Executive Summary

Required by the U.S. Department of Housing and Urban Development (HUD), the Consolidated Annual Performance and Evaluation Report (CAPER) provides detailed financial and beneficiary information explaining how the City of Tulsa is carrying out its housing and community development strategies, projects, and activities, outlined in the 2020-2024 Consolidated Plan.

This year-end report summarizes the results of activities that have taken place during PY 2021. It provides information for HUD and citizens of the City of Tulsa to review funded programs and evaluate performance against established goals.

The HUD Community Development Committee (HUD CDC) identified community goals and priorities utilizing public input.  Based on this information, interested agencies submitted proposals to meet these objectives. Proposals for funding were received and per City ordinance the proposals were reviewed and scored by five reviewers. The HUD CDC reviewed the scoring and made funding recommendations to the Mayor for approval. As a result, the City Council and Mayor approved 38 activities to be awarded HUD funds.

Utilizing Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), Emergency Solutions Grant (ESG) and Housing Opportunities for Persons with AIDS (HOPWA) funds, the City of Tulsa selected activities to promote Decent Housing, Create Suitable Living Environments and Economic Opportunities.

The City of Tulsa expended a total of $10,213,370 to:

• Serve 13,128 people through public service activities;
• Provide STRMU, TBRA and Permanent Housing Placement to 161 persons with AIDS
• Provide Rapid Re-Housing and Homeless Prevention activities to 40 households
• Provide emergency shelter to 1,187 people;
• Create or retain 110 FTE jobs;
• Assist 28 businesses;
• Rehabilitate 222 homes;
• Assist 35 first time homebuyers;
• Rehabilitate 3 public facilities that will serve 6,858 people, including 6,200 low- and moderate-income citizens; and
• Demolish 41 substandard structures

The City also received additional funding through the Coronavirus Aid Relief and Economic Security Act (CARES Act) and three substantial amendments and two minor amendments to the PY19 Annual Action Plan have been submitted and approved by HUD. Funding totals include: CDBG - $4,972,954; ESG - $5,151,657; and HOPWA - $86,391.

As a result of these efforts, 40 activities were allocated funds. Some of the projects have been completed, but most are still underway. Total expenditures of CARES Act funding from July 1, 2021 through June 30, 2022 include: CDBG - $1,165,191 and ESG - $2,369,101.

The City has been allocated $6,477,826 in HOME-ARP Funds. Grants Administration is working to submit the required Allocation Plan to HUD and anticipates allocations will be approved and projects underway before the end of the 2023 Program Year.

Progress the jurisdiction has made in carrying out its strategic plan and its action plan.  91.520(a)

The City of Tulsa expended $13,747,662 in HUD funds during PY 2021.

CDBG expenditures totaled $6,292,381; CDBG-CV expenditures totaled $1,165,191

ESG expenditures totaled $325,780; ESG-CV expenditures totaled $2,369,101

HOME expenditures totaled $2,900,082

HOPWA expenditures totaled $695,127

During PY21 the City continued to work towards accomplishing the five-year goals set out in the consolidated plan. Most agencies had shifted their services and operations due to the COVID-19 in the previous year and were back to standard operations during this program year. Many organization that had developed safety protocols to continue to serve clientele during the height of the pandemic, were continuing to use these practices going forward. Public facility and housing projects continued to experience delays related to materials/supply shortage and higher costs, but were back to normal progress to reach projected goals. One public facility, approved for funding in the last program year experienced delays and was completed in the first quarter of PY21. The construction and rehabilitation of rental units planned will reach projected goals, but typically are not completed within the same program year as funded. There were no rental housing project completions during this program year, but 3 developments will be completed before the end of December 2022. In the development of the Consolidated Plan it was anticipated that Essential Services (Public Services) funding would go to fewer projects as the trend has been to reduce funding in that area to 10% instead of the allowable 15% compared to the last five years. However, City decision makers changed that trajectory during PY21 due to the increased need of services due to the COVID-19 pandemic.

The City of Tulsa’s Homeowner Rehabilitation Program continues to see high costs for work required at each home as well as problems with limited availability of qualified contractors. This year an average of $3,307 was spent per home for Emergency Repairs.

Two HOME development projects were funded during PY21, which are currently in development. One CHDO Development project funded in PY17 and another one funded in PY16, both for seniors, recovered from the delays during the last program year and are on track to be completed in the last quarter of 2022. One other rental rehabilitation project funded in PY20 was near completion at the end of the program year.

HOME funds allocated to assist first-time homebuyers were expended at the end of December. Due to the low availability of housing stock and the hyper-competitiveness in the housing market which priced many first-time homebuyers out of the market led to changes in the City’s Homebuyer Policies. During the PY21 Program Year the maximum HOME assistance was raised from $5,000 to $10,000 which led to fewer homebuyers assisted and the funds to be expended more quickly. The majority of all other projects were fully expended.  Any HOME and CDBG funds not expended will be reallocated in PY23.

ESG funds allocated to three agencies for Homelessness Prevention activities were not fully expended due to the Eviction Moratorium in place. Agreements with two of the subrecipients were extended and funds have been expended. One agency declined the funds allocated to them and the City has reallocated those funds for Rapid Rehousing, which got underway in the last quarter of the program year.

CDBG CARES Act funding was used for an Economic Development activity which created 22 jobs and used to improve 3 public facilities which will serve 2,106 persons. A variety essential services projects were conducted which served 1,958 persons. ESG CARES Act funding was used to serve 1,227 persons with Emergency Shelter Services, Rapid Rehousing, and Homelessness Prevention Assistance. HOPWA-CV funds were fully expended last program year.

Expenditures By Grant

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives.  91.520(g)

Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The City of Tulsa identified seven priorities in its Consolidated Plan. These priorities are: 1) Housing Acquisition, Construction and Rehabilitation 2) Essential Services (Public Services), 3) Homeless/Special Populations, 4) Economic Development, 5) Public Facilities and Infrastructure Improvements, 6) Housing Subsidies/Assistance, and 7) Demolition of Substandard Buildings. All activities tie to one of HUD’s specific performance objectives of Creating Suitable Living Environments, Providing Decent Housing, or Creating Economic Opportunities. During Program Year 2021 the City of Tulsa expended $9,519,181 of PY 2021 funds, carryover funds and revolving loan funds, on activities and projects excluding general administration and Homeless Management Information System (HMIS) data collection. Thirteen activities expended $4,470,638 to support Decent Housing. Twenty-five activities expended $1,806,439 to Create Suitable Living Environments, and two activities expended $3,242,103 to Create Economic Opportunities.

In CARES Act funding, the City of Tulsa expended $3,358,183 on activities and projects excluding general administration and Homeless Management Information System (HMIS) data collection. Eight activities expended $1,626,655 to support Decent Housing, Sixteen activities expended $1,594,028 to Create Suitable Living Environments, and one activity expended $137,500 to Create Economic Opportunities.

Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a)   (Not available for DRAFT)

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative

Table 2 data does not include all race types reported in IDIS and therefore does not represent the total families served. Also, the tables do not include the number of people served with CDBG funds through the installation of new sidewalks. According to PR 23 Reports (see Section 3) a total of 20,246 persons were served in CDBG and 261 homebuyers, homeowners and renters were served in HOME. HOPWA data submitted by the service provider indicated that 161 persons were served. The Homeless Management Information System, required by HUD, shows ESG and ESG-CV funds provided services to 6753 individuals. A CDBG funded sidewalks project also served 6,645 persons and an Early Childhood Education Facility project served 213 persons.

The following table shows the total PY21 racial data (not including sidewalks). (Not available for DRAFT)

Identify the resources made available

Table 3 – Resources Made Available

Narrative

The expected amount available in Table 3 is the amount included in the PY 2021 Annual Action Plan.

CARES Act funding for CDBG, ESG, and HOPWA are also being reported. Amendments to the PY19 Annual Action Plan included these additional resources.

Identify the geographic distribution and location of investments

Table 4 – Identify the geographic distribution and location of investments

Narrative
Previously the majority of low and moderate income (LMI) census tracts had been located in the north quadrant of the city and this area was targeted during the last Consolidated Plan. New census data, gathered during the development of the Consolidated Plan, showed a sharp rise in the number of LMI census tracts throughout the city as a whole and this is the basis for targeting specific geographical locations within the jurisdiction. In the development of the Consolidated Plan, two target areas were defined and approved. Along these two bus route corridors, there is a high level of poverty and unemployment, but also areas available where new investments and revitalization can occur. With the exception of a small portion of the Peoria Bus Rapid Transit Route target area, all are identified as LMI census tracts. 

Of all the HUD funds expended during this program year, approximately 6%, were spent on activities that were identified to serve beneficiaries located within the designated target areas. This figure does not include CDBG Public Service activities, ESG activities and HOPWA activities that provided services to all eligible Tulsa citizens, for example emergency shelter and crisis management services.  

Leveraging

Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The federal, state, and local resources available to address the needs identified in the plan included federal formula grant funds under CDBG, ESG, HOME, and HOPWA. The local Continuum of Care (CoC) also awarded grant funds under the competitive McKinney-Vento Homeless Assistance Act. These funds were leveraged with the City's general funds, ESG match dollars, various state and county sources, local nonprofit resources, and private foundation grants.

Public service projects concentrated efforts to address the needs of families, children, and youth in high risk populations, consistent with the identified priority needs. Use of CDBG and ESG funds leveraged other nonprofit resources and private foundation funds to assist low-income persons.

Physical expansion and/or improvement projects used a combination of funds including, but not limited to, CDBG, city general funds, nonprofit fundraising, and private foundation funds to enhance selected projects. 

Since matching funds are not required for CDBG, the City Council considered projects that included leveraged funds to support CDBG dollars. For the projects selected for funding, $6.6 million of leveraged resources enhanced the use of CDBG dollars.

HOME Match: The sources of matching contributions for HOME funds were from non-federal contributions and the City. The City requires subrecipients, housing developers, and CHDOs to provide up to a 25% match. The match liability for the City of Tulsa was reduced to 0% again this year. Banked match is available if grant recipients are not able to generate the required match. The City had $9.7 million in excess match at the beginning of the program year on July 1, 2021. After the match contributions were received and the liability deducted, the City has a match balance of $9.8 million.

Emergency Solutions Grant Match: The jurisdiction fulfilled the ESG requirement of a matching contribution equal to the grant program funds. Each organization provided matching funds equal to the amount of funds expended. This stipulation is included in each written agreement. Documentation of match is required when each subrecipient submits a request for funds. The City of Tulsa provided in-kind administrative expenditures, as necessary, to match administrative funds received.

With the implementation of HUD waivers available for ESG-CV, projects and administrative expenditures were not required to provide matching funds equal to the amount of funds expended.

The City did not identify any publically owned land and property that could be used to address the needs identified for PY 2020.

Table 5 – Fiscal Year Summary - HOME Match Report

Table 6 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report

Table 7 – Program Income

Table 8 – Minority Business and Women Business Enterprises

Table 9 – Minority Owners of Rental Property

Table 10 – Relocation and Real Property Acquisition

Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

Table 11 – Number of Households

Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Typical of HOME-funded housing development is that outcomes are not produced in the same program year as funds are awarded.

In PY20 Mental Health Association Oklahoma (MHAOK) was awarded $255,133 in HOME funds for rehabilitation of a 16-unit multi-family rental project, Baltimore Apartments. This project completion did not occur by the end of the program year, but is expected to be complete in August 2022. Housing projects funded in PY21 were delayed due to a number of factors, but are projected to be completed before the end of the end of PY23.

Vintage Housing has been allocated a total of $1,626,868 in HOME funds for construction of a 52-unit elderly independent living rental complex. Funds were awarded in PY17, but they did not receive anticipated funding from LIHTCs. They applied again in 2019 with success. The City also allocated the PY18 CHDO reserve funding to this project since no CHDO eligible project was funded in PY18 and additional funds in PY19. This project got underway in November 2020 and significant progress has been made during the program year. Completion is anticipated by December 2022. This project is located adjacent to the smaller 6-unit rental apartment development, Whittier Villas, which Vintage was awarded with $624,000 of PY16 Off-Cycle funds during PY17. Zoning issues, infrastructure development, General Contractor changes, coronavirus pandemic issues including increased material costs have stalled project progress. The City awarded an additional $256,882 to Vintage Housing in PY21 to help fill the funding gap due to higher construction costs. The City has also been granted a waiver from HUD to extend the time allowed to complete the project. It is on track for completion by September 30, 2022.

Housing Partners of Tulsa, Inc. (HPT) used $48,000 in CDBG project delivery funds and $180,000 in HOME funds to assist 30 households to purchase their first home. Tulsa Habitat also used $33,261 in Py18 HOME funds to assist 5 households to purchase their first home.

The City of Tulsa Working in Neighborhoods Department (WIN) was awarded $420,000 in HOME funds and $1,183,694 in CDBG funds. The CDBG Homeowner Repair program served 208 homeowners, providing necessary safety and sanitary improvements. The HOME Homeowner Rehabilitation Loan Program provided substantial rehabilitation to houses for 9 homeowners.

Additional energy conservation rehabilitation was provided by a CDBG-funded subrecipient program. The Area Council for Community Action assisted 5 homeowners. The change to allow maximum assistance for roof repairs up to $7,500 for lead-free housing has enabled them to more easily meet their goals.

Family Safety Center, Inc, used ESG funds to provide Homeless Prevention assistance to 8 households and Salvation Army aided 14. Restore Hope Ministries was awarded a significant amount of funds from various sources, including local philanthropy, to assist tenants with housing assistance due to the coronavirus pandemic and declined the funds awarded to them for PY19 and PY20. Reallocation of those funds were awarded to Tulsa Day Center for Rapid Rehousing. They assisted 8 persons during the program year.

ESG CARES Act funds were used to provide Homelessness Prevention and Rapid Rehousing assistance to 334 persons, including children.

For information see the ESG and ESG-CV CAPERs located in the Appendix (See Section 4 – Additional Reports).

Discuss how these outcomes will impact future annual action plans.

Those projects currently under construction will certainly be completed and will add more affordable housing units in the Tulsa area.  One of the biggest delays for major projects is caused by the time it takes to secure all the necessary financing before the projects can get underway. Additionally, minor rehabilitation projects have resulted in an increased cost per home which has affected the number of households served, exacerbated by the shortage of available qualified contractors. The City continues to try and find ways to help increase the availability of quality affordable housing over the next several years. An Affordable Housing Trust Fund was established in February 2021 and is aligned with the City’s Affordable Housing Strategy to endeavor to create an economically thriving, inclusive community with quality housing opportunities for all residents.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Table 13 – Number of Persons Served

Narrative

The City of Tulsa continues to see a large need for decent, affordable housing. Additional activities to address this need have been funded during PY22.

Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs

Street outreach programs for unsheltered persons are not currently funded by the City of Tulsa, but there are outreach programs organized locally by the Tulsa City and County Continuum of Care lead agency, Housing Solutions, as well as faith-based and other non-profit organizations. The Housing Solutions’ outreach program operates using a Housing First approach with an emphasis on services that support self-sufficiency, such as obtaining vital records, and find creative solutions to connect them to housing resources. Housing Solutions works with other local organizations to coordinate street outreach for person living in unsheltered situations across Tulsa County. All ESG and CoC-funded outreach programs utilize the local Coordinated Entry System to assess and prioritize participants for housing placement. In addition, the outreach teams come together each year to perform the Point-in-Time count survey of the unsheltered population. One survey question asks each person what services are currently needed. The top three responses provided by the unsheltered population this year were housing and shelter, health services, and case management.

Addressing the emergency shelter and transitional housing needs of homeless persons

A portion of the Emergency Solutions Grant (ESG) funds were utilized by the City of Tulsa for shelter operations and/or services at Domestic Violence Intervention Services (DVIS), Tulsa Day Center (TDC), Legal Aid Services of Oklahoma, and Youth Services of Tulsa (YST). In addition, CDBG funds were provided to DVIS, TDC, Salvation Army, and YST to provide services, counseling, case management, and basic needs to those experiencing homelessness or those at risk of homelessness.

During the program period, the ESG-funded DVIS shelter provided shelter to 94 persons. Clients unable to be served were referred to other area shelters. The CDBG-funded Court Advocacy Program provided services to 133 survivors of domestic and sexual violence. Due to the nature of the client’s situation no exit data was collected.

TDC provided shelter and essential services to homeless persons by using ESG funds for operational expenses. During the program year 2000 unduplicated clients stayed in the night shelter. Individuals not only have access to shelter but also to various services including food and clothing, case management, laundry, shower and restroom facilities, medical services, bus tokens and access to telephones and the internet. TDC also used CDBG funds for salary costs for the free nurses’ clinic located in the shelter. The clinic provided medical services to 2,586 persons during the program year, exceeding the projected goal of 1,600. As a result of the services provided, 215 emergency room visits were averted.

YST utilized ESG funds to operate Oklahoma’s largest shelter for adolescents. In PY 2021, the shelter served a total of 174 adolescent youth. The shelter program now has a full-time counselor at the shelter to address the increasing emotional/mental health challenges of the youth staying at the shelter. They also offer on-site psychiatric services through the OSU Health Sciences Center, Department of Psychiatry and Behavior Sciences. During the year 41% of the youth exited the shelter to transitional or permanent housing. The CDBG-funded Transitional Living Program was able to serve 65 youth, with 26% successfully completing the program and 100% housed by the end of the program year.

The ESG-funded Homeless Legal Assistance Program operated by Legal Aid Services of Oklahoma assisted a total of 199 persons, of which 55 people in applying for or appealing denials of Social Security benefits. LASO was able to advise 85 people about replacing missing identification papers to help remove barriers to employment and housing. Fifteen persons sought legal assistance for eviction cases and 11 were assisted in court.

The Salvation Army utilized CDBG funds to fund operations of their Center of Hope which provided 226,348 meals and case management services to 2051 individuals during the program year. The CDBG funds were used for costs associated with food and security guards.

ESG-CV funds were used to provide emergency shelter operating costs which served a total of 3,554 persons.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are:  likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions);  and,  receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

In an effort to prevent homelessness, the City of Tulsa and the Continuum of Care focus on five primary preventative services offered by various provider organizations including:

• Mortgage /Rental assistance;
• Utility assistance;
• Eviction prevention;
• Counseling/advocacy;
• Mediation;
• Housing Stability Services; and
• Legal assistance

The Landlord Tenant Resource Center (LTRC), a division of the CoC lead agency, Housing Solutions, continued its efforts to make homelessness rare, brief, and non-recurring within our community by offering access to resources and education related to eviction diversion and prevention. The LTRC focuses on stopping homelessness before it begins by working to provide supports and information that may help community members stay safe and stably housed. Highlights from this work include: (1) Helping to launch and facilitate Tulsa's Eviction Diversion Program called the Social Services Hub (Hub). The Hub opened August 3, 2021 and operates in conjunction with the Tulsa County Forcible Entry Docket aka Eviction Docket. Open Monday-Thursday from 1:00pm-4:30pm at Iron Gate, the Hub has served over 4,000 tenants and 170 landlords in its first year of operation, (2) Holding "onsite" events at the request of our community landlords to bring our mobile unit, staff, and resources to meet the tenants and landlords where they are at (landlords can request this service using a link on our website) (3) Participating in community-wide events like the Expungement Expo, Tulsa PRIDE, and the newly launched Just Home program events, and (4) Producing plain language resources in both English and Spanish to inform our landlords and tenants about the availability of resources/programs, rights and responsibilities education, and court navigation.

ESG funds were allocated to Restore Hope Ministries (RHM) to provide Homelessness Prevention in the form of short-term rental assistance. Due to the significant amount of other funding the agency received for this same purpose, the agency declined their allocation for the remaining dollars from PY19 and all of the funds awarded for PY20. The City has completed their process to reallocate these funds to other agencies for Rapid Rehousing.

Tulsa CARES (TC) provided housing services in the form of short-term rent, mortgage and utility assistance, tenant-based rental assistance, permanent housing placement and supportive services with HOPWA funds as outlined in the HOPWA CAPER which can be found in the appendix (See Section 4 – Additional Reports).

ESG-CV funds were used by Family Safety Center, Salvation Army and Tulsa CARES for Homelessness Prevention services to assist 54 persons.

The Community Service Council (CSC) also operates the 2-1-1 Help Line providing referrals to multiple organizations that provide services to help people remain housed. No grant funds were awarded to this agency during PY20.

Publicly funded institutions and systems of care are overseen by the State of Oklahoma. Discharge policies and practices are managed by the designated State agency.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again

YST used CDBG funds to partially fund a transitional housing program that served 65 unaccompanied youth ages 17-22. All successfully completed the program and were placed in housing and 25% participants were involved in school or job training and 69% found employment. Fifty (50) youth were able to access permanent housing with the use of the City’s CARES Act Rapid Rehousing funding.

ESG-CV funds were also used by Tulsa Day Center and Mental Health Association OK through Rapid Rehousing Programs which assisted 230 persons.

Actions taken to address the needs of public housing

No PY 2020 funds were allocated to projects directly relating to addressing public housing needs.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership

THA operated Community Centers at all its public housing apartment communities. Each center was staffed by THA Social Service Coordinators (SSC) that assisted all residents in connecting with partnering agencies and organizations in achieving their individual health, educational and employment goals to ultimately break the cycle of generational poverty. Due to covid, partnering agencies had very limited access unless interactions were held outdoors, utilizing CDC protocol. Starting in July 2021, centers were reopened, with partner engaged reinitiated across many sites. The SSC usually conducts a needs assessment at the time of move in to help determine the residents' personal needs, educational, and employment aspirations, but needs assessments were only conducted on a case-by-case bases to address basic needs during the pandemic. Personal barriers that prevent self-sufficiency may include clothing, transportation, childcare and chronic health conditions. Once those barriers are addressed, the SSC assists residents in connecting with partner agencies and organizations to obtain a high school diploma/GED, technical training, higher education or whatever may be necessary to help the residents become self-sufficient.

THA staffed two Family Service Coordinators with funding received under a ROSS Family Service Coordinator grant that provided case management services at six public housing family communities.  These Family Service Coordinators completed a needs assessment on all participants in the program and goals were set according to each individual resident’s needs.  The Family Service Coordinators provided additional job placement assistance, counseling, group networking, and outreach to community resources.  The two Family Service Coordinators worked closely with local agencies to bring programs and services to the community sites.

The Family Self-Sufficiency (FSS) Program provided community support and resources to encourage and assist families towards becoming self-sufficient.  The Family Self Sufficiency Coordinator met with interested residents, and if selected for the program, participants established his or her own set of goals such as employment or homeownership.  Monthly meetings were held to assess progress and assist with any barriers in reaching the participant's stated goals.  As an incentive, the FSS Program opened an escrow account for each participant.  As the family's income increased, contributions were made to the escrow account on their behalf.  Once the family is determined to be "Self-Sufficient" by meeting their goals and other program requirements, the money in the escrow account will be paid to the participant.  No conditions are imposed on the use of the money, but the family is encouraged to pursue homeownership.  Information regarding local Homebuyer Education Programs is provided to the family.

Residents of THA communities were actively involved in the planning and development of programs for their communities.  The Resident Associations met monthly to discuss concerns as well as plan events and activities for their communities.  Each Association has a set of by-laws that have been voted on and approved by the members that outline how their association will operate.  Training that includes job duties, parliamentarian procedures, communication and financial bookkeeping were provided to all Resident Association officers.

In 2018, THA was awarded a $30mm U.S. Department of Housing and Urban Development’s Choice Neighborhoods Implementation Grant that will leverage other public and private funds to revitalize Riverview Park Apartments, a THA public housing property, and Brightwaters Apartments, a HUD subsidized Section 8 property, along with investing in improvements to West Tulsa Park, establishing a neighborhood grocery store, and piloting new programs with local agencies to strengthen resident and community growth within health and wellness, employment and self-sufficiency and educational attainment. The Choice Program provides one-on-one case management for all 390 families in Riverview and Brightwaters for the entirety of the grant period as well as increased mobility counseling as families are relocated during construction to ensure their ability to return to the new units, using their first right to return. From July 2021 to June 2022, THA completed the relocation and demolition of Brightwaters Apartments, as well as the construction and leasing of Phases I and II of the new River West. Construction was initiated on Phases III and IV during this time timeframe.

In 2018, THA received approval to proceed with a portfolio wide conversion through the Rental Assistance Demonstration (RAD), transferring fee simple ownership of the 13 public housing properties from HUD to THA via the RAD project-based rental assistance program. Residents are engaged throughout the conversation process to provide information on the new structure, provide input on any planned renovations and to understand the choice mobility voucher option that is made available to them one year after conversion. In 2019, THA converted four properties through the RAD process: East Central Village, Parkview Terrace, Pioneer Plaza and LaFortune Tower. In 2020, THA converted two properties, Sandy Park and Apache Manor, with both properties receiving substantial renovations in conjunction with their conversion through 4% LIHTC and Tax Exempt Bond financing. Construction was completed in 2021.

In 2019, THA completed comprehensive, community led master planning for the redevelopment of Comanche Park Apartments. The THA Board of Commissioners approved the final plan in November 2019, with redevelopment calling for the replacement of the existing 271 subsidized units with over 400 mixed-income apartments across a range of housing types; neighborhood sized retail/commercial spaces; a centralized park space and overall improvements to site connectivity and infrastructure. Through this new planned mixed-income community, residents were engaged in identifying both houses and non-housing uses, as well as were vocal in ensuring the development included opportunities for home ownership. With such input, the final phase will include 8 single family homes made available both for existing and new residents, partnering with the homebuyer program provided through Housing Partners of Tulsa. In February 2022, THA, in partnership with the City, submitted an application for a FY21 Choice Neighborhoods Implementation Grant, and was announced as a finalist for that grant on May 25, 2022.

Actions taken to provide assistance to troubled PHAs

The Housing Authority of the City of Tulsa is not designated as troubled.

Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i)

The Tulsa Planning Office at INCOG and City of Tulsa continue to implement and amend the Zoning Code, which came into effect on January 1^st, 2016.  The Zoning Code supports diverse, affordable housing opportunities including various lot size options for single-family homes and the introduction of new housing types such as mixed-use buildings, cottage homes, patio homes and multi-unit houses. These housing types are allowed in certain districts and can introduce density and affordability, while remaining compatible with nearby single-family neighborhoods.

After 15-month process of development and community input, citywide changes to the zoning code and the new Neighborhood Infill Overlay (Section 20.080 of the Tulsa Zoning Code) took effect in December 2021. Both sets of amendments aim to reduce barriers to housing options. The regulations and boundaries of the Neighborhood Infill Overlay were developed by a staff working group and refined from input received during meetings with neighborhood residents, local builders, licensed architects, and various City officials.

The overlay allows up to six dwelling units to be constructed on a single residential lot by right, plus accessory dwelling units. The building types allowed include: duplex, multi-unit house (triplex, quadplex), townhouse, cottage court, and apartment/condo. The overlay also reduces minimum lot sizes, reduces parking requirements by 50%, reduces minimum open space requirements, and reduces minimum street, side, and rear setback and lot width requirements to fit the predominant narrow lot pattern of these older neighborhoods, which will make these lots buildable by right for the first time in more than 50 years. Eliminating the need to seek special permission to construct these housing types will reduce uncertainty for builders, and is anticipated to increased the development of affordable housing options. Neighborhoods and city councilors in other parts of Tulsa have already inquired about expanding the overlay or implementing similar measures to encourage this type of development in their areas of the city.

Citywide changes to the zoning code also focus on lot and building regulations, reducing the lot area requirements for duplexes and cottage house developments, lot widths for duplexes and townhouses, and the required street setback in Residential-Multifamily zoning districts. Both the overlay and citywide changes stem from recommendations in a 2020 housing study and strategy.

Additional steps to facilitate the development of affordable missing middle housing are in the exploration stage, including the potential development of a program that offers pre-approved building plans for certain housing types, which would reduce uncertainty, architectural fees, and processing time for permits for home builders, while ensuring predictability and compatibility for neighborhood residents.

Update to the City’s comprehensive plan, Planitulsa

The Tulsa Planning Office is also leading the update to the City of Tulsa’s comprehensive plan, Planitulsa.  Recommendations from the City of Tulsa’s Affordable Housing Strategy are being incorporated into Planitulsa, and are being combined with input from the general public and subject matter experts about how Tulsa can build and maintain strong neighborhoods. The recommendations will set the stage for modifications to regulatory documents associated with development activities in the city, such as the Zoning Code, Subdivision Regulations, and Building Codes. Further insight into potential regulatory limitations will be gathered through a series of roundtable discussions with organizations that work through the permitting processes of the City as they develop properties. These insights will inform recommendations to make the permitting process more consistent, transparent, and predictable.

Actions taken to address obstacles to meeting underserved needs.  91.220(k); 91.320(j)

In PY 2020, the City of Tulsa provided funds to 29 external agencies and 2 city departments to conduct 38 activities. By awarding funds to a variety of agencies and multiple activities, the City assisted in addressing obstacles to meet the underserved needs of the community. In addition, Tulsa CARES utilized HOPWA funds to support people with HIV/AIDS.

CDBG funds were used to provide public service activities to 12,916 persons. These activities served children and youth, battered persons, and abused and neglected children. The funds also assisted people with transportation needs, employment and training services, and health services. ESG funds were used for Homelessness Prevention assistance was provided to 22 households, Rapid Re-Housing assisted 8 persons with carryover funds from PY19 and Shelter and Services were utilized by 2,467 persons. HOPWA funds served a total of 161 people, with housing assistance and/or support services.

This year two public facilities and improvement projects received funding and were completed, which included new sidewalks and improvements to an early childhood education facility. In addition, a project funded in 2020 for improvements to an early childhood education facility was also completed. Altogether, 6,858 people were served, including 6,200 low and moderate income citizens.

Through an economic development activity for small business loans, 110 FTE jobs were created or retained and 17 businesses were assisted. All of the jobs created or retained were filled by low and moderate income persons. Through an economic development activity for micro-enterprises 28 businesses were assisted during the program year.

Additionally, CDBG funds were utilized to demolish 41 dilapidated structures.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

All programs that provided rehabilitation to owner-occupied homes inspected each house built prior to 1978 for lead-based paint (LBP) hazards using a Certified LBP inspector or risk assessor. In homes where an inspection confirmed the presence of LBP (or it was presumed), all contractors were required to implement safe work practices during the rehabilitation work in accordance with HUD’s Lead-Safe Housing Rule.  The City’s Working in Neighborhood Department prequalified contractors to work on HUD-funded projects and all were trained in lead-safe work practices. 

Grants Administration includes additional measures to ensure specific grant-funded activities comply with LBP regulations. Additional language is included in subrecipient agreements for projects where rehabilitation work occurs, requiring subrecipients to produce documentation of LBP testing prior to any work commencing. Additionally, Grants Administration’s Construction Checklist used for grant-funded construction and housing projects includes a check for LBP compliance.

Environmental Health Services Division at the Tulsa City County Health Department (TCCHD) continued building the Lead Hazard Control Program, which was launched in October 2020. This program identified lead-based paint in homes throughout Tulsa County. The Lead Hazard Control Program’s (LHCP) goal is to create healthy living conditions for children under the age of 6 through a HUD grant. TCCHD’s outreach includes lead testing and home inspections, Safe and Healthy Homes education, tenant rights, and promoting lead testing in children. In fiscal year 21-22, TCCHD conducted 43 lead inspections and risk assessments in Tulsa County, up from 10 the previous year. TCCHD successfully removed lead-based paint hazards from 5 homes comprised of low income residents last year with improvements totaling around $116,000. TCCHD also participated in 14 lead safety presentations to the public. The City is helping advance the LHCP in three keyways: 1) Working in Neighborhoods (WIN) is assisting TCCHD by referring citizens who contact them about housing rehabilitation to this new program; 2) the mayor’s office is helping to advertise LHCP by including it as a component in the Goldstar Landlord Program; and 3) the City has assisted in planning numerous education events to increase awareness of housing safety.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

To attempt to break the cycle of poverty for the City's youth, the City continued to fund education programs and provide after school programs and transitional living programs for youth. In addition, educational needs and employment training of low-income parents were also addressed with CDBG funding. Other programs offered mentoring to people released from prison and assistance to victims of abuse. Services to help homeless individuals on a path to self-sufficiency were also conducted during the program year.

The City received CARES Act funding from various sources which were used in a variety of ways to help address the needs of citizens and businesses as a result of the coronavirus pandemic. The Mayor formed a Coronavirus Relief Fund Working Group to ensure the various sources of funds were allocated to address critical needs and to eliminate duplication. Staff from Grants Administration participated in this group to ensure the CDBG, ESG, and HOPWA CARES Act funding was allocated to areas of need based on eligible use of the funds. Most of these projects will continue through the PY21 program year, due to the large amount of funding received.

The Tulsa Housing Authority’s Family Self-Sufficiency (FSS) Program also provided resources to assist families toward becoming self-sufficient.  Interested residents participate in the program to establish goals, such as employment or homeownership. An escrow account is established for each participant and money is added to this fund when they meet their goals and program requirements.   Once families meet their goals they are encouraged to use the escrow funds to pursue homeownership. 

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

Program year 2021 goals and priorities were set with input from the public, non-profit organizations and the City’s HUD Community Development Committee. In October grant applicants were informed of the City’s goals, priorities and target areas. Once funding was awarded, the HUD Community Development Committee (CDC) continued to review the performance of projects and programs during the year. 

The City of Tulsa utilized City departments as well as non-profit organizations, community and faith-based organizations, developers, and social service agencies to carry out projects for the second year of the City’s five-year plan. Multiple philanthropic organizations throughout the City also provide funding to the same projects/programs funded with HUD grant dollars. These leveraged dollars allowed our grant recipients to continue or expand their programs during the year. 

Assisting low and moderate income persons, especially the unemployed, is critical to the economic success of the City of Tulsa; therefore the City funded programs that assist such persons in becoming economically self-sufficient through skills training and workforce development services. The City of Tulsa also addressed economic opportunities by providing funding to a Community Development Financial Institution (CDFI) to provide loans to businesses normally excluded from the economic mainstream so that jobs would be created through the development, stabilization and expansion of small businesses. 

To ensure continued compliance with the HEARTH Act, Grants Administration (GA) worked closely with the city’s Continuum of Care and Emergency Solutions grant recipients serving the homeless. Tulsa’s Project Sponsor for the HOPWA grant, Tulsa CARES, completed an expansion of their facility three years ago using private funds. This enables them to continue to offer more services through collaboration with other organizations and clients have better access to public transportation.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)

Tulsa benefits from a strong and cohesive coalition of local government officials, service providers, lenders, and volunteers.  These various groups coordinate effectively to avoid duplication of services and facilitate a delivery system which meets the needs of Tulsa's various populations.  

The City continued its public outreach effort to educate and engage the public regarding HUD Grants and televised all HUD Community Development Committee meetings.

Coordination and integration of ESG-funded activities with other programs is being implemented through the Tulsa Continuum of Care’s 5-Year Strategic Plan. This plan provides a strategic, community-wide system to prevent and end homelessness in the Tulsa County geographic area.

The Tulsa CoC and City of Tulsa coordinated a crisis response for 104 residents at an apartment complex who were all at-risk of homelessness. The city was forced to close the apartment complex because the owner(s) failed to address the uninhabitable living conditions.

The Landlord Tenant Resource Center (LTRC), a division of the CoC lead agency, Housing Solutions, continued its efforts to offer access to resources and education related to eviction diversion and prevention. Highlights from this work include: 1) Launch and facilitate Tulsa's Eviction Diversion Program, the Social Services Hub (Hub) which served over 4,000 tenants and 170 landlords since opening in August 2021; 2) Hold events to bring a mobile unit, staff, and resources to meet with tenants and landlords onsite; 3) Participate in community-wide events; and (4) Provide plain language resources in both English and Spanish to landlords and tenants about resources, programs, rights and responsibilities education, and court navigation.

Through a partnership with the City of Tulsa, Tulsa Authority for Economic Opportunity which has been re-branded as Partner Tulsa, Tulsa Continuum of Care and CoC-member agencies, the MacArthur Foundation and Urban Institute, a Just Home Grant was awarded to support new services to assist justice involved Tulsans with access to housing.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice.  91.520(a)

The City’s designated department for fair housing is the Mayor’s Office of Resilience and Equity (MORE). During PY 2021 there were three housing-related complaints received by MORE. These resulted in two referrals. Of the two complaints that were referred, the first complaint was referred to the City’s Housing Division for a HUD Grievance and the second was referred to the Tulsa Housing Authority about additional costs to house pets. The third complaint was resolved via mediation between the landlord and tenant regarding rent discrepancy and late fee costs.

Sixteen cases were filed with the U.S. Department of Housing and Urban Development Fair Housing and Equal Opportunity (FHEO)with three unresolved as of June 30, 2022. Four cases were made on the basis of disability with one determined as no cause and the other three are pending resolution. Nine cases were made on the basis of familial status with seven cases settled successfully through conciliation, one complaint was withdrawn, and one was closed due to locate respondent. Two cases were made on the basis of race with one resolved determining no cause and the other one is pending resolution, One case was made on the basis of sex which was settled successfully through conciliation. One case filed in January 2018 remains open. The Mayor’s Office of Resilience and Equity continues to work with the U.S. Department of Housing and Urban Development and Legal Aid of Tulsa to provide support to all housing-related complaints.

The City partners with the Tulsa Area Fair Housing Partnership (“TAFHP”) to provide outreach activities for the general public, home buyers/renters, and realtors/landlords. In September the Partnership hosted the “Annual Landlord Training” in conjunction with the Greater Tulsa Association of REALTORS®. Attendees included local real estate and leasing professionals, rental and apartment managers, and other housing professionals. The event focused on Fair Housing FAQs, the eviction moratorium, a safe housing education.

Several housing events were held in April for Fair Housing Month. The Tulsa Health Department and Legal Aid of OK hosted a Housing 101 Training, which included information on the City’s Property Maintenance Codes, Oklahoma Landlord-Tenant Law, Fair Housing Act, and lead-based paint education. TAFHP also hosted another event, Fair Housing: A Call to Action. The topics included fair housing education and common fair housing violations. This program was honored to have the HUD Region 6 Regional Director of Fair Housing and Equal Opportunity as the keynote speaker. The Partnership also worked with a number of agencies and community organizations to host a Homebuyer’s Open House Fair in a partnership with the Tulsa Juneteenth committee in June during National Homeownership Month. It included information on free financing tools for buying a home and access to home inspectors, Working in Neighborhood department, and lead-based paint safety.

The Mayor’s Office of Resilience and Equity (MORE) collaborated with various external partners for an outreach/resource event assisting potentially displaced residents of Boca Vista Apartments.

The City and Partner Tulsa is in the second year of implementing the City’s Affordable Housing Trust Fund. It is intended to produce and/or preserve affordable housing through rental development, homebuyer assistance, landlord incentives, and rental assistance. Housing development agreements have been awarded that will add 32 units to the affordable housing supply through the rehabilitation of single-family and multifamily properties. Over $650,000 in homebuyer assistance grants have been awarded to two organizations which will assist 80 first-time homebuyers to purchase a home in North Tulsa. The Landlord Incentives Program has awarded 4 community organizations $270,000 to recruit landlords to provide housing to up to 400 low-income tenants by guaranteeing to reimburse landlords for unpaid rent, utilities, and damages caused by tenants. The rental assistance program has awarded $745,000 to 4 organizations that will help over 245 households to become and remain stably housed.

For more information on the Affordable Housing Trust Fund: https://partnertulsa.org/doing-business/resources-for-landlords-homebuilders/affordable-housing-trust-fund/

Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements

All funded projects and agencies were assigned a risk factor rating to identify which projects were to be monitored on-site during the year.  This assessment rates risk based upon the type of project, compliance issues, complexity of the project, and known capacity of the agency.   Agencies with a high risk rating were selected for formal onsite monitoring as well as those programs not monitored recently.  GA utilizes the HUD CPD Monitoring Handbook as its standard and guideline for each formal monitoring visit.   Desk monitoring of all HUD-funded programs and projects were conducted throughout the year to ensure compliance with regulations and agreement requirements.   Physical projects are inspected on a periodic basis until completion to confirm construction/rehabilitation projects are progressing and funds are being spent as planned. 

For new HOME rental projects, on-site inspections occur throughout the project and the first on-site monitoring occurs within 12 months after project completion.  Because of the 2013 HOME Final Rule, unless a rental project is considered a high risk property, HOME monitoring schedules have been adjusted to ensure these on-site monitoring visits for rental properties still under the period of affordability are conducted at least every three years. The Rental Annual Reporting requirements included in each rental written agreement does ensure that the properties have a desk monitoring review yearly and that they remain financially viable and are operated/managed according to the HOME requirements.  

It is the policy of the City of Tulsa to encourage the use of minority or woman owned businesses in contracting opportunities.  As part of HUD’s grant requirements and written agreements, agencies performing construction and rehabilitation projects are encouraged to hire Section 3 residents and/or utilize Section 3 businesses and WMBE businesses when contracting or subcontracting. 

Citizen Participation Plan 91.105(d); 91.115(d)

Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

In accordance with the Citizen Participation Plan, the City of Tulsa posted notices in the Tulsa World at least 14 days in advance of public hearings.  In addition, notice was posted on the City’s website and social media sites. The draft CAPER is available for public comment from August 25 – September 8, 2022. A Public Hearing will be held on September 8, 2022. Comments pending.

Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City of Tulsa did not make any changes to the CDBG program objectives during the year. The City monitored the expenditure of CDBG funds throughout the year to ensure that projects awarded funds, either during this year or from prior periods, were completed and dollars expended.

As per Ordinance 23362, agencies that did not expend all awarded funds were asked to provide certain documentation in order to carryover funds into the next program year. Instances where sufficient documentation was not provided resulted in funds being recaptured and reprogrammed by the City.

[BEDI grantees]  Describe accomplishments and program outcomes during the last year.

N/A.

Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations

Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

All HOME rental projects subject to the affordability period were monitored during the program year. Since annual onsite monitoring is no longer required per the 2013 HOME Final Rule, projects with no findings or concerns from the previous onsite monitoring are identified as low risk and scheduled for an onsite monitoring in a two or three-year cycle. Annual monitoring includes finances, occupancy, marketing, property condition, and management reports which are submitted each year according to the established rental monitoring schedule. There are currently 20 developments under the period of affordability, 13 are multi-family and 7 are elderly complexes.

Onsite monitoring at all developments involved:

• A review of tenant files of the HOME-assisted units to verify compliance with:
• Income calculations and documentation according to HUD’s Part 5 income determinations and HUD’s applicable income limits for Tulsa
• Leases and rent charges to verify the appropriate HOME rental rates and utility allowances as approved by GA and in compliance with HOME rental rates limits and utility allowances
• An inspection of HOME-assisted units to ensure compliance with Tulsa’s local codes
• Overall inspection of complex exterior, surroundings, and common areas

The following is a summary of the onsite monitoring conducted in PY21:

Tulsa Day Center: Hudson Villas (Multi-Family with 18 units part of a SHP initiative, 30 HOME units) –May 2024.

The Acquisition Group (TAG): Norwood Apartments (Multi-Family 25 HOME units).  November 2022

RHG Group (RHG): Cherokee Meadows (Senior Housing with 3 HOME units). - December 2022

GORMAN: Pecan Creek Apartments (Multi-Family with 10 HOME units) – December 2023.

Mental Health Association in Tulsa (MHAT) now dba Mental Health Association Oklahoma (MHAOK): Autumn Ridge, Abbey Road, City Gardens, Indianapolis, Altamont. All multi-family with 335 HOME Units) – GA Staff conducted onsite monitoring on May 24-26, 2022. Additionally, all rental annual reports were reviewed to ensure the operations of the rental development were in compliance with HOME regulations and GA policies. A few items needed corrections/revisions. Final outcomes were pending as of June 30, 2022. Approval of the annual Utility Allowance at City Gardens is completed yearly. The next onsite monitoring is scheduled for May 2025.

MACO Development Company (MACO):  Northwind Estates II (Multi-family senior independent living complex (4 HOME units). GA Staff conducted onsite monitoring on Oct 12, 2021. Additionally, all rental annual reports were reviewed to ensure the operations of the rental development were in compliance with HOME regulations and GA policies. A few items needed corrections/revisions. No findings or concerns were found. Approval of the annual Utility Allowance is completed yearly. The next onsite monitoring is scheduled for October 2024.

Tulsa Housing Authority (THA) / Housing Partners of Tulsa (HPT): Latimer Phase I, Haskell Phase II, Newton Phase II, Osage North Phase IV, Nogales Phase V (All Multi-Family); HOPE VI Latimer Mid-Rise and Latimer Phase I (Elderly) (207 HOME units) - GA Staff conducted onsite monitoring on April 20-21, 2022. Management staff were not ready for the onsite monitoring due to new ownership of the property, so it was suspended until July 2022. The next onsite monitoring is scheduled for February 2025.

Vintage Housing: Brookhollow Landing, Cornerstone Village, Heritage Landing (41 HOME units) - GA Staff conducted onsite monitoring on April 12, 2022. Additionally, all rental annual reports were reviewed to ensure the operations of the rental developments were in compliance with HOME regulations and GA policies. A few items needed corrections/revisions. One finding was made regarding the yearly utility allowance approval and Brookhollow Landing. This was cleared and will be completed yearly going forward. The next onsite monitoring is scheduled for April 2025.

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 92.351(b)

GA includes in its grant administration policies that all housing projects include an Affirmative Fair Housing Marketing Plan (AFHMP) that follows the Affirmative Fair Housing Policy established by GA. These plans are required with each application for a housing project and must be updated periodically until land use restrictions on the property have expired. Yearly rental reporting requirements include a review of the most recent AFHMP for each property location and a narrative to report the outcome of the marketing and outreach efforts and any changes that will be made for the following year. The Tulsa Area Fair Housing Partnership (TAFHP) members play a big part in the education, awareness, and outreach efforts in the city. Subrecipients and local housing developers are among the members of this organization and help carry out the TAFHP plans.

Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics

Program income sources included recaptured funds from five households that received down payment assistance. The assisted homeowners sold the property prior to completion of the HOME affordability period. The total amount of program income received was $8,124. The program income was applied to rental construction activities. The following table describes the characteristics of the household.

Describe other actions taken to foster and maintain affordable housing.  91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing).  91.320(j)

Not applicable

Identify the number of individuals assisted and the types of assistance provided

Table for report on the one-year goals for the number of households provided housing through the use of HOPWA activities for: short-term rent, mortgage, and utility assistance payments to prevent homelessness of the individual or family; tenant-based rental assistance; and units provided in housing facilities developed, leased, or operated with HOPWA funds.

Table 14 – HOPWA Number of Households Served

Narrative

The Tulsa CARES Housing Program has successfully administered the Housing Opportunities for Persons with AIDS (HOPWA) program since 1995. The housing program is designed to work collaboratively with other programs and service providers to identify and develop short- and long-term strategies for meeting the needs of low-income people living with HIV/AIDS and their families. Overarching housing program client goals include: 1) to establish or better maintain a stable living environment for program clients, 2) to improve access to HIV treatment and other health care support, and 3) to prevent homelessness among households living with HIV/AIDS. The actual numbers listed above do not account for duplications. In addition, the numbers served include both HOPWA and HOPWA-CV expenditures. More detail regarding the PY 2021 HOPWA funded Housing Program goals are provided in the HOPWA CAPER located in the appendix. (See Section 4 – Additional Reports).

ESG Supplement to the CAPER in the SAGE HMIS Reporting Repository

For Paperwork Reduction Act

1. Recipient Information—All Recipients Complete

Basic Grant Information

ESG Contact Name

ESG Contact Address

ESG Secondary Contact

2. Reporting Period—All Recipients Complete

3a. Subrecipient Form – Complete one form for each subrecipient

The Following information is now collected using HUD’s Sage HMIS Reporting Repository.
Information for both ESG and ESG-CV are located in the appendix. See Section 4 – Additional Reports

4. Persons Served

4a. Complete for Homelessness Prevention Activities

Table 15 – Household Information for Homeless Prevention Activities

4b. Complete for Rapid Re-Housing Activities

Table 16 – Household Information for Rapid Re-Housing Activities

4c. Complete for Shelter

Table 17 – Shelter Information

4d. Street Outreach

Table 18 – Household Information for Street Outreach

4e. Totals for all Persons Served with ESG

Table 19– Household Information for Persons Served with ESG

5. Gender—Complete for All Activities

Table 20 - Gender Information

6. Age—Complete for All Activities

Table 191 – Age Information

7. Special Populations Served—Complete for All Activities

Number of Persons in Households

Table 202 – Special Population Served

8. Shelter Utilization

Table 23 – Shelter Capacity

9. Project Outcomes Data measured under the performance standards developed in consultation with the CoC(s)

A. Emergency Shelter - Percentage of households exiting from emergency shelter into transitional or permanent housing (excluding youth and DV shelters): Only 26% of shelter stayers that completed an exit survey exited into transitional or permanent housing.

B. Prevention & Rapid Rehousing - Percentage of clients who remained in permanent housing within six (6) months following the last receipt of assistance: Homeless prevention activities resumed and used PY20 carryover funds as well as PY21 funds to assist 22 households. Rapid Rehousing was not originally funded in PY20. Reallocation from PY19 and PY20 were awarded to Tulsa Day Center during this program year. They expended all of the PY19 funds and to assist 8 households. None of those assisted stayed at any of the area shelters after exiting.

11. Expenditures

11a. ESG Expenditures for Homelessness Prevention

Table 214 – ESG Expenditures for Homelessness Prevention

11b. ESG Expenditures for Rapid Re-Housing

75Table 25 – ESG Expenditures for Rapid Re-Housing

11c. ESG Expenditures for Emergency Shelter

Table 22 – ESG Expenditures for Emergency Shelter

11d. Other Grant Expenditur64

Table 23 - Other Grant Expenditures

11e. Total ESG Grant Funds

Table 24 - Total ESG Funds Expended

11f. Match Source

Table 259 - Other Funds Expended on Eligible ESG Activities

11g. Total

Table 30 - Total Amount of Funds Expended on ESG Activities