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<br />substantially exceeded its transitional housing goal but fell short In the area of <br />emergency shelter. <br /> <br />. <br /> <br />During the 2004-2005 report period, the City's nonprofit partners serving seniors <br />exceeded their planned goal; however, over the five-year period only half of the <br />seniors projected to be assisted were actually served, <br /> <br />. <br /> <br />In 2002, the City Council changed the priority need rating of youth services from a <br />medium need to a high need. As a result of this change substantial resources were <br />dedicated to agencies that serve the City's youth. The five-year goal established in <br />the 2000-2004 Consolidated Plan was exceeded by 770% - of note, only 75% of the <br />2004-2005 annual goal for youth services was met. <br /> <br />· The City of Santa Ana did not complete public facility improvement projects as <br />planned for the five-year period. Park and street projects were not initiated until the <br />last half of the five-year Consolidated Plan cycle. While these projects were not <br />"completed" during this timeframe, three park projects and six street projects are <br />underway, and once completed, these activities will exceed the five-year goals. <br /> <br />Respectively, Table 1 and Table 2 provide a summary of planned versus actual <br />accomplishments for the 2000-2004 Consolidated Plan cycle and the 2004-2005 report <br />periods. <br /> <br />The 2000 Census also provided an additional means to evaluate the results of program <br />efforts by identifying reductions in the percentage of Low- and Moderate-income <br />residents by Census Tracts and/or Block Groups. Comparing 1990 and 2000 Census <br />data seems to indicate a further concentration of lower income residents in Santa Ana, <br />especially in the low- and moderate-income areas. <br /> <br />c. What barriers may have a neqative impact on fulfillinq the strateqies and the overall <br />vision? <br /> <br />The City has encountered several barriers as it endeavored to implement its overall <br />vision for community improvement; the most significant include the following: <br /> <br />· HUD's lead paint hazard regulations have necessitated the utilization of extensive <br />staff time to implement a compliance process. Housing projects have experienced <br />significant delays as "rehabilitation" work cannot commence until lead testing and <br />clearance has been completed. These delays and added costs have also acted as <br />a disincentive for program participation. Activities such as CDBG/ESG funded <br />transitional housing have also experienced delays. CDBG/ESG grant recipients are <br />required to provide proof of lead paint testing and clearance for shelter facilities. If <br />clearance is not provided, the City has withheld grant payments in order to ensure <br />compliance - the result - slower spending of CDBG/ESG funds. <br /> <br />28 <br /> <br />9/7/05 <br /> <br />190-32 <br />