Consolidated Annual Performance and Evaluation Report

• Community Development Block Grant (CDBG) Program • Home Investment Partnership (Home) • Program Emergency Solutions Grant (ESG) Program
2012-2013
Consolidated Annual
Performance and
Evaluation Report
(CAPER)
Housing and Community Development Division
525 East South Street
Orlando, Florida 32801
(407) 836-5150
www.ocfl.net/NeighborsHousing/CommunityDevelopment.aspx

CONSOLIDATED ANNUAL PERFORMANCE and
EVALUATION REPORT
FISCAL YEAR 2012-2013
I. INTRODUCTION AND EXECUTIVE SUMMARY……………………… 5
II.
ASSESSMENT OF 2012-2013 ACTION PLAN
A. Capital Improvements ……………………………………………….… 20
1. Map-1 Capital Improvement Projects……………………………… 22
B. Public Services ……………………………………………………........ 23
C. Affordable Housing ……………………………………………….…… 26
D. Homeless Goals ……………………………………………………...... 31
III. AFFIRMATIVELY FURTHERING FAIR HOUSING……………………… 35
A. Impediments to Fair Housing and Actions to Overcome Them…...… 35
B. Other Efforts…….….…………………………………………………... 36
IV. AFFORDABLE HOUSING………………………………………………….. 41
A. Affordable Housing Actions for Extremely Low-, Very Low-, and
Low-Income Renters….…………………………………………………. 41
B. Affordable Housing Actions for Extremely Low-, Very Low-, and
Low-Income Owners .….…………………………………………… 42
C. Actions Taken in Serving Worse Case Needs……………………...… 43
D. Actions Taken in Serving People With Disabilities………...…………. 44
E. Section 215 Housing Opportunities………………………..…………... 44
V. CONTINUUM OF CARE NARRATIVE……………………………………. 45
A. Summary of Actions Taken During Program Year 2012-2013
Of the Continuum of Care to Help Homeless People………………… 56
B. Actions to Meet Supportive Housing Needs (including HIV/AIDS)…. 63
C. Actions to Plan and/or Implement the Continuum of Care…...……… 63
D. Actions to Prevent Homelessness and Facilitate the Transition
To Permanent Housing………………………………………………… 63
E. Actions to Address Emergency Shelter Needs……………………….. 64
F. Actions to Develop Transitional Housing……………………………… 65
VI. OTHER ACTIONS…………………………………………………………… 66
A. Actions to Address Obstacles to Meeting Underserved Needs…….. 66
B. Actions to Foster and Maintain Affordable Housing…………………. 67
C. Actions to Eliminate Barriers to Affordable Housing…………………. 67
D. Actions to Overcome Gaps in Institutional Structures
and Enhance Coordination……………………………………………… 67
E. Actions to Improve Public Housing and Resident Initiatives………… 68
F. Actions to Evaluate and Reduce Lead-Based Paint Hazards………. 68
G. Actions to Reduce Poverty …………………………………………… 68
H. Actions to Ensure Compliance With Program and
Comprehensive Planning Requirements……………………………… 69
Orange County CAPER Page 1

VII. LEVERAGING RESOURCES……………………………………………… 70
A. Leveraging of Public and Private Funds……………….……………… 70
B. Federal Resources—Match Requirements…………………………… 70
VIII. CITIZEN COMMENTS AND PUBLIC PARTICIPATION……………….. 71
A. Public Notice for Comment Period and Public Hearing…………….... 71
B. Public Comments…………………………………………………….….. 74
IX. SELF EVALUATION………………………………………………………… 78
A. Analysis of Successes and Failures and Actions Taken
to Improve Programs……………………………………………………. 78
B. Evaluation of Accomplishments and Future Plans to Achieve
the Overall Goal of Developing Viable Communities by Providing
Decent Housing, Providing a Suitable Living Environment, and
Expanding Economic Opportunities……..…………………………….. 79
X. NARRATIVE ADDRESSING CDBG ENTITLEMENT FUNDS…………. 81
A. Relationship of Expenditures to Priority Needs…... 81
B. Extent of Low/Moderate-Income Benefit…….………………………... 82
C. Amendments and Other Program Changes…….……………….……. 82
D. Completion of Planned Actions ……………………………………… 82
E. Funds Not Used Exclusively for CDBG National Objectives………... 83
F. Actions taken to Minimize Displacement and Comply with
the Uniform Relocation Act or Section 104 (d) of the Regulations…. 73
G. Rehabilitation Goals and Accomplishments……...…………………… 73
H. Activities Serving Limited Clientele That are Not Within a
Category of Presumed Limited Clientele (Low/Moderate-Income)
Benefit, Activities Enhancing Economic Development, and
Activities Generating Program Income………...………………………. 83
I. Neighborhood Revitalization Strategy Area……………………..……. 83
XI. NARRATIVE ADDRESSING HOME FUNDS…………………………….. 84
A. Distribution of HOME Funds among Identified Needs………………. 84
B. Report of Match Contributions Made Using HOME Match
Report (HUD Form 40107-A)……..………………………………….…. 84
C. Contracting Opportunities for MBE/WBEs (Form 40107)….……...… 87
D. Report: Annual Performance HOME Program …………………. 88
E. Results of Onsite Inspections of HOME Rental Units………………... 91
F. Assessment of Effectiveness of Affirmative Marketing Plans………. 93
G. HOME Program Income………………………………………….……… 93
XII. REQUIREMENTS FOR GRANTEES RECEIVING ESG FUNDS……… 94
A. How Activities Relate to the Consolidated Plan and
the Continuum of Care…………………………………………………... 94
B. Leveraging Resources (Match Requirements).………………………. 97
C. Self-Evaluation…………………………………………………………… 97
Orange County CAPER Page 2

XIII. NARRATIVE FOR HOPWA FUNDS………………………………………. 100
XIV. PERFORMANCE MEASURES……………………………………………. 101
XV. SECTION 3 REPORTS…………………………..…………………………. 105
XVI.
IDIS SYSTEM REPORTS (ATTACHMENTS)
Orange County CAPER Page 3

CONSOLIDATED ANNUAL PERFORMANCE and
EVALUATION REPORT
FISCAL YEAR 2012-2013
LIST OF TABLES and MAPS
Table 1: Consolidated Plan Goals and Accomplishments ………..……….. 13
Table 2: Capital Improvements Projects (CIP)………………………………..… 21
Table 3: Public Services…………………………………...……………………. 24
Table 4: CDBG Housing and Acquisition Activities…………………….…….. 28
Table 5: HOME Multifamily Rental Projects…………………………………… 29
Table 6: Emergency Solutions Grant…………………………………………… 33
Table 7: Number of Disabled Residents Served……………………………….. 36
Table 8: Racial Profile of Clients Served With Federal Funds………………… 38
Table 9: Rental Housing Activities……………………………………………….. 42
Table 10: Owner-Occupied Housing Activities……………………………………. 43
Table 11: Continuum of Care Activities…………………………………………… 59
Table 12: HOME Monitoring Summary Chart…………………………………….. 92
Table 13: HOPWA Activities and Expenditures…………………………………... 100
Table 14:
Performance Measurement Matrix……………………………………....102
MAPS
Map 1: CDBG Project Locations ……………………………………………… 22
Orange County CAPER Page 4

I. INTRODUCTION AND EXECUTIVE SUMMARY
Orange County’s Housing and Community Development Division receives grant
funds from the U.S. Department of Housing and Urban Development (HUD) to
support the jurisdiction’s community development vision and to implement
appropriate activities to address the needs identified by the community. The
Consolidated Annual Performance and Evaluation Report (CAPER) is an evaluation
tool used to assess the progress and specific community development and
affordable housing activities undertaken in accordance with the County’s 2012-2013
Action Plan. The 2012-2013 Action Plan covers the period from October 1, 2012
through September 30, 2013 and represents the second program year of the 2011-
2016 Consolidated Plan.
The following federally funded affordable housing and community development
programs are part of Orange County’s 2011-2016 Consolidated Plan:
• Community Development Block Grant (CDBG)
• HOME Investment Partnership Program
• Emergency Solutions Grant (ESG)
• Other federal programs under HUD’s Office of Community Planning and
Development :Neighborhood Stabilization Program and Shelter Plus Care
The following grants were approved in the 2012-2013 Annual Action Plan:
Community Development Block Grant (CDBG) Program $ 4,766,511
Emergency Solutions Grant (ESG) Program $ 481,160
HOME Investment Partnership Program (HOME) $ 1,792,553
The 2012-2013 Action Plan identified the specific projects, goals and expected
outcomes for each of the above listed federal programs. The programmatic and
financial data for the funds approved is collected through the Integrated
Disbursement and Information Services (IDIS) system and reported to HUD in the
narratives and tables included in the CAPER document. These federal programs
are intended to assist low-income, and in some cases, moderate-income residents
in Orange County.
The County utilizes a citizen participation process to assist in determining
community development needs, and activities that can address these needs. As
part of this process, the CAPER serves as the means by which the County informs
its citizens, HUD, and the United States Congress of the jurisdiction’s progress
towards goals in its Annual Action Plan. Orange County published a public notice
on December 5, 2013 to inform citizens about the availability of the CAPER, and the
time, date and location of a public hearing to discuss the report and obtain
comments and input. The CAPER was available for a public comment period and
Orange County CAPER Page 5

eview from Friday, December 6, 2013 through December 23, 2013 at the Orange
County Library and also at the Orange County Housing and Community
Development Division. A public hearing was conducted by the Orange County
Housing and Community Development Division on December 18, 2013 at 6:00 p.m.
at the County’s Internal Operations Center (IOC) Building 1.
Citizens were encouraged to submit any concerns, questions or comments in
writing during the public comment period by e-mail to: Frantz.Dutes@ocfl.net or by
mail to:
Orange County Housing and Community Development
Attn. CAPER Report
525 E. South Street
Orlando, FL 32801
A. CDBG Summary
The CDBG Program addresses the needs of low to moderate-income residents,
economic development activities, or urgent community needs. Orange County
received a 2012-2013 CDBG allocation of $4,766,511. From October 1, 2012 to
September 30, 2013, program expenditures for CDBG were approximately
$5,424,543.70 which included previous years’ funding. Projects and activities
funded included multi-year capital improvement projects, public services, acquisition
and resale of foreclosed homes, housing rehabilitation activities and administration.
It is estimated that approximately 28,000 low to moderate income individuals in
Orange County are impacted by CDBG activities. This number represents the total
number of persons for whom services and facilities were made available or
accessible through capital improvements, public facilities, housing and public
services in addition to jobs created and retained from these activities. No program
income was generated from FY 2012-2013 CDBG activities.
2012-2013 CDBG Expenditures by Activity
Planning and
Administration
$1,069,413
Public
Services,
$650,223
Acquisition,
$283,154
Housing,
$617,736
Public
Facilities,
$2,804,018
Acquisition
Housing
Public Facilities
Public Services
Planning and
Administration
Source: IDIS PR 54 11-26-2013
Orange County CAPER Page 6

An estimated 1,405 low income individuals received public services. CDBG Housing
rehabilitation activities resulted in 47 very low to low income households assisted
with minor repairs and lead testing. In addition, 78 senior households were assisted
with emergency repairs under the Seniors HEART program.
During fiscal year 2012-2013, capital improvement activities included The Coalition
for the Homeless Men’s Shelter, the Holden Heights Phase IV Infrastructure (street
and water) improvements and the Holden Heights Community Center. These
projects are multi-year projects and were not completed in FY 2012-2013. The
Primrose Center renovations project, funded in 2010, provided ADA improvements
and renovations to the job training facility and was completed in February 2013. An
estimated 200 adults with disabilities access this facility every year.
B. ESG Summary
During 2012-2013, the Emergency Solutions Grant (ESG) replaced the name and
programmatic focus of the Emergency Shelter Grant following the 2009 enactment
of the HEARTH Act (Homeless Emergency Assistance and Rapid Transition to
Housing). This grant adopted components of the stimulus grant program known as
the Homeless Prevention and Rapid Re-housing (HPRP) to emphasize homeless
prevention and re-housing activities. During this transition, Orange County received
approval from HUD to amend the previous 2011-2012 Action Plan to include new
definitions for homelessness and new activities to the Emergency Solutions
Program including data collection through the Homeless Information Management
System (HMIS) and rapid re-housing activities.
The substantial amendment to the 2011-2012 Action Plan was approved by the
Orange County Board of County Commissioners on May 8, 2012 and incorporated
a second allocation of $151,745 to the initial $269,768 ESG allocation for a revised
budget of $421,513. These activities carried out through July 2013 and are also
reported in this CAPER. All funds have been drawn with the exception of $16,613 or
3.94% for administration which may be expended until July 20, 2014.
The following figure represents the funds committed and drawn for the amended
2011-2012 ESG program.
Orange County CAPER Page 7

2011-2012 ESG Funds (Including Second Allocation)
Committed by Activity
HMIS
1%
Funds
Remaining for
Administration
4% Prevention
31%
Prevention
Re-Housing
Shelter
Shelter
53%
Re-Housing
11%
HMIS
Funds Remaining for
Administration
Source: IDIS PR 92 11-25-13
The second allocation of 2011-2012 ESG funds provided shelter and essential
services to 85 clients, prevention services to 46 clients and rapid re-housing
services to 76 clients for a total of 207 homeless individuals served.
The 2012-2013 ESG Program provided $ 481,160 in funding for activities that
included homeless shelter operations, homelessness prevention and rapid rehousing.
The ESG program serves homeless or persons at risk of homelessness
with incomes up to 30% of the Area’s Median Income (AMI). Shelter operation
activities, including essential services for homeless individuals and families, totaled
$228,722 and were implemented by local homeless shelters (Coalition for the
Homeless, Harbor House of Central Florida, Covenant House of Florida, and Family
Promise of Greater Orlando). These agencies reported that a total of 1,174
individuals were assisted with shelter and essential services using FY 2012-2013.
Homeless Prevention activities totaled $161,351 and consisted of rental assistance
and stabilization services (including case management). Homeless prevention
activities were implemented by Heart of Florida United Way and The Salvation
Army. These agencies reported a total of 221 individuals who were assisted (77
households) with prevention services using FY 2012-2013 ESG funds. Rapid Rehousing
funds were used to re-house and stabilize 23 homeless individuals (7
households and their members) who have recently become homeless. This activity
totaled $50,000 and was implemented by the Heart of Florida United Way.
Additionally, $5,000 was committed and expended for data collection (through the
Homeless Management Information System or HMIS) and $36,087 for
administration.
Orange County CAPER Page 8

All of the funding committed for homeless activities or $445,073 was drawn and the
remaining $36,087 of the sub-allocated amount approved for administration is
available.
2012-2013 ESG Funds Committed by Activity
HMIS
1%
Funds
Remaining for
Administration
8%
Prevention
42%
Prevention
Re-housing
Shelter
Shelter
47%
Re-housing
2%
HMIS
Funds Remaining for
Administration
Source: IDIS PR 12
C. HOME Summary
The HOME Program is implemented through state and local governments called
participating jurisdictions or "PJs". As other participating jurisdictions, Orange
County has a great deal of flexibility in designing and managing the HOME program
with activities that are focused on affordable housing. Orange County uses HOME
for housing rehabilitation projects, down payment assistance, tenant based rental
assistance and development of rental housing or homeownership projects through
community housing development organizations (CHDOs).
Orange County received $ 1,792,553 in HOME funds for fiscal year 2012-2013. Of
this funding, $1,612,645.93 was disbursed (IDIS PR-33) and $1,378,023.60 of this
total required a 25% match. Orange County provided $344,505.90 in SHIP funds to
meet the required match liability. In addition to 2012-2013 HOME funds, the majority
of the expenditures were tied to previous years’ funding and activities. These funds
included commitments to CHDO, housing rehabilitation, tenant based rental
assistance and down payment assistance for a total of $2,401,656.80 of HOME
funds disbursed in 2012-13 from all grant allocations including administration. The
funds expended were used for tenant based rental assistance to assist 186 seniors
or individuals with disabilities, down payment assistance to assist 6 first-time
homebuyers and housing rehabilitation to assist 30 very low and extremely low
income homeowners with home repairs.
Orange County CAPER Page 9

2012-2013 HOME Disbursements by Activity
Downpayment
Assistance,
$45,000
Homeowners
Rehabilitation,
$1,241,803
Source: IDIS PR 22
Administration,
0
Tenant Rental
Assistance,
$1,114,854
Tenant Rental Assistance
Homeowners
Rehabilitation
Downpayment Assistance
Administraiton
In addition to 2012-2013 HOME program funds, previous HOME funding was
utilized to implement rental rehabilitation projects to address the Consolidated Plan
priority of increasing affordable rental housing for low income families. In some
instances, rental rehabilitation projects are implemented in collaboration with
Community Housing Development Organizations or CHDOs. HOME requires that
jurisdictions commit a minimum of 15% of their HOME funds for projects with
CHDOs. Jurisdictions have up to 24 months to commit funds to CHDO projects.
In October 2012, CHDO funds from fiscal year 2010-2011 were committed for rental
rehabilitation improvements at Mendel Villas. The CHDO sub-recipient for this
funding was Central Florida HANDS. HOME funds will be used to provide roof
repairs and needed rehabilitation to 27 HOME designated units at an estimated
HOME cost of $667,767. Approximately $458,151 of FY 2010-2011 HOME CHDO
funds has been expended to date on this project.
Other federal programs administered by Orange County Housing and Community
Development Division include the Neighborhood Stabilization Program (NSP), the
Section 8 Housing Choice Voucher Program, and the Shelter Plus Care (SPC).
These programs address a variety of housing priorities identified in the
Consolidated Plan.
D. Other Grants Administered Summary
The NSP program allows for acquisition, demolition, rehabilitation and resale
activities to stabilize neighborhoods highly impacted by housing foreclosures. NSP
activities meet Consolidated Plan priorities for affordable housing, supporting
homeownership initiatives. The Section 8 Voucher Program provides rental housing
subsidies for low income households. The Shelter Plus Care program provides
rental subsidies for homeless individuals with chronic disabilities. Furthermore, the
Housing and Community Development Division administers a non-federal affordable
housing program, the State Housing Initiatives Program (SHIP), which is funded by
the State of Florida for affordable homeownership and rental housing activities.
Orange County CAPER Page 10

In terms of accomplishments for these programs, by the end of FY 2012- 2013 the
NSP program rehabilitated 70 homes at a rehabilitation cost of $3,304,834. A total
of 49 homes were sold and assisted with financial incentives to purchase foreclosed
homes. Orange County’s NSP program consisted of two allocations; $27.9 million
for NSP-1 and $11.5 million for NSP-3. The program income generated after the
sale of the homes goes back into the program for the same activities. Program
income from the resale of properties was $3,570,719 for NSP-1 and $1,831,813.52
for NSP-3.
Other activities with NSP funds included acquisition, rehabilitation and resale of
foreclosed homes by Habitat for Humanity Orlando for a total of 10 homes.
Additionally, there were 10 blighted properties demolished, mostly in the Holden
Heights target area. These accomplishments are noted on our five year goal to
support affordable housing redevelopment (Goal DH 1.7) and revitalization of
distressed neighborhoods (Goal SL 2.4).
For the Section 8 Voucher program, by the end of FY 2012- 2013, Orange County
had expended $8,626,613 in Section 8 vouchers to provide rental subsidies to
approximately 1,744 households. The SPC program (includes SPC1, SPC2 and
SPC3) utilized a total of $526,828 of all funding allocations to assist and average 82
clients.
The CAPER also reports on state and local contributions to affordable housing in
Orange County. The most important local revenue source is the SHIP program
which is utilized for housing rehabilitation, affordable rental housing development,
housing counseling and affordable homeownership activities. In addition to
leveraging federal housing programs, SHIP funds are also used to meet the
required 25% match of funds expended for the HOME Program.
There are two major components in the CAPER: the Narrative Statements and the
Financial Reports generated by the HUD Integrated Disbursement and Information
System (IDIS). IDIS is a comprehensive database that tracks accomplishments and
expenditures for each project or activity.
The Narrative Statements focus on activities and related accomplishments attained
during the second fiscal year covered under the 2011-2016 Consolidated Plan. In
keeping with this, Table 1 provides a summary of the 2011-2016 Consolidated Plan
goals and accomplishments to date. This table is a synopsis of HUD tables 1C, 2C,
and 3A, which provide citizens with a comprehensive assessment of the annual
progress made toward meeting longer term goals of the Consolidated Plan. The
IDIS financial reports are submitted as an attachment to the 2012-2013 CAPER.
The IDIS reports include the financial information and expenditures by grant
program.
Orange County CAPER Page 11

Orange County will submit the CAPER to HUD by December 30, 2013 after
completion of the public comment period. In addition to the Orlando Public Library
and the offices of the Orange County Housing and Community Development
Division, Orange County residents may access the final CAPER document online by
visiting the County’s website at:
www.ocfl.net/NeighborsHousing/CommunityDevelopment.aspx .
Orange County CAPER Page 12

Table 1: 2011- 2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
(HUD Table 1C, 2C, 3A)
Five Year Consolidated Plan Goal #1 : Work in collaboration with local government, County departments, nonprofits, and housing
industry partners to stabilize low to moderate income communities through redevelopment, infill and affordable housing initiatives.
Sources
of
Performance
Indicators
Expected
Five
HUD
Outcome/
Objectives
Funds*
Years Objective
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved to
date
Statutory Objective #1: Providing
decent affordable housing (DH).
DH 1.1. Increase affordable
homeownership for low to moderate
income households through financial
incentives to purchase homes
DH 1.2. Increase access to affordable
housing units for sale through
acquisition and rehabilitation of
foreclosed homes.
CDBG
HOME
NSP-1, 3
SHIP
CDBG
NSP-1,3
Number of
Individuals
receiving
financial
incentives
Number of
Units acquired
and rehabilitated
500
100
Decent
Housing/
Affordability
Decent
Housing/
Accessibility
and Availability
2011- 120 24%
2012- 81 40%
2013-
2014-
2015-
2011- 48 48%
2012- 70 118%
2013-
2014-
2015-
DH 1.3 Increase the availability of
affordable rental housing units for
very low to low income households
DH 1.4 Support the preservation of
affordable housing stock through
housing rehabilitation, weatherization
and accessibility programs to enable
low income homeowners to remain in
their homes
HOME
NSP-1
SHIP
CDBG
HOME
NSP
Number of
Rental Units
created
Number of
Units preserved
500
400
Decent
Housing/
Accessibility
and Availability
Decent
Housing/
Affordability
2011- 163 33%
2012- 27 38%
2013-
2014-
2015-
2011- 163 41%
2012- 371 133%
2013-
2014-
2015-
Orange County CAPER Page 13

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Objectives
Sources of
Funds*
Performance
Indicators
Expected
Outcome
Five Years
HUD
Outcome/
Objective
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved to
date
DH 1.5 Support the efforts of
Community Housing Development
Organizations (CHDOs) seeking to
undertake affordable rental housing
projects
HOME
Number of
Units assisted
in CHDO
projects
200
Decent
Housing/
Affordability
2011- 0 0%
2012- 27 14%
2013-
2014-
2015-
DH 1.6 Assist households at risk of
homelessness to remain in their
homes
DH 1.7 Support affordable housing
redevelopment initiatives including
infill housing and mix-use
affordable housing
CDBG
ESG
HPRP
CDBG
HOME
NSP
Number of
Individuals
stabilized
Number of
Units created
300
50
Decent
Housing/
Affordability
Decent
Housing/
Affordability
2011- 302 100%
2012- 343 215%
2013-
2014-
2015-
2011- 0 0%
2012- 10 20%
2013-
2014-
2015-
DH 1.8 Increase the availability of
affordable housing for the elderly,
frail elderly and disabled
CDBG
HOME
NSP
Number of
Units created
150
Decent
Housing/
Affordability
2011- 0 0%
2012- 93 62%
2013-
2014-
2015-
Orange County CAPER Page 14

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Five Year Consolidated Plan Goal #2: Utilize capital projects, affordable housing and public services as a platform to
improve the quality of life of low and moderate income residents.
Objectives
Statutory Objective #2:
Creating a Suitable Living
Environment (SL)
SL 2.1. Improve the safety and
livability of low to moderate
income communities through
infrastructure improvements
SL 2.2. Increase access to
quality public facilities
SL 2.3. Revitalize distressed
neighborhoods through
acquisition, rehabilitation and
disposition of foreclosed homes
Sources of
Funds
CDBG
CDBG-R
CDBG
CDBG-R
CDBG
NSP-1, 3
Performance
Indicators
Number of
Individuals
Number of
Public
facilities
acquired or
renovated
Number of
Housing Units
acquired/rehab
and disposed
Expected
Number
10,000
5
100
HUD
Outcome/
Objective
Suitable Living
Environment/
Sustainability
Suitable Living
Environment/
Accessibility
Suitable Living
Environment/
Sustainability
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved
to date
2011- 1,690 17%
2012- 200 19%
2013-
2014-
2015-
2011- 2 40%
2012- 1 60%
2013-
2014-
2015-
2011- 32 32%
2012- 70 102%
2013-
2014-
2015-
Orange County CAPER Page 15

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Sources of Performance Expected HUD Outcome/
Funds Indicators Number Objective
Objectives
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved
to date
SL 2.4. Revitalize
distressed neighborhoods
through demolition of
dilapidated and vacant
structures not suitable for
rehabilitation
SL 2.5. Expand
neighborhood connectivity
through streets and
sidewalk improvements
SL 2.6 Support public
services benefiting low
income persons, especially
those addressing elderly,
youth, disabled and
homeless individuals
CDBG
NSP
CDBG
CDBG
Number of
Homes/
Structures
demolished
Number of
individuals served
Number of
Individuals
receiving public
services
30
5,000
15,000
Suitable Living
Environment/
Sustainability
Suitable Living
Environment/
Accessibility
Suitable Living
Environment/
Sustainability
Suitable Living
Environment/
Availability and
Accessibility
2011- 7 23%
2012- 10 57%
2013-
2014-
2015-
2011- 0 0%
2012- 0 0%
2013-
2014-
2015-
2011- 2,210 15%
2012- 1,405 24%
2013-
2014-
2015-
SL 2.7 Support public
services related to job
training and placement
CDBG
Number of
Individuals
trained
500
Suitable Living
Environment/
Availability and
Accessibility
2011- 121 24%
2012- 104 45%
2013-
2014-
2015-
Orange County CAPER Page 16

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Sources Performance Expected HUD Outcome/ Actual Percent
of Indicators Number Objective Number (%)
Objectives
Funds
Served by Achieved
Fiscal Year to date
SL 2.8 Promote energy
conservation in all housing and
capital improvement projects
SL 2.9. Continue working with
municipalities through interlocal
agreements and in the
implementation of housing and
community development
initiatives in low to moderate
income neighborhoods
SL 2.10 Support fair housing
choice and enforcement
SL 2.11 Address housing needs
and service needs of homeless,
and at risk populations,
including outreach/ assessment,
emergency shelter, transitional
housing, and permanent housing
for homeless and chronically
homeless persons.
CDBG
HOME
NSP 1, 3
CDBG
HOME
ESG
NSP
All federal
grants
CDBG
ESG
Number of
Energy efficient
units
Number of
Individuals
served in
municipalities
Number of
individuals
Provided with
training or
technical
assistance
Number of
homeless
Individuals or at
risk of
homelessness
assisted
500
1,000
75
2,500
Suitable Living
Environment/
Affordability
Suitable Living
Environment/
Sustainability
Suitable Living
Environment/
Availability and
Accessibility
Suitable Living
Environment/
Availability and
Accessibility
2011- 264 53%
2012- 106 74%
2013-
2014-
2015-
2011- 140 14%
2012- 93 23%
2013-
2014-
2015-
2011- 270 100%
2012- 423 924%
2013-
2014-
2015-
2011- 2,013 80%
2012- 2,824 193%
2013-
2014-
2015-
Orange County CAPER Page 17

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Sources of Performance
HUD Outcome/
Funds Indicators
Objective
Objectives
Expected
Number
Five
Years
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved
to date
SL 2.12 Revitalize distressed
neighborhoods through
acquisition, rehabilitation and
rental of foreclosed housing
SL 2.13 Continue to address
crime and safety concerns
through our working
collaboration with Code
Enforcement by redeveloping or
eliminating blighted properties
HOME
NSP
CDBG
NSP
Units of
rental units
acquired/rehabil
itated
Units of
Blighted/
dilapidated
Housing
demolished
300
50
Suitable Living
Environment/
Affordability
Suitable Living
Environment/Sustai
nability
2011- 264 88%
2012- 0 88%
2013-
2014-
2015-
2011- 7 14%
2012- 10 34%
2013-
2014-
2015-
SL 2.14 Assist in efforts to
provide homeownership
education and counseling to low
to moderate income households
SHIP
Number of
Individuals
given
homeownership
education
500
Suitable Living
Environment/
Availability and
Accessibility
2011- 1,403 280%
2012- 1,880 660%
2013-
2014-
2015-
Orange County CAPER Page 18

Continuation - Table 1: 2011-2016 FIVE YEAR CONSOLIDATED OBJECTIVES AND ACCOMPLISHMENTS
Five Year Consolidated Plan Goal #3: Expand job opportunities for low to moderate income residents through
capital projects, affordable housing and economic development activities.
Objectives and
Strategies
Statutory Objective #3:
Expand economic
opportunities (EO)
EO 3.1. Expand opportunities for
job creation and retention
EO 3.2 Collaborate with local
economic development initiatives
to empower low to moderate
income persons with
entrepreneurial and economic
opportunities
EO 3.3 Expand coordination and
implementation of Section 3 goals
to expand job opportunities for
local low income residents
EO 3.4 Assist in redevelopment
efforts in distressed
neighborhoods through
infrastructure, improvements and
rehabilitation with emphasis on
job opportunities for L/M
residents
Sources of
Funds*
CDBG
NSP
CDBG-R
HOME
CDBG
NSP
All federal
grants
CDBG
HOME
NSP
Performance
Indicators
Number of jobs
created or
retained
Expected
Number
Five Years
300
Number of
businesses 10
Number of jobs
created or
retained
Number of
individuals
100
50
HUD
Outcome/
Objective
Economic
Opportunity/
Accessibility
Economic
Opportunity/
Accessibility
Economic
Opportunity/
Accessibility
Economic
Opportunity/
Affordability
Actual
Number
Served by
Fiscal Year
Percent
(%)
Achieved
to date
2011- 45 15%
2012- 120 55%
2013-
2014-
2015-
2011- 3 30%
2012- 3 60%
2013-
2014-
2015-
2011- 60 40%
2012- 39 99%
2013-
2014-
2015-
2011- 15 30%
2012- 34 98%
2013-
2014-
2015-
Orange County CAPER Page 19

II. ASSESSMENT OF 2012-2013 ACTION PLAN GOALS AND
OBJECTIVES:
A. Capital Improvement Projects
The CDBG program is primarily used to fund capital improvement projects with the
goal of promoting economic activity through infrastructure and neighborhood
revitalization in low income areas of Orange County. Two capital projects were
approved for funding in FY 2012-2013: Holden Heights Phase IV and Holden
Heights Community Center.
Holden Heights Phase IV is a multi-year, 1.5 mile infrastructure project which
provides sanitary sewer, paved roads and sidewalks to serve approximately 100 low
income households in Census Tract 115. The project is currently awaiting selection
and purchase of a retention pond site before completing design as the initial site
negotiations were unsuccessful. The Holden Heights Community Center is also a
multi-year project consisting of a 10,000 square feet neighborhood community
center. Approximately $1.5 million in CDBG funding has been committed towards
the construction costs of the $3.6 facility. The facility is intended to serve over 4,000
low and moderate income persons. The project scope has been redefined and the
County will begin bidding for the contract in January 2014. Most of the CDBG
capital improvement expenditures accounted in fiscal year 2012-2013 were for
multi-year projects funded in previous years.
CDBG capital projects also include public facilities directed to benefit low income
persons and special needs populations. These projects include the Coalition for the
Homeless Men’s Service Center and the Primrose Center Renovations. The
Coalition for the Homeless commenced construction of the Men’s Service Center
3,400 sq. feet facility in February, 2012. The $7.2 million project includes $6.1
million in revised construction costs. This project is jointly funded with the City of
Orlando; the County is providing $5.6 million in construction and project/grant
management. The 250-bed facility will provide support services and educational job
opportunities for homeless men.
The Primrose Renovations Project, approved in FY 2010-2011, provided restroom
renovations and ADA improvements at the center for disabled adults. The project
construction was completed in January 2013 at a cost of $308,617 and will allow
accessibility of services to 200 disabled adults. Table 2: Capital Improvement
Projects (CIPs) Implemented with CDBG funds presents a summary of the
capital improvement projects completed during fiscal year 2012-2013. Please refer
to the IDIS report entitled “Summary of Activities” (PR03) included on Section XVI of
the CAPER report for the number of clients served under the CDBG program. In
addition, the “Orange County Housing and Community Development Capital
Improvement Projects Map” located on Page 22 shows the locations of capital
improvement projects completed.
Orange County CAPER Page 20

Table 2:
Capital Improvement Projects (CIPs) Implemented with CDBG Funds
ANNUAL PLANNING PERIOD
FY 2012-2013
SOURCE: IDIS PR06- Summary of Consolidated Plan Projects for Report Year
CIP/IDIS Project
No.
Committed Amount
Priority
Need
Goal
HUD
Objective/
Outcome
HUD Specific
Objective
2012-2013
HUD Performance Indicator/ Status
Holden Heights
Community Center
(multi-year*)
#2012-03
$1,000,000
Neighborhood
Facilities
Support the
construction of CIP’s
to serve L-I residents
Improve the
sustainability
of a suitable
living
environment
Improve the
sustainability of a
suitable living
environment
Construction of a 10,000 square feet neighborhood
community center in Holden Heights. Approximately $1.5
million in CDBG funding has been committed for the
construction of the $3.6 million facility. The facility will
serve an estimated 4,000 low and moderate income
persons. The bidding for the project is schedule for
January 2014. $1,057,089 expended in FY 2012-2013.
Coalition for the
Homeless Project
(multi-year*)
# 2010-02
$800,000
#2011-02
$2,712,000
Homeless
Facilities
Support the
construction of CIP’s
to serve L-I residents
Improve the
sustainability
of a suitable
living
environment
Improve
quality/increase
quantity of public
improvements for
L-I persons
On-going multi-year project. Project consists of
construction of the 32,000 sq. feet Men’s Service Center
at the Coalition for the Homeless campus. Construction
commenced in 2/12.The estimated total cost is $7.2
million. The County will provide CDBG funds for
construction and the City of Orlando will cover the
remaining cost. Anticipated completion date is 3/14.
Holden Heights
Phase IV (multi-year*)
#2010-03
$500,000
#2012-02
$500,000
Sanitary Water
and drainage
improvements
Support the
construction of CIP’s
to serve L-I residents
Improve the
sustainability
of a suitable
living
environment
Improve
quality/increase
quantity of public
improvements for
L-I persons
Orange County remains committed to this project,
currently awaiting acquisition of site from the City of
Orlando for retention pond. Estimated construction cost of
the 1.5 mile infrastructure project is $4M, approximately
$2.8M in CDBG funds. Will serve 100 low income
households. No expenditures in 2012.
Primrose Center
Renovations
#2010-04
$308,617
Public
Facilities
Support the
construction of CIP’s
to serve L-I residents
Improve the
sustainability
of a suitable
living
environment
Improve
quality/increase
quantity of public
improvements for
L-I persons
(ADA) improvements and bathroom renovations to serve
approximately 250 disabled clients. Primrose is a facility
that provides special skills and job training to severely
disabled adults. Project Completed.
*Original Allocations (Multi-year projects are funded every year).
Orange County CAPER Page 21

Map1. Capital Improvement Projects Completed in Fiscal Year 2012-2013
Orange County CAPER Page 22

B. Public Services
Public service activities for FY 2012-2013 under CDBG were centered on programs
to meet the following priorities identified in the 2011-2016 Five Year Consolidated
Plan:
• Job Training and Placement
• Anti-Poverty Services
• Services for Limited Clientele clients (persons with disabilities, homeless,
victims of domestic violence, frail elderly, etc.)
Orange County allocated 15% or $714,976 of the 2012-2013 CDBG grant for public
service activities; public services expenditures cannot exceed 15% of the total
CDBG allocation within a fiscal year. These funds are obligated after the inclusion
of $77,660.76 from program income received in the previous fiscal year (please
refer to IDIS Report PR 26). As a result, there were 11.32% of funds obligated for
public services of the total grant allocation (PR 26, Line 36). A total of 1,405
persons were assisted by CDBG funded public services.
Planning and Program Development staff provided technical assistance and
monitored sub-recipients throughout the fiscal year. If there are any findings or
concerns of non-compliance for any of the programs funded, they must be resolved
in order to receive CDBG funds.
Table 3 Public Services provides a listing of the public services activities funded
through CDBG, goals, strategies, specific objectives and performance outcomes for
fiscal year 2012-2013. For additional details on public service activities under the
CDBG program, please refer to the IDIS report entitled CDBG Activity Summary
Report (GPR) for program year 2012-2013 (PR03) included as an attachment to the
CAPER Report.
Orange County CAPER Page 23

Table 3: CDBG Public Services
Activity
Project No.
Amount
Funded
Amount
Expended
by
Agency
Priority
Need
HUD Objective
Outcome
HUD specific
Objective
Annual Goal
2012-2013 HUD
Performance
Indicator
Con Plan Goal over
5 years
Boys & Girls
Clubs of
Central
Florida
2012-04
$39,858 $39,858_
Youth
Programs
Improve availability and
accessibility of a
suitable living
environment
Improve the services
for Low income
persons
Tutoring and after
school programs
for 80 homeless
youth.
101 homeless
youth received
tutoring and after
school care.
Provide funding for
childcare and after
school programs to
assist homeless
children.
Center for
Independent
Living
2012-05
$36,642 $36,642
Services
for the
Disabled
Improve availability and
accessibility of a
suitable living
environment
Improve the services
for Low income
persons
Provide job training
for 55 disabled
clients.
Agency assisted 47
clients.
Assist 250 disabled
clients with
employment training.
Coalition for
the
Homeless
2012-06
$40,000 $40,000
Services
for the
homeless
Improve availability and
accessibility of a
suitable living
environment
Improve the services
for Low income
persons
Provide shelter and
case management
for 100 homeless
persons.
Agency assisted
100 clients with
shelter and case
management.
Address housing
needs and service
needs of 2,500
homeless and at risk.
Community
Coordinated
Care for
Children
2012-07
$174,800 $174,800
Child care
Services
Improve availability and
accessibility of a
suitable living
environment
Improve the services
for Low income
persons
Subsidized child
care for 48 working
low income
families.
134 children were
assisted with
affordable childcare
Support public
services benefiting
low income persons.
Harbor
House of
Central
Florida
2012-08
Healthcare
Center for
the
Homeless
2012-09
$20,000 $20,000
$62,070 $62,070
Case
manage
-ment for
abused
women
and
children
Services
to
homeless
&
physically
& mentally
disabled.
Improve availability and
accessibility of a
suitable living
environment
Improve availability and
accessibility of a
suitable living
environment
.Provide shelter and
case management for
abused women and
children.
Improve the services
for Low income
persons.
Agency assisted
290 clients with
shelter and case
management.
Provide 275
homeless and
mentally ill persons
with health care.
Assisted 286
clients of domestic
violence.
384 clients
received healthcare
and mental health
counseling and
treatment.
Fund agencies and
activities to provide
case management to
1,000 homeless
individuals and
families.
Expand the provision
of healthcare services
to 200 homeless
individuals.
Orange County CAPER Page 24

Continuation Table 3: CDBG Public Services
Activity
Project No.
Amount
Funded
Amount
Expended
Priority Need
HUD Objective
Outcome
HUD specific
Objective
Annual Goal
2012-2013 HUD
Performance
Indicator
Con Plan Goal over
5 years
Homeless
Services
Network
2012-10
Jewish
Family
Services
2012-11
Life
Concepts
dba Quest
2012-12
Lighthouse
of Central
Florida
2012-13
Primrose
Center
2012-14
Seniors
First
Meals
2012-15
Center
Drug Free
Living
2012-2013
Totals for
2012-2013
public
services
$28,762 $19,717.00
$45,800 $45,800
$52,516 $52,516
$37,500 $37,500
$24,549 $24,549
$116,989 $116,599
$33,864 $33,864
$714,976
$650,223
reported
after
program
income
Case
management
for Shelter
Plus Care
clients.
Case
Management
for families in
crisis
Services for
the Disabled
Job Training
and
placement
Services for
the Disabled
Senior
Services
Drug
Rehabilitation
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve availability
and accessibility of a
suitable living
environment
Improve the
services for Low
income persons
Improve the
services for Low
income persons
Improve the
services for Low
income persons.
Improve the
services for Low
income persons.
Improve the
services for Low
income persons
Improve the
services for Low
income persons
Improve the
services for Low
income persons
Provide case
management and
self-sufficiency
training for 90
Shelter Plus Care
clients.
Provide for case
management to 30
households.
Assist 40 disabled
clients with self
sufficiency
Provide job training
and placement for
40 clients.
Provide job training
and placement for
24 disabled clients.
Deliver meals to
138 homebound
low income elderly
persons.
Transitional
housing and drug
rehabilitation for 2
homeless women
82 clients
All clients were
transferred to
Orange County
Family Services
Agency provided
assistance to 30
clients.
Assisted 47 clients
with disabilities
Agency provided
assistance to 31
clients.
Agency assisted 26
disabled clients
with job training
and placement.
Meals were
delivered to 135
homebound elderly
County residents.
Transitional
housing and drug
rehabilitation for 2
homeless women
1,405
Support the provision
of subsidized
childcare for 750 low
income households.
Fund agencies and
activities to provide
case management to
1,000 homeless
individuals and
families.
Assist 250 persons
with developmental
disabilities.
Assist 350 persons
with physical
disabilities.
Assist 250 persons
with developmental
disabilities.
Provide funding to
assist 1,625 senior
citizens.
Fund agencies and
activities to provide
case management to
1,000 homeless
individuals and
families.
Orange County CAPER Page 25

C. Affordable Housing
Affordable housing continues to be a critical need in Orange County. After the 2007
housing market collapse, Orange County’s housing market is finally emerging out of the
crisis. However, even though Central Florida's housing market has been recovering for
more than a year, the number of Orlando-area homeowners entering foreclosure has
increased. An article published in the Orlando Sentinel on November 14, 2013 reported
that first-time foreclosure filings in Metro Orlando rose 38 percent from September to
October 2013, according to a report released by the real-estate research firm
RealtyTrac 1 .
Lower interest rates and cheaper homes have contributed to a stronger housing sales
market. Many of the home sales, however; are attributed to cash investors and large
equity pools that are taking advantage of the cheaper home prices. According to the
National Mortgage News, the Orlando area was listed by RealtyTrac as the top market
for property flipping, where a flipper’s gross profit averages 63%. Property flipping is
the process of buying, rehabilitating and reselling for a profit usually within about 90
days. RealtyTrac collected information on flips of single family homes that occurred in
2012 where a flip was counted as any situation where a sale of home occurred within
six months or less of the previous sale of the same home. The average purchase price
in Orlando is $103,701, but a flipper would then re-sell the same housing unit for
$168,677, RealtyTrac stated. 2 While this practice has contributed to revitalization
efforts in distressed neighborhoods, there are worries that we may soon experience an
over-priced and unaffordable homeownership market.
Many low to moderate income homebuyers are taking advantage of the variety of
housing inventory options for sale, very low interest rates, financial incentives and
improving market conditions to obtain homes. This is particularly the case of Orange
County’s Neighborhood Stabilization (NSP) Program which included two separate
allocations; $27.9 for NSP-1in 2009, and $11.5M for NSP-3 in 2011. During FY 2012-
2013, there were 49 NSP homes sold and 49 households assisted with financial
incentives to purchase homes. There were also 70 foreclosed homes rehabilitated that
will be sold in the market for low to moderate income homebuyers.
There are many factors that contribute to the continued success of the NSP program.
First, there are attractive financial incentives offered to the homebuyer along with a
competitive sales price. Second, despite a large inventory of existing homes for sale,
very few of these homes have been completely renovated or are in need of costly
repairs. Third, most NSP homes offer attractive energy efficient features such as
double pane windows and energy efficient appliances. And finally, Orange County has
1 Retrieved on December 17, 2013 from: http://articles.orlandosentinel.com/keyword/orlando-area/recent/2
2 Retrieved on December 17, 2013 from: http://www.nationalmortgagenews.com/dailybriefing/Orlando-Top-Marketfor-Property-Flipping-1036109-1.htmlsite=default_reo
Orange County CAPER Page 26

the experience and established reputation as an affordable housing resource, in a
housing environment that is just starting to regain credibility.
First time low to moderate income homebuyers are generally assisted through the
HOME Program and the State funded SHIP program. The down payment provided is
equal to 50 percent of the down payment amount required, as well as principal
mortgage reduction and closing cost assistance. A very low-income household is
eligible for a $15,000 principal reduction; a low-income household for $10,000; and a
moderate income household for $5,000. To ensure long term affordability, a 15 year
non-amortizing second mortgage is recorded on the property for the amount of financial
assistance provided. The second mortgage is due and payable if the property ceases
to be owner occupied, rented or ownership transferred. In fiscal year 2012-2013, the
HOME Program assisted 6 households, and the SHIP program assisted 26 households
with down payment assistance to purchase homes.
Another important goal for affordable housing identified in the 2011-2016 Consolidated
Plan is to provide sustainable, decent housing. The Orange County Housing
Rehabilitation program, funded by CDBG, HOME and SHIP, provides housing
rehabilitation and weatherization services to low income homeowners. During FY 2012-
2013, single-family housing rehabilitation activities served a total of 239 households
from multiple funding sources. CDBG funding resulted in 14 housing units assisted with
housing rehabilitation, lead abatement or relocation. In addition, 78 households were
assisted with emergency or minor repairs by the Seniors First HEART Program. A total
of 92 housing units were assisted directly from CDBG funds. CDBG funds allocated for
administration of the housing rehabilitation program resulted in 371 homes assisted
from all grant sources.
Table 4 CDBG Housing Activities provides a listing of expenditures, goals and
accomplishments for FY 2012-2013. The total amount expended for CDBG housing
activities was $ $ 617,735. Orange County’s Rehabilitation Program also implements
projects using funding from a variety of sources such as SHIP, Renew and State of
Florida Weatherization funds. These expenditures totaled approximately $2,309,843.35
from all funding sources.
Orange County CAPER Page 27

Activity/
Project
Amount
Budgeted
In FY 2012-
2013
Table 4: CDBG Housing Activities for Annual Planning Period FY 2012-2013
Source: IDIS PR-23 and PR-02
Amount
Expended
in FY 2012-
2013*
Priority Need
Annual
Goal
HUD
Objective/
Outcome
HUD
Specific
Objective
2012-2013 HUD
Performance
Indicator
Con Plan
Accomplishment
(Goal Over 5 Years)
Rehab.
Administration $400,000 $ 132,782
Direct Housing Rehabilitation Assistance
Administratio
n of housing
rehabilitation
programs
Provide minor
repairs and
rehabilitation
services.
Improve the
availability and
accessibility of
decent housing
Improve the
quality of
owner
housing
Completed
rehabilitation
services for 371
owner-occupied
using all funding
sources**
Provide funding for
rehabilitation services
for 400 owner
occupied low income
households
Housing
Rehabilitation
Projects
including
Energy
Efficiency
Improvements
Seniors First
H.E.A.R.T.
$698,233
$500,000
$11,606
$ 473,347
SF
rehabilitation
and Minor
Repairs
Housing
rehabilitation for
20 households.
Seniors HEART
to assist 75
seniors with
emergency minor
home repairs.
Improve the
availability and
accessibility of
decent housing
Improve the
quality of
owner
housing
14 SF units
assisted with
rehabilitation, lead
based abatement,
and relocation and
78 elderly owner
occupied homes
assisted by Seniors
HEART with minor
repairs
Provide funding for
rehabilitation services
for 400 owner
occupied low income
households
TOTAL
Housing
Activities
(CDBG Only)
$ 1,598,233 $ 617,735*
Total Households:
371
Total CDBG
Housing : 92
* Total amount expended by CDBG program including for Rehabilitation Administration activities.
**Total Households assisted with rehabilitation services includes households assisted from other funding sources.
Orange County CAPER Page 28

In terms of the affordable rental housing market in the Orlando MSA, the situation is not
as encouraging. A recent study published by the Joint Center for Housing Studies at
Harvard University, describes a national trend reversing homeownership trends and a
resurgence of rental housing 3 . This situation is particularly notable in the Orlando MSA
where many households lost homeownership of their homes due to foreclosure and the
economic recession. Even when the rental housing market in the Orlando MSA
remains strong with low vacancy rates, there are many households with incomes too
low to cover the costs of renting an average market rate housing unit. This trend may
worsen with the lack of government subsidies to build affordable housing, declining
households’ income, and a weak job market.
Despite many affordability barriers that still exist in our housing market, Orange County
has kept its commitment to support affordable rental housing for working families,
elderly and disadvantaged populations. HOME and SHIP funds continue to be the
primary funding source for the County’s affordable rental housing initiatives.
The HOME Program has provided the financial resources to support the development
of affordable rental units for very low income populations. HOME rental housing
projects are primarily implemented through Community Housing Development
Organizations (CHDOs). In fiscal year 2012-2013, Orange County assigned CHDO
set-aside funds from the 2010-2011 HOME grant to Central Florida HANDS for the
rehabilitation of Mendel Villas. The project was leveraged by private funds and has an
estimated 27 HOME set-aside units. A total of $667,767 was allocated and $458,151
expended to date. The project is 90% completed.
Affordable rental housing for seniors is a particular goal of the Consolidated Plan.
Accordingly, the Uptown Maitland affordable rental development received $100,000 in
SHIP funds from Orange County in support of their State Tax Credit application to
construct a 93-unit multifamily rental project for seniors in Maitland. All units are rented
to persons aged 55 or older. About 56 of the 93 units will be rented to households with
incomes

The Tenant Based Rental Assistance Program (TBRA) is also an important component
of Orange County’s affordable housing strategies under the Consolidated Plan. This
activity is funded under the HOME program and is targeted for very low income
persons with disabilities or seniors. The program provided rent subsidies to an average
of 175 households during FY 2012-2013.
Unlike the CDBG program, all of the HOME program activities, except for
administration, require a match contribution. The majority of this match funding comes
from the State Housing Initiatives Program (SHIP) and they are carried over funds from
previous years. The HOME Match Report (HUD-40107-A) is included in Section XI.B.
A summary of rental activities, households assisted, as well as annual and cumulative
accomplishments, can be found in Table 9: Rental Housing Activities, located in
Section IV of this report.
Unfortunately, there are still many families and individuals unable to obtain affordable
housing in the Orlando MSA, either through rental subsidies or affordable units. Many
of them end up in homelessness as noted by the rising number of local families and
individuals served by the homeless programs and activities covered under Orange
County’s Consolidated Plan. The number of homeless individuals assisted with ESG
and CDBG funds increased from 2,013 in fiscal year 2011-2012 to 2,824 in fiscal year
2012-2013.
The next section will cover homeless activities that were implemented in FY 2012-2013
to address the homeless needs identified in the Consolidated Plan.
Orange County CAPER Page 30

D. Homeless Goals
Orange County’s homeless goals are linked to two of the overall goals established
in the County’s 2011-2016 Consolidated Plan. The purpose of this section is to
create awareness of the County’s broad homeless goals, and in particular, the goals
for which ESG funds were utilized during the past year. It should be noted that
homeless goals, sources of funding, and accomplishments are also included in the
Continuum of Care information submitted to the Department of Housing and Urban
Development (HUD) for the year under review. Implementation of the Emergency
Solutions Grant (ESG), (which replaced the Emergency Shelter Grant) resulted in
increased emphasis on preventing people from falling into homelessness. This is in
keeping with the County’s ongoing commitment to permanent housing and housing
stability for homeless families. Overall goals that impact homelessness, which were
established in Orange County’s 2011-2016 Consolidated Plan, are as follows:
Goal #1: Work in collaboration with local governments, other County
departments, nonprofit organizations and housing industry partners to stabilize
low to moderate income communities through redevelopment, infill and
affordable housing initiatives
Goal #2: Utilize capital projects, affordable housing and public services as a
platform to improve the quality of life of low to moderate income residents
Within the context of the above overall goals in the Consolidated Plan, the County
pursued the following objectives in its 2012-2013 Action Plan, to assist the
homeless and those at-risk of homelessness:
Objective #1.6: Assist households at risk of homelessness to remain in their
homes
Objective #2.6: Support public services benefitting low-income persons,
especially those addressing elderly, youth, disabled and homeless individuals.
Objective #2.9: Continue working with municipalities through inter-local
agreements and in the implementation of housing and community development
initiatives in low to moderate neighborhoods.
Objective #2.11: Address housing needs and service needs of homeless, and
at risk populations, including outreach/ assessment, emergency shelter,
transitional housing, and permanent housing for homeless and chronically
homeless persons.
Orange County CAPER Page 31

In FY 2012-2013, (Year Two of the Five Year Plan), Orange County was allocated a
total of $481,160 in federal Emergency Solutions Grant (ESG) funds to assist
homeless and at risk individuals and families. This amount represented the full HUD
ESG allocation to the County for the year. Like other jurisdictions, the County had
experienced funding delays in FY 2011-2012, resulting in two separate allocations
at different times of that year. The second allocation was an additional HUD
appropriation of $151,745, received near the end of the year, for which, HUD
allowed subrecipients an extended period, (to the end of FY 2012-2013) to utilize
the additional funds. This resulted in concurrent ESG grants for subrecipients,
representing two different years, both to be expended by September 30, 2013. All
funding was utilized for the above periods, with the exception of Administration
funds for 2012-2013. This report provides information on both grants, but focuses
primarily on the allocation for FY 2012-2013.
In FY 2012-2013, Orange County’s ESG dollars provided assistance to the
following:
• Shelter (Operations and Essential Services at shelters) – $228,722
• Homelessness Prevention (Housing relocation and stabilization services
and short- and/or medium term rental Assistance, as necessary to prevent
the family from becoming homeless) - $16,351
• Rapid Re-housing (Housing relocation and stabilization services and shortand/or
medium term rental Assistance, as necessary to help families living in
shelters or in places not meant for human habitation to quickly move in to
permanent housing and achieve stability in that housing). $50,000
• Homeless Management Information System (HMIS) $5,000
In addition, the following was allocated, but have not been 100% expended by
year end:
• Administration - $36,087
Table 6 Emergency Solutions Grant – The following is a summary of benefits and
assistance provided to homeless and at risk individuals and families during FY
2012-2013 in line with Orange County’s 2011-2016 Consolidated Plan and HUD
priorities. This table also presents details of the Second Allocation of ESG funds for
FY 2011-2012 extended to 2013.
Orange County CAPER Page 32

Table 6: Emergency Solutions Grant – (Homelessness)
ANNUAL PLANNING PERIOD FY 2012-2013
Activity Project
No.
Coalition for
Homeless –
(Operations)
#2011-0021
Covenant House-
(Operations)
#2011-0022
Amount
Funded
Amount
Expended
$100,000 $100,000
$60,000 $60,000
Harbor House
#2011-23
$25,000 $25,000
Family Promise
#2011-0025
Total Shelter
Operation/Services
Heart of Florida
United Way
#2011-26
Salvation Army
#2011-27
$43,722 $43,722
Priority
Need
Shelter -
Homeless
Shelter -
Homeless
Shelter -
Domestic
Violence
Shelter -
Homeless
Annual
Goal
Provide shelter and support
services for homeless
persons:
225 families/beneficiaries
With 225 F/members
Provide shelter & support
services for 120 H/H
youth/beneficiaries
(120 F/members)
Aged 18-21
Provide transitional shelter
& services for 400 abuse
victims / beneficiaries (with
477 f/members)
Provide shelter and support
services for 22 homeless
families /beneficiaries (with
45 F/members)
HUD Objective/
Outcome
Improve
availability of &
accessibility to a
Suitable Living
Environment
Improve
availability of &
accessibility to a
suitable living
environment
Improve
availability of &
accessibility to a
suitable living
environment
Improve
availability of &
accessibility to a
suitable living
environment
HUD Specific
Objective
Create a
suitable living
environment by
addressing
social issues
Create a
suitable living
environment by
addressing
social issues
Create a
suitable living
environment by
addressing
social issues
Create a
suitable living
environment by
addressing
social issues
2012-2013 HUD
Performance Indicator
225 homeless families
/beneficiaries (with 232
F/members) given
emergency shelter or
transitional housing.
149 H/H youth
/beneficiaries
(with 219 F/members) given
shelter & support services
400 abuse victims /
beneficiaries (with 660
f/members) given
transitional shelter &
services
26 homeless families
/beneficiaries (with 63
F/members) given shelter &
support services
$228,722 $228,722 767 / 867 800 / 1174
$129,930 $129,930
$31,421 $31,421
Homeless
Prevention
Homeless
Prevention
Provide 55 at risk families/
beneficiaries (with175
F/members) with financial
assistance and stabilization
services
Provide 18 at risk families
/beneficiaries (with 54
F/members) with financial
assistance and support
services
Improve
availability of &
accessibility to a
suitable living
environment
Improve
availability of &
accessibility to a
suitable living
environment
Create a
suitable living
environment by
addressing
social issues
Create a
suitable living
environment by
addressing
social issues
56 at risk families/
beneficiaries (with 154
F/members) given financial
assistance and stabilization
services
21 at risk families
/beneficiaries (with 67
F/members) given financial
assistance and support
services
Total Prevention $161,351 $161,351 73 / 229 77 / 221
Provide 7 families
Improve
Create a 7 families /beneficiaries (23
Heart of Florida
/beneficiaries (23
availability of & suitable living F/members) given rehousing
& stabilization
Rapid Rehousing
United Way $50,000 $50,000
F/members) with re-housing accessibility to a environment by
#2011-26
& stabilization services suitable living addressing services
environment social issues
Total Re-housing $50,000 $50,000 7 / 23 7 / 23
HMIS
Administration
$5,000
*$36,087
$5,000
$ 0.00
TOTAL ESG $481,160 *$445,123
Annual Goal 2012-13
847 / 1,119
* $36,087 allocated to Administration was not 100% expended by end of FY 2012-2013
Accomplishments: 12-13:
884 families/1,418 persons
Con Plan 5 Year Goals &
Accomplishments
Fund shelter costs &
services for 2,500
homeless & at risk
individuals (Obj. 2.11)
Fund shelter costs &
services for 2,500
homeless & at risk
individuals (Obj. 2.11)
Fund shelter costs &
services for 2,500
homeless & at risk
individuals (Obj. 2.11)
Fund shelter costs &
services for 2,500
homeless & at risk
individuals (Obj. 2.11)
Fund assistance to 300
individuals at risk of
homelessness and in
need of stabilization &
support (Obj. 1.6)
Fund assistance to 300
individuals at risk of
homelessness and in
need of stabilization &
support (Obj. 1.6)
Fund assistance to 300
individuals at risk of
homelessness and in
need of stabilization &
support (Obj. 1.6)
ESG 5-yr Goal
2,800 persons
Orange County CAPER Page 33

Table 6: Emergency Solutions Grant (Continued)
ANNUAL PLANNING PERIOD FY 2011-2012 Extended to 2013 (Second Allocation)
Activity
Project No.
2nd
Allocation
Expended
Priority
Need
Annual Goal
HUD Objective/
Outcome
HUD Specific
Objective
2011-2012 Ext 2013
HUD Performance
Indicator
Con Plan 5 Year Goals &
Accomplishments
Coalition for
Homeless –
(Operations)
#2011-0021
Covenant House-
(Operations)
#2011-0022
Harbor House
#2011-23
Catholic Charities
#2011-24
Family Promise
#2011-0025
Total Shelter
Operation/Services
Heart of Florida
United Way
#2011-26
Salvation Army
#2011-27
$22,772 $22,772
$9,255 $9,255
$6,611 $6,611
$10,578 $10,578
$10,229 $10,229
Shelter -
Homeless
Shelter -
Homeless
Shelter -
Domestic
Violence
Shelter -
Homeless
Shelter -
Homeless
Provide shelter and
support services for
20 beneficiaries (20
family /members)
Provide shelter and
support services for
31 single H/H youth
- 39 F/ members
Provide transition
shelter & services - 8
beneficiaries (8
F/members)
Provide shelter
support services for:8
beneficiaries
/12 F/Members
Provide shelter
support services for 6
beneficiaries (12
individuals)
Improve availability
of & accessibility to
a Suitable living
environment
Improve availability
of & accessibility to
a suitable living
environment
Improve availability
of & accessibility to
a suitable living
environ
Improve availability
of & accessibility to
a suitable living
environment
Improve availability
of & accessibility to
a suitable living
environment
Create a suitable living
environment by
addressing social issues
Create a suitable living
environment by
addressing social issues
Create a suitable living
environment by
addressing social issues
Create a suitable living
environment by
addressing social issues
Create a suitable living
environment by
addressing social issues
20 beneficiaries (20
family members) given
emergency shelter or
transitional housing.
31 single, H/H youth-
39 F/ members given
shelter and support
services
8 beneficiaries: (8
F/members) given
transitional shelter &
services for spouse
abuse victims
Shelter support services
for 8 beneficiaries
/11 F/Members
Provide shelter support
services for 6 homeless
beneficiaries (15
individuals)
$59,445 $59,445 73 / 91 73/ 93
$0 $0
$22,925 $22,925
Homeless
Prevention
Homeless
Prevention
0
Provide 10 at risk
beneficiaries (20
F/members) with
financial assistance
and stabilization
Improve availability
of & accessibility to
a suitable living
environment
Improve availability
of & accessibility to
a suitable living
environment
Create a suitable living
environment by
addressing social issues
Create a suitable living
environment by
addressing social issues
10 at risk beneficiaries
(23 F/members) given
financial assistance and
stabilization
Prevention $22,925 $22,925 10 / 20 10 / 23
Provide 12
Improve availability Create a suitable living 12 beneficiaries (76
Heart of Florida
beneficiaries (76 of & accessibility to environment by
F/members) given Rapid
Homeless
United Way $47,762 $47,762
F/members) with a suitable living addressing social issues Re-Housing & and
Prevention
#2011-26
Rapid Re-Housing & environment
stabilization services
and stabilization
Rapid Rehousing $47,762 $47,762 12 / 76 12 / 76
HMIS $5,000 $5,000
Administration $16,613 $16,613
TOTAL ESG
2 nd allocation
FY 11-12 Ext 13
$151,745 $151,745 Goal:
95 Beneficiaries
(187 F/Members)
0
Accomplishments:
95 beneficiaries /192
Family / members
Fund shelter costs & services for 2,500
homeless & at risk individuals (Obj.
2.11)
Fund shelter costs & services for 2,500
homeless & at risk individuals (Obj.
2.11)
Fund shelter costs & services for 2,500
homeless & at risk individuals (Obj.
2.11)
Fund shelter costs & services for 2,500
homeless & at risk individuals (Obj.
2.11)
Fund shelter costs & services for 2,500
homeless & at risk individuals (Obj.
2.11)
Fund assistance to 300 individuals at
risk of homelessness & in need of
stabilization & support (Obj. 1.6)
Fund assistance to 300 individuals at
risk of homelessness & in need of
stabilization & support (Obj. 1.6)
Fund assistance to 300 individuals at
risk of homelessness & in need of
stabilization & support (Obj. 1.6)
ESG 5-yr Goal 2,800 persons
* These amounts represent FY 2011-2012 2nd ESG Allocation and are part of accomplishments for period up to 9/30/2012. Expended amounts may not reflect actual payments made by end of year.
Orange County CAPER Page 34

III.
AFFIRMATIVELY FURTHERING FAIR HOUSING
A. Impediments to Fair Housing and Actions to Overcome Them
In FY 2012-2013, Orange County continued to mitigate impediments to fair housing
choice through outreach and education. Radio public service announcements and
talk shows have been a very effective tool to reach out to hard to reach populations.
This year a series of 60-second radio spots and staff participation in local radio talk
shows were part of our outreach efforts in the community. Orange County staff
participated at a Mother’s Day community event at the Florida Mall, reaching out to
over 5,000 attendees. Fair housing literature and posters were distributed at the
event.
In-kind and cash contributions from Orange County totaling $9,000 were used to
match federal funding for fair housing enforcement awarded to Community Legal
Services of Mid-Florida (CLSMF). Orange County has continued its working
partnership with CLSMF by providing a match for its Fair Housing programs. The
purpose of this partnership is to expand fair housing educational outreach and
support CLSMF’s fair housing and lending enforcement efforts. To ensure
compliance with fair housing laws, Orange County housing staff screens fair
housing inquiries and refers intakes to CLSMF when cases have probable cause for
housing discrimination or require testing.
CLSMF received 99 inquiries from Orange County residents primarily from renters
alleging discrimination in rental practices. CLSMF filed 4 complaints with HUD on
behalf of Orange County and requested reasonable accommodations for 4 Orange
County Housing Authority clients. There were 2,150 fair housing brochures
distributed which included 350 in Spanish, 800 in Haitian Creole, and 200 in
Vietnamese. There were 6 outreach events conducted by CLSMF that reached 180
people. In addition, the organization conducted 52 tests for discrimination in rentals,
lending and insurance on the basis of race, national origin and disabilities. Of those
tests, 6 resulted in cause findings- 3 rentals based on race, 2 rentals based on
national origin, and 1 based lending test based on race.
Orange County was also one of the main sponsors and organizers of the second
Regional Fair Housing Summit in Orlando held on April 30, 2013. The Fair Housing
provided specialized trainings for housing and community professionals. Orange
County staff, from Department Managers to housing assistance personnel, attended
workshops covering many topics including fair housing basic training and
discrimination based on sexual orientation. There were 295 people in attendance at
the Summit including fair housing advocates, real estate professionals, lenders,
developers, builders, architects and government officials and employees from
jurisdictions in the Central Florida area. Workshops focused on a variety of fair
housing discrimination issues.
Orange County CAPER Page 35

Additionally, Orange County aired the Fair Housing Summit on Orange TV to reach
out to all the citizens in Orange County and provided copies of the conference
general session presentations to all of the Fair Housing Summit attendees.
B. Other Efforts
In addition to fair housing opportunities, Orange County reviews activities and
projects to ensure disabled populations are being served. Table 7: Number of
Disabled Residents Served, outlines the number of disabled clients served, the
total dollar amount spent during FY 2012-2013, and the source of funding allocated.
Table 7: Number of Disabled Residents Served
Agency
Activities Serving Clients with Disabilities
Project/Activity
Amount
Funded
in FY
2012-13
Amount
Expended
Funding
Source
Clients
Assisted FY
2012-2013
Quest, Inc.
Self-sufficiency
training, case
management and
independent living
skills for mentally
disabled persons.
$52,516 $52,516
CDBG
Public
Services
47 clients with
disabilities
Primrose
Center
Primrose
Center
Renovations
Lighthouse
Central
Florida
Job training and
placement for
persons with
disabilities.
ADA improvements
and renovations at
a job training
facility for persons
with disabilities
Job training and
placement for
persons with visual
impairment
$24,549 $24,549 CDBG
Public
Services
Project was
funded
$308,617
in 2010 and
completed in
2/13
$308,617 CDBG
Capital
Improvements
$37,500 $37,500 CDBG
Public
Services
26 clients with
disabilities
The facility
serves 200
disabled
clients
31 individuals
with visual
impairment
HOME
Tenant-
Based
Rental
Assistance
(TBRA)
Subsidized rental
housing for
disabled clients
and/or elderly
persons
$856,365 $1,172,208
(Multi-
Year funding)
HOME
185 seniors or
disabled
Individuals
Orange County CAPER Page 36

Continuation Table 7: Number of Disabled Residents Served
Agency
Shelter
Plus
Care - 2
Project/Activity
Housing
assistance and
case
management for
chronically
disabled
homeless
Funding
Allocation
FY
2012- 2013
SPC-1
$127,764
SPC-2
$245,700
SPC-3
$245,700
Amount
Expended
$526,828
from multiple
years funding
Funding
Source
Shelter
Plus Care
(SPC) 1,2
&3
Clients
Assisted FY
2012-2013
82 total
disabled
homeless
individuals
TOTAL $2,348,711 $3,330,330 571
individuals
The following table, Table 8: Racial Profile of Clients Served with Federal
Funds, illustrates the racial profile of clients served under public service activities
and other federal housing and community development projects during FY 2012-
2013. Capital Improvement Projects (CIPs) typically serve block groups, which also
tend to have multiple racial categories and are not included in Table 8.
Orange County CAPER Page 37

Table 8: Racial Profile of Clients Served With Federal Funds
Unduplicated Clients by Race (CDBG)—FY 2012-2013
Program/
Activity
White
Black
African
Am.
Asian
American
Indian/
Alaskan
Native
Native
Hawaiian/
Pacific
Islander
Amer.
Indian/
Alaskan
Native &
White
Asian &
White
Black
African/
American
and White
American Indian/
Alaskan Native &
Black African/
American
Other
Multi-
Racial
Total
Boys and Girls Club 43 44 0 0 0 0 0 5 0 9 101
Center for Drug
Free Living
Coalition for the
Homeless
2 0 0 0 0 0 0 0 0 0 2
39 46 0 0 0 0 0 15 0 0 100
Health Care Center
for Homeless
233 139 1 5 0 0 0 0 0 6 384
Community
Coordinated Care 46 83 2 0 0 0 0 2 1 0 134
For Children
Homeless Service
Network
43 37 1 0 0 0 0 0 0 1 82
Jewish Family
Services 4 24 0 0 0 0 0 0 0 2 30
Seniors –MOW 84 48 0 0 0 0 0 0 0 3 135
Quest 34 11 0 0 0 0 0 0 0 2 47
Lighthouse 17 14 0 0 0 0 0 0 0 0 31
Harbor House 129 146 1 0 0 0 0 0 0 10 286
Orange County CAPER Page 38

Program/
Activity
Center for
Independent Living
White
Black
African
Am.
Asian
American
Indian/
Alaskan
Native
Unduplicated Clients by Race (CDBG)—FY 2012-2013
Native
Hawaiian/
Pacific
Islander
Amer.
Indian/
Alaskan
Native &
White
Asian &
White
Black
African/
American
and White
American Indian/
Alaskan Native &
Black African/
American
Other
Multi-
Racial
22 15 0 0 1 0 0 0 0 9 47
Total
Primrose 15 11 0 0 0 0 0 0 0 0 26
Seniors First,
H.E.A.R.T
CDBG Housing
Rehabilitation
9 59 0 0 0 1 0 0 1 8 78
5 6 1 0 0 0 0 0 0 2 14
Sub-Total
CDBG
725 683 6 5 1 1 0 22 2 52 1,497
Orange County CAPER Page 39

Continuation Table 8: Racial Profile of Clients Served With Federal Funds
Unduplicated Clients by Race (ESG)
Program/
Activity
White
Black
African
Am.
Asian
American
Indian/
Alaskan
Native
Native
Hawaiian/
Pacific
Islander
ESG
Amer.
Indian/
Alaskan
Native &
White
Asian &
White
Black
African/
American
and White
American
Indian/
Alaskan
Native &
Black
African/
American
Other Multi-
Racial
Total
United Way 27 16 0 0 0 0 0 0 0 0 43
Salvation
Army
Coalition for
the
Homeless of
Central FL
Covenant
House of
Florida
Catholic
Charities
Family
Promise
Harbor
House
Subtotal
ESG
32 34 0 0 0 0 0 0 0 0 66
65 92 0 1 0 0 0 3 0 0
65 61 2 0 1 1 0 1 0 21 152
39 38 0 0 0 0 0 2 0 0 79
23 39 0 0 0 0 0 0 0 0 62
436 354 7 7 0 0 0 0 1 50 855
687 634 9 8 1 1 0 6 1 71 1,418
HOME
Housing
Rehab
1 25 0 1 0 0 0 0 0 0 27
Homeowner
ship
5 1 0 0 0 0 0 0 0 0 6
TBRA 103 69 2 0 0 0 0 0 0 1 175
Subtotal
HOME
109 95 2 1 0 0 0 0 0 1 208
161
TOTALS
(All grants)
1,521 1,412 17 14 2 2 0 28 3 124 3,123
Orange County CAPER Page 40

IV. AFFORDABLE HOUSING
Orange County’s affordable housing goals in the Consolidated Plan include
homeownership and rental housing goals. As stated in Section II.C of the CAPER,
Orange County has maintained a good track record implementing affordable housing
programs and leveraging federal housing funds with local and state resources to create,
expand and preserve affordable housing. These programs are specifically targeted for
low to moderate income households in Orange County.
NSP is currently the primary funding resource to expand homeownership opportunities
for low to moderate income households through downpayment assistance, acquisition
and resale of foreclosed homes and other financial incentives in Orange County. These
programs are leveraged by the State of Florida SHIP downpayment assistance program.
The HOME program also provides for affordable rental housing activities that include
funding for community housing development organizations (CHDOs), tenant based
rental assistance and housing rehabilitation for low income homeowners. These efforts
have mainly benefitted vulnerable populations such as seniors, disabled, homeless and
extremely low- and very-low income households with urgent housing needs. These
programs are also leveraged by local and State funded housing programs. An example
of this leverage is the State of Florida weatherization program. These funds have
benefitted very low income seniors by providing energy efficiency upgrades and repairs
on their homes. Weatherization services are provided by housing rehabilitation staff
funded by the CDBG program. During FY 2012-2013 there were 97 households assisted
with weatherization program. More details about leveraging resources are provided in
Section VII of the CAPER.
Additionally, ESG funds have also contributed to affordable housing by providing
temporary financial assistance to prevent households from becoming homeless and rehousing
services to relocate households that have recently become homeless. These
activities have proven successful in stabilizing families impacted by the economic
recession by providing short term (3 months) to medium term (up to 12 months) of
financial assistance for rental expenditures and related housing expenses. In total, there
were 97 households (or 320 individuals including family members) assisted with
prevention services and 19 households (99 individuals and their family members)
assisted with re-housing services in Orange County during FY 2012-2013 using 2012-
2013 and 2011-2012 (second allocation) ESG funds.
A. Affordable Housing Actions for Extremely Low-Income, Low-Income, and
Moderate-Income Renters
Housing activities for extremely low to low income renters are focused on subsidized
affordable rental activities. These activities are the Housing Choice Voucher program,
the Tenant Based Rental Assistance (TBRA) program and the Shelter Plus Care (SPC)
program. The Housing Choice Voucher Program has a different fiscal year, beginning on
January 1, and ending on December 31 of each year. The Section 8 Voucher Program
reported 1,089 housing vouchers (rental subsidies) during FY 2012-2013. An additional
Orange County CAPER Page 41

175 households were served with TBRA. The Shelter Plus Care program provided rental
assistance to 82 chronically homeless persons in Orange County.
Other affordable rental activities utilizing federal resources include rental rehabilitation
projects. In fiscal year 2012-2013, Orange County assigned CHDO set-aside funds from
the 2010-2011 HOME grant to Central Florida HANDS for the rehabilitation of 27 HOME
units at Mendel Villas. These 27 units will be rented to households with incomes

The Orange County Housing Rehabilitation Program uses a variety of funding sources
that includes CDBG, SHIP, HOME, and the State of Florida’s Weatherization Grant
funds. CDBG funds the administration of the Orange County Housing Rehabilitation
Program to implement rehabilitation services that include minor repairs, emergency
repairs, substantial repairs, weatherization and sewer/water connections. During fiscal
year 2012-2013, a total of 371 homeowner households received rehabilitation services
from multiple funding sources including 78 clients served by Seniors First HEART
program, and 14 with CDBG-funded minor repairs or energy improvements.
In the past, homeownership activities have been funded primarily by the State funded
SHIP program, and recently by NSP1, NSP3, and HOME. The SHIP program
provided financial assistance to assist 26 households, 5 of which were very low
income. NSP assisted 49 households, Habitat for Humanity Orlando assisted 10, and
HOME assisted 6 additional households with financial assistance in the form of
downpayment or affordable homes for a total of 91 new low income homeowners.
Additionally, the SHIP program provided funds to counsel 1,780 individuals with prepurchase
counseling. Table 10 describes the assistance provided using federal and
local funds.
Table 10: Owner Occupied Housing Activities
Extremely
Activity
Source of
Funds
Low-
Income
Very Low-
Income
Low-
Income
Accomplishments
2012-2013
Home-ownership
Assistance
Homebuying
Counseling
NSP
Habitat
SHIP
HOME
SHIP
0 5 86 91
n/a n/a 1,780 1,780
Housing
Rehabilitation
Homeowners
CDBG
HOME
WAP
SHIP
92 279 0 371
TOTAL
92 284 1,966 2,242
C. Actions Taken and Accomplishments in Serving Worse Case Needs
The 2011-2016 Consolidated Plan identified affordable rental housing as a top
priority housing need in Orange County. For this reason, Orange County has
continued to implement the HOME Tenant-Based Rental Assistance program
(TBRA), designed to assist clients with worse case needs by serving the housing
needs of elderly and disabled households who are at 50% or below the AMI. The
TBRA Program assisted 175 disabled clients and elderly persons with rental
subsidies.
Orange County CAPER Page 43

During fiscal year 2012-2013, Orange County continued to provide funding for
homeless prevention activities through the Salvation Army and United Way. Homeless
prevention consists of rental financial assistance, case management and related
services to households with incomes no greater than 30% AMI, who are at risk of
homelessness. These organizations assisted in stabilizing 87 households in Orange
County who were at risk of homelessness. Other actions taken to assist homeless
households are described in Section V of this document.
CDBG public service funding has also served “worse case needs” populations. This
program provided funding to various nonprofit agencies, such as Lighthouse of Central
Florida, Primrose Center, Quest and The Center for Independent Living, to train adults
with disabilities. These organizations provided job training and self-sufficiency skills to
151 adults with disabilities during FY 2012-2013. Finally, the S+C program provided
rental assistance to four new clients and an average cumulative number of 82
chronically homeless persons with either mental illness, substance abuse, and/or both.
CDBG also provided funding to pay for case management for Shelter Care Plus clients
through public service funding to the Homeless Services Network.
D. Actions Taken and Accomplishments in Serving People with Disabilities
CDBG funding is instrumental in providing job training, employment placement and
independent living skills to persons with physical and mental disabilities in Orange
County through various agencies. Funding in the amount of $52,516 was provided to
Quest to serve 47 clients with independent skills training, $34,750 to Primrose of
Central Florida to provide skills training and job placement for 26 clients, $37,500 to
Lighthouse Central Florida to provide job skills training and placement to 31 visually
impaired individuals and $36,642 to Center for Independent Living to provide job
training for 47 individuals with disabilities.
E. Section 215 Housing Opportunities
Section 215 of the National Affordable Housing Act contains eligibility requirements for
affordable housing as well as a definition pertaining to the HOME program. Sections
92.252 and 92.254 under Title 24 Code of Federal Regulations, Part 92 (24 CFR 92)
further explains rental and owner-occupied HOME housing criteria necessary to qualify
as Section 215 housing. Orange County had no qualifying activities.
Orange County CAPER Page 44

V. CONTINUUM OF CARE NARRATIVE
The Department of Housing and Urban Development’s Continuum of Care (CoC) concept
was introduced in the mid-1990’s, in recognition of the fact that efforts to end homelessness
must be community driven since it is unlikely that any single entity can resolve the problem of
homelessness within a community. HUD encourages communities to address housing and
homelessness through a comprehensive, collaborative, and strategic approach. The
Continuum of Care concept facilitates this process and is designed to help communities
visualize, plan and implement long-term solutions aimed at addressing the problem of
homelessness. To better understand the Continuum of Care concept, it is helpful to examine
a few of the entities engaged in overall planning, administrative and funding efforts, along
with shared goals pertaining to homelessness within Orange County nearby jurisdictions.
Orange County participates in and shares the local Continuum of Care’s vision for ending
homelessness. The County is the grantee at the jurisdictional level responsible for obtaining
and/or administering federal grants such as ESG, CDBG, HOME and NSP grants, and the
Housing Choice program. Details of these programs and past year accomplishments are
reported throughout this report. In addition to administering Emergency Solution Grant (ESG)
funds specifically designated for homelessness within its jurisdiction (See Section XII
Requirements for Grantees Receiving ESG Funds, and Section II D, Assessment of 2012-
2013 Action Plan – Homeless Goals), Orange County remains a committed participant in the
Continuum of Care’s process for assisting the homeless.
The Orange County Division of Mental Health and Homelessness is another County division
which assists with homeless matters. It continues to be the main division in the County that
focuses on planning for mental health, substance abuse, and homeless issues. The Division
participates in the planning and implementation of programs throughout Orange County for
citizens needing mental health or substance abuse treatment or crisis intervention. An
important aspect of this Division’s work is the continued oversight of operations at the Orange
County Central Receiving Center, CRC Phase 2, the ANCHOR transitional housing program
and other resources for treatment and intervention to assist those suffering with mental
illness or substance use disorders. The ANCHOR Program (Accessing New Choices for
Housing Opportunities and Recovery) is an integral component of the Orange County Central
Receiving Center (CRC) service system. The program provides transitional housing with case
management and overlay services for chronically homeless adults who have co-occurring
substance use and mental health disorders. ANCHOR serves individuals who have been
referred through the CRC System, and is operated by The Center for Drug-Free Living, in a
collaborative effort with Orange County Government and Lakeside Behavioral Health Care.
The Central Florida Commission on Homelessness (CFCH) is another entity committed to the
overall homeless cause in the area. It is a regional body which introduced the local Ten2End
Initiative to end homelessness in the area in a previous year. The mission of CFCH is
“provide a coordinated structure for our community to address homelessness issues as it
relates to policy, funding, and coordinated services.” During the past year, the Commission
began a reorganization process with the intent of enhancing its initiative in fighting
Orange County CAPER Page 45

homelessness, particularly chronic homelessness within the community. Since beginning its
efforts to reorganize and re-focus, the Central Florida Commission on Homelessness
obtained its 501(c)3 status in October 2012 and began operations in April 2013. Prior to this
time it had been operating as a program of the Heart of Florida United Way. The Commission
is operated by a staff of four and overseen by a board of 28 government, business, and
community leaders. Orange County continues to participate in the Commission’s work.
Currently, Orange County’s Mayor is the Co-Chair of the Commission along with the Mayor of
the City of Orlando.
Since May 2013, CFCH renewed efforts in Central Florida to truly understand the current
state of homelessness - the data, the gaps, and the financial requirements for unfulfilled
needs. CFCH has also engaged over 300 members of the community in this effort. The
Commission recently released an independent study conducted by triSect LLC of ten
communities in the country that have made significant reductions in their homeless
populations. This Best Practices Report investigated how those communities achieved
these reductions, who was involved achieving those successes, and how long it took to
achieve results. CFCH anticipates that the local community will look to these best practices to
develop its plan of action. CFCH is currently working with a consultant on an Economic
Impact Study that will show our community the true cost of homelessness on our region. The
Commission is also working with over 300 community leaders on the State of
Homelessness Report, due Spring 2014, which will take a close look at the current state of
homelessness in Central Florida - both in terms of issues affecting homelessness and the
geographies within. This report is expected to provide a road map to the official local action
plan to address homelessness over the long-term.
The Continuum of Care plays a major role in bringing funding from federal, state, local and
other sources to the Central Florida region. CoC keeps abreast of all matters affecting the
homeless, continually participates in training as needed, and has facilitated and coordinated
significant and ongoing efforts to assist the homeless in keeping with HUD’s vision of the
CoC function in homelessness related matters. The Homeless Services Network of Central
Florida (HSN), a 501(c) (3) organization with approximately one hundred (100) participating
entities, serves as the lead agency for the Continuum of Care in the Central Florida
community. HSN serves Orange, Seminole, and Osceola Counties and the City of Orlando.
The Homeless Services Network administers HUD’s Continuum of Care funding ($6 million in
2012) which is allocated to 47 different projects ranging from outreach to permanent
supportive housing. Grants include renewed funding and any reallocations. The scope of
these projects reflects the changing needs within the community. HSN also administers
funding for the Supportive Services for Families grant from the Veterans Administration for
homeless veterans and their families.
As lead agency for the CoC, the Homeless Services Network assumes the following
responsibilities:
• Competing annually for Federal funds through the HUD national Continuum of Care
competition.
Orange County CAPER Page 46

• Conducting an annual RFP funding process whose results are evaluated by an
independent committee and referred to the HSN Board for approval.
• Managing funds awarded through the process by way of subcontracts with 47
agencies for supportive services, mental health care, substance abuse treatment,
employment training, counseling, rent-utility assistance and operating costs for
transitional and permanent supportive housing.
• Implementing the region’s Homeless Management Information system (HMIS) which
operates an integrated, web-based system for more than 280 users to input and share
data on clients being served within the region, enhancing the coordination of care for
each client served.
• Managing an annual Point in Time Count of both the region’s sheltered homeless
population and the unsheltered living in camps, cars, abandoned buildings and on the
streets.
• Funding and coordinating regional outreach teams to the unsheltered street homeless
and coordinating regional Project Homeless Connect and Veteran Stand Down events
to reach the chronically homeless in each county with essential services, access to
housing, counseling and medical care.
• Partnership with the University of Central Florida to complete research analyses on
homeless trends, evaluation of evidence-based best practices and education and
outreach efforts that benefit the community.
Unmet Needs of Precariously Housed Population in Orange County:
One of HSN’s most important responsibilities is completing the CoC’s annual assessment of
unmet need and gaps in service, including projections of the types and number of housing
needed to address the region’s sheltered and unsheltered homeless population. The purpose
of these assessments is to guide Orange County and other jurisdictions in the prioritization of
HUD funding received for HOME, NSP, ESG, CDBG activities, which affect or may affect
precariously housed and homeless households in the community. The following table
summarizes the precariously housed population in Orange County, as reported by the Florida
Housing Data Clearinghouse, as of October 2012.
Orange County CAPER Page 47

Continuum of Care - Attachment V-1:
Precariously Housed Population in Orange County
Orange County
2010 Population 1,145,956
2030 Population projection 1,612,603
Households, 2009 416,755
Median rent in 2009 $995
Cost-burdened households (paying more than 30% of income for rent/mortgage) 126,457 (30%)
Precariously housed households (paying more than 50% of income) for rent 28,410 (7%)
Number of elderly households paying more than 50% of rent/mortgage; percent
of total elderly households
Low-income (

Continuum of Care - Attachment V-2:
Number of homeless children (based on Department of Education definition)
attending Public schools on one day in January, 2007-2012 reported by school
districts and projected end of 2011-2012 school year totals.
12,000
10,000
8,000
6,000
4,000
2,000
0
Orange County Schools
Seminole County Schools
3,751
4,325
Osceola County Schools
Total
4,949
6,704
10,450
2009 2010 2011 2012 Projected end
of school year
2012
Continuum of Care - Attachment V-3:
Number of homeless households (based on Department of Education definition)
attending public schools on one day in January, 2012, based on average household
size reported by school district:
650
1,666
1,166
Orange County Schools
Seminole County Schools
Osceola County Schools
Homeless families with children may live for months, or years in motel rooms, with an entire
family, including 2-3 children on average, occupying one room. Some families may be
doubled up with families or friends, incurring lease or code violations. Others live in cars or
abandoned buildings. The following chart shows the living conditions of homeless children in
Orange County.
Orange County CAPER Page 49

Continuum of Care - Attachment V-4:
Living Conditions of Homeless Children in Orange County
Children 0-18
19%
4.60%
Shelters
Vans, cars, camps
Doubled up or in motels
92%
The increase in the total of Department of Education-defined homeless children in the County
is a leading indicator of the increasing number of homeless families with children expected
during the next 12 months.
HSN has included this data on DOE-defined homeless children to be consistent with the new
definition of homelessness contained in the 2009 HEARTH Act which includes DOE-defined
homeless children. HSN urges Orange County to increase its focus on this growing countywide
problem, as illustrated by the recommendations in the final section of this report.
Homeless Population Characteristics
Based on HSN surveys of the homeless population and results of the 2012 Point-in-Time
Count the following data emerges on the homeless in Orange County:
Continuum of Care - Attachment V-5:
Orange County 2012 Homeless Data
Orange County
Homeless Population -
January 2012
Sheltered
Unsheltered
Total
Emergency Transitional
1. Homeless Individuals 355 385 840 1580
2. Homeless Families with Children 116 258 65 439
2a. Persons in Homeless with
Children Families 348 774 195 1,317
Total (lines 1 + 2a) 819 1,159 1035 2897
Orange County CAPER Page 50

Continuum of Care - Attachment V-5: (continued)
Orange County 2012 Homeless Data
Homeless Subpopulations
Sheltered
Unsheltered
Total
1. Chronically Homeless 752 840 1592
2. Severely Mentally Ill 601 403 1004
3. Chronic Substance Abuse 430 378 805
4. Veterans 77 350 427
5. Persons with HIV/AIDS 90 78 168
6. Victims of Domestic Violence 138 15 153
7. Youth (Under 18 years of age) 0 0
HSN also completed analysis of the housing needs of that population which is detailed below.
Housing stock of each type of shelter bed is summarized in HSN’s Housing Inventory Chart
(HIC) for the region/county, which was submitted to HUD in April 2012. That summary
includes all types of shelter, whether funded by HUD SHP, faith-based funding, or
philanthropy.
Continuum of Care - Attachment V-6:
Homeless Housing Needs – Orange County
Homeless Housing Needs
Table: Individuals
Beds
Needs
Currently
Available
Gap
Emergency Shelters 900 648 252
Transitional Housing 850 620 230
Permanent Supportive
Housing 1592 752 840
Total 3,342 2020 1322
Homeless Housing Needs
Table: Families
Beds
Needs
Currently
Available
Gap
Emergency Shelters 341 400 80
Transitional Housing 1317 774 543
Permanent Supportive
Housing 100 0 100
Total 1,758 1174 723
Orange County CAPER Page 51

CRITICAL NEEDS:
A recent article published by the Orlando Sentinel identifies Metro Orlando as the number
one metropolitan area in the United States with the largest homeless population.
Furthermore, the number of homeless students in Orange, Osceola and Seminole counties
has ballooned 79 percent since January 2009. Officials projected that, by the summer of
2012, more than 10,000 school-age children across the three counties will have been
homeless at some point during the year 4 . Consequently, great emphasis is being placed in
homeless prevention and rapid re-housing activities.
During the past grant year that ended September 30, 2013, Orange County funded Rapid Rehousing,
Homelessness Prevention, and Shelter Operations with Essential Services, utilizing
Emergency Solutions Grant funding. A portion of the ESG funding ($5,000) was also
allocated to the Homeless Services Network, and utilized to assist with administration of the
Homeless Management Information System (HMIS). A total of $36,087 was set aside for
administration of the grant but all of the allocated funding was not utilized by year end. The
County has continued its practice of utilizing Community Development Block Grant (CDBG)
funds to supplement ESG by assisting with case management or related services that benefit
clients in need of mental health care for the homeless, tutoring for children, and
comprehensive family self-sufficiency activities. The County and agencies involved in helping
the homeless are aware that efforts to transition homeless persons back to permanent
housing and mainstream living requires continued persistence on the part of community
partners. Based on its gaps analysis HSN has identified the following critical systemic and
housing needs in Orange County:
A System of Care for the County
OUTREACH AND ACCESS: Outreach and access to services are vital, particularly in the
case of the unsheltered homeless. The County recognizes that its homeless population could
benefit from the provision of outreach services in locations across the county. As Lead
Agency for the CoC, HSN has recommended that a segment of Orange County’s
Neighborhood Family Centers be expanded to create one-stop access for homeless
individuals and families to critically needed services in West Orange County. Orange County
also plans to assist in the purchase of a public facility offering multi-services in the downtown
area to help identify homeless individuals and households in a coordinated approach with
other homeless agencies.
SHARED DATABASE: HSN recommends that the County support the implementation of the
region’s HMIS (Homeless Management Information System). The system currently has 280
users in Seminole, Orange and Osceola Counties and the City of Orlando. Because it is an
“open system” where client information can be shared among participating agencies, it
becomes a central source of 1) client information, 2) client referral,3) systematic case
management, and 4) resource directory to help staff find the resources to meet client’s
needs, irrespective of their location. During each of Orange County’s 2011-2012 and 2012-
4 Number of homeless students in Central Florida nears 10,000 as DCF issues call to action
January 6, 2012|By Kate Santich, Orlando Sentinel
Orange County CAPER Page 52

2013 fiscal years, the County contributed $5,000 towards HMIS, specifically for its ESG data
administration. HSN recommends that the County consider ongoing dedicated funding to the
HMIS to supplement the funding that the Continuum of Care has already allocated to the
regional system. Without dedicated funding from the County, the HMIS will be over capacity
and underfunded by 2013. Funding for HMIS is the same now as it was in 2008, when 150
users participated. Its growth to 280 users in 2012 reflects the importance of this
management resource to Orange County and other local jurisdictions.
PREVENTION/REHOUSING: Since its implementation, the Emergency Solutions Grant
(ESG) has focused much attention on homelessness prevention and rapid re-housing, while
also assisting with Emergency Shelter and related Essential Services. The Salvation Army
and Heart of Florida United Way used ESG funding during FY 2012-2013 to assist with
homelessness prevention by providing direct emergency assistance to residents at risk of
homelessness. Most of the assistance provided went towards rental and utility assistance,
including arrears. Additionally, Heart of Florida United Way received a separate allocation for
Rapid Re-housing and stabilization. Funds were used for case management and for
payments made directly to landlords and utility companies on behalf of the individuals and
families assisted.
During FY 2012-2013, in addition to funding homelessness prevention services provided by
Heart of Florida United Way and The Salvation Army, Orange County’s Housing and
Community Development Division also allocated ESG funding to four other service providers
to provide shelter and services. These were: Coalition for the Homeless, Family Promise,
Covenant House, and Harbor House. The County also provided some other service providers
with CDBG funding for various additional services such as case management, and partnered
with agencies that assist emergency shelters with ancillary services, such as mental health
care (Health Care Center for the Homeless) and child care (e.g. child care provided by
Community Coordinated Care for Children for families at the Coalition for the Homeless).
As the economy recovers, families still continue to seek shelter and services from local
emergency shelters. Homeless women and children continue to make up about a fourth of
the population at local homeless shelters. Orange County continues to fund needed services
for these families such as childcare and after-school care, tutoring, and similar programs for
children, and also health care and counseling and other forms of assistance for adult family
members. During the past year, various agencies in Orange County provided emergency
shelter with support services twenty-four (24) hours a day. These included Covenant House,
(a youth shelter) Coalition for the Homeless of Central Florida (shelter for adults and
families), The Salvation Army (shelter), Harbor House (domestic violence shelter), The
Center for Drug Free Living (substance abuse), Lakeside Behavioral Health,(behavioral and
mental health), and various other facilities. Orange County’s grant funding was used to assist
some activities of these service providers.
As lead agency for the CoC, HSN has recommended that the County explore State, county,
and business funding to prevent homelessness by increasing the available financial
resources for prevention (rent, utility assistance and case management) to stabilize
households in their existing housing during a time of crisis until the households can become
Orange County CAPER Page 53

stable and self-sufficient. HSN recommends that the County support Heart of Florida United
Way’s Basic Needs campaign. The County continues to conduct a major campaign funded by
county employee contributions and related efforts, which typically provides between $450,000
and $500,000 for the local United Way each year.
Developing emergency shelter beds is essential for those individuals and families who slip
through the prevention process. HSN recommends that the County develop 300 emergency
shelter beds for both individuals and families with children through rehabilitation of motels
using Federal Neighborhood Stabilization Program (NSP) funding. These should be donated
to experienced nonprofit agencies to operate shelter programs.
Any reduction in the amount of time that homeless individuals and families spend in shelters
will bring the community closer towards its homeless goals. By investing in intensive case
management, the County is likely to see a reduction in time that homeless individuals and
families spend in shelters, and a gain in outcomes such as a quick return to stable housing
and self-sufficiency.
TRANSITIONAL HOUSING: The definition of transitional housing is temporary housing
available for up to twenty-four (24) months. Supportive services are typically also provided
with transitional housing. Agencies that have provided transitional housing have done so with
the intent of helping return individuals to independent living. As such, there has been an
ongoing need for additional transitional housing beds in Central Florida funded by SHP
funding, and non-governmental funding. ESG funding is no longer used to assist with new
transitional housing activities, though pre-2010 activities may continue to receive assistance.
Agencies within the Central Florida Continuum of Care system recognize the need for
additional beds for transitional housing for homeless families with children, transitional beds
for substance abuse treatment for homeless individuals, and transitional beds for dually
diagnosed homeless persons with both mental illness and substance abuse issues. Other
special populations, such as those with HIV/AIDS also need transitional housing assistance.
In Central Florida, short-term transitional housing for HIV/AIDS clients is funded by HOPWA
funds administered by City of Orlando.
HSN continues to seek scattered site transitional housing to meet local needs. Some
agencies offering transitional housing encounter difficulty obtaining approval for sites for
these projects within the general community. Funding typically assists with rent subsidies for
apartments or single-family homes to increase the number of transitional housing units in the
community without the need to actually build additional shelters. Agencies will often negotiate
with landlords to find suitable housing for their clients. In the past year, there has been
continued emphasis on moving homeless individuals and families directly into permanent
housing within as short a time as possible. While this may impact the need for transitional
housing, some individuals and families will continue to require supportive services in order to
return to self-sufficiency and independent living.
As the lead CoC agency, HSN has recommended that the County invest in transitional
housing beds for homeless individuals and families with moderate barriers to re-housing and
self-sufficiency, including language barriers, mental illness, lack of employment skills and
Orange County CAPER Page 54

disabilities, as well as unaccompanied homeless youth and victims of domestic violence. Use
of intensive case management to coordinate existing community services, educational
opportunities, co-occurring disorder diagnosis and treatment and life skills training will be
essential to moving homeless individuals as quickly as possible through transitional housing
to permanent housing and self-sufficiency.
HSN continues to recommend the implementation of “Transition in Place” (TIP) housing
which relies on existing housing stock (single family homes and apartment units), rather than
building additional transitional housing beds in the community.
The TIP program:
• identifies individuals and families with low to moderate barriers to rehousing
• helps them select an apartment that is suitable for their family
• arranges leases between the client/tenant and the apartment complexes
• pays a rent/utility subsidy for a period of time from 6 months to one year
• engages all clients in intensive case management to improve income, stabilize
employment, provide access to mainstream benefits and resources needed for the
family to return to self-sufficiency
At the conclusion of a household’s participation in this program, they “age out” in the housing
they have selected, which remains their home.
Instead of investing in “bricks and mortar” the County would invest in rent/utility subsidies and
staffing of intensive case management for clients being served in Community-based
Transitional Housing. This model anticipates that there will be changes in the demographics
of homelessness within the next five years and avoids investment in building shelter beds
that may become unnecessary in the future.
PERMANENT SUPPORTIVE HOUSING:
There were approximately 840 chronically homeless men and women living on the streets of
Orange County during the reporting period 2011-2012. Approximately 25% were homeless
veterans. Through a partnership between HSN and the Department of Veterans Affairs’ HUD-
VASH program, the number of homeless veterans has been declining over the past year. By
comparison, non-veterans who are chronically homeless have no or very limited housing
resources. The incidence of severe disabilities, including mental illness, long-term addiction
to alcohol and/or drugs, co-occurring disorders, and HIV/AIDS is substantial, with
approximately two out of three homeless individuals suffering a severe disability.
In Orange County, the Shelter Plus Care program continued to provide housing subsidies to
homeless persons with disabilities. These clients require both shelter and supportive
services. The provision of housing for clients served by Shelter Plus Care has demonstrated
that keeping chronically homeless persons with disabilities stably housed saves a minimum
Orange County CAPER Page 55

of $36,300 per year per person. This amount would otherwise be spent on delivering
emergency services, medical treatment as a result of illness exacerbated by homelessness,
and incarceration caused by arrests for homeless-related crimes (vagrancy, loitering,
sleeping in a public place, panhandling, trespassing, etc.). These savings are recurrent as
clients continue to maintain stable housing, sobriety, medication compliance and improved
life skills each year.
HSN recommends that in order to meet the need for permanent supportive housing beds, the
County consider developing a strategic plan to establish 200 permanent supportive housing
beds annually over the next three years. The County should appoint a task force of
representatives from the County agencies impacted by chronic homelessness (hospitals,
jails, court system, mental health/substance abuse providers, and local businesses) to
marshal resources from a variety of funding sources to address this significant challenge to
the County.
A. Summary of Actions Taken During Program Year 2012-2013 to Help Homeless
People
In previous years, assistance to the homeless consisted largely of emergency shelter and
supportive services. The focus on homelessness has increased significantly, however, with
the implementation of the Emergency Solutions Grant.
Emergency shelter is temporary, overnight sleeping accommodation. However, homeless
populations require more than emergency shelter. Community service agencies and grant
providers are aware that emergency shelter needs include not only basic shelter, but also
appropriate case management and supportive services aimed at improving the ability of the
homeless to become self-sufficient.
In the past year, Orange County has partnered with community agencies with a view to
preventing homelessness and the need for emergency shelter. Assistance with utility and
rental arrears and payments will, in some cases help families in crisis to become stabilized
and return from the brink of homelessness. In the past year, the County has provided ESG
funding to The Salvation Army and United Way to give direct assistance for this purpose. The
County has also given CDBG funds to Jewish Family Services for case management to help
at-risk persons. In addition, an increasing number of agencies, including agencies funded by
the County for other public service programs, have responded to the growing need to prevent
at risk families and individuals from becoming homeless. Programs established to assist them
include food collection and distribution, emergency funding of utilities and rents, budgeting
and employability skills training and provision of emergency supplies. Efforts to prevent
homelessness have been assisted by the 2-1-1 Community Resources System, which links
citizens to resources. Additionally, the County’s Community Action Division, through its
neighborhood community centers, provides emergency utility assistance, counseling, and
referrals for families in crisis.
For those families that actually became homeless, due, for example, to the loss of
employment, Orange County provided funding for Rapid Re-housing through a partnership
with the Heart of Florida United Way. This activity involved an allocation of $50,000 for re-
Orange County CAPER Page 56

housing of homeless families and case management to stabilize eligible families. This agency
reported that in many cases, families that were eligible for this type of assistance, wanted to
obtain the assistance, but either declined it, or had to be removed from the program due to
their unwillingness to participate in or cooperate with the case management required by HUD
as a condition of receiving assistance. This is a significant concern, in view of the perceived
ongoing need for rapid re-housing in the community, and the need to increase funding
directed towards this activity, as identified in the CoC’s 2013 community workshops.
As in the past year, the need to place the homeless into permanent housing remains a key
concern. In Orange County, more collaborative approaches are being emphasized, as past
sources of funding become less secure, or are no longer available. Many homeless service
providers in the community have had to introduce or expand supportive services, such as
employment related assistance, in spite of decreases in funding levels in some cases.
With the implementation of the Emergency Solutions Grant, HUD also directed grantees to
focus on Outreach activities to engage and assist the un-housed homeless population. In its
2012-2013 Request for Funding Applications process, only one outreach application was
submitted, which failed to qualify for funding. Some local agencies have been conducting
outreach activities and linking homeless individuals and families to sources of needed
assistance. One agency is Covenant House, which seeks out homeless youth 18-21 years
old. This activity is not currently funded by Federal funding administered by Orange County.
Service providers have continued a high level of interest and involvement in the local
Continuum of Care, administered through the area’s lead homeless agency, the Homeless
Services Network. Interest and participation in the CoC remains high, and most participants
are active in homeless matters. In spite of leadership and other changes at the Network, it
continues to be pro-active and visible, in line with increased demands for assistance for the
homeless, and changes and enhancements to programs designed to assist the homeless.
Awareness of the state of homelessness in the Central Florida area continues, due to
periodic media coverage. The unemployment situation, the housing foreclosure crisis, and
the fact that the homeless population now consists of many families with children, are still
issues of concern. School boards in local counties employ staff to coordinate efforts aimed at
assisting homeless students, and more recently, their families. Assistance ranges from
school supplies, to food and clothing and assistance locating suitable and affordable housing.
In 2012-2013, the Continuum of Care continued to facilitate communication about homeless
needs among service providers in the community. This resulted in enhancements to service
delivery for the homeless. The CoC has hosted meetings and engaged in electronic and
other forms of communication with the wider community. Information on available services
continues to be available to the public and service providers through the 2-1-1 Community
Resources System operated by Heart of Florida United Way.
Table 11: Continuum of Care Activities. This summarizes the projects and services funded
and implemented in Orange County and neighboring jurisdictions through the local CoC in its
2012 grant year, using Supportive Housing Program funds and funds allocated to the Shelter
Orange County CAPER Page 57

plus Care programs. Almost all the programs listed are required to serve clients from any
jurisdiction, reflecting the regionalization of HUD CoC Supportive Housing Program
resources, and the issue of homelessness in Central Florida.
Orange County CAPER Page 58

Table 11: Continuum of Care Supportive Housing Program & Other Projects Funded in 2012
Agency Funded
Type of Project / Program
Name
Lakeside Behavioral Health- Permanent
Supportive Housing
Catholic Charities-Shepherd’s House 2-
Transitional Housing
Center for Drug Fee Living
Transitional Housing
County
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Housing Type
Transit
Beds
36
Perm
Beds
Community Based Care of Seminole- Seminole 20
Center for Drug Fee Living-ANCHOR
Homeless Services Network of Central
Florida
HMIS implementation
Homeless Services Network of Central
Florida
HMIS implementation 2
Wayne Densch Center
Transitional Living Program (TLP)
Center for Drug Free Living
ANEW
Health Care Center for the Homeless
HOPE Team
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
18
Description of
Population
Served
Individuals with severe
mental illness
Single women &
children
26 Homeless Veterans
36
50
32
Homeless individuals
with co-occurring or
other disabilities &
Homeless Women with
Children
Chronically homeless
individuals with mental
illness & co-occurring
disorders
All the homeless
services providers in
the Continuum of Care
All the homeless
services providers in
the Continuum of Care
Homeless individuals &
families with children
Homeless women with
substance abuse
history, including
veterans, HIV/AIDS
Chronically homeless
men & women,
including veterans in
camps or on streets
Program Services
Permanent supportive housing including
treatment, medications, counseling
Transitional housing including case
management, self-sufficiency plan,
access to perm housing
Transitional housing including case
management, self-sufficiency plan,
access to permanent housing
Permanent Supportive housing including
treatment, medication, counseling; case
management, self-sufficiency plan,
access to permanent housing
Comprehensive case management, selfsufficiency
plan, access to permanent
housing
HMIS staffing for training, technical
assistance, HMIS operations, data
collection & analysis
HMIS staffing for training, tech
assistance, HMIS operations, data
collection & analysis
12-month transitional housing program
with comprehensive case management,
support services & on-the-job
employment program
Comprehensive transitional housing
program including supportive services &
operating costs
Outreach, medical care, counseling, SSI
case applications, & assistance with
access to shelter
Persons
Served
18
36
26
16
36
110 agencies
serving 10,000
homeless
persons
110 agencies
serving 10,000
homeless
100
32
300
Orange County CAPER Page 59

Agency Funded
Type of Project / Program
Name
Wayne Densch Center
Preferred Living Center (PLC)
Covenant House Florida
Grand Avenue Economic Dev
Corporation
Homes for New Beginnings
Grand Avenue Economic Dev
Corporation
Safe Haven
Transition House
Men’s Program
Coalition for the Homeless
WRCC Program
Coalition for the Homeless
Transitional Housing
Coalition for the Homeless
1 st STEPS
Covenant House Florida
Homeless Youth Outreach
Shepherd’s House
Homeless Services Network of
Central Florida
Employment Program
County
Orange,
Osceola,
Seminole
Housing Type
Transit
Beds
40
Orange 12
Perm
Beds
Orange 50
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange
24
126
128
32
Orange 12
Orange,
Osceola,
Seminole
25
Description of
Population
Served
Chronically homeless &
homeless men &
women
Homeless youth under
23, including youth with
children
Homeless & chronically
homeless individuals
Chronically homeless
individuals with
disabilities & multiple
instances of
Homelessness
Homeless & chronically
homeless men with
substance abuse
history, including
veterans & HIV/AIDS
clients
Homeless women &
children, some of whom
are victims of crime
Homeless individuals &
families with children
Homeless Men with
substance Abuse
histories
Homeless youth under
21, including youth with
children
Homeless women with
children
Homeless adults
Program Services
Transitional housing program with
comprehensive case management,
supportive services & on-the-job
employment program
Comprehensive scattered site transitional
housing
Permanent supportive housing case
management
Permanent supportive housing including
case management
Comprehensive case management
services to return clients to selfsufficiency
& permanent housing
Comprehensive 12-month transitional
housing program, including child care,
employment counseling, life skills training
& financial management
Comprehensive community-based
housing program; case management,
self-sufficiency services
Comprehensive transitional housing
program; case management, & selfsufficiency
services
Street outreach, case management &
services to encourage clients to reunite
with family or find stable housing
Case management for clients to return to
self-sufficiency & permanent housing
Employment services including
counseling, resume prep, skills
assessment, job clubs, employability
skills training, access to certificate
training programs.
Persons
Served
100
12
50
25
24
58
126
32
46
12
130
Orange County CAPER Page 60

Agency Funded
Type of Project / Program
Name
Salvation Army of Orange/Osceola
Counties
Transitional Housing
County
Orange,
Osceola,
Seminole
Housing Type
Transit
Beds
62
Perm
Beds
Description of
Population
Served
Homeless individuals &
families with children
Program Services
Comprehensive transitional housing
program to return clients to selfsufficiency
& permanent housing
Persons
Served
22
Osceola HOME
Residential
Orange,
Osceola,
Seminole
80
Homeless families with
children
Comprehensive project-based transitional
housing program to return clients to selfsufficiency
& permanent housing
80
Osceola HOME
Community-based
Homeless Services Network of Central
Florida
Community Housing
Harbor House
Community Housing A
Harbor House
Community Housing B
Transition House
Men’s Expansion
Intervention Services
The Villages
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Orange,
Osceola,
Seminole
Seminole County Housing-1 Seminole 36
Seminole County Housing-1 Seminole 66
15
23
17
9
34
16
Homeless families with
children
Homeless families with
children
Domestic violence
victims & their children
Domestic violence
victims & their children
Homeless & chronically
homeless men with
substance abuse
history, including
veterans & HIV/AIDS
clients
Homeless youth 18-23
exiting foster care
Homeless families with
children
Homeless families with
children
Comprehensive community-based transit
housing program to return clients to selfsufficiency
& perm housing
Comprehensive transitional housing
program to return clients to selfsufficiency
& permanent housing
Comprehensive transitional housing
program to return clients to selfsufficiency
& permanent housing
Comprehensive transitional housing
program to return clients to selfsufficiency
& permanent housing
Comprehensive case management
services to return clients to selfsufficiency
& permanent housing
Comprehensive Case management
services to address barriers to selfsufficiency;
GED/vocational, life skills ;
independent living Plan & access to
permanent housing
Community-based transitional housing,,
Case Management, counseling,
advocacy, financial education
management & access to permanent
housing
Community-based transitional housing,,
Case Management, counseling,
advocacy, financial education
management & access to permanent
housing
23
6 households
9
34
16
15
66
36
Orange County CAPER Page 61

Agency County Population Served Program Services
Orange County
Shelter + Care I
Orange County
Shelter + Care 2
Orange
Orange
Chronically homeless individuals
with co-occurring disorders & other
disabilities in permanent supportive
housing
Chronically homeless individuals
with co-occurring disorders & other
disabilities in permanent supportive
housing
Rent & utility assistance & ongoing intensive
case management to ensure clients obtain
&/or remain in stable perm housing
Rent & utility assistance & ongoing intensive
case management to ensure clients obtain
&/or remain in stable perm housing
Persons Served
(Fiscal Year)
(Completed/expended
in prior years)
87
Department of Veterans Affairs Supportive Services for Homeless Veterans (SSVF)
Homeless Services
Network of Central
Florida
Orange,
Osceola
Counties
Chronically homeless individuals
with co-occurring disorders &
other disabilities in permanent
supportive housing
Mental health counseling, substance abuse
treatments services, housing placement and
retention, life skills training to maintain clients
in stable housing.
$999,800 450
Orange County CAPER Page 62

B. Actions Taken to Meet Supportive Housing Needs (including HIV/AIDS)
Orange County provided assistance by way of the Shelter Plus Care program to meet the
needs of that segment of the population with both disabilities and an urgent need for
permanent supportive housing. These funds were administered by the HSN for clients
assisted by the County during most of the County’s Fiscal Year 2012-2013. Near the end
of the past year, the County reassigned the administration of this funding to its Youth and
Family Services Division.
In the case of HOPWA funds, these funds are awarded to the largest metropolitan city
within the county to address the needs of persons with HIV/AIDS. Orange County’s
HOPWA funds are, therefore, administered by the City of Orlando. Working with the Health
Council of East Central Florida, the City of Orlando administered HOPWA funds for tenantbased
rental assistance, facility-based housing; supportive services; case management;
short-term rent, utility, mortgage assistance and administration costs. See Section XIII
Narrative for HOPWA Funds for more information.
C. Actions Taken to Plan/or Implement the Continuum of Care
The Department of Housing and Urban Development (HUD) distributes its funding for
assistance to the homeless, based on the results of two community planning efforts, which
are the Consolidated Plan and the Continuum of Care (CoC) Plan. HUD’s description of
the Consolidated Plan is that it will establish the framework for states and localities to
identify housing, homeless, community and economic development needs and resources
and develop a strategic plan to meet those needs with the funding allocated to each
jurisdiction. Based on its 2011-2016 Consolidated Plan, Orange County received the
Emergency Solutions Grant (ESG), a formula-funded grant to help the homeless. This
grant provides only limited funding, ($481,160 in FY 2012-2013) since it represents a small
portion of the HUD McKinney-Vento appropriation for homelessness each year.
The CoC Lead Agency is perceived as the entity that develops and implements a
community-based plan funded largely by HUD Supportive Housing Program funding. The
focus of the plan is delivery of housing and services to meet specific needs of people who
are homeless, as they move towards stable housing and self-sufficiency. The plan should
include action steps to end homelessness and prevent a return to homelessness.
The County’s Consolidated Plan is aligned with the overarching goals of the McKinney-
Vento Act, as well as applicable HUD strategic goals and the goals of the local CoC. HUD
requires collaborative efforts at the local level to ensure consistency with the Consolidated
Plan, and to ensure optimum efficiency and effectiveness in the pursuit of joint goals,
efforts and participation in the HMIS data system. During the past year, Orange County
met with the lead agency of the CoC to discuss plans and areas of common interest, and
initiated meetings with other jurisdictions on homeless and other grant related matters.
D. Actions Taken to Prevent Homelessness and Facilitate the Transition to
Permanent Housing
Based on the premise that it is easier and less costly to save a family from homelessness,
than to return it from homelessness to full self-sufficiency, HUD has focused much
attention on homelessness prevention in recent years. In past years, homeless assistance
Orange County CAPER Page 63

consisted mainly of shelter and supportive services. In more recent years, however,
Orange County and partnering community agencies have worked at preventing
homelessness by assisting with utility arrears and payments and monthly rental arrears
and payments for families at the brink of homelessness. During FY 2012-2013, the County
provided ESG funding to The Salvation Army and The Heart of Florida United Way to give
direct assistance for this purpose. It also allocated $50,000 to United Way for rapid rehousing
of families that had become homeless due to a recent crisis to quickly stabilize
them and prevent long term homelessness.
Several agencies, including agencies, such as Jewish Family Services, funded with CDBG
dollars by the County for various public service programs, have also responded to the
growing need to prevent at risk families and individuals from becoming homeless.
Programs that assist them include comprehensive case management, food collection and
distribution, emergency funding of utilities and rents, budgeting and employability skills
training and provision of emergency supplies. Efforts to prevent homelessness have been
assisted by the 2-1-1 Community Resources System, which links citizens to resources.
Additionally, the County’s Community Action Division, through its neighborhood community
centers, provides emergency utility assistance, counseling, and referrals for families in
crisis.
The Continuum of Care’s Supportive Housing Program does not directly fund
homelessness prevention. However, there is much expertise and experience in
homelessness prevention among member agencies of the HSN. Orange County will
continue to collaborate with some of these agencies and other community organizations to
address the issue. HSN provides in-service training to member agencies to enable them to
better provide information and assistance to persons at-risk of becoming homeless.
E. Actions Taken to Address Emergency Shelter Needs
The definition of emergency shelter is temporary, overnight sleeping accommodation.
However, homeless populations require more than emergency shelter. Community service
agencies and grant providers are aware that emergency shelter needs include not only
basic shelter, but also relevant supportive services aimed at improving the ability of the
homeless to become self-sufficient.
Orange County’s Housing and Community Development Division provided funding to
shelter providers during the past year. These were: Coalition for the Homeless, Family
Promise, Covenant House, and Harbor House. The number of homeless persons in the
community determines the need for emergency shelter in the area. Women and children
continued to be a noticeable portion of the homeless population in the past year. Due to
the economic downturn, families continue to seek shelter and services from local
emergency shelters. Homeless women and children make up about a fourth of the
population at local homeless shelters. Orange County has noted this, and continues to
target services, such as childcare and after-school care, tutoring, and similar programs for
children, and also health care and counseling and other forms of assistance for adult
family members. During FY 2012-2013, various agencies within Orange County provided
emergency shelter and support services twenty-four (24) hours a day. These agencies,
some of which are funded by sources other than Orange County, included Covenant
Orange County CAPER Page 64

House, the Coalition for the Homeless of Central Florida and its Women’s Residential and
Counseling Center, The Salvation Army, Harbor House, The Center for Drug Free Living,
Lakeside Behavioral Health, and a number of other facilities.
F. Actions Taken to Develop Transitional Housing
Transitional housing is defined as temporary housing available for up to twenty-four (24)
months. As part of transitional housing, supportive services are typically also provided.
Agencies that have provided transitional housing have done so with the intent of helping
return individuals to independent living. As such, there has been an ongoing need for
additional transitional housing beds in Central Florida funded by SHP, and nongovernmental
funding. In recent years, agencies within the Central Florida Continuum of
Care system perceived the need for additional beds for transitional housing for homeless
families with children, transitional beds for substance abuse treatment for homeless
individuals, and transitional beds for dually diagnosed homeless persons with both mental
illness and substance abuse issues. Other special populations, such as those with
HIV/AIDS also need transitional housing assistance. In Central Florida, short-term
transitional housing for HIV/AIDS clients is funded by HOPWA funds administered by City
of Orlando.
Agencies offering transitional housing sometimes experience difficulty in obtaining
approval for sites for these projects within the general community. As the lead CoC
agency, HSN continued to seek scattered site transitional housing to meet local needs.
Funding assists with rent subsidies for apartments or single-family homes to increase the
number of transitional housing units in the community without the need to actually build
additional shelters. Agencies will often negotiate with landlords to find suitable housing for
their clients. In the past year, there has been a greater emphasis on moving homeless
individuals and families directly into permanent housing within as short a time as possible.
While this may impact the need for transitional housing, some individuals and families will
continue to require supportive services in order to return to self-sufficiency and
independent living.
Orange County CAPER Page 65

VI.
OTHER ACTIONS
In addition to strategies to achieve 2011-2016 Consolidated Plan goals, the 2012-
2013 Action Plan also included actions to address obstacles to meeting
underserved needs, foster and maintain affordable housing, eliminate barriers to
affordable housing, overcome gaps in institutional structures and enhance
coordination, improve public housing and resident initiatives, evaluate and reduce
lead base paint hazards, ensure compliance with program and comprehensive
planning requirements, and reduce the number of persons living below the poverty
level. The following actions were implemented during fiscal year 2012-2013:
A. Actions to Address Obstacles to Meeting Under-Served Needs
During fiscal year 2012-2013, the Housing and Community Development Division
addressed obstacles to meeting under-served needs in Orange County through the
following activities:
• ESG funding to cover for shelter operational costs at local homeless shelters
($288,167) combined first and second ESG allocation)
• Funding to United Way and Salvation Army to support homeless prevention
services ($184,276) combined first and second ESG allocation)
• Funding to United Way for rapid re-housing services ($97,762) of the second
ESG allocation)
• Administration and support of Shelter Plus Care program to provide
permanent housing and support services to 82 chronically homeless
individuals with co-occurring disorders and other disabilities.
• Administration of 1,089 Section 8 vouchers and 175 HOME tenant based
rental certificates for rental assistance
• $9,000 in CDBG administration to match funds for local fair housing
enforcement programs in the form of staff time, in kind services, public
outreach and training.
• Funding of housing rehabilitation programs for seniors, disabled households
and very low income households
• Funding of capital projects (Primrose Center renovations) to benefit disabled
individuals
• Funding of multi-year capital projects (Coalition for the Homeless Men’s
Service Center) to benefit homeless individuals
Orange County CAPER Page 66

B. Actions to Foster and Maintain Affordable Housing
During fiscal year 2012-2013, the Housing and Community Development Division
fostered and assisted with the provision and availability of affordable housing in
Orange County through the following activities:
• Provided non-federal funding to nonprofit organizations (Central Florida
HANDS, CredAbility) to provide homebuyer education and post-purchase
classes to 1,880 individuals.
• Implemented homeownership activities, utilizing NSP-1 and NSP-3, in areas
highly impacted by foreclosures, resulting in 49 new homeowners.
• Continued the implementation of rental rehabilitation projects resulting in safe
and decent affordable rental housing units for 27 tenants in Mendel Villas.
• Provided downpayment assistance to 81 homebuyers through the HOME,
NSP and SHIP.
C. Actions to Eliminate Barriers to Affordable Housing
The lack of downpayment assistance continues to be a barrier to affordable housing
in Orange County despite the availability of competitively priced homes in the area.
As previously mentioned, Orange County provided downpayment assistance and
financial incentives to a total of 81 low to moderate income families to purchase
homes.
Additionally, affordable rental housing remained a priority need. The rental housing
market has benefitted from the number of homeowners that have become renter
households due to the still relatively high number of foreclosures, unemployment
and the current economic climate. In the areas of rental housing, Orange County
continued assisting very low income households through the Tenant Based Rental
Assistance program. A rental rehabilitation project was funded by HOME (Mendel
Villas) will help retain 27 affordable units and SHIP funds assisted with the
development of 56 affordable housing in Maitland.
D. Actions to Overcome Gaps in Institutional Structures and Enhance
Coordination:
The Housing and Community Development Division continued to work closely with
Homeless Services Network, the lead agency for the local Continuum of Care, to
review new regulations and policies related to the recently implemented Emergency
Solutions Grant. Additionally, the Housing and Community Development Division
worked closely with the Homeless Services Network’s staff to ensure compliance
and management of the Homeless Management Information System (HMIS). The
Division also coordinated efforts with the County’s Code Enforcement Division to
demolish sub-standard housing units, as permitted within NSP guidelines.
Throughout FY 2012-2013, the Housing and Community Development Division
continued to work closely with Orange County Attorney’s Office and the Real Estate
Division in the implementation of NSP.
Orange County CAPER Page 67

E. Actions to Improve Public Housing and Resident Initiatives:
There are two public housing entities in Orange County, the Orlando Housing
Authority (OHA) and Winter Park Housing Authority (WPA). They are independent
public corporations, funded primarily by the United States Department of Housing
and Urban Development (HUD). Because neither agency is under the control of the
County, actions that the County may take to foster public housing improvements
and resident initiatives to become more involved in management and participate in
homeownership are limited to working collaborations. However, the Division’s staff
provided technical assistance to both agencies relating to Environmental Reviews.
F. Actions to Evaluate and Reduce Lead-Based Paint Hazards
The Division’s housing rehabilitation services include lead paint based education,
inspections and abatement. Orange County’s Environmental Protection Division
assists the rehabilitation program in ensuring compliance with 24 CFR Part 35. The
Orange County Environmental Protection Division (EPD) for Lead-Based Paint
services provides valuable services to the Housing and Community Development
Division Housing Rehabilitation staff with regards to lead-based paint procedures
and abatement. The Division also coordinates services to entities receiving CDBG
funding for rehabilitation.
When federal funds are used for downpayment assistance, staff distributes the
“Protect Your Family From Lead In Your Home” pamphlet, which was developed by
the EPA, HUD, and the United States Consumer Product Safety Commission.
Orange County uses NSP and HOME funds to provide downpayment assistance. In
addition to downpayment, HOME funds are allocated to fund a rental assistance
program or TBRA for elderly and disabled households. Within HUD regulation 24
CFR Part 35, Section 35.1225 requires the TBRA program to share information with
the local public health department. Therefore, Housing and Community
Development Division staff will work with the Orange County Health Department to
obtain and match addresses of children under age six with environmental
intervention blood lead levels (EIBLLs) to program participants annually. Evaluation
and risk assessment procedures are implemented in cases where addresses match
families receiving federal assistance. However, the program is targeted to elderly
and disabled households; families with children under age six are not common
clients under TBRA.
Title 24, Part 35 regulations are made a part of any agreement that involves
rehabilitation. Contractors are required to comply with the Lead Safe Housing Rule
in scope of services regarding the elimination of lead-based paint poisoning
hazards.
G. Actions to Reduce Poverty
In addition to the programs funded by ESG to provide homeless prevention financial
assistance and re-housing services, CDBG helps fund a variety of public services
aimed at reducing poverty. For example, Jewish Family Services (JFS) of Greater
Orlando (JFS) provided case management and financial assistance to
approximately 30 households facing eviction or homelessness. Another agency is
Orange County CAPER Page 68

Community Coordinated Care for Children which provided child care subsidies for
134 children of working low income families.
H. Actions to Ensure Compliance with Program and Comprehensive Planning
Requirements
Orange County’s Housing and Community Development Division conducts site
monitoring and compliance reviews annually of all agencies receiving CDBG,
HOME, and ESG funding. The Division reviews financial practices of entities
seeking federal funds to determine compliance with grant regulations. In addition,
the County has implemented transparency and accountability requirements in the
implementation of federal funds and complied with planning and federal reporting
requirements.
While the County and its subrecipients generally achieved most performance goals
during fiscal year 2012-2013, there were delays in the execution of planning
practices and uncertainties caused by “the sequester”. Additionally, there were
comprehensive changes to the previously known Emergency Shelter Grants (now
called Emergency Solutions grant), challenges to collect HMIS data and reallocation
of staff assignments at many local agencies. For the first time, a slowdown of
various capital projects affected the timeliness of CDBG expenditures. Orange
County will continue to support staff training to ensure compliance with program
requirements.
Orange County CAPER Page 69

VII.
LEVERAGING OF RESOURCES
A. Leveraging of Public and Private Funds
1. Other Public and Private Resources Obtained to Address Needs in the 2012-
2013 Annual Action Plan:
Leveraging of public and private funds is essential to the success of projects and
activities administered by the Division. The Housing and Community Development
Division utilizes State Housing Initiatives Partnership (SHIP) funding to leverage
federal HOME funds, which provide for the required program match. The County
contributed $287,208 in SHIP funds from a $6,793,413.97 total match available
during FY 2012-2013.
Orange County’s Housing and Community Development Division also utilizes
leverage of funding as part of the evaluation criteria of proposals for funding under
CDBG, HOME and ESG Programs. During 2012-2013, agencies awarded CDBG
funds for public services successfully leveraged a variety of state, general revenue,
county and private funds to increase the level of service. One agency, Community
Coordinated Care for Children (4-C) received a 15.67 leverage, $2,692,106 of State
Workforce Initiative funds which provided subsidized child care assistance for 630
eligible families. Other subrecipients also contribute their general fund resources to
CDBG and ESG funded activities, thereby stretching CDBG and ESG funds as far
as possible. The County encourages this type of leverage of resources, during the
past fiscal year, sub recipients leveraged the following funding to further program
goals.
The ESG Program also provided a leverage of 1 to 1 match for homeless shelter,
prevention and rapid re-housing services in Orange County. The ESG Program
requires a one hundred percent (100%) match of funding. In the program period,
agencies receiving ESG funds and Orange County provided a total match of
$481,160 from in-Kind contributions, private donations, United Way grants or
general revenue, including administration.
B. Federal Resources—Match Requirements
As outlined above and by federal regulations, agencies receiving funding under the
ESG Program must provide a one hundred percent (100%) match of funding.
Please refer to the ESG narrative in Section XII Requirements for Grantees
Receiving ESG Funds for a detailed description of the match.
Since the beginning of the HOME program, SHIP funding has enabled Orange
County to use state dollars to provide a match for HOME funding and to maximize
HOME funds in both rental rehabilitation and homeowner rehabilitation activities.
Please refer to the HOME Match Report HUD Form 4107-A in the Narrative
Addressing HOME Funds, Section XI of the CAPER.
Orange County CAPER Page 70

VIII. CITIZENS COMMENTS AND PUBLIC PARTICIPATION
The CAPER is part of the Citizens Participation Plan of the Consolidated Plan. The
report must be available to the public for review and comment. This comment period
began on December 6, 2013 and ended on December 20, 2013, in compliance with
the required fifteen (15) day period. A notice advising citizens of the availability of
the CAPER for review and of the December 18, 2013 public hearing was published
in the Orlando Sentinel on December 5, 2013.
In the same advertisement, the Division advertised a Notice of Public Hearing to
obtain citizen comments on the county's accomplishments under the Community
Development Block Grant (CDBG), the Home Investment Partnership Grant
(HOME) and the Emergency Solutions Grants (ESG) Programs for FY 2012-2013.
The Community Development Advisory Board will conduct the public hearing on
Wednesday, December 18, 2013, at 6:00 p.m. at the Orange County Internal
Operations Center, Largo Training Room First Floor, located at 450 E. South Street,
Orlando, FL 32802. Any comments received will be included in the final CAPER and
submitted to HUD no later than December 30, 2013.
In addition to the public hearing, the following meetings were conducted as part of
Orange County's public participation process as well as to disseminate program
information:
• Periodic Community Development Advisory Board Meetings (CDAB),
• Affordable Housing Advisory Board meetings,
• Technical assistance meetings during the CDBG and ESG Notice of Funding
Availability period with interested solicitors
Once the CAPER is finalized, the Division will post the CAPER on the county’s
website, and will have it available for public review and access at the Housing and
Community Development Division office.
A. Public Notice for Comment Period and Public Hearing
A public notice advising citizens of the availability of the CAPER for review and of
the December 18, 2013 public hearing was published in the Orlando Sentinel on
December 5, 2013. The notice was circulated to all areas of the county. A copy of
the notice follows.
Orange County CAPER Page 71

NOTICE OF PUBLIC
HEARING AND PUBLIC
COMMENT PERIOD
TO ALL INTERESTED
ORGANIZATIONS,
AGENCIES AND PERSONS
ORANGE COUNTY HOUSING AND
COMMUNITY DEVELOPMENT DIVISION
CONSOLIDATED ANNUAL PERFORMANCE
AND EVALUATION REPORT
For Fiscal Year 2012-2013
The Orange County Housing and Community
Development Division will submit the 2012-2013
Consolidated Annual Performance and Evaluation
Report (CAPER) to the United States Department
of Housing and Urban Development (HUD) on or
about December 30, 2013. The CAPER is an annual
report of the projects and activities implemented with
Community Development Block Grant (CDBG), Home
Investment Partnership Grant (HOME), Emergency
Solutions Grant (ESG) and other federally funded
programs administered by Orange County’s Housing
and Community Development Division during Fiscal
Year October 1, 2012 to September 30, 2013.
The draft CAPER will be available for review
by the public from Friday, December 6, 2013,
through Friday, December 20, 2013 during library
hours at the Orlando Public Library main branch,
Community Relations Department, Fourth Floor,
located at 101 East Central Boulevard, Orlando,
Florida. The CAPER will be also available during
business hours at the Orange County Housing and
Community Development Division’s office located
at 525 East South Street, Orlando, FL 32801.
A public hearing to receive citizen input on the CAPER
will be conducted on Wednesday, December 18, 2013,
at 6:00 p.m. at the Internal Operations Center, Largo
Training Room, First Floor, located at 450 E. South Street,
Orlando, Florida 32802. Comments, concerns or
questions about the CAPER may also be submitted in
writing during the public comment period via e-mail
to: Frantz.Dutes@ocfl.net or by mail to: Housing and
Community Development Division, Attn. Frantz Dutes,
525 E. South Street, Orlando, Florida 32801.
For more information on the CAPER, contact the Orange
County Housing and Community Development Division
at (407) 836-0963 or via e-mail to Nancy.Sharifi@ocfl.net
Section 286.0105, Florida Statutes states that if a person decides to
appeal any decision made by a board, agency, or commission with
respect to any matter considered at a meeting or hearing, he or she
will need a record of the proceedings, and that, for such purpose,
he may need to ensure that a verbatim record of the proceedings is
made which record includes the testimony and evidence upon which
the appeal is to be based. In accordance with the Americans with
Disabilities ACT (ADA), if any person with a disability as defined
by the ADA needs special accommodation to participate in this
proceeding, he or she should contact the Housing and Community
Development Division at 407-836-5191 no later than two (2)
business days prior to the proceeding.
Para más información en Español, por favor llame la División
de Vivienda y Desarrollo Urbano al numero 407-836-5191 o por
correo electrónico (e-mail) a elizabeth.rico@ocfl.net

B. Public Comments
The public comment period for the CAPER was December 6, 2013 through
December 20, 2013. A public hearing was held on Wednesday, December 18, 2013
at 6:00 p.m. at the Orange County Internal Operations Center, First Floor, located at
450 E. South Street, Orlando, FL 32802. All comments received by December 20,
2013 and Orange County’s responses are required to be included in the final
CAPER.
The following public comments were received:
From: Cory Goodman [mailto:corygoodman56@yahoo.com]
Sent: Sunday, December 08, 2013 1:25 PM
To: Dutes, Frantz; Mayor; teresa Jacobs; tpipitone@wkmg.com; District 5 Commissioner's Office;
District 1 Commissioner's Office; District2 ; District3; District 4 Commissioner's Office; District6;
Melvin.pittman@ocfl.net; matt.caldwell@myfloridahouse.gov;
Jason.Brodeur@myfloridahouse.gov; Charlotte.Gammie@myfloridahouse.gov;
bkassab@tribune.com; Rick.Scott@eog.myflorida.com; Bithlovolunteer@aol.com; Evans, Tara;
Rev.info@myfloridahouse.gov; publicInfo@myfloridahouse.gov;
Dean.Cannon@myfloridahouse.gov; Glasser, Mitchell; contact@gao.gov; Suedmeyer, Matt;
mjgrant@hearst.com; jstratton@orlandosentinel.com; publicaffairs@oig.hhs.gov;
Fraudnet@gao.gov
Subject: Public Comments to be included in CAPER in unedited ,unaltered and unredacted form
under provisions of Federal Register Vol.60,No.3 Section 91.105
The following Public Comments are to be included in Orange County Governments Consolidated
Annual Performance Evaluation Report under the provisions of Federal Register Vol.60,No. 3
Section 91.105. The following comments are to be included in an unedited ,unaltered and
unredacted form to ensure they are not omitted by Orange County employees whose performance is
being evaluated in this report. Failure to comply will lend to the appearance of impropriety and a
conspiracy to cover-up and conceal the accurate comments of the Bithlo Community. Any attempt
to omit any section or portion due to "relevance" or "importance" as determined by Orange county
staff will be construed as a Conspiracy against rights of Citizens and and cover up of crucial
information.
First and foremost, these comments are the first opportunity this writer has had to provide accurate
public comments on behalf of the Bithlo Community to be included in the CAPER due to the
deprivation of public information by MITCHELL GLASSER and staff within the Orange County
Community Development agency and the Orange County Attorneys Office. Since 1997, this writer
has lawfully requested a date to file public comments to be included in this report. Since 1997, I
have been deprived of this public information by the aforesaid individuals.
On April 20, 1994, the Bithlo Community submitted a request for CDBG funding for a Community
center. Funding in the amount of $750,000 was approved by the Advisory Board. Funding became
available October 1,1994. A Center was built with the funding allocated to Bithlo residents NOT
Orange County CAPER Page 74

Orange county Government. However, in 1997 when the center was opened it was discovered by
the Bithlo community that a Government Service center was built as opposed to a Community
Center and residents were deprived of entering the building without non-resident approval.
This fraud was reported to HUD and various Federal agencies for investigation however, none was
ever conducted in this illegal theft of the $750,000 granted to Bithlo for a COMMUNITY
Center.Currently, the center has been labeled a "recreation" center and is operating in federal
violation of how CDBG funds can be used. The funding was to be used for a community center
NOT a recreation center.
Over the years, primarily in 2000, this writer in my capacity as elected Bithlo community
representative made numerous attempts to correct the past bad acts of Orange County Government
in the aforesaid theft as evident in the public comments made to the Community Development
Advisory board on June 21,2000. A copy was sent to current Mayor Teresa Jacobs to be included in
this years Annual report and Consolidated Plan. However, the Mayor chose to ignore this request
and violate this writers right to full public participation in providing public comments.Further, 3
additional registered letters were sent to Mayor Jacobs requesting public information concerning the
dates when public comments could be provided for inclusion into this years Consolidated Plan for
Orange county Community Development.These letters were sent June 11th, June 24th and July 3rd
of 2013. NONE were responded to by Orange County Government. The purpose being to cover-up
and conceal the aforementioned illegal take over of the building built to be a Community center for
Bithlo residents as opposed to a Government Center for county staff.
Prior to this illegal activity, this writer made County staff aware of this criminal activity in a
meeting with the Orange County Community Development Board as described in the meetings
minutes of December 12,2001 Where this writer informed staff and Board members that "a
community Center was built with CDBG funds, but citizens are unable to use it..." "Staff informed
Mr. Goodman CDBG funds were not used to build the center."
This untruthful statement was made by staff member MARY HALL.
This activity, in and of itself should exhibit to the reader of the untruthful and criminal nature of the
Orange County government and the person employed with the Housing and Community
Development agency Managed by MITCHELL GLASSER. Further, earlier this year Orange county
Commissioner and the Mayor of Orange County Government were found guilty of criminally
destroying public records by State Attorney Jeff Ashton
while at the same time a former County commissioner was serving a prison sentence for
Bribery.Again, this activity should exhibit to the reader that criminal activity within Orange County
government is out of control at the present time due to an omnipotent attitude of elected officials
and staff that witness this behavior by them.
This must stop.
In addition, the comments made by staff in the Consolidated Plan as an "objective"(to create a
suitable living environment) established by HUD are false and misleading. The living environment
in the Bithlo Community remains one of a hostage situation and territorial dictatorship by nonresidents
of the Bithlo Community with the blessing of Mayor Jacobs and the criminal
Commissioners that approve of this deprivation of right to self govern and operate a community
center built with CDBG funding.Most notable is TED EDWARDS, who has witnessed this criminal
activity for over 16 years but cowered behind a wall of deafening silence rather than raise a hue and
cry to end thisunfairness. His reputation as a "good ole boy" who operates under the "good ole boy"
favoritism of the past administrations is widely known and despised by Bithlo residents.
Orange County CAPER Page 75

There has never been a "strong partnership" with the Bithlo community even though the mission
statement of the Community Development staff states so. It is yet another false and misleading
statement being provided to HUD by these inveterate liars.
Further, the Consolidated Plan requires public comments to be included yet no information has ever
been provided to this writer or my constituents concerning WHEN and WHERE these comments
can be sent. Therefore for over 15 years the Orange County Community development agency has
deprived any accurate public comments from being submitted by the Bithlo Community.
Funds from HUD(CDBG) have failed to assist with implementation of appropriate activities and
projects based on needs identified by the community (I.E. CDBG,HOME,ESG,NSP) primarily due
to the failure to notify the Bithlo Community and elected representatives of when we may provide
accurate statements to Orange County Government regarding our needs and concerns.
They simply do not care what Bithlo has to say.
Even though activities and projects to be implemented under each program must address needs
identified by the community.
This violation should and must be investigated prior to any additional funding to Orange County
Government for use in the Bithlo community in order to eliminate the appearance of impropriety
and criminal activity.
Bear in mind, No citizen participation process has ever be initiated in Bithlo by Community
Development. As chairman for the Bithlo Citizens Advisory Council, this writer would know if
there had been.Further, the Orange county community Development agency as well as the Orange
county community action board, have made a "Citizens participation process' an impossibility in
Bithlo due to the unfair requirements placed on the poor residents who have no transportation to
attend meeting scheduled by wealthy staff.Public comments via E-mail would be an alternative but
no one has addressed this problem due to the flippant and insensitive attitude of Orange county
government towards the needs of the poor residents they serve.
This is clearly evident by the fact that notice of deprivation of accurate representation on the
Orange county community Action board was provided on November 19th of this year to Orange
county Commissioners BOYD,BRUMMER and RUSSELL as well as the Orange County
Ombudsman,John Petrelli, with none of them interested in investigating this criminal deprivation.
They simply do not care and act above and outside of the law with no fear of punishment.
It is for this reason that I am forwarding a copy of this report to the U.S. Department of Justice and
other agencies for investigation and an advisory opinion in this matter.
Bithlo has been robbed of the opportunity to elect or be elected by Orange County government
simply because of our financial status.All evidence indicates constitutional violations and the
appearance of impropriety.
I would argue to you in many ways that without Federal intervention and investigation these
problems and criminal activity will only fester and spread as they have over the past 15 years.
It is unfortunate that Bithlo is forced to take these measures simply to be provided a common
standard of decency by local government, however, it has become increasingly clear to the
community that no change will come without public exposure to the aforesaid past bad acts of
Orange County government.The institutionalized protectionism in local government must stop if
any standard of decency is to begin. I would suggest a "cure meeting" with Federal ,State and local
representatives from the Bithlo Community and our local citizens Advisory Council be held in the
near future to discuss how we can end the territorial dictatorship and takeover of OUR community
property by Orange County government.
Orange County CAPER Page 76

Otherwise, these comments and similar ones can be expected in the future unless and until this
request is complied with.
In conclusion, The Bithlo Community center can most charitably be described as a product of
diabolical egotism,ineptitude,money manipulation and at base,a fundamental lack of concern for
the Bithlo residents currently being held hostage by Mayor Jacobs and County staff led by CHRIS
IRVINE.
The history of this unfairness is widely known by HUD and other Federal and State agencies who
have been notified of this situation by this writer with a plethora of information supplied over the
past 15 years.
Enough is enough and it is now time to act with compassion for the less fortunate in bithlo. Unless
Government works for all of us, it doesn't work for any of us.
It is NOT working in Bithlo.
These comments will be amended at a future date.
Sincerely, Cory E. Goodman, chairman
Bithlo Citizens Advisory Council
258 s. county road 13
Orlando, Florida 32833
Orange County’s Response
From: Glasser, Mitchell
Sent: Tuesday, December 17, 2013 4:20 PM
To: 'Cory Goodman'
Subject: CAPER Public Comments
Thank you for your recent comments in response to Orange County’s public comment period for the
2012-2013 Consolidated Annual Performance and Evaluation Report (CAPER). This report will be
submitted to the Department of Housing and Urban Development on or before December 30, 2013.
As requested, your comments have been included in the CAPER. However, we have concluded
that your comments are not related to the activities, projects, or results that are the basis of the
2012-2013 CAPER. Thank you.
Mitchell Glasser, Manager
Housing and Community Development Division
525 E. South St., Orlando, FL 32801
Orange County CAPER Page 77

IX.
SELF-EVALUATION
A. Analysis of Successes and Failures and Actions Taken to Improve Programs
Jurisdictions are expected to conduct a self-evaluation annually to examine
accomplishments attained in the pursuit of their goals and objectives. These goals
and objectives are established in their Consolidated Plan. Self-evaluation also
requires a review of barriers that may have hindered projected outcomes. Based on
this evaluation, adjustments or improvements can be undertaken to more effectively
address the community needs that drive the Five Year Consolidated Plan.
Orange County’s Housing and Community Development Division administered
CDBG, HOME, ESG and other grants during the past year. The County was
successful in obtaining HUD approval of its requests for funding under the
Consolidated Plan. The County underwent a number of site reviews by funders and
auditors in connection with grants received and related requirements and
procedures. The success of external evaluations is dependent to some extent on
the existence and effectiveness of a jurisdiction’s monitoring procedures for the
funding it administers at the local level across community partner agencies.
Monitoring efforts are considered an on-going task through careful reviews of
reimbursement requests, monthly programmatic reports, annual (or more frequent)
on site monitoring visits to agencies, and ongoing reviews of relevant HUD
Integrated Disbursement and Information System (IDIS) reports.
Training has become another aspect of the self-evaluation process. As the
Department of Housing and Urban Development continues to make changes
affecting the administration of grant programs, and upgrades to its data systems
and methods, training needs have increased significantly. During the past year, the
County benefitted from some training sessions off-site and by way of webinars on a
range of topics, relevant to the ongoing financial, programmatic, and other
responsibilities associated with administering these programs.
The self-evaluation process also addresses the issue of timeliness of grant related
drawdowns. Each jurisdiction must draw down a specified percentage of its HUD
funding by the end of a specified period each year. Orange County must meet this
timeliness requirement for its HUD funding by July 31 each year. Due to various
factors, the County was not able to meet its drawdown requirement in FY 2012-
2013. Steps are being taken to ensure this timeliness requirement is met in the
current year.
Orange County continued to make progress in its minor home repair program for
elderly residents, with the assistance of an established partnership with the Seniors
First agency. Minor home repair programs continue to be in demand in the County,
however, as more elderly residents express a desire to age in place in their home
environment.
Orange County CAPER Page 78

HUD and local jurisdictions and their community partners continue to be committed
to moving homeless and at risk persons into permanent housing; however,
homelessness and homelessness prevention continue to be challenges in the
Central Florida area. Orange County‘s recovery from the housing crisis has been
slower than some other jurisdictions, a fact that has hampered progress towards
homeless goals. Additionally, though the unemployment situation has improved, it
has not kept pace with improvements at the national level. In Orange County, some
families continue to lose their homes to foreclosure, or eviction from rental homes
undergoing foreclosure, the problem is less severe than in previous years. The
County continues to make some progress towards moving homeless families into
permanent housing, by funding and partnering with local agencies. In keeping with
goals shared by the County and the local Continuum of Care, shelter and service
providers are focusing on moving clients, particularly homeless families with
children, into permanent housing.
During the past year, in addition to addressing some of the traditional challenges of
our community such as housing and homelessness issues, the County increased
emphasis on addressing employment assistance for homeless, at risk and special
needs populations. This need was highlighted in the Consolidated Plan for 2011-
2016. The County utilized ESG resources and other funding during the past year to
assist some agencies seeking to focus on and address employment-related needs
and achieved moderate success in this effort.
B. Evaluation of Accomplishments and Future Plans to Achieve the Overall Goal
to Develop Viable Communities, Provide Decent Housing and a Suitable
Living Environment, and Expanding Economic Opportunities.
Orange County’s Consolidated Plan has contributed significantly to ongoing efforts
and strategies to develop and enhance the living environment in Orange County.
The activities and strategies pursued in the Consolidated Plan have been beneficial
to county residents most in need of assistance. These include low-income families
and residents of low-income areas. After a period of inactivity during the housing
crisis; followed by slow growth in recent years, the construction industry in Orange
County has begun to expand and provide employment opportunities; however, the
economic turnaround is expected to take several years. As reported in the past
year, construction of a new multi-million dollar medical city complex in the eastern
area of the county has continued, and the opening of new institutions, such as the
Nemours Children’s Hospital have opened up employment opportunities in many
specialized areas with better than average rates of pay. In the past year, the County
moved closer to implementing its rail travel plan for Central Florida, demonstrating
equipment that will be used and setting a 2014 startup date. Anticipated benefits
include the location of new businesses and industry, and additional housing along
the rail corridor and improved access to employment opportunities.
Challenges continue in our efforts to assist homeless and at risk populations, and
the elderly, and to provide child care for low income families, permanent affordable
housing, and jobs. The County has resumed administration of the Shelter Plus Care
Orange County CAPER Page 79

program, and continues to try to find resources to address many diverse and
essential public service needs for its most vulnerable and at risk residents. These
priorities are expected to continue to require attention over the near term.
Orange County CAPER Page 80

X. NARRATIVE ADDRESSING CDBG ENTITLEMENT FUNDS
A. Relationship of Expenditures to Priority Needs
This section provides a narrative statement addressing the relationship of the use of
CDBG funds to the priorities, community needs, goals, and strategies that are
identified in the Consolidated Plan. In FY 2012-2013, Community Development
Block Grant (CDBG) activities were conducted in accordance with the priority goals
and objectives identified in the Consolidated Plan.
A comparison of actual expenditures to the budgeted amounts reported on IDIS PR-
26 shows disbursements in the amount $4,355,130.35. Funds were disbursed, after
$978,932 of prior year’s program income was expended, among the priority
activities including multi-year projects and completed projects:
‣ $617,735 for housing activities
‣ $139,764.34 for housing rehabilitation delivery
‣ $ 650,223.02 in public services (minus program income)
‣ $283,153 in acquisition activities
‣ $2,804,018 in public facilities and capital improvement projects
Additionally, there was $1,069,413.35 drawn for general administration, indirect
costs and planning costs. As shown, Capital improvement activities are a key
priority under the 2011-2016 Consolidated Plan. These activities receive the
greatest percentage of CDBG funds because they promote economic growth and
neighborhood revitalization. Capital Improvement expenditures by project are
shown in Table 1 Capital Improvement Projects (CIPs).
Public service activities addressed the priority public service and social needs
identified in the 2011-2016 Consolidated Plan. The needs include subsidized
childcare, home delivered meals to frail elderly households, financial crisis
intervention, homeless services and job training and placement. These activities
were funded based on Consolidated Plan priorities and a ranking methodology that
takes in consideration performance measures, track record and accountability of the
agencies competing for funding. Due to an unprecedented economic crisis, public
service agencies continued to serve a significant amount of individuals despite
reductions in the public services allocation from previous years’ funding.
Housing priorities identified in the 2011-2016 Consolidated Plan have shifted from
the traditional homeownership programs, to add more emphasis on acquisition and
resale activities of existing foreclosed homes. Unlike the previous Consolidated
Plan, the 2011-2016 Consolidated Plan adds a priority for housing rehabilitation and
resale of foreclosed homes. However, CDBG housing activities undertaken by the
county have remained consistent in addressing Consolidated Planning goals by
encouraging revitalization of low-income neighborhoods through infrastructure
improvements, and providing housing repairs for elderly persons and very low
income persons. CDBG housing activities for FY 2012-2013 were:
Orange County CAPER Page 81

• Owner-occupied rehabilitation for very low-income families,
• Minor home repairs for very low income households, disabled, and the
elderly,
B. Extent of Low- and Moderate-Income Benefit
Aside from costs for planning and administration, all of CDBG activities during FY
2012-2013 were targeted to meet the CDBG national objective of benefiting lowand
moderate-income residents. Consequently, IDIS PR26 Financial Summary
Report shows that all expenditures benefited low and moderate-income persons or
those presumed eligible under the limited clientele category.
C. Amendments and Other Program Changes
On May 8, 2012, Orange County approved a substantial amendment to its 2012-
2013 Action Plan to include the Emergency Solutions Grant (ESG). In order to
receive funds for the second allocation of ESG in FY 2012-2013, Orange County
prepared a substantial amendment that included a consultation process and
coordination with the local Continuum of Care, meetings with ESG sub recipients
and local jurisdictions, a citizens participation process and a public comment period.
In addition, Orange County developed written standards for provision of homeless
prevention and rapid re-housing activities utilizing ESG funds. A public notice
announcing the substantial amendment was published in the Orlando Sentinel on
March 17, 2012 and the proposed substantial amendment was made available to
the public for review and comment from March 20, 2012 to April 20, 2012. A public
hearing for the substantial amendment was held on March 21, 2012 at 6:00 pm at
the Orange County Internal Operations Center. No public comments were received.
D. Completion of Planned Actions
Activities identified in the Action Plan for FY 2012-2013 and implemented during the
past year were consistent with the Orange County HUD approved 2011-2016
Consolidated Plan. All resources mentioned in the Consolidated Plan or past year
Annual Action Plan were received and allocated accordingly. No employee of
Orange County hindered the implementation of the Consolidated Plan by willful
action or inaction.
Orange County and the Housing and Community Development Division provided
certifications of consistency with Orange County’s Consolidated Plan to the
following agencies:
• The Orlando Housing Authority
• Community Legal Services of Mid-Florida
Orange County CAPER Page 82

E. Funds not Used Exclusively for CDBG National Objectives
All funds received were allocated to activities and projects that addressed one or
more of the CDBG national objectives serving low to moderate-income individuals
and families.
F. Actions Taken to Minimize Displacement and Comply with the Uniform
Relocation Act or Section 104 (d) of the Regulations.
Orange County complies with URA and Section 104 (d) requirements as mandated
by federal regulations. During FY 2012-2013, the Housing and Community
Development Division utilized CDBG funds to provide temporary relocation
assistance for 28 households receiving housing rehabilitation services.
G. Rehabilitation Goals and Accomplishments
The total number of single-family housing units rehabilitated by Orange County
Rehabilitation Program during FY 2012-2013 was 371 including federal and nonfederal
sources.
• Seniors First, HEART Program assisted 78 elderly homeowners with minor
repairs utilizing the $500,000 allocated in CDBG grant funding;
• CDBG funds were used to assist 14 households and the remaining units were
funded through various local and state funding. Approximately $132,782 was
expended in delivery of services.
H. Activities Serving Limited Clientele That are Not Within the Category of
Presumed Limited Clientele (Low-/Moderate-Income), Activities Enhancing
Economic Development, and Activities Generating Program Income.
Orange County did not pursue any economic development activities during FY
2012-2013. Furthermore, Orange County did not pursue any limited clientele
activities not falling within established statutory requirements of limited clientele
activities.
The amount reported on IDIS PR-26 for CDBG prior year’s program income is
$978,932. In addition, program income from NSP-1 activities was $3,570,719 and
from NSP-3 was $1,831,813.52. No program income was generated in FY 2012-
2013 from CDBG, HOME or ESG activities.
I. Neighborhood Revitalization Strategy Area
Orange County did not have a Neighborhood Revitalization Strategy Area during
Fiscal Year 2012-2013 for programs covered under the Consolidated Plan.
Orange County CAPER Page 83

XI. NARRATIVE ADDRESSING HOME FUNDS
A. Distribution of HOME Funds Among Identified Needs
An analysis of the extent to which HOME funds were distributed among eligible
categories of housing needs identified in the Consolidated Plan. Every effort has been
made to design and implement housing programs funded with HOME dollars to meet
all categories of needs identified in the Consolidated Plan. Orange County continues to
provide housing opportunities to first time home buyers and low income homebuyers.
This program utilizes a combination of private mortgage funds from area lending
institutions for first mortgages and HOME funds for down payment and closing costs.
Specific HOME activities implemented in the 2012-2013 report period which also
address the Consolidated Plan goals are as follows:
• Tenant-Based Rental Assistance;
• Downpayment Assistance;
• Community Housing Development Organizations (CHDOs); and
• Single Family and Rental Housing Rehabilitation
• Administration
During Fiscal Year 2012-2013 expenditures for the above HOME program activities
were as follows:
• $1,114,854 for Tenant-Based Rental Assistance; the program assisted 175
elderly and/or disabled individuals.
• $45,000 for Down payment Assistance; the program assisted 6 families.
• $1,241,803 for Housing Rehabilitation during the report period
• There were no expenditures for CHDO projects in the report period
• There were no expenditures for Administration associated with the above listed
eligible categories.
B. Report on Match Contributions Made using HOME Match Report (HUD Form
4107-A)
As in previous years, Orange County used State Housing Initiative Program (SHIP)
funds in FY 2012-2013 to provide the required match. Orange County’s HOME
Match Report reflects an excess match carried over to prior fiscal years.
For a detailed description of match requirements, please refer to the next section,
HUD form HUD-40107-A
Orange County CAPER Page 84

HOME Match Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
OMB Approval No. 2506-0171
(exp. 12/31/2012)
Match Contributions for
Part I Participant Identification
Federal Fiscal Year (yyyy)
1. Participant No. (assigned by HUD) 2. Name of the Participating Jurisdiction 3. Name of Contact (person completing this report)
5. Street Address of the Participating Jurisdiction 4. Contact's Phone Number (include area code)
6. City 7. State 8. Zip Code
Part II Fiscal Year Summary
1. Excess match from prior Federal fiscal year $
2. Match contributed during current Federal fiscal year (see Part III.9.) $
3. Total match available for current Federal fiscal year (line 1 + line 2) $
4. Match liability for current Federal fiscal year $
5. Excess match carried over to next Federal fiscal year (line 3 minus line 4) $
Part III Match Contribution for the Federal Fiscal Year
7. Site Preparation,
1. Project No. 2. Date of 3. Cash 4. Foregone Taxes, 5. Appraised 6. Required Construction Materials, 8. Bond 9. Total
or Other ID Contribution (non-Federal sources) Fees, Charges Land / Real Property Infrastructure Donated labor Financing Match
(mm/dd/yyyy)
page 1 of 4 pages
form HUD-40107-A (12/94)

Name of the Participating Jurisdiction
Federal Fiscal Year (yyyy)
7. Site Preparation,
1. Project No. 2. Date of 3. Cash 4. Foregone Taxes, 5. Appraised 6. Required Construction Materials, 8. Bond 9. Total
or Other ID Contribution (non-Federal sources) Fees, Charges Land / Real Property Infrastructure Donated labor Financing Match
(mm/dd/yyyy)
page 2 of 4 pages
form HUD-40107-A (12/94)

C. Contracting Opportunities: Submittal of Part III of HUD Form 4107 to Report
Contracts and Subcontracts with Minority Business Enterprises (MBEs) and
Women's Business Enterprises (WBEs).
Submittal of each annual CAPER must also include Part III of HUD Form 4107,
otherwise known as HOME Annual Performance Report. Specifically, this report is
used to report on the contract and subcontracting opportunities with MBEs and
WBEs for any HOME projects completed during FY 2012-2013. While there are no
statutory requirements for contracting with a MBE or WBE, HUD uses this report to
determine the outreach efforts of the Division to MBEs and WBEs.
The total amount awarded to MBEs and WBEs under HOME is reported in Form
4107, shown on the next page.
Orange County CAPER Page 87

D. Annual Performance Home Program
Annual Performance Report
HOME Program
U.S. Department of Housing
and Urban Development
Office of Community
Planning and Development
OMB No. 2506-0171
(exp. 05/31/2007)
Public reporting burden for this collection of information is estimated to average 2.5 hours per response, including the time for reviewing instructions, searching existing data sources, gathering
and maintain the data needed, and completing and review the collection of information. This agency may not conduct or sponsor, and a person is not required to respond to, a collection of
information unless that collection displays a valid OMB control number.
The HOME statute imposes a significant number of data collection and reporting requirements. This includes information on assisted properties, on the owners or tenants of the properties, and
on other programmatic areas. The information will be used: 1) to assist HOME participants in managing their programs; 2) to track performance of participants in meeting fund commitment and
expenditure deadlines; 3) to permit HUD to determine whether each participant meets the HOME statutory income targeting and affordability requirements; and 4) to permit HUD to determine
compliance with other statutory and regulatory program requirements. This data collection is authorized under Title II of the Cranston-Gonzalez National Affordable Housing Act or related
authorities. Access to Federal grant funds is contingent on the reporting of certain project-specific data elements. Records of information collected will be maintained by the recipients of the
assistance. Information on activities and expenditures of grant funds is public information and is generally available for disclosure. Recipients are responsible for ensuring confidentiality when
public disclosure is not required.
This form is intended to collect numeric data to be aggregated nationally as a complement to data collected through the Cash and Management Information (C/MI) System. Participants should
enter the reporting period in the first block. The reporting period is October 1 to September 30. Instructions are included for each section if further explanation is needed.
This report is for period: (mm/dd/yy) Date Submitted (mm/dd/yyyy)
Submit this form on or before December 31, Send one copy to the Starting: Ending:
appropriate HUD Field Office and one copy to:
10/01/12 9/30/13
12/27/2013
HOME Program, Rm 7176 451 7th Street, S.W. Washington, D.C. 20410
Part I: Participant Identification
1. Participant Number: 2. Participant Name
M-12-UC-12-0213
Orange County Board of County Commissioners
3. Name of Person Completing Report 4. Phone No. (Include Area Code)
Kerwin Mellott (407) 836-5189
5. Address 6. City 7. State 8. Zip Code
701 East South Street Orlando FL 32801
Part II: Program Income
Enter the following program income amounts for the reporting period: in block 1 the balance on hand at the beginning: in block 2 the amount generated; in block 3 the amount expended;
and in block 4 the amount for Tenant-Based rental Assistance.
1. Balance on Hand at
Beginning
of Reporting Period
2. Amount received during
Reporting Period
3. Total Amount expended
During Reporting Period.
4. Amount expended: for Tenant-
Based Rental Assistance
5. Balance on hand at end of
Reporting Period
(1 + 2 - 3 ) = 5
$0 $0 $0 $0 $0
Orange County CAPER Page 88

Part III: Minority Business Enterprises (MBE) and Women Business Enterprises (WBE)
(In the table below, indicate the number and dollar value of contracts for HOME projects completed during the reporting period.
A. Contracts
1. Number
a. Total b. Alaskan Native or
American Indian
Minority Business Enterprises (MBE)
c. Asian or Pacific
Islander
1 0 0
d. Black
Non-Hispanic
0 0
e. Hispanic f. White
Non-Hispanic
2. Dollar Amount
667,766.92 0 0 0 0 0
B. Sub-Contractor
1. Number
9 0 0 0 0 0
2. Dollar Amount 584,890.11 $0 $0 $0 0 $0
C. Subcontract
1. Number
a. Total b. Women and Business
Enterprises (WBE)
c. Male
9 0 9
2. Dollar Amount 584,890.11 0 584,890.11
D. Sub-Contractor
0 0 0
1. Number
2. Dollar Amount 0 0 0
E. Sub-Contractor
1. Number 0 0 0
2. Dollar Amount 0 0 0
Page 1 of 2 form HUD-40107 (11/92)
Orange County CAPER Page 89

Part IV: Minority Owners of Rental Property
In the table below, indicate the number of HOME assisted rental property owners and the total dollar amount of HOME funds in these rental properties assisted during the
reporting period.
a. Total b. Alaskan Native or
American Indian
Minority Property Owners
c. Asian or Pacific
Islander
d. Black
Non-Hispanic
e. Hispanic f. White
Non-Hispanic
1. Number
0 0 0 0 0 0
2. Dollar Amount
0 0 0 0 0 0
Part V: Relocation and Real Property Acquisition
Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition. The data provided should reflect only
displacements and acquisitions occurring during the reporting period.
1. Parcels Acquired
a. Number b. Cost
2. Businesses Displaced
0 0
3. Non-Profit Organizations Displaced
0 0
4. Households Temporarily Relocated, not Displaced
0 0
Minority Property Owners
Households Displaced a. Total b. Alaskan Native
or American Indian
c. Asian or Pacific
Islander
d. Black
Non-Hispanic
e. Hispanic f. White
None-Hispanic
5. Households Displaced—Number
0 0 0 0 0 0
6. Households Displaced—Cost
0 0 0 0 0 0
Page 2 of 2 form HUD-40107 (11/92)
Orange County CAPER Page 90

E. Results of Onsite Inspections of Affordable Rental Housing Assisted under
HOME.
During fiscal year 2012-2013, the Division's Housing Inspection staff completed
Housing Quality Standards (HQS) inspections at HOME assisted developments that
had a remaining period of affordability. While monitoring these developments,
staff requests random sample of files to review income verification, rent amounts,
and leasing in accordance with Affirmative Marketing requirements.
Table 12 Home Monitoring Summary Chart shown on the next page, lists the
complexes monitored during the year and the results of those inspections.
Orange County CAPER Page 91

Table 12: Home Monitoring Summary Chart FY 2012-2013
HOME Project Total Units
HOME No. Units
Units 15%
Winter Park Oaks
325 Balfour
Winter Park, FL 32792
96 34 5
(407) 671-9696
Tuscany on Aloma
6999 Aloma Ave
Orlando, FL 32792
(407) 678-5450
Apopka Place
235 E 5th St
Apopka, FL 32703
(407) 886-2451
Maitland Oaks
8339 Pembrook Villas Cir
Orlando, FL 32810
407-291-9925
Reserve at Indian Hill
5206 Indian Hill Rd
Orlando, FL 32808
(407) 299-0355
Maxwell Terrace
2803 Arlington Rd.
Orlando, FL 32805
(407) 521-6335
Lancaster Villas
800 W. Lancaster Rd.
Orlando, FL 32809
(407) 851-5183
Hidden Cove
4900 S. Rio Grande
Orlando, FL 32839
(407) 859-3960
Maxwell Gardens
4049 N. OBT
Orlando, FL 32839
(407) 447-1211
The Plymouth
1550 Gay Rd.
Winter Park, FL 32789
407-644-4551
St. Joseph Garden Courts
1515 N. Alafaya Tr
Orlando, FL 32828
407-382-0808
Golden Oaks
7701 Acorn Woods Cir
Winter Park, FL 32792
180 100 15
Inspection
Date
02/13/2013
03/04/13
03/26/13
02/21/13
03/04/13
04/25/13
05/30/13
06/11/13
Pass
Yes
Yes
19 19 3 04/10/13 Yes
100 54 8
02/05/13
03/12/13
04/25/13
07/09/13
Yes
70 69 11 06/27/13 Yes
127 20 3 07/25/13 Yes
145 135 20
128 103 14
178 116 17
196 70 12
01/10/13
04/23/13
08/22/13
Yes
05/13/13
05/30/13 Yes
03/26/13
07/11/13
02/12/13
04/18/13
06/11/13
Yes
Yes
80 79 12 04/29/13 Yes
92 67 10 03/22/2012 Yes
Orange County CAPER Page 92

F. An Assessment of the Effectiveness of Affirmative Marketing Actions and
Outreach to Minority and Women Owned Businesses.
The Orange County M/WBE Ordinance sets minimum annual contract dollar
participation goals for minority and women owned business firms as follows: Goods
-10% and Services- 24%. Vendors doing business with Orange County are required
to complete a schedule of subcontracting to meet the requirements. The Orange
County M/WBE Ordinance sets minimum annual contract dollar participation goals
for minority and women owned business firms as follows: Goods -10% and
Services- 24%.
Affirmative marketing steps consist of actions to provide information and otherwise
attract eligible persons in the housing market area to the available housing without
regard to race, color, national origin, gender, religion, familial status, or disability.
As such, each HOME recipient enters into a developer’s agreement with the County
that, among other requirements, lists the requirements under 24 CFR 92.351.
The methods for informing the public, owners, and potential tenants about Federal
fair housing laws consist of use of the “Equal Housing Opportunity” logo type or
slogan in all press releases and solicitations, use of commercial media, use of
community contacts, and display of fair housing posters in public areas of offices. In
order to reach targeted groups, Orange County works with nonprofit organizations,
fair housing advocacy groups and neighborhood groups to disseminate information
about all programs and services.
Affirmative marketing also requires that applications be solicited from persons in the
housing market area who are not likely to apply for the housing without special
outreach. Information about affordable rental projects, including HOME projects, is
available on the Housing and Community Development Division website. There
were no concerns reported during monitoring visits regarding affirmative marketing
of HOME projects.
G. HOME Program Income
There was no program income generated through the HOME Program for Fiscal
Year 2012-2013.
Orange County CAPER Page 93

XII.
REQUIREMENTS FOR GRANTEES RECEIVING ESG FUNDS
A. How Activities Relate to the Consolidated Plan and Continuum of Care
This section discusses how Emergency Solutions Grant (ESG) funded activities
conducted during the past year relate to Orange County’s Consolidated Plan and
the Continuum of Care. Additional details are provided in the Continuum of Care
narrative section of this report.
During the past year, grantees receiving ESG funds were responsible for
administering the revamped homeless program funded under the Department of
Housing and Urban Development’s (HUD) Emergency Solutions Grant. Though the
program had been introduced in FY 2011-2012, HUD continued to provide training
and technical assistance for the program, and grantees in turn provided ongoing
assistance to subrecipients. An important change was the increased emphasis on
preventing people from falling into homelessness, in keeping with the commitment
to permanent housing and housing stability for homeless families. Requirements put
into place or expanded in the new regulations regarding eligibility, applicable
income levels, documentation, verification, recordkeeping and reporting needs,
along with local policies and guidelines, increased the complexity and
responsibilities of some sections of the program. While available ESG funding
remains limited, the program continued to be much needed within the local
community.
The following two goals that impact homeless and at-risk populations are among the
overall goals established in the 2011-2016 Consolidated Plan:
• Goal #1: Work in collaboration with local governments, other County
departments, nonprofit organizations and housing industry partners to
stabilize low to moderate income communities through redevelopment, infill
and affordable housing initiatives
• Goal #2: Utilize capital projects, affordable housing and public services as a
platform to improve the quality of life of low to moderate income residents
In keeping with the above overall goals in the Consolidated Plan, the County
pursued the following objectives in its 2012-2013 Action Plan, to assist the
homeless and those at-risk of homelessness:
Objective #1.6: Assist households at risk of homelessness to remain in their
homes
Objective #2.6: Support public services benefitting low-income persons,
especially those addressing elderly, youth, disabled and homeless individuals.
Objective #2.9: Continue working with municipalities through inter-local
agreements and in the implementation of housing and community development
initiatives in low to moderate neighborhoods.
Orange County CAPER Page 94

Objective #2.11: Address housing needs and service needs of homeless, and
at risk populations, including outreach/ assessment, emergency shelter,
transitional housing, and permanent housing for homeless and chronically
homeless persons.
During the past year, (Year Two of the Five Year Plan), Orange County allocated
$481,160 in Federal Emergency Solutions Grant (ESG) funds to assist homeless
and at risk individuals and families. During the same period, HUD provided the
second of its two ESG allocations for the previous year, FY 2011-2012. The
additional HUD appropriation, $151,745, was received near the end of the fiscal
year and required a second contract (for an extended period) with sub-recipients.
This report makes mention of the second allocation, but focuses primarily on the
regular allocation for FY 2012 -2013.
The FY 2012 -2013 Orange County ESG dollars were made available for the
following:
• Shelter (Operations and Essential Services at shelters) – $228,722
• Homelessness Prevention (Housing relocation and stabilization services
and short- and/or medium term rental Assistance, as necessary to prevent
the family from becoming homeless) - $161,351
• Rapid Re-housing (Housing relocation and stabilization services and shortand/or
medium term rental Assistance, as necessary to help families living in
shelters or in places not meant for human habitation to quickly move in to
permanent housing and achieve stability in that housing) $50,000.
• Homeless Management Information System (HMIS) – contributed to the
Homeless Services Network System, the Lead Agency for the Continuum of
Care - $5,000.
• Administration - $36,087 (not 100% expended by year-end).
To address its homeless goals during FY 2012-2013, the County allocated ESG
funds to six local agencies engaged in serving the homeless and at-risk population
and to the lead agency for the local Continuum of Care. It should be noted that the
past year was unusual, in that the Department of Housing and Urban Development
(HUD) provided ESG funding for two different periods during the same year. This
was due to the fact that HUD’s FY 2011-2012 had to be issued in two allocations,
and the second allocation was not approved for implementation until late in the
fiscal year (July 20, 2012). For this reason, HUD allowed an extension of the
assigned expenditure period to permit agencies to utilize the additional allocation.
This report focuses on the full allocation for FY 2012-2013, but makes reference to
the second allocation of FY 2011-2012.
Orange County CAPER Page 95

Of the $481,150 provided for the ESG allocation for FY 2012-2013, a total of
$228,722 was designated for Shelter and provision of Essential Services at those
shelters; $161,351 was designated for Homelessness Prevention; and $50,000 was
designated for Rapid Re-housing. Service providers used these funds to assist with
a variety of homeless activities. Among those receiving assistance were homeless
family units, homeless and runaway youth, victims of domestic violence, homeless
and pregnant youth, and families and individuals at risk of homelessness and in
need of financial assistance to avoid homelessness. In general, assistance was
intended to get individuals and families the help needed to attain self-sufficiency
and housing stability.
The following are details of activities funded from the FY 2011-2012 second ESG
allocation provided by HUD.
• Shelter (and Essential Services at shelters): Covenant House expended
$9,255 in ESG funds to cover some of the operational costs for its shelter for
homeless and runaway youth and their children. The Coalition for the
Homeless utilized its ESG funding ($22,772) on various operational costs for
its Center for Women and Children and its Women’s Residential Facility.
Catholic Charities used $10,578 to assist homeless, pregnant or parenting
females. Family Promise, an agency dedicated to helping homeless family
units, utilized $10,229 for case management to secure various forms of
shelter and assistance for its families. Harbor House used $6,611 to assist
victims of domestic violence.
• Homelessness Prevention Services: The Salvation Army ($22,925) utilized
its ESG funds on assistance aimed at homelessness prevention. Funds were
used to help stabilize families either in their current home or other permanent
affordable housing. Families benefitted from direct assistance (paid directly
to vendors)
• Rapid Re-Housing: ESG funds were provided to Heart of Florida United
Way ($47,762) for rapid re-housing and stabilization of households in a
severe housing crisis situation and in need of permanent housing and
support to prevent them from falling into homelessness.
• Homeless Management Information System (HMIS) –$5,000 in ESG
funding was contributed to the Homeless Services Network System, the Lead
Agency for the Continuum of Care for data administration and related
responsibilities.
• Administration - $16,613 was allocated for administration (not 100%
expended by year-end).
Service providers for homeless individuals and families in Orange County must
routinely deal with wide-ranging needs, in addition to shelter, to guide their families
Orange County CAPER Page 96

towards stabilization and self sufficiency. An important task is the provision of
assistance to secure mainstream benefits for their clients. Other assistance
includes, but is not limited to: obtaining needed behavioral, mental health, and
substance abuse services; assistance for victims of domestic violence, securing job
training and employment related services; and education and life skills training.
Orange County and its subrecipients recognize the value of a coordinated
approach, involving partnerships among various agencies, to address needs. To
better accomplish goals, funds administered by the County under the ESG were
supplemented by funds from other sources that directly or indirectly provided public
service benefits to homeless and at-risk individuals and families within the
community. In this regard, the County utilized some of its Community Development
Block Grant (CDBG) dollars for public service activities that also benefitted
homeless and at-risk individuals and families, and other eligible individuals. In
addition, the County consulted with the local Continuum of Care, which brings
funding for the homeless into the community, sharing information on identified
needs, common goals and progress towards desired accomplishments.
B. Leveraging of Resources-ESG Match Requirements - The Emergency
Solutions Grant Match includes a match requirement. A recipient jurisdiction must
ensure that there is a match for all ESG dollars provided, and may do so by
requiring its subrecipients to provide a match equal to 100% of the value of their
individual allocation. Accordingly, Orange County requested an eligible match from
subrecipient agencies that was equal in value to the amount of funding received. A
match could be from a single source or may include a combination of funds from
various resources, equal in value to 100% of the allocation. Any program income
collected would be part of the match.
During the year under review, all ESG subrecipients provided a match equal to
100% of their award allocation. Agencies provided match amounts in one or more of
the following categories: Cash or government grants and volunteer time. The
sources of matching funds provided by agencies included funds from individual
donors, foundations, and United Way. Agencies that received ESG also secured
other resources to assist their homeless and at-risk clients.
C. Self-Evaluation - Homeless Goals:-Self-evaluation is the assessment of your
individual strategies and activities to determine if these are working effectively to
attain established goals. This section focuses on the evaluation of ESG funded
activities. A detailed assessment is included in Section IX – Self Evaluation,
included in this report.
Orange County succeeded in meeting its ESG homeless goals during the past fiscal
year. Technical assistance was still required by some subrecipients, and they were
minor delays in the submission of claims for some months, but progress was made
towards achieving goals. All ESG funds received in the second FY 2011-2012 HUD
funding allocation were expended. Emergency Solutions Grants allocated through
Orange County were provided to seven agencies. These were Covenant House and
Catholic Charities, which assisted homeless pregnant and parenting youth, Family
Orange County CAPER Page 97

Promise, which assisted homeless family units, the Coalition for the Homeless of
Central Florida, which assisted the general homeless population, and also families
and women with children, Harbor House, which assisted victims of domestic
violence, and the Salvation Army and United Way, which provided direct assistance
to families at risk of becoming homeless.
In the past year, Central Florida, including Orange County, has continued to face
challenges assisting the homeless, including concerns regarding the growing
number of children in our schools who are faced with hunger and homelessness.
There have been recent indications that housing and other areas of the economy
are beginning to trend towards normalcy.
ESG and other funding sources administered by the County to benefit the homeless
represent only a portion of the homeless assistance provided within the County.
Each year, the local Continuum of Care (CoC) coordinates and prepares
applications for funding under the McKinney-Vento Homeless Assistance Grants
and other sources of available funding. The CoC is administered through its lead
agency, the Homeless Services Network of Central Florida, which HSN represents
over one hundred local service providers and interested partners committed to
helping the homeless. The CoC seeks out and provides the majority of the funds
received by service providers assisting the homeless and special need populations
both in Orange County and in the neighboring jurisdictions served by the Continuum
of Care.
Much of the help for the homeless in the local community comes from Federal
funding acquired by the CoC. This generally assists a range of homeless and
related needs, including supportive housing, safe haven, supportive services,
transitional housing, and the Homeless Management Information System (HMIS).
The CoC typically receives between $4-6 million in total HUD awards to address
needs across the area it represents. The CoC also coordinates or manages
required Point-in-Time counts of the homeless, the housing inventory (by target
population and bed type) for Homeless Assistance Programs, the Homeless
Management Information System, and a number of other homeless-related efforts.
Additional information relating to the Continuum of Care, the data it collects, and
related activities during the past year is provided in the Continuum of Care narrative
section in this report. Orange County continues to collaborate and work with the
Continuum of Care’s Lead Agency, the Homeless Services Network on common
goals and ways to more effectively fund and administer activities that address
needs.
In assessing progress made with ESG funding, it is apparent that affordable
housing and jobs that pay adequate living wages are still considered as challenges
by many extremely low-income and homeless families seeking assistance. Many
agencies struggle to maintain existing revenue levels and face the challenge of
finding new sources of funding. Agencies drew down the ESG funds allocated to
them during the year. The agency funded to conduct re-housing activities reported
having some difficulty with clients who requested assistance, but did not want to
Orange County CAPER Page 98

participate in the case management program over the specified time. The agency
was able to work with some eligible clients, however, and utilized all its funds
designated for this activity. No significant barriers were identified that impeded the
implementation of funded activities.
Orange County CAPER Page 99

XIII. NARRATIVES FOR HOPWA FUNDS
Orange County’s HOPWA Funds are designated to and administered by the City of
Orlando. However, HOPWA funds are expended in a four county area, including Orange,
Seminole, Osceola, and Lake Counties. The total grant from HUD to the City of Orlando
for Fiscal Year 2011-12 was $3,401,180. Table 13 below lists eligible activities, funded
amount and expenditures provided by the City of Orlando Housing and Community
Development.
Table 13: HOPWA Activities and Expenditures
City of Orlando HOPWA Activity 2012 Allocation 2012 Expenditure
Short-Term Rent Mortgage and Utility
Assistance $ 567,897.18 $ 44,782.47
Tenant Based Rental Assistance $ 500,428.62 $ 474,548.27
Permanent Housing Placement $ 88,773.42 $ 85,220.02
Facility Based Operations $ 690,697.55 $ 631,103.94
Supportive Services $1,235,515.23 $1,228,380.71
Project Sponsor Administration $ 215,832.00 $ 204,960.08
Grantee Administration $ 102,036.00 $ 89,118.60
TOTAL $3,401,180.00 $3,258,114.09
Orange County CAPER Page 100

XIV. PERFORMANCE MEASURES
Performance measures add value and credibility to the grant process and are an
essential aspect of any self-evaluation process. These measures are important to
the process of securing, retaining, and maintaining the integrity of Federal and local
resources used to address basic and urgent community needs. In March 2006, the
Department of Housing and Urban Development (HUD) announced a renewed
focus on performance measures, publishing a Notice of Outcome Performance
Measurement System (PMS) for Community Planning and Development Formula
Grant Programs. The PMS created a standardized reporting system for all
jurisdictions across the country to use for performance measurement, in addition to
HUD’s Integrated Disbursement and Information System (IDIS), (also discussed in
this report). In addition, jurisdictions may implement appropriate local performance
measures.
Since the Performance Measurement System was implemented on October 1,
2006, HUD has continued to seek assurance that grantees and their subrecipients
at the local level are being responsible, accountable and transparent in terms of
their use of Federal funding. A performance measurement system typically has two
primary components, productivity and program impact. Productivity takes into
consideration quantity, quality, and pace of activities or efforts, otherwise referred to
as outputs. Program impact considers outcomes, such as the impact of the activity
on the community, or on the lives of those assisted.
Within the context of housing and community development, productivity can be
determined by focusing on outputs, (the direct products of program activities), which
in turn indicate the level of efficiency attained. Outcomes, (the benefits that result
from the program), are determined based on the assessment of program impact,
and help to substantiate whether activities undertaken are having the desired
results in the community. A combination of realistic goals, necessary inputs, and
appropriate activities will generally result in measurable outputs and anticipated
outcomes within the community.
Some of the elements of the performance measurement system are described
below. As a first step, each activity or project must fall within one of three possible
objectives that have one of three possible corresponding outcomes, creating the
potential for nine (9) combinations. The Performance Measurement Matrix below
depicts available objectives and outcomes for activities using federal housing and
community development funds.
Orange County CAPER Page 101

Table 14: Performance Measurement Matrix
Objectives
Outcome #1:
Availability/Accessibility
Outcome #2:
Affordability
Outcome #3:
Sustainability
Objective #1
Suitable
Living
Environment
Objective #2
Decent
Housing
Objective #3
Economic
Opportunity
Accessibility for the
purpose of creating
Suitable Living
Environments
Accessibility for the
purpose of providing
Decent Housing
Accessibility for the
purpose of creating
Economic Opportunities
Affordability for the
purpose of creating
Suitable Living
Environments
Affordability for the
purpose of providing
Decent Housing
Affordability for the
purpose of creating
Economic
Opportunities
Sustainability for the
purpose of creating
Suitable Living
Environments
Sustainability for the
purpose of providing
Decent Housing
Sustainability for the
purpose of creating
Economic
Opportunities
It should be noted that each activity/project must have a specific outcome indicator
that is unique for that type of activity. For example, all public service activities will
report the number of persons with new access to a service, improved access to a
service, and/or with service above substandard levels. Similarly, public facility
activities will report the number of persons with new access to a facility or
infrastructure benefit, with improved access to a facility or infrastructure benefit,
and/or with service above substandard levels. Homeless shelter activities will report
either the number of homeless persons given overnight shelter and/or the number
of beds created in overnight shelter or other emergency housing. Overall, service
providers are expected to report the number of beneficiaries/households assisted,
and the number of family members that also benefit from the assistance provided.
As in the past, Orange County remains committed to the concept of measuring
performance, recognizing that the application of these measures improves the
evaluation of program productivity levels and program impact analysis. During the
past year, in administering its grants, Orange County strived to ensure consistency
with HUD’s measurement requirements as they relate to funded activities. The
County has implemented its own measures, where appropriate, to ensure its
strategic planning processes are more meaningful and appropriate for the local
community. Established performance measures are in place to ensure the county
can quantify and evaluate the success of federal housing and community
development programs implemented in the county. Performance is measured
through a structured process of collecting and documenting information, which
helps to determine how funded activities and projects are meeting needs. It allows
the county to focus on improvements that may be needed, to make changes, and to
seek appropriate resources.
In administering its public service grants, Orange County advises grant applicants
early in the application process of the need for performance measures. This is
emphasized at a pre-application technical assistance session open to interested
Orange County CAPER Page 102

applicants early in the calendar year. As a result, more attention is paid by both the
agency and the County to setting performance goals at realistic levels, and keeping
accurate records, with a view to better determining how a planned activity impacts
the community or subpopulations assisted. Most agencies can now better predict
project outputs they are likely to achieve with funds provided. In addition to the
technical assistance the County provides early in the grant year, assistance is given
as needed throughout the year in group or one-on-one settings.
This past year, as in previous years, the County required grant applicants to provide
detailed information on anticipated outputs and outcomes. This information was
reviewed along with other details of their proposal. On completion of the selection
process, the County’s Annual Action Plan was prepared, which listed each agency
receiving funds, the activity/project name, description, goals, inputs, outputs, and
outcomes. Contract agreements were drawn up, for both CDBG and ESG
subrecipient agencies, which included a program report form for each activity.
Agencies submitted this form, including data and performance indicators, to the
county as part of a monthly submission that accompanied their reimbursement
claim request.
All public service agencies submitted monthly reports and claims in the past year,
as required. Most were timely, complete and error-free. A small number required
technical assistance on a more frequent basis than anticipated, due, for example, to
staff changes involving staff not trained in the program, difficulty meeting timelines
given established requirements, and other factors. Agencies also provided a yearend
report at the conclusion of the grant year, consisting of a narrative assessment
of their overall accomplishments and success meeting their goals, details of clients
assisted, and related quantitative accomplishments. This information is the basis for
various reports, including this report. With the expanded use of the Homeless
Management Information System, (HMIS) HUD now requires data drawn from this
system to be used in the compilation of the annual year-end report (CAPER)
required of grantees and their ESG subrecipients.
During the grant administration process, performance measures must be supported
by other efforts such as monitoring and compliance. Orange County looked at each
activity in its Annual Action Plan and its Integrated Disbursement and Information
System (IDIS) to ensure compliance with established requirements. The County
continues to monitor ongoing project performance closely, including ensuring that
agencies are themselves monitoring their progress with a view to meeting goals.
The county has found that since providing standard programmatic report forms to
funded agencies (that request year-to-date data in addition to monthly information),
and also a standard Monthly Summary form for financial data, agencies are more
aware about their ongoing progress. By doing so, a few agencies were able to make
changes or take necessary actions in a timely manner, such as formally requesting
amendments to their agreements to more efficiently utilize funds allocated. The
forms are also a means of gathering appropriate agency year-end data needed by
the county for reporting and other purposes. In other areas, such as housing
activities funding by CDBG, forms now include performance measurement
requirements.
Orange County CAPER Page 103

During group and one-on-one technical assistance sessions, agencies are advised
that proper planning, including accurate goal setting and record keeping, contributes
to positive agency reviews and the likelihood of greater public and private sector
support. Good planning, projections and record keeping on the part of its partners
also assists the County in the funding allocation process, enabling it to more
efficiently meet priority needs and stretch resources.
Orange County received services from the Homeless Services Network, the lead
agency for the administration of the Homeless Management Information System
(HMIS). HMIS has improved local Continuum of Care efforts in tracking and
monitoring data on homelessness in the area. The HMIS data collection system
requires agencies that receive ESG funding to input data and utilize the system.
Orange County contributed $5,000 from ESG funds towards administration of HMIS.
This data contributes to better local and national data gathering and results in
improvements in efficiency and effectiveness in dealing with the problem of
homelessness in local communities.
While the County and its subrecipients generally met or came close to achieving
most of their performance goals during the past year, (timeliness, clients assisted,
reporting requirements, and other expectations), there were some challenges. Most
agencies utilized all funds received; a few did not. For a list of goals,
accomplishments and challenges, see tables and narratives provided in this report
for each grant.
Orange County CAPER Page 104

XV. SECTION 3 REPORTS
Section 3 Summary Report
Economic Opportunities for
Low- and Very Low-Income Persons
See back of page for Public Reporting Burden statement
U.S. Department of Housing
and Urban Development
Office of Fair Housing
and Equal Opportunity
HUD Field Office: Jacksonville, FL
OMB Approval No. 2529-0043
(exp. 6/30/2004)
1. Recipient Name & Address: (street, city, state, zip)
Orange County (Florida)
525 E South Street
Orlando, Fl 32801
8. Program Code: * (Use a separate sheet
for
each program code)
7
2. Federal Identification: (contract/award no.)
B-12-UC-120003
4. Contact Person:
Sherry Julien
6. Reporting Period:
10/01/2012 – 09/30/2013
9. Program Name:
CDBG - Entitlement
3. Dollar Amount of Award:
4,766,511
5. Phone: (include area code)
407-836-5169
7. Date Report Submitted:
October 3, 2013
Part I: Employment and Training (** Include New Hires in columns E & F.)
A
Job Category
B
Number of
New Hires
C
Number of New
Hires that are
Sec. 3 Residents
D
% of Aggregate Number
of Staff Hours of New
Hires
that are Sec. 3 Residents
E**
% of Total Staff Hours
for Section 3 Employees
and Trainees
F**
Number of Section 3
Employees
and Trainees
Professionals
Technicians
Office/Clerical
Construction by Trade (List)
Trade
Craft Workers (skilled) 49 15
Operatives (semiskilled) 3 2 2
Laborers (unskilled) 51 15
Other (List)
Total
*Program Codes
1 = Flexible Subsidy
2 = Section 202/811
103 32 2
3 = Public/Indian Housing
A = Development,
B = Operation
C = Modernization
4 = Homeless Assistance
5 = HOME
6 = HOME-State Administered
7 = CDBG-Entitlement
8 = CDBG-State Administered
9 = Other CD Programs
10 = Other Housing Programs
Orange County CAPER Page 105

1. Construction Contracts:
A. Total dollar amount of all contracts awarded on the project 0
B. Total dollar amount of contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving contracts 0
2. Non-Construction Contracts:
A. Total dollar amount of all non-construction contracts awarded on the project/activity 0
B. Total dollar amount of non-construction contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving non-construction contracts 0
Part III: Summary
Indicate the efforts made to direct the employment and other economic opportunities generated by HUD financial
assistance for housing and community development programs, to the greatest extent feasible, toward low- and very lowincome
persons, particularly those who are recipients of government assistance for housing. (Check all that apply.)
_X__ Attempted to recruit low-income residents through: local advertising media, signs prominently displayed at the
project site, contacts with community organizations and public or private agencies operating within the
metropolitan area (or nonmetropolitan county) in which the Section 3 covered program or project is located, or
similar methods.
____ Participated in a HUD program or other program which promotes the training or employment of Section 3
residents.
____ Participated in a HUD program or other program which promotes the award of contracts to business concerns
which meet the definition of Section 3 business concerns.
____ Coordinated with Youthbuild Programs administered in the metropolitan area in which the Section 3 covered
project is located.
_X__ Other; describe below.
The Coalition for the Homeless Men’s Service Center Project is in its initial stages where highly specialized trades are
being utilized. As the project progresses additional employees both skilled and unskilled will be required. The County is
actively pursuing measures to comply with Section 3 requirements and it is expected that amongst these new hires
additional section 3 qualified individuals will be identified
Additionally, Orange County Self-Sufficiency Program assists Section 8 recipients to develop marketable skills. Assistance
may be in the form of training, tuition assistance, transportation, or other services that facilitate improving job skills as well
as providing incentives to successfully complete the program. There was an average of 38 clients enrolled in the program
this year and 5 graduated.
Public reporting burden for this collection of information is estimated to average 2 hours per response, including the time for reviewing instructions, searching existing data
sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not collect this information, and you are not
required to complete this form, unless it displays a currently valid OMB control number. Section 3 of the Housing and Urban Development Act of 1968, as amended, 12
U.S.C. 1701u., mandates that the Department ensure that employment and other economic opportunities generated by its housing and community development assistance
programs are directed toward low- and very low-income persons, particularly those who are recipients of government assistance for housing. The regulations are found at 24
CFR Part 135. The information will be used by the Department to monitor program recipients’ compliance with Section 3, to assess the results of the Department’s efforts to
meet the statutory objectives of Section 3, to prepare reports to Congress, and by recipients as a self-monitoring tool. The data is entered into a data base and will be
analyzed and distributed. The collection of information involves recipients receiving Federal financial assistance for housing and community development
programs covered by Section 3. The information will be collected annually to assist HUD in meeting its reporting requirements under Section 808(e)(6) of the
Fair Housing Act and Section 916 of the Public reporting burden for this collection of information is estimated to average 2 hours per response, including the
time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of
information. This agency may not collect this information, and you are not required to complete this form, unless it displays a currently valid OMB control
number.
form HUD-60002 (6/2001)
ref 24 CFR 135
Orange County CAPER Page 106

Section 3 Summary Report
Economic Opportunities for
Low- and Very Low-Income Persons
See back of page for Public Reporting Burden statement
U.S. Department of Housing
and Urban Development
Office of Fair Housing
and Equal Opportunity
HUD Field Office: Jacksonville, FL
OMB Approval No. 2529-0043
(exp. 6/30/2004)
1. Recipient Name & Address: (street, city, state, zip)
Orange County (Florida)
525 E South Street
Orlando, Fl 32801
8. Program Code: * (Use a separate sheet
for
each program code)
7
2. Federal Identification: (contract/award no.)
S-12-UC-120015
4. Contact Person:
Sherry Julien
6. Reporting Period:
10/1/2012-09/30/2013
9. Program Name:
Emergency Solutions Grant
3. Dollar Amount of Award:
481,160
5. Phone: (include area code)
407-836-5169
7. Date Report Submitted:
October 3, 2013
Part I: Employment and Training (** Include New Hires in columns E & F.)
A
Job Category
B
Number of
New Hires
C
Number of New
Hires that are
Sec. 3 Residents
D
% of Aggregate Number
of Staff Hours of New Hires
that are Sec. 3 Residents
E**
% of Total Staff Hours
for Section 3 Employees
and Trainees
F**
Number of Section 3
Employees
and Trainees
Professionals 0
Technicians 0
Office/Clerical 0
Construction by Trade (List)
Trade
0
Trade 0
Trade 0
Trade 0
Trade 0
Other (List) 0
Total
*Program Codes
1 = Flexible Subsidy
2 = Section 202/811
0
3 = Public/Indian Housing
A = Development,
B = Operation
C = Modernization
4 = Homeless Assistance
5 = HOME
6 = HOME-State Administered
7 = CDBG-Entitlement
8 = CDBG-State Administered
9 = Other CD Programs
10 = Other Housing Programs
Page 1 of 2
form HUD-60002 (6/2001)
ref 24 CFR 135
Orange County CAPER Page 107

Part II: Contracts Awarded
1. Construction Contracts: 0
A. Total dollar amount of all contracts awarded on the project 0
B. Total dollar amount of contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving contracts 0
2. Non-Construction Contracts:
A. Total dollar amount of all non-construction contracts awarded on the project/activity 0
B. Total dollar amount of non-construction contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving non-construction contracts 0
Part III: Summary
Indicate the efforts made to direct the employment and other economic opportunities generated by HUD financial
assistance for housing and community development programs, to the greatest extent feasible, toward low- and very lowincome
persons, particularly those who are recipients of government assistance for housing. (Check all that apply.)
___ Attempted to recruit low-income residents through: local advertising media, signs prominently displayed at the
project site, contacts with community organizations and public or private agencies operating within the
metropolitan area (or nonmetropolitan county) in which the Section 3 covered program or project is located, or
similar methods.
____ Participated in a HUD program or other program which promotes the training or employment of Section 3
residents.
____ Participated in a HUD program or other program which promotes the award of contracts to business concerns
which meet the definition of Section 3 business concerns.
____ Coordinated with Youthbuild Programs administered in the metropolitan area in which the Section 3 covered
project is located.
_X__ Other; describe below.
ESG Program funds are utilized for shelter operations, case management and prevention services. There was no housing
construction, demolition, rehabilitation, public construction or new jobs implemented to report under Section 3. There were
no individual awards over $200,000
Orange County CAPER Page 108

Section 3 Summary Report
Economic Opportunities for
Low- and Very Low-Income Persons
See back of page for Public Reporting Burden statement
U.S. Department of Housing
and Urban Development
Office of Fair Housing
and Equal Opportunity
HUD Field Office: Jacksonville, FL
OMB Approval No. 2529-0043
(exp. 6/30/2004)
1. Recipient Name & Address: (street, city, state, zip)
Orange County (Florida)
525 E South Street
Orlando, Fl 32801
8. Program Code: * (Use a separate sheet
for
each program code)
5
2. Federal Identification: (contract/award no.)
M-12-UC-12-02013
4. Contact Person:
Sherry Julien
6. Reporting Period:
October 1, 2012 – September 30, 2013
9. Program Name:
HOME
3. Dollar Amount of Award:
$1,792,553
5. Phone: (include area code)
(407) 836-5169
7. Date Report Submitted:
October 3, 2013
Part I: Employment and Training (** Include New Hires in columns E & F.)
A
Job Category
B
Number of
New Hires
C
Number of New
Hires that are
Sec. 3 Residents
D
% of Aggregate Number
of Staff Hours of New Hires
that are Sec. 3 Residents
E**
% of Total Staff Hours
for Section 3 Employees
and Trainees
F**
Number of Section 3
Employees
and Trainees
Professionals 0
Technicians 0
Office/Clerical 0
Construction by Trade (List)
Trade
0
Craft Workers (skilled) 7 3 0
Operatives (semiskilled) 0
Laborers (unskilled) 10 2 0
Service Workers 0
Other (List) 0
Total
*Program Codes
1 = Flexible Subsidy
2 = Section 202/811
17 5 0
3 = Public/Indian Housing
A = Development,
B = Operation
C = Modernization
4 = Homeless Assistance
5 = HOME
6 = HOME-State Administered
7 = CDBG-Entitlement
8 = CDBG-State Administered
9 = Other CD Programs
10 = Other Housing Programs
Page 1 of 2
form HUD-60002 (6/2001)
ref 24 CFR 135
Orange County CAPER Page 109

Part II: Contracts Awarded
1. Construction Contracts:
A. Total dollar amount of all contracts awarded on the project 667,766.92
B. Total dollar amount of contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving contracts 0
2. Non-Construction Contracts:
A. Total dollar amount of all non-construction contracts awarded on the
project/activity
0
B. Total dollar amount of non-construction contracts awarded to Section 3 businesses 0
C. Percentage of the total dollar amount that was awarded to Section 3 businesses 0
D. Total number of Section 3 businesses receiving non-construction contracts 0
Part III: Summary
Indicate the efforts made to direct the employment and other economic opportunities generated by HUD financial
assistance for housing and community development programs, to the greatest extent feasible, toward low- and very lowincome
persons, particularly those who are recipients of government assistance for housing. (Check all that apply.)
_X__ Attempted to recruit low-income residents through: local advertising media, signs prominently displayed at the
project site, contacts with community organizations and public or private agencies operating within the
metropolitan area (or nonmetropolitan county) in which the Section 3 covered program or project is located, or
similar methods.
____ Participated in a HUD program or other program which promotes the training or employment of Section 3
residents.
____ Participated in a HUD program or other program which promotes the award of contracts to business concerns
which meet the definition of Section 3 business concerns.
____ Coordinated with Youthbuild Programs administered in the metropolitan area in which the Section 3 covered
project is located.
____ Other; describe below.
Public reporting burden for this collection of information is estimated to average 2 hours per response, including the time for reviewing instructions, searching existing data
sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not collect this information, and you are not
required to complete this form, unless it displays a currently valid OMB control number.
Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u., mandates that the Department ensure that employment and other economic
opportunities generated by its housing and community development assistance programs are directed toward low- and very lowincome persons, particularly those who are
recipients of government assistance for housing. The regulations are found at 24 CFR Part 135. The information will be used by the Department to monitor program
recipients’ compliance with Section 3, to assess the results of the Department’s efforts to meet the statutory objectives of Section 3, to prepare reports to Congress, and by
recipients as a self-monitoring tool. The data is entered into a data base and will be analyzed and distributed. The collection of information involves recipients
receiving Federal financial assistance for housing and community development programs covered by Section 3. The information will be collected annually to
assist HUD in meeting its reporting requirements under Section 808(e)(6) of the Fair Housing Act and Section 916 of the HCDA of 1992. An assurance of
confidentiality is not applicable to this form. The Privacy Act of 1974 and OMB Circular A-108 are not applicable. The reporting requirements do not contain
sensitive questions. Data is cumulative; personal identifying information is not included.
Page 2 of 2 form HUD-60002 (6/2001)
ref 24 CFR 135
Orange County CAPER Page 110

XVI. IDIS SYSTEM REPORTS (Provided as Attachments to this
Document)
IDIS Reports Required for CAPER
PR01 - HUD Grants and Program Income
PR02 - List of Activities by Program Year and Projects 2011
PR03 - CDBG Activity Summary Report
PR06 - Summary of Consolidated Plan Projects for Report Year
PR08 - Grant Summary Activity Report
PR10 - CDBG Housing Activities
PR12 - ESG Grantee Financial Summary for Fiscal Year
PR22 - Status of HOME Activities - Entitlement
PR23 - CDBG Summary of Accomplishments
PR23 - HOME Summary of Accomplishments
PR25 - Status of CHDO Funds
PR26 - CDBG Financial Summary Report
PR27 - Status of HOME Grants – Entitlement
PR33 - Home Matching Liability Report
PR 54- CDBG Performance Profile Report
PR 92- ESG Financial Summary National and Field Office Report
ESG CAPER
CR 60- Subrecipient Information
CR 65- Persons Assisted
CR 70- Assistance Provided
CR 75- Expenditures
Orange County CAPER Page 111

2012-2013
Consolidated Annual
Performance and
Evaluation Report
(CAPER)
Housing and Community Development Division
525 East South Street
Orlando, Florida 32801
(407) 836-5150
www.ocfl.net/NeighborsHousing/CommunityDevelopment.aspx