ࡱ> 7  bjbjUU "7|7|lFFFVfffzlz}2tbbbbbbb?}A}A}A}A}A}A}$~ e}fbbbbbe}ffbbz}bfbfb?}b?}cYLffsbbh Lzn~(\Zsb}0} ]jsbzzffff Substantial Amendment I City of Waterbury 2005-2010 Consolidated Plan The City of Waterbury is amending its 2005-2010 Consolidated Plan, by changing it to a three-year plan. The reason for this change is to re-evaluate the Citys three-year goals, needs and objectives for the Years July 1, 2005- September 30, 2008. The amended three-year plan also incorporates the amendment to the Program Year from July 1-June 30 to October 1-September 30. Such notification has been sent to HUD. The Substantial Amendment includes amended text and data, maps, an executive summary, and re-defined goals, objectives and priorities (See attached document). Attached to the Substantial Amendment is the Citys recently adopted Citizen Participation Plan. Substantial Amendment II Program Year Change The City of Waterbury proposes changing its Program Year from July 1-June 30 to October 1-September 30. The reason for this change is to allow the City additional time to complete seasonal projects, which are dependent upon the weather, while complying with the necessary timeliness factor for expenditure of funds. Substantial Amendment III Reallocation of Funds The City of Waterbury proposes to reallocate funds to the Community Development Block Grant Program by transferring prior year allocations of $18,000 from the Commission on Aging and $20,242.33 from PRIDE, due to the fact that both agencies are not currently in operation, and giving $15,000 to the YMCA and $23,242.33 to the Waterbury Senior Shuttle, to allow these programs to operate during the three additional months before the proposed change in the fiscal year occurs. Substantial Amendment IV Reallocation of Funds The City of Waterbury proposes to reallocate the prior years funding by transferring $37,022.26 from Street Improvements to Park Improvements, in order to complete additional alternates to the Washington Park baseball field. Substantial Amendment V Reallocation of Funds The City of Waterbury is proposing the reallocation of the prior years funds by transferring $11,330.93 from Neighborhood Improvements to Interim Assistance in order to secure blighted buildings Substantial Amendment VI Reallocation of Funds The City of Waterbury proposes the reallocation of the prior years funds by transferring $25,000 from NRZ Community Development and $50,071.00 from Public Facility Improvements-Parking and Signage to Demolition, allowing funding to be available to demolish blighted buildings. Substantial Amendment I: Text Changes City of Waterbury 2005-2010 Consolidated Plan Cover Page: Amend Consolidated Plan 2005-2010 to Consolidated Plan 2005-2008 CPMP Consolidated Plan Title Page: Amend Strategic Plan for Years 2005 to 2010 to Strategic Plan for Years 2005-2008. Page 1, paragraph 1: Amend Included in the plan is Waterburys strategies to address its housing and community development needs over a five year period to Included in the Plan are Waterburys strategies, goals and objectives to address the Citys housing and community development needs and priorities over a three-year period. Page 2, paragraph 6: Amend The Waterbury Development Corporation (WDC) coordinated and prepared the Consolidated Housing and Community Development Five Year Plan and its Annual Plan to The Waterbury Development Corporation (WDC) coordinated and prepared the Consolidated Housing and Community Development Three-Year Plan and its Annual Plan. Page 3, Paragraph 3 (Housing and Community Development Needs) through page 6, end of paragraph entitled Mission: Amend these pages by deleting the existing text and replacing with the following: Waterburys Three-Year Consolidated Plan (Fiscal Years July 1, 2005- September 30, 2008) has a very clear goal: to make the City of Waterbury a City of Choice for residents and businesses alike; where businesses can take root, grow and flourish, and all residents can live in vibrant, thriving, neighborhoods that offer them quality choices and opportunities for residential living, recreation and employment. In order to accomplish this, the City of Waterbury will work to create a suitable living environment, provide decent, affordable housing and create economic opportunities for Waterburys low-and moderate-income residents. The following focus areas outline and summarize the citys major goals, strategies, initiatives and projects that will help make Waterbury a City of Choice with Neighborhoods of Choice. These focus areas with their supporting, initiatives, programs, and strategies will be reflected in the priority need goals and objectives throughout the Plan. Public Safety and Services: Every neighborhood should be a neighborhood where residents feel safe and protected, where the physical environment is pleasant and enjoyable, and where public services meet the needs of the community. To that end, the Waterbury Police Department (WPD) is committed to full implementation of its Community Policing program by expanding the Community Relations component of the program. Throughout 2005-2008, the WPD will work to assign a Community Relations officer to every neighborhood in the City. The Community Relations Officers role is to build partnerships between the Police Department and neighborhood residents, associations, and businesses; to address quality of life concerns; to be pro-active in addressing conduct that contributes to minor crimes; and, to educate the community on public safety strategies. The City is also committed to supporting the creation of a Waterbury Police Academy during the next three years, whereby recruits will be trained in Waterbury, rather than other municipalities. Training in a local Waterbury Academy will better prepare recruits to handle problems and situations unique to Waterbury and will also provide them the opportunity to get to know the people and neighborhoods of the City. The City of Waterbury and the WPD are seeking to expand the Departments role in the Citys continuing fight against litter, blight and graffiti. Community Relations Officers will work closely with the City of Waterbury and the WDC to enforce local litter and blight laws, educate the community on litter/blight issues, and lend support to the Planning Department in tracking and enforcing code violations The Waterbury Police Department is also committed to the City of Waterburys youth through its continuing involvement with PAL (Police Activities League), which provides organized after school and weekend activities to youth across the City. The WPD aims to expand and improve PAL in the next three years to include the purchase of a permanent PAL facility with a gymnasium and the creation of new programs, that will include after-school tutoring, mentoring, and drug/gang awareness classes. PAL is funded through donations, officer payroll deductions, state and federal grants and volunteer hours. The City is very supportive of PAL and its goals. Project Safe Neighborhood started in 2003 and will be continued throughout these years. This federally funded program targets possession of illegal guns in neighborhoods. Waterbury has become a model city for this program. Within the next three years, the WPD is also planning to launch a new Anti-Gang Initiative. The plan is to initially target children in fifth grade, since this age group has been identified as pivotal period of time in a childs development. The WPD hopes to have the program up and running by 2006, with the possibility of expansion into middle-and high schools in 2007 and 2008. The WPD will be working closely with the Department of Education on this initiative. Between 2005-08 the City will continue to support the Fire Departments capabilities to protect the neighborhoods of Waterbury through CDBG funding of certain fire department projects that include the replacement of outdated fire apparatus, firehouse improvement projects that bring the houses up to code and the purchase of new equipment. Renovations and code repairs are needed at the Engine Four, Six and Eight firehouses. In terms of apparatus, one ladder truck is needed in the short-term and another three years down the line. The City is expected to purchase two new engines through capital funds as well as pursue work on the Northside Firehouse, where exterior work and door replacements are needed. Also in the planning stages in the next three years is the anticipated move of the Fire Departments Community Center out of the Police Department basement to the Lydia Street Army Reserve facility, which is scheduled for future closure. Starting in 2005, the Waterbury Fire Department will institute an accountability program called the Firehouse Program, which involves a conversion from paper day sheet recording to electronic day sheets. Laptops will be purchased through the Bureau of Fire Prevention. These will enable the Deputy Fire Chief and Fire Chief to have on-scene access to personnel schedules and obtain updates on Hazmat (Hazardous Materials) information. Quality Public Education: The City of Waterbury is undertaking a number of education initiatives in the years 2005-2008 aimed at promoting a culture of academic excellence in the City; improving school facilities at all levels across the City to meet the needs of the twenty-first century; and, preparing students to meet workforce and higher education demands. The Waterbury Public Schools 2005-2008 District Improvement Plan outlines the goals and objectives of the Board of Education for the next three years. This plan provides for excellence in education under the aegis of the Boards academic, cultural, and social goals for students, in alignment with effective progress monitoring. A collective district team including central office staff, supervisors, principals, teachers, parents and community organizations have created the plan with technical assistance from the Connecticut State Department of Education. The goals and objectives of the plan have been developed to address the identified needs of all students. In addition, specific improvement plans for each individual school have been developed that meet the goals and objectives of the Master District Improvement Plan. The four overall goals of the District Improvement Plan are: to attain high academic achievement for all students in literacy; to attain high academic achievement for all students in numeracy; to provide a safe and secure teaching and learning environment; and, to ensure that parents are actively engaged in the educational process. The following five areas of professional development have been selected to support the accomplishment of the four goals of the Plan: data driven decision making, technology infused in the curriculum, instructional content, safe and healthy school environment and parental involvement in the educational process and decision making. The Plan reflects the districts vision for public education with goals focusing on higher expectations for all students by offering greater support for them to become independent and successful citizens while meeting the global challenges of the new millennium. In addition to the new Master District Improvement Plan, the City Waterbury has bonded $101,500,000.00 to build three new pre-K- 8 elementary schools, as well as make additions/renovations to three high schools (Kennedy, Crosby, Wilby). Renovations to the Citys Alternative School are planned for September of 2007. All three new elementary schools will be located in low-moderate income neighborhoods. From 2005-2008, the City will engage in site selection and site preparation, planning and design, and begin construction. Economic Development: In 2005 the City of Waterbury designated the nonprofit Waterbury Development Corporation (WDC) as the lead community and economic development entity for the City of Waterbury. As such, the City of Waterbury looks to consolidate all economic development activities under one roof: business growth, expansion, cultivation of entrepreneurship, marketing and promotion; neighborhood housing and community economic development; and project management of construction projects at a variety of levels and stages. Also included in this scope of activity is management of blight efforts and relocation programs. The goal of this initiative is to ensure that no aspect of the Citys economic growth and development is overlooked. In the years 2005-2008, the City, through the WDC, aims to analyze historical trends; examine existing business and industry clusters and assess which clusters hold promise for Waterburys future; identify economic growth possibilities; prioritize, guide, or implement City projects; and engage in active neighborhood planning and community economic development. The City anticipates the completion and approval of a new Plan of Conservation and Development Plan, which follows eighteen months of citizen participation and professional planning consultation. The Plan is expected to be approved by City boards in Fall 2007. The City and WDC will follow the Plans recommendations in their efforts to move the City forward as a City of Choice. The approval of the Plan of Conservation and development will be followed by a City initiative to re-write its zoning and land-use ordinances and regulations and re-draw its zoning map. An important part of the Citys economic development and re-development in the next three years will be the assessment and remediation of existing brownfields in Waterburys older, disinvested neighborhoods. Waterbury has received $750,000 in state and federal funds to conduct assessments of brownfields throughout the City and will be working in the next three years to set up and implement a brownfields program. Waterbury will pursue projects that enhance the viability of the Citys industrial lands. Waterbury will also pursue and support state and regional initiatives that impact the City and the region, including studies for roadways and rail transport and a multi-modal transportation center. City Blight, Litter and Beautification: Waterbury residents have identified blight and litter as major concerns in terms of neighborhood/City livability and quality of life. In the next three years, the City of Waterbury and the WDC will increase, and if necessary, reconstitute, its efforts to combat illegal dumping, blighted buildings, curbside litter, trash and dumping in vacant lots, and graffiti. The City will step up it demolition initiative that removes abandoned/blighted buildings from our Citys distressed neighborhoods. The City is committed to supporting the new Waterbury Litter and Beautification Commission and it efforts to address these problems through public education, public and private partnerships, improved municipal services, enforcement and volunteerism. The City is looking to establish City litter crews that will be based in various sectors of the City and will routinely pick up curbside litter. The City will also work with the Community Court System, which will assign offenders to perform community service pickling up litter in the neighborhoods. These efforts will be supplemented by the WDC Hot Team which will work with the City to clean up large-scale dumping and attend to weed control alongside city streets. The City will also work to coordinate its efforts with Main Street Waterbury and the Waterbury Neighborhood Council. In pursuing these initiatives, the City will apply for applicable state and federal funds. Neighborhoods of Choice: The City and residents recognize Waterburys neighborhoods as major assets that have contributed to the often-used description of Waterbury as a City of Neighborhoods. Residents, city officials, businessman and planning professionals involved in the City of Waterburys Comprehensive Plan of Conservation and Development process concur with this assessment and recommend that Waterbury focus on revitalizing neighborhoods that are disinvested; stabilize and improve those that are in less serious condition; and preserve those that are thriving and well-maintained. The City recognizes that people choose to move into or stay in neighborhoods more than houses. Thus, it is very important to look at the neighborhood concept in its entirety, to determine how to create a climate that not only encourages people with choices to buy in the Citys neighborhoods, but also encourages existing residents to invest their time, energy and money in their neighborhood. In other words, the task, in a phrase widely used today, is to create neighborhoods of choice; these are neighborhoods that people - specifically, those who are in a position to choose - remain in or move into. To create neighborhoods of choice requires equal attention both to making housing investments and to building and preserving neighborhood infrastructure and amenities, which in turn, can be viewed as necessities in terms of true neighborhood desirability. Housing is perhaps one of the most important components of any neighborhood plan, as housing investment drives the decision made by individuals and families to buy or rent, to fix up or neglect, and to stay or leave. Each housing investment needs to be viewed both as shelter, and in terms of how it contributes to making the neighborhood, as a whole, stronger and more competitive. Similarly, public infrastructure and amenities such as streets, sewers, sidewalks, lighting, new schools, open space, parks, community centers, transit lines, and neighborhood commercial districts should all be planned and designed in conjunction with housing investments, so that money being invested in a neighborhood has the greatest cumulative impact on its market appeal and its quality of life. The City is committed to supporting such neighborhood amenities in the next three years so that every neighborhood will provide real choices for Waterburys residents. In the next three years, the City will produce a Master Parks Plan that outlines renovation and maintenance needs, as well as new additional recreation needs for parks and community recreation facilities in all the neighborhoods of Waterbury. This will be a useful tool in applying for supportive state and federal funds. The City will improve its neighborhood parks, build a new community center in the Willow Street-Plaza neighborhood, renovate an existing community center in the South End of Waterbury, attend to neighborhood sidewalk repairs and replacement, fund a variety of repairs at neighborhood elementary schools, start the site selection, planning and construction of three new pre K-8 elementary schools and renovations to three high schools and an alternative school, support after-school programs at existing neighborhood facilities, attend to issues of blight and litter through a new City litter initiative, and engage in comprehensive neighborhood planning. Since the slow pace of economic change often dictates that very low and low-moderate income households will remain disproportionately concentrated in cities for the foreseeable future, cities will continue to bear the greatest part of the responsibility to address their needs, including the continued production of affordable housing and the provision of a wide variety of social services. The City of Waterbury embraces this responsibility and also realizes that affordable housing must be closely tied to the Citys strategies to rebuild its neighborhoods, build its middle class and reinvigorate the local economy. The city also aims to promote re-development in older neighborhoods in an effort to reduce blight and re-invigorate the housing market in older, disinvested areas. In this vein, the City aims to: foster a diverse economic mix in the City and its neighborhoods, ensure that the communitys present residents benefit from change and leverage housing investment to help rebuild the Citys economy. In the next three years the City will: build new and/or renovate quality existing affordable housing that can create opportunities for lower-income families to build their assets, wealth and self-sufficiency and provide opportunities for single family home-ownership; support programs that lead towards home-ownership, provide higher quality affordable housing for lower-income families that not only benefits the families, but neighborhoods as a whole; rehabilitate substandard housing, restore abandoned properties to productive use, and create a healthy balance of homeownership and rental housing in each neighborhood. The City also looks to increase its ability to enforce housing, building, health and sanitation codes through the hiring of additional enforcement officers in the Planning Department. These investments will be paralleled by investments in the Citys human capital. The City will grow our families upward mobility and ability to choose by investing in public education, as well as programs that support financial literacy, job training and access to job opportunities. The City recognizes that neighborhood planning and decision-making is a partnership with residents. It therefore will continue to build relationships with neighborhood organizations and individual residents through support of their neighborhood improvement efforts and support of neighborhood planning. The city will encourage community-based planning for neighborhood change and will promote the strengthening of neighborhood-based improvement organizations and nonprofits through the provision of technical assistance and capacitybuilding assistance. As part of its emphasis on planning, the City of Waterbury will engage in revising its zoning ordinances, codes and zoning map within the next three years. This will be a lengthy process and will involve community participation so that the city can make the best decisions for its neighborhoods smart growth and development as well as the Citys overall economic growth and development. Human Services and Development: The City of Waterbury is committed to improving the many and varied services it offers to Waterburys special needs children, youth, adults, homeless, handicapped and seniors. The City aims to improve the quality of low-income residents lives by creating a safe and secure suitable living environment and increasing their access to needed services. Waterburys Downtown: Although Downtown Waterbury can be considered a neighborhood in its own right, the downtown has its own dynamics of growth and development. The City will continue to support Main Street Waterbury in its efforts to revitalize the downtown through design initiatives, promotions and activities, downtown streetscape and Green improvements, anti-litter programs and facade improvements. The City will also move forward in the next three years with planning for the renovation of historic City Hall, a turn of the century Cass Gilbert building. Since its original construction in 1915, City Hall has suffered from lack of maintenance and routine repairs, and, most recently, from flooding damage due to vandalism. The renovation and bringing up to code of this municipal building will most likely be a multi-year project. The City will pursue downtown initiatives that promote a lively mix of uses. The upper floors of many downtown buildings hold possibilities for the development of market rate housing. The City will be re-writing its zoning and land use codes in the next three years and plans on addressing the need for zoning that addresses a range of different housing types throughout the downtown area. In addition, the City will be pursuing Village District designation for the downtown area, in order to protect the historic nature of the downtown. Another downtown project that will be in the planning stages between 2005-2008 is the push for a multi-modal transportation center in the Meadow Street / Freight Street. The proposed center would centralize and improve a variety of transportation services such as rail and bus and also link to a proposed greenway along the Naugatuck River, which would provide alternative transportation opportunities. Mission Statement The mission of the City of Waterbury for the years 2005-2008 has been developed to reflect the goals, policies and objectives expressed throughout the public participation period of the Citys Plan of Conservation and Development expected in Fall 2005. Mission: It is the mission of the City of Waterbury to become a City of Choice with Neighborhoods of Choice for residents and businesses alike; where businesses can take root, grow and flourish, and all residents can live in vibrant, thriving, neighborhoods that offer them quality choices and opportunities for residential living, recreation and employment. Waterburys Three-Year Consolidated Plan 2005-2008 follows the guidelines established by the U.S. Department of Housing and Urban Developments Office of Community Development and Planning using the newly developed Consolidated Plan Management Process (CPMP) Tool. The format of the CPMP tool is question-answer. Page 6 7, General Questions, Question One, Geographic Targeting of Planned Investment: Amend by deleting the answer and replacing with the following: Geographic Areas of Jurisdiction (Question One) The City of Waterbury is the fifth largest city in Connecticut with a population of 107,271 (2000 Census). Located about 34 miles southwest of Hartford, the City of Waterbury is the largest city in the Central Naugatuck Valley Region and is situated on the Naugatuck River, at the intersection of Route 8 and Interstate 84. Larger in total area that Hartford (18 square miles), Waterbury has an area of 28.57 square miles. This is in great measure due to the large proportion of residential neighborhoods that make up the city. Many neighborhood areas are known by their traditional names and residents often identify themselves by that neighborhood name. Some of the neighborhood designations have lapsed over time, especially in the South End of Waterbury where there has been a trend to call this entire geographic area by the term South End. Areas that have active neighborhood associations tend to be more heavily identified by their traditional names rather than by location areas. There are approximately seventeen recognized neighborhoods (in addition to large undesignated area in the South End) in the City of Waterbury. They include Brooklyn, Bucks Hill, Bunker Hill, Crownbrook, Country Club, East End, East Mountain, Gilmartin, Hillside, Hopeville, Mohawk, NEW-PAC, Overlook, Town Plot, Waterville, Willow Plaza, and Walnut-Orange-Walsh (WOW). The neighborhoods cross census tract boundaries. The City encompasses 26 census tracts and 82 block groups with 56 (68%) of the block groups designated as low/moderate income areas, making them eligible for funding from HUD entitlement programs. The population of the city is diverse, with 47.3% being male and 52.7 % female. The average age of the population is 36.72 with a fairly equal distribution of age groups. The population is 67.1 % white, 16.3% Black or African-American, 0.4% American Indian or Alaska Native, 1.5% Asian, 0.1% Native Hawaiian or Pacific Islander, and 10.9% other. Hispanic ethnicity is 21.8%. 30.1% of residents age 5 and above speak a language other than English at home. Education levels in Waterbury are low in comparison to the state and national levels. 71.7 % of Waterbury residents 25 years and over have a high school degree or higher, as compared with 84.1% in Connecticut and 80.4% nationally. At postsecondary levels, the disparity becomes even greater. Only 8.7% of the Waterbury population 25 years and older have a bachelors degree, as compared to 18.2% in Connecticut and 15.5% nationally. Income levels are generally low in Waterbury with middle-class neighborhoods tending to lie around the periphery of the City. The median household income is $34,285 as compared to $53,935 in Connecticut and $41,994 nationally. The median income for a family is $42,300. Males have a median income of $35,486 versus $27,428 for females. The per capita income is $17,701. Since both the median household family income and the median family income fall below the HUD low-moderate income threshold for the Waterbury PMSA, it is safe to affirm that significantly more than 50% of the Waterbury population is low to moderate income (2000 Census). The percentage of Waterbury families living below the poverty level is 12.7%, as compared to 9.2% nationally. 16.0% of Waterbury individuals are below poverty level. 23.6% of those persons under age 18 and 11.1% of those persons age 65 or over are below the poverty level. 35.6% of families with only a female householder and those children under the age of 18 are below poverty level and 44.9% of female householder led families with children under the age of 5 are below the poverty level. The highest concentrations of low/moderate income persons are found in Waterburys most densely populated census tracts. In terms of housing statistics, Waterburys owner-occupied housing has declined from a high of 54% of total housing units in 1990 to 47.6%. The Connecticut percentage is 66.8% and the national percentage is 66.2%. Although Waterburys percentage is somewhat higher than that of other major cities in Connecticut, statistics appear to indicate a trend towards decline in owner-occupied housing. Pages 7-9, Question Two, Basis for Allocation of Investments Geographically within Waterbury and Basis for Assigning Priorities: Amend this question and designated pages by deleting all text and replacing with the following: Community Development Block Grant allocations are not limited to specific geographic areas of Waterbury, but must serve low- and moderate income Hartford residents. The City makes allocations based on the level of benefit for very low, low and moderate- income residents and provides support for activities/programs in low-moderate income neighborhoods. A majority of Waterburys residents are low-or moderate income (see income levels below) and activities that benefit all residents would therefore benefit individuals, a majority of whom meet HUD income eligibility requirements. The allocations for the Emergency Shelter Grant (ESG) program is limited to eligible emergency shelters and day shelters located within the City of Waterbury. The allocation of Home Investment Partnership Program (HOME) resources is not strictly limited to any specific geographic area of the City but serves the criteria set by HUD for eligibility, along with meeting the specific goals and objectives set forth in Waterburys 2005-2008 Consolidated Plan. The City will look at each application for HOME funds to determine if the property is worthy of rehabilitation activities, will make a positive impact upon the surrounding neighborhood, and how it will benefit low-moderate income residents. Priority Needs: The priority needs and objectives are noted below and will be inserted and discussed in the appropriate sections. They have been designed in detail from the very start so that they serve the needs of this Plan and the various chapters in this Plan, as well as future Annual Action Plans and reporting documents. The priorities are ranked High, Medium or Low and are defined by HUD as follows: High Priority: The City of Waterbury plans to address this need with Federal funds, either alone or in conjunction with the investment of other public or private funds, during the period designated. Medium Priority: If funds are available, the City of Waterbury may address this need with Federal funds, either alone or in conjunction with the investment of other public or private sector funds during the next five years. Low Priority: The City of Waterbury does not plan to use Federal funds, either alone or in conjunction with the investment of other public or private resources for activities that address this need during the next five years. No Such Need: The City of Waterbury, finds this is not a priority need or this need is already substantially addressed. The funding estimates reflect the needs of the community in conjunction with estimated funds availability for the next three years. The priorities, their rankings, and the resulting objectives were the result of data gathering, surveys, focus groups during Plan of Conservation and Development, meetings, and input from a wide variety of stakeholders. The associated objectives are discussed throughout the Plan in the appropriate sections. If the needs shift during the next three years, the priorities can be adjusted per amendment to the Plan. PRIORITY NEEDTHREE-YEAR ESTIMATESPRIORITY NEED LEVELHomeless  $295,000HIGHNon-Homeless/Special Needs; elderly, frail elderly, people with disabilities, alcohol and drug addiction $321,000HIGHHousing$3,825,000HIGHPublic Facility$2,900,000HIGHInfrastructure$2,250,000HIGHPublic Service: needs of the community, including youth and seniors $340,000HIGHEconomic Development $300,000HIGHTotal Estimates for 2005-2008 $10,131,000 THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOMELESS (HMLS)PRIORITY NEED LEVELSpecific Objective HMLS-1 Provide 5 existing emergency and day shelters with annual allocations of ESG funds to serve 4,800 individuals during the next three years.  HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ELDERLY AND FRAIL ELDERLY (EFE)PRIORITY NEED LEVELSpecific Objective EFE-1 Support programs that provide outreach to 150 isolated and homebound seniors during the next three years  HIGHSpecific Objective EFE-2 Support programs that provide transportation for 1200 seniors and disabled /frail seniors during the next three years HIGHSpecific Objective EFE-3 Help forge links between 2700 frail and elderly persons and housing, health, insurance and transportation providers during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH DISABILITIES (PWD)PRIORITY NEED LEVELSpecific Objective PWD-1 Assist in the removal of barriers to people with disabilities at 1 public facility LOW THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH ALCOHOL AND OTHER DRUG ADDICTIONS (ADA)PRIORITY NEED LEVELSpecific Objective ADA-1 Use CDBG funds to support citywide treatment for 3,300 individuals for alcohol and substance abuse, including counseling and education HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOUSING (H) Foster the continued development of homeownership opportunities for low/moderate income persons, the rehabilitation and construction of single-family homes and multi-family rental housing with an emphasis on owner occupied, and undertake the selective demolition of vacant properties and blighted housing that have outlived their usefulness in order to improve the quality of life in neighborhoods and foster a variety of types of housing units affordable to a range of incomesPRIORITY NEED LEVELSpecific Objective H-1 Use ADDI funds through a sub-recipient to provide down payment assistance to 11 low/moderate income individuals during the next three years HIGHSpecific Objective H-2 Use CDBG / HOME funds to hire an engineering consultant to provide inspection services, determine project eligibility and review projects HIGHSpecific Objective H-3 Use CDBG funds during the next three years for the acquisition and demolition of 15 blighted properties HIGHSpecific Objective H-4 Use CDBG funds to provide support to nonprofits that will provide homeownership and foreclosure prevention counseling to 190 low/moderate income residents MEDIUMSpecific Objective H-5 Use CDBG funds to support the creation of a revolving loan fund by nonprofits that will assist 60 low/moderate income future homeowners in the purchase of homes, the rehabilitation of homes, the placing of down payments, code improvements or emergency repairs  HIGHSpecific Objective H-6 Use CDBG funds during the next three years for payments for 360 individuals displaced by City projects and/or code violations along with rental payments to retain a lead-free housing unit and storage facility to alleviate displacement problems HIGH Specific Objective H-7 Use HOME funds during the next three years to renovate 40 units of multi-family rentals per HUD eligibility HIGHSpecific Objective H-8 Use HOME funds for the rehabilitation and/or construction of 23 units of multi-family housing by Community Housing Development Organizations (CHDOs) HIGHSpecific Objective H-9 Use HOME funds during the next three years for the rehabilitation and/or construction of 60 single-family housing units that will serve low/moderate income persons HIGHSpecific Objective H-10 Use HOME / CDBG funds to support the development of three mixed-income housing projects that meet HUD requirements  MEDIUM Specific Objective H-11 Use HOME funds during the next three years to construct 10 units of multi-family rentals per HUD eligibility with an emphasis on owner-occupation MEDIUMSpecific Objective H-12 Use HOME funds during the next three years to support the operating expenses of CHDOs running HOME programs  HIGH  THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PUBLIC FACILITIES (PF) Maintain, improve expand or construct public facilities essential to urban life and neighborhood living, including the improvement of private neighborhood facilitiesPRIORITY NEED LEVELSpecific Objective PF-1 Use CDBG funds during the next three years to renovate two fire houses in neighborhoods serving low/moderate income persons and purchase one pumper truck  HIGHSpecific Objective PF-2 Use CDBG funds during the next three years to support the construction and/or renovation of 2 neighborhood community facilities operated by state-recognized nonprofit Neighborhood Revitalization Zone organizations or facilities operated by nonprofits offering youth programs that include after-school programs or the development of socialization skills in low/moderate income youth HIGHSpecific Objective PF-3 Use CDBG funds to support the rehabilitation of 2 parks and related grounds and building in low/moderate income areas HIGHSpecific Objective PF-3 Use CDBG funds during the next three years to increase off-street parking and signage at three public facilities  LOW Specific Objective PF-4 Use CDBG funds to support improvements to achieve ADA accessibility compliance at 1 facility  MEDIUM Specific Objective PF-5 Use CDBG funds to improve, repair, renovate or construct 6 schools in low/moderate income neighborhoods  HIGHSpecific Objective PF-6 Use CDBG funds to support the rehabilitation of 2 non-commercial faith-based properties that provide services to low/moderate income persons MEDIUM THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: INFRASTRUCTURE (IF) Maintain and improve basic infrastructure to facilitate livable neighborhoods of choicePRIORITY NEED LEVELSpecific Objective IF-1 Maintain and improve 45,000 linear feet of low/moderate income neighborhood streets, including milling, resurfacing and/or reconstruction and the replacement of sewer and catch basins during the next three yearsHIGHSpecific Objective IF-2 Reconstruction of 6,000 linear feet of deteriorated sidewalks in low/moderate income neighborhoods during the next three yearsHIGHSpecific Objective IF-3 Use CDBG funds to support alternative means of transportation through a greenway system along the Naugatuck and Mad Rivers MEDIUMSpecific Objective IF-4 Use CDBG funds to improve public transportation and access for all city residentsMEDIUM THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY PUBLIC SERVICE NEEDS (PS) Ensure that basic human services are available to persons in need to enhance the quality f their life and remove barriers to independence and self-sufficiency in collaboration with community and faith-based agenciesPRIORITY NEED LEVELSpecific Objective PS-1 Use CDBG funds to support activities and programs that meet the needs of 30 handicapped and/or special needs persons during the next three years HIGHSpecific Objective PS-2 Use CDBG funds to support literacy efforts for 450 low/moderate income individuals over the next three years HIGHSpecific Objective PS-3 Use CDBG funds to support programs that ensure access to basic health and dental services for 600 low/moderate income persons during the next three years HIGHSpecific Objective PS-4 Use CDBG funds to support family counseling/therapy and crisis intervention for 1200 individuals during the next three years HIGHSpecific Objective PS-5 Use CDBG funds to support 1500 women who are victims of abuse during the next three years HIGHSpecific Objective PS-6 Use CDBG dollars to support facilities that provide food for 9,000 low/moderate income individuals over the next three years  HIGHSpecific Objective PS-7 Support programs that benefit low to moderate income residents at community facilities run by 2 state-recognized nonprofit Neighborhood Revitalization Zone (NRZ) organizations over the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED SUB-CATEGORY YOUTH PROGRAMS & SERVICES (YPS) Ensure that all Waterbury youth have ample opportunities that would allow them to develop into responsible, self-sufficient adultsPRIORITY NEED LEVELSpecific Objective YPS-1 Use CDBG funds to increase the high school graduation rate of 300 students during the next three years HIGHSpecific Objective YPS-2 Use CDBG funds to support youth truancy prevention programs that result in increased school attendance for 280 students during the next three years HIGHSpecific Objective YPS-3 Use CDBG funds to support youth summer camp programs for 45 financially disadvantaged youth during the next three years HIGHSpecific Objective YPS-4 Use CDBG funds to support 195 youth in after-school programs, including tutoring and mentoring, during the next three years HIGHSpecific Objective YPS-5 Use CDBG funds to support day care for 550 children coming from low/moderate income families during the next three years HIGHSpecific Objective YPS-6 Use CDBG funds to support programs which support the development of socialization skills in low/moderate income youth during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED PUBLIC SERVICE SUB-CATEGORY SENIOR PROGRAMS & SERVICES (SPS) Provide support and enrichment services to Waterburys seniors to enable them to continue to live productive, independent livesPRIORITY NEED LEVELSpecific Objective SPS-1 Use CDBG funds to support 3 centers that provide nutrition and recreation to 1500 elderly persons citywide during the next three years HIGHSpecific Objective SPS-2 Use CDBG funds to provide funds to support 150 seniors with programs related to senior health, safety and quality of life  HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ECONOMIC DEVELOPMENT (ED) Undertake activities that serve as a catalyst to stimulate job creation through the promotion of business entrepreneurship, growth, retention and attraction; stimulate commercial development in low/moderate income disinvested neighborhoods; help promote the re-use of brownfields in low/moderate income areas; and, support services and linkages that will enable low/moderate income Waterbury residents to benefit from economic development through job outreach and training. PRIORITY NEED LEVELSpecific Objective ED-1 Use CDBG funds over the next three years to support 8 faade improvement projects in low/moderate income neighborhoods  HIGHSpecific Objective ED-2 Use CDBG funds during the next three years to create a data-based business retention, growth and attraction program with outreach to 75 businesses per year  LOWSpecific Objective ED-3 Use CDBG funds during the next three years to revitalize commerce in low/moderate income disinvested neighborhoods through the assessment and re-use of 25 brownfields  MEDIUMSpecific Objective ED-5 Use CDBG funds during the next three years to support projects that contribute to the revitalization of Waterburys downtown and the creation of new job opportunities MEDIUMSpecific Objective ED-6 Use CDBG funds during the next three years to support 1 Community Based Development Organization (CBDO) to provide job training to low/moderate income residents  HIGHSpecific Objective ED-7 Use CDBG funds to support 2 nonprofit state-recognized Neighborhood Revitalization Zones (NRZ) organizations in low/moderate income neighborhoods that initiate projects to improve their neighborhoods MEDIUMSpecific Objective ED-8 Use CDBG funds to support the establishment of a revolving loan fund to encourage storefront renovations by providing low-interest financing and grants to property owners with a business in low/moderate income neighborhoods MEDIUM Page 9-12, Question Three, Obstacles to Meeting Underserved Needs: Amend by replacing text with the following: Obstacles to Meeting Underserved Needs The primary obstacle to meeting the needs of underserved groups and individuals in Waterbury is the lack of resources and/or funding. Waterburys finances were taken over by a State Oversight Board and will not be in total control by City leaders until January of 2007. In addition, Waterbury has a high tax mill rate. With a significant low-moderate income population, the City must be sensitive to the ability of its residents to shoulder a major rise in its mill rate. City departments have been reduced in terms of staff and there is very little room to make additional major reductions in City personnel that would free up large amounts of City funds, due to contract obligations. In addition, the City is facing the need to undertake a large public school facilities program that involves the construction of new schools and the renovation of older schools. The Citys major municipal building, the historic Cass Gilbert City Hall, is in drastic need of repair and renovation. Extra City resources are therefore few and far between and demand for these resources, when available, is very high. Page 13: Amend this page by inserting the following in answer to Question 2 under Managing the Process: During the Consolidated Plan process the WDC conducted a survey to gauge the publics views on what they considered to be the needs of the community, thus helping set the Citys three-year priorities. The City also held extensive meetings with Department staff, and public and private agencies to gather additional input. One thousand surveys were distributed to neighborhood associations, service providers, businesses and residents. 325 were returned. The survey covered such topics as community facilities, infrastructure, community services, neighborhood services, special needs services, business and jobs, housing, labor, transportation and telecommunications, quality of life and other. In the survey, the categories with the highest score represent the priority as seen by this sample of the population. Page 13: Amend by inserting the results of the WDC survey listed on pages 7-9. Page 13: Amend this page by inserting paragraphs entitled General Consultation Activities and HOPWA from pages 14-15. Delete these paragraphs from these later pages. Page 14, Citizen Participation, Question One: Amend by deleting paragraph 1 and inserting the following with the referenced attachment. The City of Waterbury, in April 2007, by vote of the Board of Aldermen, adopted a new Citizen Participation Plan (CPP) (See Attachment One) which improves previous Citizen Participation outreach efforts made in prior Consolidated Plan years. The new CPP is comprehensive in scope and adheres to HUDs amended citizen participation requirements. The City of Waterbury, through its new CPP, encourages citizens of the City to participate in the development of the Consolidated Plan, Annual Action Plan and any Substantial Amendments to the Consolidated or Annual Plans as well as the required Consolidated Annual Performance and Evaluation Report (CAPER). The City and the WDC, through the CPP, will encourage participation by low and moderate-income persons, as well as those living in slum and blighted areas of Waterbury, as defined by HUD, residents of low and moderate-income neighborhoods, and residents of areas where HUD funds are proposed to be used. The Plan also will also encourage the participation of all citizens, including minorities and non-English speaking persons, as well as persons with disabilities. In the new CPP, a Citizen Advisory Committee (CAC) shall be responsible for the encouraging of participation, as required by the Plan, by all citizens, public /private agencies and other interested parties, including minorities, low/moderate income persons and non-English speaking persons, as well as persons with disabilities, prior to making recommendations to the Mayor and the Board of Aldermen on the following items, including, but not limited to: The Consolidated Plan, including the identification of community development and housing needs and the setting of priorities, objectives and goals Annual Action Plan of projects that are consistent with the Consolidated Plan The annual CDBG Program and CDBG budget, including policy and methods of implementing CDBG projects, solicitation of proposals, reviewing of proposals through established criteria, setting of timelines, and monitoring of the progress of all funded programs and activities HOME, ESG and ADDI programs and the monitoring of progress of funded projects Subsequent minor amendments and other significant changes/amendments to previously approved programs in the Consolidated Plan The Consolidated Annual Performance and Evaluation Report (CAPER), including the preparation of said report and the soliciting of views regarding the effectiveness of various CDBG projects. Per CPP (See Attachment One) the City has provided for a public notice process, public access policies, a defined public meeting, workshop and hearing process, public commentary and complaint procedures, and technical assistance provisions that all meet or exceed HUDs amended requirements. Page 27: Amend by adding the following after subsection (2): (3) Strengths and Gaps in the Delivery System Waterbury is a City that prides itself on a record of successful partnership among public and private sector entities. The delivery system for the Consolidated Plan programs is no exception. Communication and cooperation between the City Waterbury, the WDC and partner agencies and organizations that administer activities is strong. The single most significant impediment that exists in the delivery system remains the lack of available funding to support community development, economic development and community housing rehabilitation. State funding has been reduced over the past few years due to fiscal challenges at the State level; private resources have been reduced as foundation endowments and corporate profits have shrunk in recent years; and City funds are extremely limited as the City is under the oversight of a state financial board and is looking for ways to financially re-organize, fund needed capital, education and infrastructure projects, and meet its yearly pension fund responsibilities. Other potential gaps in the delivery system include the comparatively small number of community development corporations involved in the production of affordable housing and public facilities for a city the size of Waterbury. In general, there are also very few nonprofit organizations devoted to community/neighborhood revitalization that can access outside funds and spearhead neighborhood development projects. The City of Waterbury is hoping to fill some of these gaps by aggressively promoting the creation of new community housing organizations and providing support and technical assistance to groups aiming at becoming successful nonprofits. (4) Waterbury Public Housing The Waterbury Housing Authority (WHA) is the quasi-governmental organization charged with the development and care of public housing for the City of Waterbury. The WHA Board of Commissioners oversees WHA policy. The Board is a five-member commission, with staggered five-year terms, appointed by the Mayor of the City of Waterbury. All members of the Commission are city residents and one of the members must be a tenant of public housing. The Board meets monthly. The Board is directly responsible for the hiring of the WHA Executive Director. The Executive Director is responsible for staff hiring and firing, although these actions are performed with knowledge of the Board. The Commission oversees the procurement of subcontractors or vendors performing work or services for the WHA. The Commission employs a project architect who scopes out the projects for bid and performs background research. The Commission then selects from the qualified bidders according to legal guidelines The WHA and the Commission have strong support from the Office of the Mayor and the Board of Aldermen in terms of policies, projects, and City services. The City provides fire and police service support to public housing. This is in addition to the WHA two-person police unit which itself falls under jurisdiction of the Waterbury Police Department (WPD). The two-man unit meets regularly with WPD staff. The City does not provide trash removal; this is funded privately by the WHA. During the years 2005-2008, the WHA will focus its activities on the rehabilitation of 21 units in the South End of Waterbury, approximately two blocks from central downtown. These units have been abandoned and will be totally restored in 2006. In addition, 10 townhouse-style units will be built to the rear of the renovated units by 2007. By October 2007, the Commission will have to decide upon the future of 46 units in two buildings at the Berkeley Housing Complex. These units have been closed down and will have to be either remodeled or demolished. The WHA maintains a waiting list of residents interested in public housing. No additional names are being accepted. The main objective of the WHA during the years 2005-2008, beyond the aforementioned planned rehabilitations and new construction, will be to provide capable management of WHA properties, and proper maintenance and upkeep of existing units, so that the City of Waterbury can continue to provide high quality affordable rental, homeownership and economic opportunities. The WHA also aims to increase housing choices through homeownership programs. Upon approval from the City and contingent upon availability of funding, the WHA will initiate a new Section 32 Home Ownership Program that will provide home ownership counseling and promote the purchase of rental units by individuals. During the next three years, the WHA also aims to advance the living environment of public housing complexes by improving the public housing recreation centers at Berkeley-Warner, Oak Terrace and Spring Garden. Interior painting and minor improvements will be made first to BerkeleyWarner and efforts made to provide new after-school educational and recreational programs, computer education classes, and dance. Oak Terrace and Spring Garden improvements are scheduled for 2007-2008. Much of the programming will be offered through volunteer-based organization partnerships. Page 28-32: Delete all text under the heading Priority Needs Analysis and Strategies, Page 28, Question One and Two, and replace with the following text: 1.) Basis for Assigning Priority of each Category of Priority Needs: Priority Needs: The priority needs and objectives are noted below and will be inserted and discussed in the appropriate sections. They have been designed in detail from the very start so that they serve the needs of this Plan and the various chapters in this Plan, as well as future Annual Action Plans and reporting documents. The priorities are ranked High, Medium or Low and are defined by HUD as follows: High Priority: The City of Waterbury plans to address this need with Federal funds, either alone or in conjunction with the investment of other public or private funds, during the period designated. Medium Priority: If funds are available, the City of Waterbury may address this need with Federal funds, either alone or in conjunction with the investment of other public or private sector funds during the next five years. Low Priority: The City of Waterbury does not plan to use Federal funds, either alone or in conjunction with the investment of other public or private resources for activities that address this need during the next five years. No Such Need: The City of Waterbury, finds this is not a priority need or this need is already substantially addressed. The funding estimates reflect the needs of the community in conjunction with estimated funds availability for the next three years. The priorities, their rankings, and the resulting objectives were the result of data gathering, surveys, and focus group meetings during the Citys Plan of Conservation and Development process, meetings, and input from a wide variety of stakeholders. The associated objectives are discussed throughout the Consolidated Plan in the appropriate sections. If the needs shift during the next three years, the priorities can be adjusted per amendment to the Consolidated Plan. 2.) Obstacles to Meeting Underserved Needs; The primary obstacle to meeting the needs of underserved groups and individuals in Waterbury is the lack of resources and/or funding. Waterburys finances were taken over by a State Oversight Board and will not be in total control by City leaders until January of 2007. In addition, Waterbury has a high tax mill rate. With a significant low-moderate income population, the City must be sensitive to the ability of its residents to shoulder a major rise in its mill rate. City departments have been reduced in terms of staff and there is very little room to make additional major reductions in City personnel that would free up large amounts of City funds, due to contract obligations. In addition, the City is facing the need to undertake a large public school facilities program that involves the construction of new schools and the renovation of older schools. The Citys major municipal building, the historic Cass Gilbert City Hall, is in drastic need of repair and renovation. Extra City resources are therefore few and far between and demand for these resources, when available, is very high. Page 44: Insert after paragraph entitled Specific Occupant Needs, in response to Housing Needs Questions 1 and 2: Based upon data and discussion, Waterburys housing needs can be defined as the following: A variety of types of affordable housing units for a range of incomes Rehabilitation of older housing stock, both single and multi-family Increased downtown housing An increase in the owner-occupied homeownership rate Increase of funding for first time homebuyer assistance programs Elimination of blighted, vacant buildings through demolition Elimination of lead paint hazards in housing Lowering of density in inner city core neighborhoods Page 44-46: In response to Question 1, Priority Housing Needs, Amend by adding the following on page 46, after the section entitled Other: First Priority: The Citys first order of priority is rehabilitation of older housing stock. The City will give priority consideration to applications for HOME funding that propose rehabilitation of existing single and multi-family properties. Second Priority: Although priority consideration for funding will go towards the rehabilitation of older housing stock, the city fully recognizes the need to fund, through the HOME Program, the construction of new single and multi-family units, especially in cases when a pre-existing property has been demolished and is due for replacement with a newly constructed dwelling. Preference will be given in core neighborhoods to new construction that lowers the pre-existing density in the neighborhood, in concert with neighborhood plans. Preference will also be given to new construction tied to owner-occupation. Third Priority: The City continues to use its CDBG funds to provide for the demolition of vacant, abandoned buildings. CDBG funds will also support the funding of programs that provide homeownership and foreclosure prevention counseling, down payment assistance, and code improvement assistance. Page 52: Amend by deleting pages 52-56 in response to Question 1 and 2, Specific Housing Objectives, and adding the following: 1.) Priorities and Specific Housing Objectives THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOUSING (H) Foster the continued development of homeownership opportunities for low/moderate income persons, the rehabilitation and construction of single-family homes and multi-family rental housing with an emphasis on owner occupied, and undertake the selective demolition of vacant properties and blighted housing that have outlived their usefulness in order to improve the quality of life in neighborhoods and foster a variety of types of housing units affordable to a range of incomesPRIORITY NEED LEVELSpecific Objective H-1 Use ADDI funds through a sub-recipient to provide down payment assistance to 11 low/moderate income individuals during the next three years HIGHSpecific Objective H-2 Use CDBG / HOME funds to hire an engineering consultant to provide inspection services, determine project eligibility and review projects HIGHSpecific Objective H-3 Use CDBG funds during the next three years for the acquisition and demolition of 15 blighted properties HIGHSpecific Objective H-4 Use CDBG funds to provide support to nonprofits that will provide homeownership and foreclosure prevention counseling to 190 low/moderate income residents MEDIUMSpecific Objective H-5 Use CDBG funds to support the creation of a revolving loan fund by nonprofits that will assist 60 low/moderate income future homeowners in the purchase of homes, the rehabilitation of homes, the placing of down payments, code improvements or emergency repairs  HIGHSpecific Objective H-6 Use CDBG funds during the next three years for payments for 360 individuals displaced by City projects and/or code violations along with rental payments to retain a lead-free housing unit and storage facility to alleviate displacement problems HIGH Specific Objective H-7 Use HOME funds during the next three years to renovate 40 units of multi-family rentals per HUD eligibility HIGHSpecific Objective H-8 Use HOME funds for the rehabilitation and/or construction of 23 units of multi-family housing by Community Housing Development Organizations (CHDOs) HIGHSpecific Objective H-9 Use HOME funds during the next three years for the rehabilitation and/or construction of 60 single-family housing units that will serve low/moderate income persons HIGHSpecific Objective H-10 Use HOME / CDBG funds to support the development of three mixed-income housing projects that meet HUD requirements  MEDIUM Specific Objective H-11 Use HOME funds during the next three years to construct 10 units of multi-family rentals per HUD eligibility with an emphasis on owner-occupation MEDIUMSpecific Objective H-12 Use HOME funds during the next three years to support the operating expenses of CHDOs running HOME programs HIGH 2) Federal, State and local Public and Private Resources The City of Waterbury will devote its entire annual HOME Program funds to meet the above priorities and objectives. During the next three years HOME funds are the primary source of funds for rehabilitation and/or construction of single-family or multi-family units. The Citys CDBG funds will be used for demolition of vacant, abandoned buildings and to support programs funding homeownership and foreclosure prevention counseling, house repairs and code improvements. The City of Waterbury will work with Neighborhood Housing Services of Waterbury (NHS) as its sub-recipient to administer its ADDI funds. In addition, NHS receives additional ADDI funds from the State of Connecticut. NHS also receives Connecticut HOME dollars and Connecticut Housing Trust Fund dollars to build new affordable single-family homes and two-unit owner-occupied homes. The Connecticut Housing Finance Authority is partnering with NHS to offer the Connecticut Housing Tax Credit Contribution Program that will finance the construction of new affordable homes as well as the rehabilitation of older housing. Local Waterbury Housing Funds and federal CFHA loan funds have also been granted to NHS for new affordable home construction. The Waterbury Housing Authority administers the federal 5H Program that assists residents in the purchase of a home. Pages 83-89: Amend answers to Community Development Questions 1-4 by deleting existing text and substituting with the following: Question One: Jurisdictions Priority Needs Priority Needs: The priority needs and objectives are noted below and will be inserted and discussed in the appropriate sections. They have been designed in detail from the very start so that they serve the needs of this Plan and the various chapters in this Plan, as well as future Annual Action Plans and reporting documents. The priorities are ranked High, Medium or Low and are defined by HUD as follows: High Priority: The City of Waterbury plans to address this need with Federal funds, either alone or in conjunction with the investment of other public or private funds, during the period designated. Medium Priority: If funds are available, the City of Waterbury may address this need with Federal funds, either alone or in conjunction with the investment of other public or private sector funds during the next five years. Low Priority: The City of Waterbury does not plan to use Federal funds, either alone or in conjunction with the investment of other public or private resources for activities that address this need during the next five years. No Such Need: The City of Waterbury, finds this is not a priority need or this need is already substantially addressed. The funding estimates reflect the needs of the community in conjunction with estimated funds availability for the next three years. The priorities, their rankings, and the resulting objectives were the result of data gathering, surveys, focus groups during Plan of Conservation and Development, meetings, and input from a wide variety of stakeholders. The associated objectives are discussed throughout the Plan in the appropriate sections. If the needs shift during the next three years, the priorities can be adjusted per amendment to the Plan. PRIORITY NEEDTHREE-YEAR ESTIMATESPRIORITY NEED LEVELHomeless  $295,000HIGHNon-Homeless/Special Needs; elderly, frail elderly, people with disabilities, alcohol and drug addiction $321,000HIGHHousing$3,825,000HIGHPublic Facility$2,900,000HIGHInfrastructure$2,250,000HIGHPublic Service: needs of the community, including youth and seniors $340,000HIGHEconomic Development $300,000HIGHTotal Estimates for 2005-2008 $10,131,000 Question 2: Basis for Assigning the Priorities The above chart estimates the amount of funds to be spent over the next three years based on 2005-2006 CDBG allocations and the assumption of level funding for the remaining two years. The priorities, their ranking and the resulting objectives were the result of community meetings, City stakeholder meetings, surveys, City Department meetings, workshops and input form the public. Question 3: Obstacles to Meeting Underserved Needs As stated in prior sections, the primary obstacle to meeting Waterburys underserved needs and the underserved needs of its residents are the lack of sufficient financial resources. The City does not have unlimited resources to make the degree of improvements that it would like and need to make in low-moderate income neighborhoods, whether those improvements be to parks, schools, community facilities, sidewalks, roads, public services, economic development projects etc. without raising taxes. The Citys available resources are in high demand and the city is prioritizing its resources to address much needed school facilities construction and rehabilitation, infrastructure repair, and capital improvements. The City must be judicious in its spending, and during the years 2005 and 2006 its financial decisions will be managed by a State Oversight Board. Therefore, the City will be actively seeking state and federal funding to supplement its own local resources. The City has a valuable asset in terms of the variety of nonprofit social service agencies that provide services to Waterburys most needy and most vulnerable. However, even these agencies are often strapped for funding in terms of facility overhead costs and rising program costs. There are an increasing number of applications for CDBG funds every year and tough choices have to be made in the allocation process, so that some agencies/projects may experience reduced funding as the City attempts to stretch its CDBG dollars amongst worthy applicants. Question 4: Specific Long-Term (Three-Year) and Short-Term (First-Year) Community Development Objectives The long-term Community Development Priority Needs and Objectives are noted below: THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ELDERLY AND FRAIL ELDERLY (EFE)PRIORITY NEED LEVELSpecific Objective EFE-1 Support programs that provide outreach to 150 isolated and homebound seniors during the next three years  HIGHSpecific Objective EFE-2 Support programs that provide transportation for 1200 seniors and disabled /frail seniors during the next three years HIGHSpecific Objective EFE-3 Help forge links between 2700 frail and elderly persons and housing, health, insurance and transportation providers during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH DISABILITIES (PWD)PRIORITY NEED LEVELSpecific Objective PWD-1 Assist in the removal of barriers to people with disabilities at 1 public facility LOW THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOMELESS (HMLS)PRIORITY NEED LEVELSpecific Objective HMLS-1 Provide 5 existing emergency and day shelters with annual allocations of ESG funds to serve 4,800 individuals during the next three years.  HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOMELESS (HMLS)PRIORITY NEED LEVELSpecific Objective HMLS-1 Provide 5 existing emergency and day shelters with annual allocations of ESG funds to serve 4,800 individuals during the next three years.  HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH ALCOHOL AND OTHER DRUG ADDICTIONS (ADA)PRIORITY NEED LEVELSpecific Objective ADA-1 Use CDBG funds to support citywide treatment for 3,300 individuals for alcohol and substance abuse, including counseling and education HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOUSING (H) Foster the continued development of homeownership opportunities for low/moderate income persons, the rehabilitation and construction of single-family homes and multi-family rental housing with an emphasis on owner occupied, and undertake the selective demolition of vacant properties and blighted housing that have outlived their usefulness in order to improve the quality of life in neighborhoods and foster a variety of types of housing units affordable to a range of incomesPRIORITY NEED LEVELSpecific Objective H-1 Use ADDI funds through a sub-recipient to provide down payment assistance to 11 low/moderate income individuals during the next three years HIGHSpecific Objective H-2 Use CDBG / HOME funds to hire an engineering consultant to provide inspection services, determine project eligibility and review projects HIGHSpecific Objective H-3 Use CDBG funds during the next three years for the acquisition and demolition of 15 blighted properties HIGHSpecific Objective H-4 Use CDBG funds to provide support to nonprofits that will provide homeownership and foreclosure prevention counseling to 190 low/moderate income residents MEDIUMSpecific Objective H-5 Use CDBG funds to support the creation of a revolving loan fund by nonprofits that will assist 60 low/moderate income future homeowners in the purchase of homes, the rehabilitation of homes, the placing of down payments, code improvements or emergency repairs  HIGHSpecific Objective H-6 Use CDBG funds during the next three years for payments for 360 individuals displaced by City projects and/or code violations along with rental payments to retain a lead-free housing unit and storage facility to alleviate displacement problems HIGH Specific Objective H-7 Use HOME funds during the next three years to renovate 40 units of multi-family rentals per HUD eligibility HIGHSpecific Objective H-8 Use HOME funds for the rehabilitation and/or construction of 23 units of multi-family housing by Community Housing Development Organizations (CHDOs) HIGHSpecific Objective H-9 Use HOME funds during the next three years for the rehabilitation and/or construction of 60 single-family housing units that will serve low/moderate income persons HIGHSpecific Objective H-10 Use HOME / CDBG funds to support the development of three mixed-income housing projects that meet HUD requirements  MEDIUM Specific Objective H-11 Use HOME funds during the next three years to construct 10 units of multi-family rentals per HUD eligibility with an emphasis on owner-occupation MEDIUMSpecific Objective H-12 Use HOME funds during the next three years to support the operating expenses of CHDOs running HOME programs HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PUBLIC FACILITIES (PF) Maintain, improve expand or construct public facilities essential to urban life and neighborhood living, including the improvement of private neighborhood facilitiesPRIORITY NEED LEVELSpecific Objective PF-1 Use CDBG funds during the next three years to renovate two fire houses in neighborhoods serving low/moderate income persons and purchase one pumper truck  HIGHSpecific Objective PF-2 Use CDBG funds during the next three years to support the construction and/or renovation of 2 neighborhood community facilities operated by state-recognized nonprofit Neighborhood Revitalization Zone organizations or facilities operated by nonprofits offering youth programs that include after-school programs or the development of socialization skills in low/moderate income youth  HIGHSpecific Objective PF-3 Use CDBG funds to support the rehabilitation of 2 parks and related grounds and building in low/moderate income areas HIGHSpecific Objective PF-3 Use CDBG funds during the next three years to increase off-street parking and signage at three public facilities  LOW Specific Objective PF-4 Use CDBG funds to support improvements to achieve ADA accessibility compliance at 1 facility  MEDIUM Specific Objective PF-5 Use CDBG funds to improve, repair, renovate or construct 6 schools in low/moderate income neighborhoods  HIGH Specific Objective PF-6 Use CDBG funds to support the rehabilitation of 2 non-commercial faith-based properties that provide services to low/moderate income persons  MEDIUM THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: INFRASTRUCTURE (IF) Maintain and improve basic infrastructure to facilitate livable neighborhoods of choicePRIORITY NEED LEVELSpecific Objective IF-1 Maintain and improve 45,000 linear feet of low/moderate income neighborhood streets, including milling, resurfacing and/or reconstruction and the replacement of sewer and catch basins during the next three years HIGHSpecific Objective IF-2 Reconstruction of 6,000 linear feet of deteriorated sidewalks in low/moderate income neighborhoods during the next three years HIGHSpecific Objective IF-3 Use CDBG funds to support alternative means of transportation through a greenway system along the Naugatuck and Mad Rivers  MEDIUMSpecific Objective IF-4 Use CDBG funds to improve public transportation and access for all city residents MEDIUM THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY PUBLIC SERVICE NEEDS (PS) Ensure that basic human services are available to persons in need to enhance the quality f their life and remove barriers to independence and self-sufficiency in collaboration with community and faith-based agenciesPRIORITY NEED LEVELSpecific Objective PS-1 Use CDBG funds to support activities and programs that meet the needs of 30 handicapped and/or special needs persons during the next three years HIGHSpecific Objective PS-2 Use CDBG funds to support literacy efforts for 450 low/moderate income individuals over the next three years HIGHSpecific Objective PS-3 Use CDBG funds to support programs that ensure access to basic health and dental services for 600 low/moderate income persons during the next three years HIGHSpecific Objective PS-4 Use CDBG funds to support family counseling/therapy and crisis intervention for 1200 individuals during the next three years HIGHSpecific Objective PS-5 Use CDBG funds to support 1500 women who are victims of abuse during the next three years HIGHSpecific Objective PS-6 Use CDBG dollars to support facilities that provide food for 9,000 low/moderate income individuals over the next three years  HIGHSpecific Objective PS-7 Support programs that benefit low/moderate income residents at 2 community facilities run by state-recognized nonprofit Neighborhood Revitalization Zones (NRZ) organizations over the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED SUB-CATEGORY YOUTH PROGRAMS & SERVICES (YPS) Ensure that all Waterbury youth have ample opportunities that would allow them to develop into responsible, self-sufficient adultsPRIORITY NEED LEVELSpecific Objective YPS-1 Use CDBG funds to increase the high school graduation rate of 300 students during the next three years HIGHSpecific Objective YPS-2 Use CDBG funds to support youth truancy prevention programs that result in increased school attendance for 280 students during the next three years HIGHSpecific Objective YPS-3 Use CDBG funds to support youth summer camp programs for 45 financially disadvantaged youth during the next three years HIGHSpecific Objective YPS-4 Use CDBG funds to support 195 youth in after-school programs, including tutoring and mentoring, during the next three years  HIGHSpecific Objective YPS-5 Use CDBG funds to support day care for 550 children coming from low/moderate income families during the next three years HIGHSpecific Objective YPS-6 Use CDBG funds to support programs which support the development of socialization skills in low/moderate income youth during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED PUBLIC SERVICE SUB-CATEGORY SENIOR PROGRAMS & SERVICES (SPS) Provide support and enrichment services to Waterburys seniors to enable them to continue to live productive, independent livesPRIORITY NEED LEVELSpecific Objective SPS-1 Use CDBG funds to support 3 centers that provide nutrition and recreation to 1500 elderly persons citywide during the next three years HIGHSpecific Objective SPS-2 Use CDBG funds to provide funds to support 150 seniors with programs related to senior health, safety and quality of life  HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ECONOMIC DEVELOPMENT (ED) Undertake activities that serve as a catalyst to stimulate job creation through the promotion of business entrepreneurship, growth, retention and attraction; stimulate commercial development in low/moderate income disinvested neighborhoods; help promote the re-use of brownfields in low/moderate income areas; and, support services and linkages that will enable low/moderate income Waterbury residents to benefit from economic development through job outreach and training. PRIORITY NEED LEVELSpecific Objective ED-1 Use CDBG funds over the next three years to support 8 faade improvement projects in low/moderate income neighborhoods  HIGHSpecific Objective ED-2 Use CDBG funds during the next three years to create a data-based business retention, growth and attraction program with outreach to 75 businesses per year  LOWSpecific Objective ED-3 Use CDBG funds during the next three years to revitalize commerce in low/moderate income disinvested neighborhoods through the assessment and re-use of 25 brownfields  MEDIUMSpecific Objective ED-5 Use CDBG funds during the next three years to support projects that contribute to the revitalization of Waterburys downtown and the creation of new job opportunities MEDIUMSpecific Objective ED-6 Use CDBG funds during the next three years to support 1 Community Based Development Organization (CBDO) to provide job training to low/moderate income residents  HIGHSpecific Objective ED-7 Use CDBG funds to support 2 nonprofit state-recognized Neighborhood Revitalization Zones (NRZ) organizations in low/moderate income neighborhoods that initiate projects to improve their neighborhoods MEDIUMSpecific Objective ED-8 Use CDBG funds to support the establishment of a revolving loan fund to encourage storefront renovations by providing low-interest financing and grants to property owners with a business in low/moderate income neighborhoods MEDIUM The Short-term Objectives and Priorities for Year One are noted below: YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ELDERLY AND FRAIL ELDERLY (EFE)PRIORITY NEED LEVELSpecific Objective EFE-1 Support programs that provide outreach to 50 isolated and homebound seniors during the first year  HIGHSpecific Objective EFE-2 Support programs that provide transportation for 400 seniors and disabled /frail seniors during the first year HIGHSpecific Objective EFE-3 Help forge links between 900 frail and elderly persons and housing, health, insurance and transportation providers during the first year HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH DISABILITIES (PWD)PRIORITY NEED LEVELSpecific Objective PWD-1 Assist in the removal of barriers to people with disabilities at 1 public facility during the first year LOW YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOMELESS (HMLS)PRIORITY NEED LEVELSpecific Objective HMLS-1 Provide 5 existing emergency and day shelters with annual allocations of ESG funds to serve 1,600 individuals during the next three years.  HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH ALCOHOL AND OTHER DRUG ADDICTIONS (ADA)PRIORITY NEED LEVELSpecific Objective ADA-1 Use CDBG funds to support citywide treatment for 1,100 individuals for alcohol and substance abuse, including counseling and education HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: HOUSING (H) Foster the continued development of homeownership opportunities for low/moderate income persons, the rehabilitation and construction of single-family homes and multi-family rental housing with an emphasis on owner occupied, and undertake the selective demolition of vacant properties and blighted housing that have outlived their usefulness in order to improve the quality of life in neighborhoods and foster a variety of types of housing units affordable to a range of incomesPRIORITY NEED LEVELSpecific Objective H-1 Use ADDI funds through a sub-recipient to provide down payment assistance to 3 low/moderate income individuals during the first year HIGHSpecific Objective H-2 Use CDBG / HOME funds to hire an engineering consultant to provide inspection services, determine project eligibility and review projects HIGHSpecific Objective H-3 Use CDBG funds during the first year for the acquisition and demolition of 5 blighted properties HIGHSpecific Objective H-4 Use CDBG funds during the first year to provide support to nonprofits that will provide homeownership and foreclosure prevention counseling to 63 low/moderate income residents MEDIUMSpecific Objective H-5 Use CDBG funds to support the creation of a revolving loan fund by nonprofits that will assist 20 low/moderate income future homeowners in the purchase of homes, the rehabilitation of homes, the placing of down payments, code improvements or emergency repairs  HIGHSpecific Objective H-6 Use CDBG funds during the first year for payments for 120 individuals displaced by City projects and/or code violations along with rental payments to retain a lead-free housing unit and storage facility to alleviate displacement problems HIGH Specific Objective H-7 Use HOME funds during the first year to renovate 13 units of multi-family rentals per HUD eligibility HIGHSpecific Objective H-8 Use HOME funds for the rehabilitation and/or construction of 8 units of multi-family housing by Community Housing Development Organizations (CHDOs) HIGHSpecific Objective H-9 Use HOME funds during the first year for the rehabilitation and/or construction of 20 single-family housing units that will serve low/moderate income persons HIGHSpecific Objective H-10 Use HOME / CDBG funds to support the development of one mixed-income housing project that meets HUD requirements  MEDIUM Specific Objective H-11 Use HOME funds during the first year to construct 3 units of multi-family rentals per HUD eligibility with an emphasis on owner-occupation MEDIUMSpecific Objective H-12 Use HOME funds during the next year to support the operating expenses of CHDOs running HOME programs HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PUBLIC FACILITIES (PF) Maintain, improve expand or construct public facilities essential to urban life and neighborhood living, including the improvement of private neighborhood facilitiesPRIORITY NEED LEVELSpecific Objective PF-1 Use CDBG funds during the first year to renovate one fire houses in neighborhoods serving low/moderate income persons and purchase one pumper truck  HIGHSpecific Objective PF-2 Use CDBG funds during the next year to support the construction and/or renovation of 1 neighborhood community facility operated by a state-recognized nonprofit Neighborhood Revitalization Zone organizations or facilities operated by nonprofits offering youth programs that include after-school programs or the development of social skills in low/moderate income youth  HIGHSpecific Objective PF-3 Use CDBG funds to start the planning for the rehabilitation of 2 parks in year and related grounds and building in low/moderate income areas HIGHSpecific Objective PF-3 Use CDBG funds during the next year to increase off-street parking and signage at one public facility  LOW Specific Objective PF-4 Use CDBG funds to support improvements to achieve ADA accessibility compliance at 1 facility  MEDIUM Specific Objective PF-5 Use CDBG funds to improve, repair, renovate or construct 2 schools in low/moderate income neighborhoods  HIGH Specific Objective PF-6 Use CDBG funds to support the rehabilitation of 1 non-commercial faith-based properties that provide services to low/moderate income persons  MEDIUM YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: INFRASTRUCTURE (IF) Maintain and improve basic infrastructure to facilitate livable neighborhoods of choicePRIORITY NEED LEVELSpecific Objective IF-1 Maintain and improve 15,000 linear feet of low/moderate income neighborhood streets, including milling, resurfacing and/or reconstruction and the replacement of sewer and catch basins during the first year HIGHSpecific Objective IF-2 Reconstruction of 2,000 linear feet of deteriorated sidewalks in low/moderate income neighborhoods during the next year HIGHSpecific Objective IF-3 Use CDBG funds to support alternative means of transportation through a greenway system along the Naugatuck and Mad Rivers  MEDIUMSpecific Objective IF-4 Use CDBG funds to improve public transportation and access for all city residents MEDIUM YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY PUBLIC SERVICE NEEDS (PS) Ensure that basic human services are available to persons in need to enhance the quality f their life and remove barriers to independence and self-sufficiency in collaboration with community and faith-based agenciesPRIORITY NEED LEVELSpecific Objective PS-1 Use CDBG funds to support activities and programs that meet the needs of 10 handicapped and/or special needs persons during the next year HIGHSpecific Objective PS-2 Use CDBG funds to support literacy efforts for 150 low/moderate income individuals over the next year HIGHSpecific Objective PS-3 Use CDBG funds to support programs that ensure access to basic health and dental services for 200 low/moderate income persons during the next year HIGHSpecific Objective PS-4 Use CDBG funds to support family counseling/therapy and crisis intervention for 300 individuals during the next year HIGHSpecific Objective PS-5 Use CDBG funds to support 500 women who are victims of abuse during the next year HIGHSpecific Objective PS-6 Use CDBG dollars to support facilities that provide food for 3,000 low/moderate income individuals over the next year  HIGHSpecific Objective PS-7 Support programs that benefit low/moderate income residents at 2 community facilities run by state-recognized nonprofit Neighborhood Revitalization Zone (NRZ) organizations during the next year  HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED SUB-CATEGORY YOUTH PROGRAMS & SERVICES (YPS) Ensure that all Waterbury youth have ample opportunities that would allow them to develop into responsible, self-sufficient adultsPRIORITY NEED LEVELSpecific Objective YPS-1 Use CDBG funds to increase the high school graduation rate of 100 students during the next year HIGHSpecific Objective YPS-2 Use CDBG funds to support youth truancy prevention programs that result in increased school attendance for 93 students during the next year HIGHSpecific Objective YPS-3 Use CDBG funds to support youth summer camp programs for 15 financially disadvantaged youth during the next year HIGHSpecific Objective YPS-4 Use CDBG funds to support 65 youth in after-school programs, including tutoring and mentoring, during the next year  HIGHSpecific Objective YPS-5 Use CDBG funds to support day care for 183 children coming from low/moderate income families during the next year HIGHSpecific Objective YPS-6 Use CDBG funds to support programs which support the development of socialization skills in low/moderate income youth during the next year HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED PUBLIC SERVICE SUB-CATEGORY SENIOR PROGRAMS & SERVICES (SPS) Provide support and enrichment services to Waterburys seniors to enable them to continue to live productive, independent livesPRIORITY NEED LEVELSpecific Objective SPS-1 Use CDBG funds to support 3 centers that provide nutrition and recreation to 500 elderly persons citywide during the next year HIGHSpecific Objective SPS-2 Use CDBG funds to provide funds to support 50 seniors with programs related to senior health, safety and quality of life  HIGH YEAR ONE PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ECONOMIC DEVELOPMENT (ED) Undertake activities that serve as a catalyst to stimulate job creation through the promotion of business entrepreneurship, growth, retention and attraction; stimulate commercial development in low/moderate income disinvested neighborhoods; help promote the re-use of brownfields in low/moderate income areas; and, support services and linkages that will enable low/moderate income Waterbury residents to benefit from economic development through job outreach and training. PRIORITY NEED LEVELSpecific Objective ED-1 Use CDBG funds over the next year to support 3 faade improvement projects in low/moderate income neighborhoods  HIGHSpecific Objective ED-2 Use CDBG funds during the next year to create a data-based business retention, growth and attraction program with outreach to 25 businesses per year  LOWSpecific Objective ED-3 Use CDBG funds during the next three years to revitalize commerce in low/moderate income disinvested neighborhoods through the assessment and re-use of 7 brownfields  MEDIUMSpecific Objective ED-5 Use CDBG funds during the next three years to support projects that contribute to the revitalization of Waterburys downtown and the creation of new job opportunities MEDIUMSpecific Objective ED-6 Use CDBG funds during the next year to support 1 Community Based Development Organization (CBDO) to provide job training to low/moderate income residents  HIGHSpecific Objective ED-7 Use CDBG funds to support 1 nonprofit state-recognized Neighborhood Revitalization Zones (NRZ) organization in low/moderate income neighborhoods that initiate projects to improve their neighborhoods MEDIUMSpecific Objective ED-8 Use CDBG funds to support the establishment of a revolving loan fund to encourage storefront renovations by providing low-interest financing and grants to property owners with a business in low/moderate income neighborhoods MEDIUM Page 91, Question One, Non-Homeless Specific Special Needs Objectives (91.215): Insert the following as paragraph 1: During the public participation part of the Consolidated Plan process, residents and stakeholders identified a number of needs that must be addressed if Waterbury is to be a healthy, vibrant community that needs the needs of all its citizens. In particular, they identified those human service needs that individuals may come to experience due to unforeseen life circumstances. Participants in the process pointed out that certain members of the community needed special assistance in functioning as productive, healthy citizens. The following priorities have been identified with specific objectives in meeting the needs of Citizens with special needs in the city of Waterbury: THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ELDERLY AND FRAIL ELDERLY (EFE)PRIORITY NEED LEVELSpecific Objective EFE-1 Support programs that provide outreach to 150 isolated and homebound seniors during the next three years  HIGHSpecific Objective EFE-2 Support programs that provide transportation for 1200 seniors and disabled /frail seniors during the next three years HIGHSpecific Objective EFE-3 Help forge links between 2700 frail and elderly persons and housing, health, insurance and transportation providers during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH DISABILITIES (PWD)PRIORITY NEED LEVELSpecific Objective PWD-1 Assist in the removal of barriers to people with disabilities at 1 public facility LOW THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH ALCOHOL AND OTHER DRUG ADDICTIONS (ADA)PRIORITY NEED LEVELSpecific Objective ADA-1 Use CDBG funds to support citywide treatment for 3,300 individuals for alcohol and substance abuse, including counseling and education HIGH Page 96: Amend by adding the following text: Question 2: THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: ELDERLY AND FRAIL ELDERLY (EFE)PRIORITY NEED LEVELSpecific Objective EFE-1 Support programs that provide outreach to 150 isolated and homebound seniors during the next three years  HIGHSpecific Objective EFE-2 Support programs that provide transportation for 1200 seniors and disabled /frail seniors during the next three years HIGHSpecific Objective EFE-3 Help forge links between 2700 frail and elderly persons and housing, health, insurance and transportation providers during the next three years HIGH THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH DISABILITIES (PWD)PRIORITY NEED LEVELSpecific Objective PWD-1 Assist in the removal of barriers to people with disabilities at 1 public facility LOW THREE-YEAR PRIORITY NEEDS AND OBJECTIVES CITY OF WATERBURYPRIORITY NEED CATEGORY: PEOPLE WITH ALCOHOL AND OTHER DRUG ADDICTIONS (ADA)PRIORITY NEED LEVELSpecific Objective ADA-1 Use CDBG funds to support citywide treatment for 3,300 individuals for alcohol and substance abuse, including counseling and education HIGH Question Three: Basis for Assigning Priorities: Priority Needs: The priority needs and objectives are noted below and will be inserted and discussed in the appropriate sections. They have been designed in detail from the very start so that they serve the needs of this Plan and the various chapters in this Plan, as well as future Annual Action Plans and reporting documents. The priorities are ranked High, Medium or Low and are defined by HUD as follows: High Priority: The City of Waterbury plans to address this need with Federal funds, either alone or in conjunction with the investment of other public or private funds, during the period designated. Medium Priority: If funds are available, the City of Waterbury may address this need with Federal funds, either alone or in conjunction with the investment of other public or private sector funds during the next five years. Low Priority: The City of Waterbury does not plan to use Federal funds, either alone or in conjunction with the investment of other public or private resources for activities that address this need during the next five years. No Such Need: The City of Waterbury, finds this is not a priority need or this need is already substantially addressed. The funding estimates reflect the needs of the community in conjunction with estimated funds availability for the next three years. The priorities, their rankings, and the resulting objectives were the result of data gathering, surveys, focus groups during Plan of Conservation and Development, meetings, and input from a wide variety of stakeholders. Activities that are labeled as High priority in the tables above and elsewhere in this Plan are those which will receive funding assuming the level of funding of the citys formula grants over the next three years is available. Activities which are identified as Medium priorities are those which will likely receive funding if the applicable funds are increased to the City over the next five year or if a particularly strong project is identified. Activities that are Low priority will not receive funding without an amendment to the Consolidated Plan. If the needs shift during the next three years, the priorities can be adjusted per amendment to the Plan. A Low rating does not necessarily diminish the importance of the suggested project or suggest that there is no such need in the City of Waterbury. Many activities that may be assigned a Low priority in this Plan can nevertheless be viewed as important needs for the community or priorities for other sources of funding, outside of Consolidated Plan funding. Moreover, some Low designations may be based on the availability of funds. Question Four: Obstacles To Meeting Underserved Needs The major obstacle to meeting underserved needs among the special needs population is insufficient funding. Appendix A: City of Waterbury Citizen Participation Plan City of Waterbury Citizen Participation Plan April 2007 City of Waterbury Citizen Participation Plan April 2007 I. INTRODUCTION The City of Waterbury is a participating entitlement jurisdiction with the U.S. Department of Housing and Urban Development (HUD) for receipt of Community Development Block Grants (CDBG), Home Investment Partnership Program (HOME) funds, and Emergency Shelter Grants (ESG). Citizens, public agencies, non-profits, and other interested parties are guaranteed a role in the development and review of all plans and performance reports. These plans include the Citizen Participation Plan (CPP) and any amendments to the CPP, the Consolidated Plan and any substantial amendments to the Consolidated Plan, the Annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). This document is the CPP required by 24 C.F.R. 91.105, Citizen Participation Plan for Local Governments. This CPP was developed through the coordinated efforts of the City of Waterbury, Waterbury Development Corporation (WDC) and the citizens, public agencies, non-profits, and other interested parties in the City of Waterbury. This CPP shall undergo a 15-day review and comment period after the date that it is available via newspaper advertisement in the Republican-American newspaper and news release. Copies of the CPP will be available at no cost at the offices of the WDC, the Office of the City Clerk, and the main branch of the Silas Bronson Library (collectively, the Distribution Points). Individuals with disabilities will be mailed a copy of the CPP at no cost by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. The CPP will also be available online at the City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org) in formats accessible to readers who are visually impaired. After the 15-day comment period, the CPP will be submitted to the Board of Aldermen at a public meeting. At this public meeting, the Board of Aldermen will review the CPP and any commentary received during the 15-day comment period. The Board of Aldermen will then vote on the Plan. In the event that there is a need for amendment to the CPP, the amendment shall undergo the same publication and 15-day review and comment period described in the immediately preceding paragraph before being resubmitted for a vote of the Board of Aldermen. II. WDC ACTING FOR THE CITY: CONTACT INFORMATION The City of Waterbury is a participating entitlement jurisdiction for receipt of federal funds from HUD. Through a contractual arrangement with the WDC, the WDC administers HUD programs on behalf of the City of Waterbury. For specific program information, contact the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. Information about HUD programs administered by the WDC can also be obtained at  HYPERLINK "http://www.wdconline.org" www.wdconline.org. The WDC has responsibility for administration of the Consolidated Plan process, which includes all activities related to development and dissemination of the CPP, the Consolidated Plans, the Annual Action Plans and the Consolidated Annual Performance Evaluation Reports. III. ENCOURAGEMENT OF CITIZEN PARTICIPATION This CPP has been adopted to encourage citizens of the City to participate in the development of the Consolidated Plan, Annual Action Plan and any Substantial Amendments to the Consolidated or Annual Action Plans, as well as the required Consolidated Annual Performance Evaluation Reports. Participation is especially encouraged by low- and moderate- income persons and families, as well as those living in slum and blighted areas of Waterbury, residents of low- and moderate- income neighborhoods, and residents of areas where HUD funds are proposed to be used. The CPP will also encourage the participation of all citizens, including minorities and non-English speaking persons, as well as persons with disabilities. In addition, the WDC will encourage the Waterbury Housing Authority (WHA) and its tenants to participate in the process of developing and implementing the Consolidated Plan and Annual Action Plan, as well as CAPER, along with other low- to moderate- income residents of potentially targeted revitalization areas. The WDC shall provide information to the WHA about development of the Consolidated Plan, Annual Plan, CAPER, or any substantial amendments to it so that the WHA can make this information available at its annual public hearing. This CPP also provides for a Citizen Advisory Committee (CAC) in Section V that includes representatives of the stakeholders in the grant process, including those listed above. The CAC will conduct regular meetings, workshops, and public hearings, with notice advertised so as to encourage participation by all citizens, public agencies, non-profits, and other interested parties (see also public hearing notice requirements below in Section IV). This CPP outlines opportunities for community participation in each stage of the development, funding, and evaluation process. The policies and procedures of this CPP relate to six specific stages of action in the development of the Consolidated Plan and the Annual Action Plans, although the WDC welcomes citizen interest and input throughout the year on community development and housing issues. These stages include: 1. The Information Sharing Stage: Information about participating in the grant allocation process and the development of the Consolidated Plan, Annual Action Plan, or any substantial amendment thereof, is made available to the community. 2. The Needs Assessment Stage: The identification of housing and community development needs during the development of the Consolidated Plan. The Plans Development Stage: The preparation, with participation and input from the public, of a draft Consolidated Plan, Annual Action Plan, or any substantial amendment thereof. The Approval Stage: The approval by the CAC, WDC Board of Directors, and the Board of Aldermen of the Consolidated Plan, Annual Action Plan, or any substantial amendment thereof. The Amendment Stage: When a substantial change is made in the proposed use of funds or to the priorities established in an Annual Action Plan or the Consolidated Plan. The Performance Review Stage: Review and preparation of the CAPER. IV. STAGES IN THE DEVELOPMENT OF CONSOLIDATED PLANS AND ANNUAL ACTION PLANS (COLLECTIVELY, THE PLANS) The Consolidated Plan is a three, four, or five year plan submitted to HUD by the City that serves as the comprehensive housing affordability, strategy, and community development plan. It also includes submissions for funding under any of the Community Planning and Development formula grant programs. The Annual Action Plan, developed every program year, outlines the planned activities that will be supported with Community Planning and Development formula grant programs. A. The Information Sharing Stage 1. The first step in developing the Consolidated Plan shall be for the WDC to make available to citizens, public agencies, non-profits, and other interested parties the following: Information that includes the amount of assistance the City expects to receive from HUD, including grant funds and program income. The range of activities that may be undertaken. The estimated amount that will benefit persons of low and moderate income. Plans to (1) minimize the extent to which low and moderate income people will be displaced from their homes and (2) to assist any persons that will be displaced, specifying the types and levels of assistance the City will make available to assist displaced persons. (The City of Waterbury Relocation Plan.) The WDC will inform the public that the above information is available by publishing notice of its availability in the Republican-American newspaper. The information will be available at no cost at Distribution Points. Individuals with disabilities will be mailed a copy of the CPP at no cost by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. The information will also be available online at the City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org) in formats accessible to readers who are visually impaired. 2. The first step in developing an Annual Action Plan will be for the CAC to solicit views of all citizens, agencies and other interested parties, particularly low- and moderate- income persons, so as to enable them to be meaningfully involved in important discussions at various stages of the Annual Plan process. The CAC will also solicit proposals for the use of funds. At least 15 days prior to a public hearing, the WDC shall publish a notice in the Republican-American newspaper, and whenever feasible, in appropriate neighborhood and ethnic publications. Notice shall be available online at the City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org) in formats accessible to readers who are visually impaired. Notice shall also be posted in the City of Waterbury Office of the City Clerk. Notice of public hearings also shall be made available to the Waterbury Housing Authority and any other organization, which may assist in the distributions of the notice into low/moderate income areas. The notice shall include the following information: The total amount of grant funds available to the City for all eligible activities. The range of activities that may be undertaken and the kind of activities previously funded in the City. The application process to be followed, along with application submission deadlines. The role of citizens in the program and process. A summary of other important program requirements. Date, time and place of public hearings. Place to obtain additional information and assistance. The information is this notice may be included in the same notice published regarding the Consolidated Plan as described above. 3. Technical Assistance Workshops in developing proposals and informational CDBG Outreach Programs will be conducted throughout the Information Sharing Stage. In addition, these workshops and programs will be available to any group representative of low- and moderate- income persons that request such assistance in developing proposals for funding assistance under any of the programs covered by the Consolidated Plan or Annual Action Plans. Such assistance may be requested by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. The WDC shall set a deadline for the submission of application for CDBG funds. Such deadline shall be sufficiently in advance of the first public hearing (public hearings discussed below) to allow CAC the time to review the applications. B. The Needs Assessment Stage Because the housing and community development needs of low- and moderate- income persons are so great and so diverse, priorities must be set to decide which needs should get more attention and more resources than others. The WDC will partner with citizens, public agencies, non-profits and other interested parties to identify and assess these needs. To accomplish these goals, the WDC will utilize focus groups, needs assessment surveys, and input from neighborhood organizations, social service agencies, nonprofits, and City department heads. This process will begin prior to the drafting of the Consolidated Plan and the Annual Action Plans. To further these goals, at least two public hearings per year shall be held to obtain citizens views and to respond to proposals and questions. The hearings will be conducted at a minimum of two different stages of the program year. At least one of these hearings will be held during the Needs Assessment Stage before the proposed Consolidate/Annual Action Plans are published for comment. The second public hearing will typically be held during the Plans Development Stage. The hearings must address housing and community development needs, development of proposed activities, and review of past program performance. Notices for public hearings will be advertised by publication at least twice prior to the hearing date in the Republican-American newspaper, with the first notice being at least two weeks in advance of public hearings. Whenever feasible, ads and/or press releases on public hearings will be placed for publication in appropriate neighborhood and ethnic publications. Notices shall specify the purpose, date, time, and location of the hearing. Notices shall encourage any citizens, public agencies, non-profits, and other interested parties to attend and shall make clear that participation in the hearing is encouraged. Notices shall also specify that if non-English speaking, hearing-impaired, or disabled persons request assistance to participate in a public hearing, the WDC will provide appropriate assistance to the greatest extent possible if the WDC Neighborhood Reinvestment Group Programs Director is notified no later than four days in advance of the public hearing at 203-346-2607. The public hearings shall be held in facilities and at times that are convenient to interested parties and potential and actual beneficiaries, and that are handicapped accessible. Upon receipt of the Annual Action Plan funding requests, the CAC will hold workshops with funding applicants, WDC staff, and any other interested parties to review and analyze the applications. Such meetings shall be noticed in accordance with the Connecticut Freedom of Information Act and shall be open to the public. C. The Plans Development Stage Public Comment and Participation Upon conclusion of the first public hearing and the Needs Assessment Stage, the WDC will draft the proposed Consolidated Plan (as required) and the Annual Action Plan. The WDC will publish a summary of the proposed Consolidated Plan or Annual Action Plan, as the case may be, in the Republican-American newspaper, and whenever feasible, in appropriate neighborhood and ethnic publications. In addition, copies of the proposed Consolidated Plan shall be available at no cost at the Distribution Points. Individuals with disabilities will be mailed a copy of the proposed Plans at no cost by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. The Plans will also be available online at the City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org) in formats accessible to readers who are visually impaired. The summary of the Plans will describe the contents and purpose of the Plans, and will contain a list of the locations where copies of the Plans may be examined. Publication of the proposed Plans will also advise that comments by citizens, public agencies, non-profits, and other interested parties are welcome, and the manner in which to submit comments. The summary of the proposed Annual Action Plans shall contain proposed funding allocations Upon publication of the Plan(s), the WDC shall provide a period of at least 30 days for citizens, public agencies, non-profits and other interested parties to review the proposed Plan(s) and to submit comments. During the 30-day comment period, the WDC will hold the second public hearing. Notice for the second public hearing will be given in the same manner as the notice given for the first public hearing (see notice requirements under Needs Assessment section above). At the second public hearing, citizens, public agencies, non-profits, and any other interested parties will be given the opportunity to comment on the proposed Plan(s) either orally or in writing. Throughout the 30-day comment period, the CAC shall consider any comments or views received in writing and/or orally on the Plans. The CAC will then, at its next regular meeting, make recommendations to the WDC on the funding allocations for the Annual Action Plans and on the public comments received for both plans. A summary of all public comments received, including those not accepted and the reasons therefore, shall be appended to the final Plan(s) prior to submission to the Board of Aldermen. D. The Approval Stage After recommendation is given by the CAC, the WDC Board of Directors shall have a meeting to accept or reject the Plan(s) as recommended by the CAC. If the WDC Board of Directors rejects the recommendations, it must inform the CAC in writing and within 48 hours of the reasons it has rejected the recommendations and give the CAC a reasonable opportunity to modify and resubmit the Plans to the WDC. When the WDC Board of Directors approves the recommendations by the CAC, it shall recommend approval to the Board of Aldermen. The Plans are due at HUD no less than 45 days before the start of the City's program year. E. The Amendment Stage Substantial Amendments to the Consolidated/Annual Action Plans include: Changes in the goal, priority or activity of the Plans; Carrying out an activity using funds from any program covered by the Consolidated Plans (including program income) but that was not included in the Annual Action Plan; Changes to the purpose, scope, location, or beneficiaries of an activity included in the Annual Action Plan; A reduction in funding of an activity by over 25%; Changes in the use of grant funds from one eligible activity to another; or Changes to the term of either a Consolidated Plan or Annual Action Plan. Substantial amendments shall be presented to the CAC described in Section V, for its review and approval. The CAC will hold a public hearing on the proposed substantial amendment following public notice of the amendment and a public review/comment period. The notice shall contain a summary of the proposed substantial amendment, notice of the date, time, location, and accommodation options of the public hearing, and provide for a 30-day public review/comment period. Such notice shall be published in the Republican-American newspaper, and whenever feasible, in appropriate neighborhood and ethnic publications. The proposed substantial amendment shall be available online at the City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org) in formats accessible to readers who are visually impaired. Copies of the proposed amendments shall be available to the public at no cost at the Distribution Points. Persons with disabilities may be mailed a copy of the proposed amendments at no cost by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. Following the public hearing and the close of the commentary period, due consideration will be given to all comments and views expressed by the public either in writing or orally at a public hearing. A summary of these comments or views, and a summary of any comments or views not accepted and the reasons therefore, shall be attached to the substantial amendment of the Plan. After recommendation is given by the CAC, the WDC Board of Directors shall have a meeting to accept or reject the amendments as recommended by the CAC. If the WDC Board of Directors rejects the amendments, it shall inform the CAC in writing within 48 hours of the reasons that it has rejected the recommendations and give the CAC a reasonable opportunity to modify and resubmit the amendments to the WDC. When the WDC Board of Directors approves the recommendations by the CAC, it shall recommend approval to the Board of Aldermen. Upon approval by the Board of Aldermen, the approved amendment will be forwarded to HUD in accordance with 24 C.F.R. 91.505. F. Performance Review Stage - Consolidated Annual Performance and Evaluation Report The Consolidated Annual Performance and Evaluation Report (CAPER) must be submitted to HUD within 90 days of the close of the City's program year. The purpose of the CAPER is to provide HUD with necessary information to assess the City's ability to carry out its programs in compliance with applicable regulations and requirements; provide information necessary for HUD to report to Congress; and, provide the WDC with an opportunity to describe its program achievements. A notice of the availability of the draft CAPER shall be published in the Republican-American newspaper, and whenever feasible, in appropriate neighborhood and ethnic publications, as well as on City of Waterburys web address ( HYPERLINK "http://www.waterburyct.org" www.waterburyct.org) and the Waterbury Development Corporations web address ( HYPERLINK "http://www.wdconline.org" www.wdconline.org), no later than 15 days prior to the end of the Citys program year. Hardcopies of the CAPER will be available at no cost at Distribution Points. Individuals with disabilities will be mailed a copy of the CAPER at no cost by calling the WDC Neighborhood Reinvestment Group Programs Director at (203) 346-2607. From the date of the availability of the draft CAPER, interested parties shall have a 15 day period for review and to deliver comments on the CAPER to the WDC. The WDC shall consider any comments or views of citizens, agencies and/or groups received in writing and/or orally in preparation of the final CAPER. A summary of comments and views received and a summary of comments and views not accepted and the reasons therefore, shall also be attached to the final CAPER as submitted to HUD. V. CITIZEN ADVISORY COMMITTEE A. Purposes and Roles of the Citizen Advisory Committee The purposes and objectives of the CAC is to administer the citizen participation requirements of the Housing and Community Development Act of 1974, as amended, and Public Act No. 75-44, as amended and to recommend for approval the grant applications for CDBG, ESG and HOME funds. Administration of the CPP The CAC shall administer the participation of citizens, public agencies, non-profits, and other interested parties, including minorities, low/moderate income persons, non-English speaking persons, and persons with disabilities, in the development and approval of the following: The Consolidated Plan, including the identification of community development and housing needs and the setting of priorities, objectives and goals Annual Action Plan of projects that are consistent with the Consolidated Plan The annual CDBG Program and CDBG budget, including the application process, criteria and procedures, policy and methods of implementing CDBG projects and the monitoring of progress of all funded programs Subsequent minor amendments and other significant changes/amendments to previously approved programs in the Consolidated Plan Development of the CAPER and the soliciting of views regarding the effectiveness of various CDBG projects. Public outreach and public education as to the Consolidated/Annual planning process Approval and Recommendation The CAC will also prepare and recommend grant applications for CDBG funding to the WDC Board of Directors and the Board of Aldermen, monitor the progress of funded programs, and make recommendations to the WDC Board of Directors and the Board of Aldermen regarding the implementation of CDBG funded programs. B. Structure of the CAC 1. A communitybased CAC shall be appointed by the Mayor of the City of Waterbury. The CAC shall consist of seventeen (17) members, the majority whom shall live in, own businesses in, work in, or represent the interests of low- or moderate- income citizens in the City. 2. Membership to the CAC shall represent the following interest groups: Mayor of the City of Waterbury or the Mayors designee (1) Board of Aldermen (3) Waterbury Housing Authority (1) Planning Commission (1) Continuum of Care (COC) representative (1) Representative of a non-profit housing services organization (1) Social Service representatives (2) Low/Moderate income neighborhood residents representing a wide variety of neighborhoods from eligible census tracts, including neighborhoods or census tracts that may be targeted for funds under the Consolidated Plan (7) 3. Terms The terms of the Mayor or the Mayors designee and the Board of Aldermen members shall run concurrently with the term of their office. The term of the remaining 13 shall be as follows: five shall serve for four years, four shall serve for three years, and four shall serve for two years. Thereafter, members shall be appointed annually to serve for four years. Each member shall serve until his successor has been appointed and qualifies. The mayor shall fill a vacancy for the remainder of the term. 4. Non-attendance by Committee Members In the event that any CAC member misses three consecutive meetings and upon the recommendation of the CAC, the Mayor may remove that member and fill the vacancy. Generally, if any such member represents a group of stakeholders, a person representing the same group of stakeholders shall replace him. Voluntary resignations shall be handled in a similar manner. C. Organization of the CAC 1. The Committee shall select a Chairman, Vice-Chairman, Secretary, and such other officers as may be necessary (CAC officers). An annual organizational meeting for the purpose of electing officers shall be conducted each October. 2. Upon creation of the CAC, an initial temporary Chairman shall be appointed by the Mayor. The initial temporary Chairman shall be empowered to conduct a meeting to oversee the election of a permanent Chairman and to appoint a temporary Secretary, who shall only be empowered as temporary Secretary until a permanent Secretary is elected. Once the permanent Chairman is elected, the permanent Chairman shall continue the meeting and the next order of business shall be to adopt CAC By-Laws. Immediately following adoption of the CAC By-Laws, the permanent Chairman shall oversee election of the remaining permanent CAC Officers. 3. Regular meetings of the CAC shall be at least quarterly. Meetings shall be conducted in accordance with Roberts Rules of Order, the version of which shall be established in the CAC By-Laws. Meetings will be held through the year to provide public outreach to all citizens, public agencies, non-profits, and other interested parties to learn about the Consolidated/Annual Plan process and to participate in the development of each. Meetings shall also be held as for the purpose of developing the Consolidated Plan, Annual Action Plan, CAPER, and any substantial amendments to the plans. Dates, times and locatio