grant projects. Buy America Projects with Federal funds must meet Buy America requirements. Steel and iron products to be incorporated into the project must be of domestic origin. All manufacturing processes for steel and iron products to be incorporated into the project must take place domestically, including donated material. All contract documents for the contractor and sub-contractors must include a Buy America clause. The GM is responsible for obtaining documentation certifying steel and iron products covered by the Buy America provision are domestic, such as Mill Test Reports and Buy American Forms. These must be retained in the project records. 32 Management Policy & Procedures for External Funding Sources

53 Disadvantaged Business Enterprise (DBE) The contractor must comply with the DBE program requirements, if required. All contractors are not allowed to participate in the Federally-funded projects if they are suspended or debarred (as a prime or as a sub). The City has a Memorandum of Understanding (MOU) on file, located at Prior to contract execution the Grant Manager must ensure that the projects DBE requirements are included in the bid documents. If DBE is required the contractor must submit monthly reports after work begins on DBE payments to meet the DBE goal of the City. DBE Monthly Progress Reports used to document this information shall be provided at the pre-construction meeting. These reports are due within fifteen (15) days after the end of the calendar month. The contractor must submit the Final DBE Report to the City the month after work is completed. All documents must be kept in the project records. Davis-Bacon Act of 1931 (Prevailing Minimum Wage) The payment of predetermined minimum wages for certain job classification used on Federal-aid contracts, is derived from the Davis-Bacon Act of The GM must verify current wage rates and include the information in all bid / contract documents. The PM shall ensure that the rates are posted at the site of work. The GM must verify that the workers are paid appropriate wages for work classification and verify that the contractor pays overtime for work in excess of forty (40) hours in a work week. The contractor shall provide the GM with the proper wage report paperwork so the City may review certified weekly payrolls and employee interviews. The City cannot complete pay requests unless all wage report documents have been submitted to the GM. The US Department of Labor should be notified and involved in resolving any violations. Environmental The City shall obtain all required environmental clearance, if applicable. Potential environmental impacts on environmental commitments shall be evaluated prior to approving Change Orders. Equal Employment Opportunity Most grant agencies have the responsibility to ensure that all Federal-aid contractors, subcontractors, vendors and material suppliers do not discriminate in employment and contracting practices based on race, color, religion (in the context of employment), sex, national origin, age or disability. The City must collect the contractors EEO Policy Statement at the commencement of construction with the officer name and phone number. Keep this in the project records. 33 Management Policy & Procedures for External Funding Sources

54 Section 3 Section 3 requirements apply to CDBG funded projects. The US Department of Housing and Urban Development Economic Opportunities for Low and Very Low-Income Person, Section 3, requires that the City maintain records of the income, racial/ethnic, and jurisdiction of their residence for any new hires and of business/contractors/subcontractors hired for certain projects funded with CDBG funds. The DAS staff will ensure this data is collected on a specified form. It is the responsibility of the GM to ensure that all contract Roles and Responsibilities items are met over the course of the project, as well as recording all documents. The PM is responsible for the day-to-day management of the project, assisting the GM in ensuring all contract provisions are met. 34 Management Policy & Procedures for External Funding Sources

55 Documentation, Records and Reporting The City of Temple is responsible for collecting and retaining ALL pertinent data from every grant project for project monitoring purposes. All records will be retained by the responsible Grant Manager and on a shared drive (drive address..). SOMETHING ABOUT GROUP This section will explain record keeping and reporting requirements for general grant monitoring purposes. The GM shall retain all documentation and manage the sharing of these documents. Each CDBG jurisdiction shall provide a Consolidated Annual Performance Report CAPER (CAPER) to review and report on the progress it has made in carrying out its action plan as outlined in 24 CFR The performance report shall include a description of the use of CDBG funds during the program year and an assessment of the use of those funds in relation to priorities and specific objective identified in the plan. The CAPER program year, and all CDBG funded public service agencies. The City must publish a public notice of the availability of the CAPER for review by citizens and allow a fifteen (15) calendar day comment period. The original report and three copies must be submitted to HUD by Dec 30 th, ninety (90) calendar days from the end of the City s fiscal year, September 30 th. 35 Management Policy & Procedures for External Funding Sources

56 To ensure compliance with all grant agreements the City shall conduct an Internal Audit internal grant audit on an annual basis and at the close-out of the grant. It is the responsibility of the Grant Manager to ensure that all required documents are attained and organized within the specified grant file, hard copy and digitally. The Grant Manager shall review the Grant Documentation Checklist and provide a completed sheet at the beginning of each grant folder. The Grant Manager must be able to fully document all grant projects so that Filing System compliance with all applicable regulations can be demonstrated. The filing system established should provide a historic account of each project. The files should be maintained in a central location. The following is a suggested outline for file categories and contents of files for each project: (A) Grant Processes Checklist (B) General Project File (i) Project Proposal (ii) Project Notice to Proceed (iii) Reporting Documents (iv) Direct Beneficiary Data (v) Meeting Minutes (vi) Newspaper Articles (vii) Minutes/Sign-in Sheet at Kick-off Meeting (viii) Planning document designation (i.e. Action Plan, MPO Regional Plan, etc.) (ix) Correspondence (C) Financial Records (i) Notices of Grant Award (ii) Authorizations, motions and resolutions (iii) Project Agreement (iv) Third party Contracts (v) Written Evidence of Third Party Contracts (vi) Budget Revisions (vii) Financial Spreadsheet Summary (viii) Bills for Payment (ix) Bank Statements (x) Copies of Reimbursement Requests (xi) Copies of Approved Vouchers and Warrants (?????) (xii) Payroll Time Sheets 36 Management Policy & Procedures for External Funding Sources

57 (xiii) Records of Technical Assistance Monitoring Visits (xiv) Audit Records (xv) Approved Indirect Cost Allocation Plan (xvi) Records Documenting Source and Amount of Matching Resources (D) Procurement (i) Bid Advertisements (ii) Affidavit of Publication (iii) RFP/Q s (iv) Bids/Proposals (v) Low bid summary (vi) Price or Cost Analysis (vii) All Third Party Contracts (viii) Preconstruction Conference Notes (with sign-in sheet) (ix) Section 3 Documentation (CDBG) (x) Approved Change Orders (xi) Pay Estimates (xii) Certified Payrolls (xiii) Site Inspection Reports (xiv) Correspondence (E) Design/Construction (i) Environmental Approval (ii) Historical Review Records (iii) TDLR/ADA Letter (iv) Approved Plans (v) Review Comments (vi) Approved Change Orders (vii) Inspection Reports (viii) Project Photos (to include photo of bulletin) (ix) Final Acceptance Letter (F) Other Federal Requirements (i) Lead-Based Paint Documentation (ii) Property Acquisition Records (iii) Labor Standards (a) Davis Bacon Wage Rate Reports 37 Management Policy & Procedures for External Funding Sources

58 (b) Davis Bacon Wage Rate Interviews (iv) Buy America Review (v) DBE reports, if required Correspondence should be filed by subject. All records pertaining to grant project shall be retained for at least five Records Retention years after expiration of the contract and any amendments, completion and resolution of the audit and/or any litigation, whichever is later. If there are any litigation, claim, or audit findings that extend beyond this fiveyear period, you must retain the records until all litigations, claims, or audit findings involving the records have been resolved. 38 Management Policy & Procedures for External Funding Sources

59 39 Management Policy & Procedures for External Funding Sources

60 DGL Actions Identify Funding Opportunity & Project Submit EFPQ to DAS Application Phase - Competitive Grants Assign Project Manager Submit Draft Application for Departmental Review Submit Agenda Item to City Secretary Receive Council Approval Obtain CM signature Complete & Submit Final Application to Agency Receive CM Approval GM Actions Review EFPQ & Seek CM Approval Prepare Application Review draft application Return draft with comments PM Actions Review draft application Return draft with comments

61 DGL Actions Identify Eligible Projects Submit Project Funding Requests to DAS Assign Project Manager Application Phase - CDBG Entitlement Grant PM Actions GM Actions Public Service Agency Application Process CSAB Review & Funding Recommendations Hold Public Meeting for Citizen Participation Prepare Annual Action Plan Public Hearing-Council 1 st Reading 30 Day Public Comment Period Final Adoption by Council Submit Final Action Plan to HUD

62 Survey Phase DGL Actions Contact Purchasing Dept. for procuring consulting or professional services through an RFQ before grant award Ensure grant compliance of bid documents PM Actions GM Actions Contact Purchasing Dept. for procuring consulting or professional services through an RFQ after grant award

63 Environmental Review GM Actions Prepare Statutory Checklist to Determine Level of Review Exempt (a) Categorically Excluded 58.34(b) Categorically Excluded 58.34(a) Prepare Certification of Exemption Prepare Certification of Categorical Exclusion Prepare Certification of Categorical Exclusion No further review required Determine exempt under Determine not exempt under Publish RROF 7 day waiting period. Prepare Compliance Document Checklist Prepare Form 7 Prepare Compliance Document Checklist Prepare Form 7 Notify DGL & PM that project may proceed Requires Environmental Assessment Prepare Environmental Assessment Publish NOI/RROF & FONSI, 15 day waiting period. Submit to Grant Agency Requires Impact Statement Project requires Impact Statement Stop all Work! Contact grant agency! Receive Authorization to Use Grant Funds

64 Right-of-Way Acquisition DGL Actions PM Actions GM Actions Assist PM with required Federal information Contact Legal Dept. Relocate utilities, acquire rightof-way and/or acquire land Provide GM with paperwork & correspondence

65 Design Phase DGL Actions PM Actions GM Actions Have all required schematic plans completed Receive grant funds and commence with project Have all required schematic plans completed Contact Purchasing Dept. to determine procurement process Provide GM with paperwork & correspondence

66 Bid Process & Contract DGL Actions Prepare Bid Packet Advertise for Bids Advertise Request for Proposals Confirm Bid Documents Conduct Bid Opening Award Contract PM Actions GM Actions Determine Procurement Method Competitive Sealed Bid Competitive Request for Proposals Non-Competitive Procurement Purchasing Cooperative Procurement Prepare Pre-Budget Estimate Farm Prepare Pre-Budget Estimate Farm Prepare Pre-Budget Estimate Farm Conduct Pre-Bid Meeting Interview Qualified Vendors Review Bid with Architect/Engineer Confirm Contractor Non-Debarred Review & Authorize No Council Approval Needed Needs Council Approval Receive Council Approval Agenda Item for Council Approval Small Purchase Prepare Pre-Budget Estimate Farm Prepare Request for Quotation Follow Procurement Checklist Track dates & amounts of quotes

67 DGL Actions Receive Copy of Signed Contract Construction Phase Equal Employment PM Actions GM Actions Receive Copy of Signed Contract Receive Copy of Signed Contract Conduct Preconstruction Meeting Issue Notice to Proceed Federal Requirements Insure Contract Compliance Environmental Davis-Bacon Act Buy America Disadvantaged Business Section 3 Change Orders Contract Time Inspections Bulletin Board Items Progress Payments & Retainage Subcontractors Statement & Payrolls Insure all contract items are met & documents recorded Day-to-day Project Management Employee Interviews

68 Attachment 2 - Workout Plan/ Timeliness Spreadsheet (most recent)

69 Grantee: CITY OF TEMPLE CDBG Workout Plan Preparation date: April 3, 2014 Contact person: Lois Whitley FY Original Plan date: October 1, 2012 Telephone: Funds Projected/Funds Drawn Amended Plan Date: Draw#3 Draw #4 & 5 Draw #9 Draw #1 & 2 Draw #6 Draw #7 & 8 Draw #10 Activity Name/# Amount Budgeted Less Amt Drawn as of 09/30/12 Re-Programed Balance as of 10/01/12 Re- Programmed Oct, Nov & Dec 2012 completed Jan 2013 completed Feb 2013 completed Mar 2013 completed Apr 2013 completed May 2013 completed Jun 2013 completed Jul 2013 completed Aug 2013 completed Sep 2013 completed Oct & Nov 2013 completed Cumulative as of Prep. Date Undrawn Balance as of Prep. Date 1st Street Sidewalks (10) # , (41,670.81) 111, , , Residential Accessibility (10) #293 20, (19,519.95) (480.05) (0.00) - (0.00) Avenue H Resurfacing (10) # , (195,914.08) (4,085.92) Administratio n (11) #307 93, (81,954.83) (11,412.17) st Street Sidewalks (11) # , , , , , , , , Clarence Martin Gym Floor (11) #301 90, (34,796.20) - - (55,203.80) Demolition (11) # , (48,216.97) - 51, , Administratio n (12) #309 55, , , , , , , , , , , st Street Sidewalks (12) # , , , Demolition (12) #311 85, , , HELP Center- Child (12) #312 15, , , , , , HCCAA (12) #313 14, , , , , , , Families in Crisis (12) #314 10, , , , , Family Promise (12) #315 15, , , , , , , To be reprogramme d 27, , , , Less Program Income 1, , , (75,000.00) (75,000.00) Total 1,195, (442,480.44) 63, , , , , , , , , , , LOC Balance 816, , , , , , , , , , , ,065 Current Grant 386, Ratio of Balance to Grant Balance to Expend: Sidewalks/Curb/Gutter 231, Demolition 136, Total Active CDBG Projects 368, Administration 19, Public Service Agencies 0.00 Total CDBG Activities & Admin 388, Total IDIS Undrawn Balance 388, Unprogrammed 141, Program Income 76, Total CDBG funds to be reprogrammed 217, Total CDBG Fund Balance 606,064.99

70 Activity Name/# Grantee: CITY OF TEMPLE CDBG Workout Plan Preparation date: April 3, 2014 Contact person: Bahia Nightengale FY Original Plan date: October 1, 2013 Telephone: Funds Projected/Funds Drawn Amended Plan Date: Draw #1-Oct & Nov & Dec 2013 Draw#3 JAN Draw # 4 FEB Amount Budgeted Less Amt Drawn as of 09/30/13 Re-Programed Balance as of 10/01/13 Re- Programmed Oct, Nov & Dec 2013 completed Jan 2014 completed Feb 2014 completed Mar 2014 completed Apr 2014 completed May 2014 completed Jun 2014 completed Jul 2014 completed Aug 2014 completed Sep 2014 completed 1st Street Sidewalks (11) # , (84,503.14) - 38, , , , Demolition (11) # , (48,216.97) - 51, , , , Oct & Nov 2014 completed Cumulative as of Prep. Date Undrawn Balance as of Prep. Date Administratio n (12) #309 55, (35,587.85) (19,598.15) st Street Sidewalks (12) # , , , Demolition (12) #311 85, , , , , Administratio n (13) #316 57, , , , , , , Demolition (13) #318 85, , , HELP Center- Child (13) #319 10, , , HELP Center- Workforce (13) #320 5, , , HCCAA (13) #321 10, , , , , Families in Crisis (13) #322 17, , , , , Family Promise (13) #323 15, , , , , st Street Sidewalks (13) # , , , MLK Park (13) 9, , , , To be reprogramme d 141, (122,083.19) 19, , Less Program Income 76, (76,272.66) Total 1,183, (168,307.96) - 1,014, , , , , , LOC Balance 1,014, ,014, , , , , , , , , , ,450 Current Grant 408, Ratio of Balance to Grant Balance to Expend: ANTICIPATED Sidewalks/Curb/Gutter 402, $0 Project complete July 2014 Demolition 169, $76,000 all funds projected to be spent Total Active CDBG Projects 572, Administration 41, ,000 Public Service Agencies 39, $28,500 Total CDBG Activities & Admin 653, Total IDIS Undrawn Balance 653, Wilson Park 227, Unprogrammed 19, Program Income 0.00 Total CDBG funds to be reprogrammed 247, Total CDBG Fund Balance 900, Total Current/Pending/Anticipated Funds 578, Projected Balance as of July 31, , Ratio of Balance to Grant 1.27

71 Attachment 3 - Community Services ADvisory Board Public Service Funding Recommendations

72 PUBLIC SERVICE AGENCIES (PSA) 2014 Grant Year / Fiscal Year Annual Allocation from HUD $466,842 $386,943 $408,865 $390,268 Max Allocation to PSAs $60,000 $ 54,000 $57,000 $54,600 PSA (Subrecipient) Awarded Amount Amount Awarded Amount Awarded Request Recommended Award Bell County Human Services (HELP Center) $25,000 $15,000 $15,000 ($10,000 $5,000) $25,000 $18,600 Central Texas 4C, Inc. $0 $0 $0 $20,669 $0 2014/15 Activity Job training and accessibility Playground equipment Family Promise of East Bell County, Inc. Families In Crisis, Inc. $0 $15,000 $15,000 $24,000 $10,000 $20,000 $10,000 $17,000 $20,000 $12,000 Case manager alleviating homelessness for area families Case Managers for Temple FIC facility Hill Country Community Action Association (HCCAA) $15,000 $14,000 $10,000 $14,000 $14,000 Meals on wheels Total PSA Funding $60,000 $54,000 $57,000 $103,669 (requested) $54,600

73 Attachment 4 - Wilson Park Activity Map

74 INFRASTRUCTURE Wilson Park Phase II of renovation includes: Playground equipment Shade Structure Phase I underway with funds, includes: Restroom Pavillion

75 Attachment 5 - Spot Blight Demo Activity Map

76 S 31ST ST OLD WACO RD HILLIARD RD AIRPORT TRL S KEGLEY RD WENDLAND RD EBERHARDT RD LUCIUS MCCELVEY DR N 31ST ST S 25TH ST S 5TH ST S 1ST ST LITTLE RIVER RD HART RD BERGER RD PRAIRIE VIEW RD WESTFIELD BLVD CEDAR CREEK RD AIRPORT TRL i HILLIARD RD CHARTER OAK DR S INTERSTATE 35 Tract: Blkgrp: 1 AIRPORT RD OLD HOWARD RD C ENTRAL P OINTE PKWY N KEGLEY RD NW H K DODGEN LOOP MIDWAY DR S INTERSTATE 35 MOORES MILL RD NW H K DODGEN LOOP W NUGENT AVE i S 57TH ST THORNTON LN INDUSTRIAL BLVD ENTERPRISE RD Tract: Blkgrp: 1 i W M AVE ii Tract: Blkgrp: 3 Tract: Blkgrp: 1 Tract: Blkgrp: 1 i i SW H K DODGEN LOOP i 25TH ST Tract: Blkgrp: 4 i i i Tract: Blkgrp: 2 W ADAMS AVE W CENTRAL AVE i i i i i i i i ii i i i i i i i i i i i i i i Tract: Blkgrp: 2 W H AVE Tract: Blkgrp: 2 Tract: Blkgrp: 3 CANYON CREEK DR N INTERSTATE 35 i N 3RD ST SW H K DODGEN LOOP MARLANDWOOD RD W ZENITH AVE E ZENITH AVE Tract: Blkgrp: 6 i S 5TH ST N INTERSTATE 35 LOWER TROY RD Tract: Blkgrp: 1 Tract: Blkgrp: 1 NE H K DODGEN LOOP Tract: Blkgrp: 1 Tract: Blkgrp: 2 S M A RTIN LUTHER KING JR DR E BLACKLAND RD Tract: Blkgrp: 2 E YOUNG AVE Tract: Blkgrp: 2 SE H K DODGEN LOOP i E ADAMS AVE Tract: Blkgrp: 4 E HIGHWAY 36 SE H K DODGEN LOOP E H AVE Tract: Blkgrp: 3 TOWER RD E H AVE WITTER LN W FM to 2014 Demolished Structures W FM 93 i i Legend Pending Demo Structures Demo Structures Lakes CDBG_TargetAreas Streets CityLimits