Developing and Implementing a CDBG Workout Plan
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$
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$ Developing and
Implementing a
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CDBG Workout Plan
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Guidelines for Putting
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Your Community Development
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$ Block Grant Program
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on the Road
to Timeliness
U.S. Department of Housing and Urban Development
Mel Martinez, Secretary
Roy A. Bernardi, Assistant Secretary for Community Planning and Development$ $ $
Developing and $ $
Implementing a
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CDBG Workout Plan
Guidelines for Putting Your $ $
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Community Development $ $
Block Grant Program on the
Road to Timeliness
Introduction ❉ Leading you through the process of
analyzing your program to identify the
ities and counties that receive entitle-
C ment funds from the Community Devel-
opment Block Grant (CDBG) program
are required by statute to use their funds in
causes for delays, the opportunities for
spending funds more quickly, and the
actions you can take to hasten the draw-
down of CDBG funds.
a timely manner. By running a timely local
program, grantees promote the goals of the ❉ Focusing your attention on the problem
CDBG program by improving the lives of areas of your program that have pro-
residents of the community, particularly duced the excess funds backlog and on
those of low and moderate income. what needs to be done to address them.
Some communities, however, fall behind ❉ Providing the specific information HUD $ $
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in the timely expenditure of their CDBG will need to conclude that you can suc- $ $
funds. If they fail to pass the timely expendi- ceed in bringing your program into com- $ $
ture test at 24 CFR §570.902, HUD may re- pliance 60 days prior to the end of your $
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quire the community to construct a Workout next program year. $ $
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Plan for reducing its funds backlog to within
the regulatory standard. This publication ❉ Providing you with a baseline for assess- $ $
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provides guidelines for preparing a Workout ing your progress against the Workout $
Plan acceptable to HUD. Plan and for reporting such progress to $ $
HUD. $
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Purposes of a Workout Plan
The main purpose of a Workout Plan is
Working Your Way Out of a CDBG Funds Backlog $ $
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to help you bring your CDBG program into Working your way out of a funds backlog
compliance with the CDBG timeliness stan- takes a real effort on your part. However, if $ $
dard, which requires that you have no more you follow the steps described below you will $
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than 1.5 times the amount of your last annu- have developed a Workout Plan that not $ $
al grant in your CDBG line of credit 60 days only brings you into compliance, but also, in
prior to the end of your current program the long run, will strengthen your program
year. Preparing a Workout Plan will help management capabilities.
accomplish this goal by:
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Developing and Implementing a CDBG Workout Plan
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Finding the Causes thereby freeing funds for faster moving
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Communities with a serious backlog of projects?
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unspent funds need to find the underlying ❉ Do you have any other projects already
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causes, and do so quickly. The longer it takes under way that could use freed-up funds
$ $ to identify the causes and to choose an alter- quickly?
$ $ native course of action, the less time you
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have available to implement the Workout ❉ Do you have backup projects in the
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Plan. An honest assessment of your projects, Consolidated Plan that can use funds
program administration, and management available for reprogramming?
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capacity should be undertaken. If you do not
$ $ ❉ What steps do you need to take to rapid-
identify the most likely causes of your prob-
$ $ ly identify other projects not in your cur-
lem and realistic remedies, you may not only
$ rent program that could be implemented
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$ be unsuccessful in eliminating your excess
$ $ quickly with freed-up funds? Make sure,
backlog, but you also may be unable to avoid
however, you do not substitute one prob-
becoming untimely again. This assessment
lem for another. Once identified, list the
will entail looking at all of your CDBG-
projects in your Consolidated Plan so
funded activities as well as how you carry
they will be ready to go when funds
them out. Some key issues and questions you
become available.
need to consider in this assessment process
include: ❉ Have you identified all unprogrammed/
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surplus funds and program income?
1. Identifying and responding to
problematic projects ❉ Have you determined whether you need
an amendment to your Consolidated
❉ Do you have a schedule for each project?
Plan?
If you don’t, that is part of your problem.
2. Identifying and responding to systemic
❉ Which projects are significantly behind
problems
schedule? Which are contributing the
most to your backlog problem? ❉ Does your annual program schedule pro-
vide sufficient time to identify and refine
❉ What actions can you take to move
prospective projects that can be carried
these projects along faster?
out without risking delays?
❉ If the delays cannot be overcome quick-
❉ Are you working closely enough with
ly, can any of the projects be restruc-
other parties running your projects, both
tured to defer some portions to another
within and outside local government, to
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year, freeing up the funds for other uses?
enable quick identification of delays and
❉ Should one or more projects be termi- their causes?
nated so that the unspent funds can be
❉ Are you getting the information you
reprogrammed? Are there any not-yet-
need from implementing entities to keep
started, time-consuming projects that
track of expenditures so that you can
could be moved to a future program year,
draw down on a regular basis throughout
the year?
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❉ Are you regularly reviewing the progress ❉ Do any of your subgrantees have on $ $
of each funded project against a project- hand a large amount of program income $
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ed schedule? (If you do not already use a they are unlikely to use quickly that you $ $
project management system for this pur- could retrieve for other, faster moving $
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pose, this is a good time to start.) projects? $ $
❉ Is your backlog largely caused by the fail- ❉ Is money sitting idle in revolving loan $ $
ures of subgrantees? If so, what can you funds because of an insufficient level of $
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do to strengthen their capacity and your program activity?
oversight? HUD is producing a separate $
❉ Is there a substantial gap between when $ $
publication titled Ensuring CDBG Subre- $ $
expenditures are made and funds are
cipient Timeliness. It discusses issues $ $
drawn from the CDBG line of credit for
concerning the management of subre-
reimbursement? If so, what steps can you $
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cipients for program timeliness purposes. $ $
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take to reduce that gap?
Ask HUD for a copy to assist in this part
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of your assessment. ❉ Do you have the number of staff and
skill levels you need? Are you using ex-
❉ If you frequently miss scheduled mile-
isting staff in the most effective way?
stones, do you need to be more realistic
in setting your schedules and/or provide ❉ Is your staff adequately trained to do
more oversight to see that schedules are the assigned tasks? Are they sufficiently
maintained? knowledgeable about the CDBG program?
❉ Are you encountering unpredicted de- You may want to seek help with this as-
lays that were not factored into the sessment from your HUD Field Office,
overall timely implementation of your which is aware of what other communities
program? in your area are doing. The Field Office may
also be able to put you in touch with some
❉ Do you require an operating agency to
of your peers for more detailed discussions
define sufficiently a project and demon-
of how they run their programs and what
strate a readiness to proceed before you
worked best for them. HUD has also pre-
fund the project?
pared a separate publication titled Keeping
❉ Do you require site control before you Your CDBG Funds Moving: Guidelines for
include a project in the Consolidated Managing Your Overall Community Develop-
Plan? ment Block Grant Program in a Timely Man-
ner. It focuses on program management
❉ Can you do a better job of phasing or
issues that affect timeliness. You should re-
staging large projects so that you commit
quest a copy to use in conjunction with as-
funds only to the portion that can move
sessing and modifying your program as part
ahead in the next year or two?
of preparing your Workout Plan.
❉ Are you failing to anticipate the receipt
of large amounts of program income and, Reviewing the Options
therefore, are you unprepared to use it When faced with the need to take ac-
quickly when received? tion on a project experiencing prolonged
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Developing and Implementing a CDBG Workout Plan
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$ $ delays, you will want to determine possible intended backlog reduction, it will not nec-
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$ options. Is it feasible to stage the project, essarily result in failure to meet the standard.
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leaving the part of the project that can be
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completed in place and reprogramming the Bringing Key Officials Into the Solution
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$ $ balance of funds (assuming it will not affect It is critical that key officials in the local
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the eligibility or fundability of the complet- governing body and local politicians under-
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ed portion)? This can be done more easily stand your situation. Educate your chief
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$ if you inform all interested parties that you executive and council members or commis-
intend to fund the remaining portion in a sioners about your excess CDBG backlog
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$ future year after the delay-producing obsta- and the consequences of failing to reduce
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cle has been overcome. If it appears the it. To get their attention, you may want the
$ $ project will not get under way in the fore- help of your HUD Field Office. If HUD has
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$ seeable future, you will need to terminate it. not already discussed CDBG program timeli-
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Identify which ongoing projects are candi- ness with key local officials, invite them to
dates for increased funding. If you wish to visit your community. You will probably get
continue with the same project unmodified, the help and cooperation you will need from
be sure you have realistically identified what local government agencies if your chief exec-
steps you must now take to get that project utive is on your side. Your council members
under way. or commissioners will be more likely to ac-
cept both the changes you may need to make
Determining the Course of Action
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to projects in their jurisdictions and the
Develop an action plan to remedy each pressure you may need to place on some of
deficiency you identify. Make a realistic as- their constituent agencies if they understand
sessment of how long it will take to make the urgency and possible consequences of
the changes and how they will result in your backlog problem.
drawing CDBG funds more quickly. Contin-
ue the process of identifying problems and Caveats About Certain Alternative Approaches
developing solutions until you can conclude Even if you accurately identify problems
that the selected changes will be more than that are producing the backlog in your pro-
sufficient to reduce your CDBG balance to a gram, it may not be possible to fix the prob-
level that will comply with the timeliness re- lems quickly. You may be tempted to use
quirements by the next measurement date: float loans or lump sum drawdowns to reduce
60 days before the end of your program year. the backlog of funds in your line of credit.
Make a projection of how much program in- However, you should be aware of some criti-
come will come in during that time period. cal issues (discussed in the paragraphs below)
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Don’t forget that the program income you before proceeding to do so.
receive during the workout period must be
used first before you can draw funds from Float loans: A grantee may try to reduce
your CDBG line of credit. Develop your its backlog by making one or more float loans.
Workout Plan with the objective of bringing The term float is used because the source of
the backlog to a level well below the 1.5 funds is money the grantee has in its line of
timeliness standard. In this way, if any part credit that is programmed for other uses, but
of the Workout Plan does not achieve its which is not expected to be needed for some
4Developing and Implementing a CDBG Workout Plan $ $
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time. You should review the regulations at used to determine your 15-percent cap for $ $
24 CFR §570.301(b). If you are considering public services and 20-percent cap on plan- $
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a float loan, you first need to be sure the ning and administration. Float loans can $ $
loan will be for an activity that meets make more funds available for those uses. $
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CDBG requirements. Some activities that However, a one-time spike in the amount $ $
need funds quickly could be difficult to assess the grantee obligates for public services may $
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for eligibility and compliance with CDBG create a high expectation for a level of fund-
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national objectives. Do not rush to fund ing that cannot be maintained in subsequent $
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such activities without making this assess- years and may be difficult to end.
ment. You also need to ensure that any such $ $
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Lump sum drawdown: A grantee may $ $
loan will be repaid in time to fund the activ-
draw funds in advance to fund the rehabili-
ities for which the funds were originally pro- $ $
tation of privately owned properties under
grammed. Most often, float loans provide $
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24 CFR §570.513 of the CDBG regulations. $
construction financing or pay for property or $ $
You should read these regulations carefully.
land acquisition before permanent financing
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While a lump sum drawdown might signifi-
comes from another source. Loans for such
cantly decrease your funds backlog, there are
purposes often require large amounts of funds
other important factors you should carefully
for a relatively short period of time.
consider. According to §570.513, the funds
This short time period highlights a prob- must be deposited in a financial institution
lem with float loans: using the repaid funds that will agree to provide certain benefits to
quickly enough to avoid creating yet another your community in exchange for receiving
backlog problem. You must also take care to the deposit. These benefits include the insti-
ensure that you carry out the steps set forth tution’s performing administrative services
in the regulations at 24 CFR §570.301(b) for your community’s rehabilitation program
when making float loans. These steps are de- at no cost, or a substantially reduced cost,
signed to make sure citizens are properly no- and paying interest on the deposit at a rate
tified about, and protected against, the risks that meets minimum requirements. (The
of not receiving loan repayments in time to regulations provide more detail on the bene-
support the underlying projects that are to fits you need to derive from the institution.)
be undertaken by the repaid funds. To ensure It may take a long time to find a willing
that a float loan will be repaid on time, you financial institution and to negotiate an
should make sure the project has permanent agreement that will meet these require-
financing. You may also need to obtain an ments. Moreover, this regulatory provision
irrevocable letter of credit in case one or requires that the deposited funds, and inter-
more of the underlying projects needs funds est paid thereon, be put to use within a short
before they can be repaid by the float loan time. You must begin making use of the
recipient. Finally, you will need to deal with funds within 45 days after their deposit. Plus,
the citizen participation requirements for a substantial amount of the funds must be
funding of a new activity. used by 180 days after the account is estab-
lished, and all funds in the account must be
You may be enticed to use float loans be-
put to use by the end of 24 months. Thus,
cause the loan repayments are CDBG pro-
gram income. Hence, they expand the base
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Developing and Implementing a CDBG Workout Plan
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$ $ lump-sum drawdowns would make sense for back into compliance with program stan-
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$ your rehabilitation programs only if: dards. In this section of your Workout Plan,
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summarize the nature and results of your as-
❉ You already have one or more successful
sessment. Although the immediate task is
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$ rehabilitation loan programs and have
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the staff and program criteria already in
meet timeliness requirements, your program
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place.
may soon relapse if you do not pinpoint the
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❉ The amount of unspent funds pro- reasons why the excess backlog developed.
grammed for rehabilitation, together
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$ with any additional funds you expect to Identification of Activities To Be Modified or Terminated
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program, would make a substantial con- You may find you are able simply to
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tribution to the reduction of your CDBG speed up one or more existing activities by
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funds backlog. taking actions to spend the funds faster. If so,
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describe in this section of your Workout
❉ You are able to find a financial institu-
Plan any such activity, the actions you plan
tion willing to participate and negotiate
to take, and the results you expect. However,
an agreement that meets the regulatory
speeding up existing activities will not al-
requirements within a reasonable time
ways reduce the entire backlog, and you will
period.
usually need to make substantial changes in
❉ You are likely to spend the funds that some of your funded projects. You may find
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will be deposited, along with the interest it necessary to terminate an activity (in
to be paid on the deposit, for rehabilita- whole or in part) or to modify it to free up
tion activities by the deadlines required funds that can be spent faster on another
in the regulations. project. List the specific activities you intend
to either modify or terminate. Describe all
such activities, the actions you plan to take,
Preparing a Written Plan for Submittal to HUD and the amount of freed-up funds you expect
Once you have determined the course of to result from these actions that will be av-
action for reducing the funds backlog, you ailable for other uses.
will need to prepare a written Workout Plan
for HUD. The Workout Plan must at least Reprogramming Available Funds
contain the following elements for it to be Identify the activities for which you plan
approved by HUD. to use the funds you will have available from
modified or terminated projects. Include also
Identification of the Main Causes of the Excess Backlog a description of how you will use unpro-
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HUD will need to conclude from your grammed funds from completed projects or
Workout Plan that (1) you have conducted from program income. These projects might
a thorough review of your program, projects, include other, already funded activities that
and activities; (2) you have identified the can use more funding and use the money
main causes of your problem; and (3) you quickly. You may also plan to carry out
have chosen actions that will lead to suffi- (a) one or more projects previously included
cient improvements to get your program in your action plan as backup projects or (b)
new projects not previously identified in an
6Developing and Implementing a CDBG Workout Plan $ $
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action plan. List these activities, the amount Milestone Schedule $ $
of the freed-up funds you expect to use on Include or attach a schedule that lists all $
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each, and the time within which you expect of the key actions that the community will
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those funds to be expended. Don’t forget to take to pursue backlog reduction, and show $
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include time for citizen participation, when the dates each action is expected to start $ $
necessary, to amend your action plan to add and finish. This schedule should include the $
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a new activity or materially change another. milestones you have identified for each ac- $
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tivity that will use CDBG funds as part of $ $
Other Planned Actions your Workout Plan. (See the sample format
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Describe any other steps you plan to provided at the end of this publication.) $
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take to reduce the excess backlog within the
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time frame covered by the Workout Plan. Drawdown Projection
This may include adding or reassigning staff, $
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The Workout Plan should include a pro- $ $
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providing training or technical assistance to jection showing the amount of CDBG funds
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subgrantees, and securing the aid of your
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your community expects to draw down from
community’s chief executive officer or leg- its line of credit during the period covered
islative body. It may also include actions to by the Plan. The projection should identify
reduce the time that elapses between expen- the amount of expected draws, by month, for
ditures and drawing of funds from the line of each activity that was delayed but is being
credit. List all such planned actions, state retained, as well as those projects you have
when you expect to take them, and explain modified or added to help resolve your time-
the results you expect to achieve. liness problem. It should also include expect-
ed draws for the balance of your program,
Longer Range Plans showing the activities that make up that bal-
If you have identified any program de- ance either individually or combined. (See
sign weaknesses that you believe need to be the sample format provided at the end of
corrected to help your community meet the this booklet.) The projection should also
timeliness standard, describe the corrections summarize the amount of expected draws
here. This section might include changes for your entire program on a monthly basis,
in overall management procedures, in your showing the effect they will have on your
process for developing an action plan, or in line-of-credit balance. At the bottom of the
the process you use for assessing projects and projection, show how the backlog reduction
subrecipients for future funding decisions. will affect your drawdown ratio. Again, in
State specifically the deficiency, your planned making this projection, don’t forget to take
remedial actions, and how they will improve into consideration that program income
the likelihood the community will keep its will need to be used before funds can be
CDBG program timely. drawn from your line of credit.
Progress Reports
Determine the content and timing of
the progress reports your community will
provide to HUD over the period of time
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Developing and Implementing a CDBG Workout Plan
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$ $ covered by the Workout Plan. Identify how gram back within timeliness standards. It is
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$ you plan to submit the reports (e.g., by mail, important to submit the Workout Plan and
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fax, e-mail, or other method), the frequency progress reports in a timely manner. The
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of the reports, and the dates on which you plan should reflect realistic goals to show
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$ $ will submit them. The content of such re- you are taking your backlog problem serious-
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ports should include at least: ly and will deal with it effectively. You may
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want to determine if HUD staff will review
$ ❉ A comparison of actual results versus
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$ your plan during its development and com-
planned results in terms of both meeting
ment on any aspect that seems questionable.
your milestones and planned drawdowns
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$ As part of this collaborative process, consid-
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er asking HUD for advice or technical assis-
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❉ Other relevant actions taken during the tance as part of your assessment of causes
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period since the last report. and remedies in the course of developing
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your Workout Plan. Do not formally submit
❉ Your assessment of the progress being the Workout Plan to HUD until you are
achieved by the community in relation convinced that there is a high likelihood
to expectations. that the Plan will be acceptable to HUD.
❉ Any special actions you plan to take to
deal with any significant deviations from Implementing the Plan
the Workout Plan. In addition to its daily CDBG workload,
See the attached sample formats for
how you may show actual accomplishments
against planned milestones and drawdowns.
your community must also make a concerted
effort to implement the commitments made
in the Workout Plan if the Plan is to suc- $
ceed. Because time is of the essence, it is im-
portant to discover promptly any significant
Commitment departure from the Workout Plan in order to
The letter transmitting your Workout allow for corrective action. Therefore, you
Plan to HUD should describe the level of should require special reports (at least once
commitment your community will make to a month) to track the actions and results
execute the Workout Plan. The transmittal committed to in the Plan. You may need to
letter should also describe the projected re- ask subgrantees to provide additional infor-
sults and how they will reduce the excess mation on a more frequent basis than their
backlog of CDBG funds. Having the letter normal reporting regimen. You should com-
signed by your chief executive will indicate municate regularly with key staff members
that the community commits itself to meet- involved in your program to measure prog-
ing the objectives reflected in the Workout
Plan.
HUD Approval
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ress against the Workout Plan. The Plan
should be an agenda item at every staff
meeting. Report progress on the Workout
Plan to your chief executive monthly.
HUD will review the Workout Plan you If, at any time, it appears that progress
submit to determine if it is realistic and if is seriously lagging, and that the lack of
implementing it will likely bring your pro- progress is threatening the community’s
8Developing and Implementing a CDBG Workout Plan $ $
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ability to achieve the overall goal of the staff for monitoring its projects; (b) conduct $ $
Workout Plan, you will be expected to take program training for its current subrecipi- $
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immediate action to get the community back ents; and (c) amend its reporting require- $ $
on track. In such an event, notify HUD im- ments to make information on expenditures $
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mediately; don’t wait until the next report and drawdowns more readily accessible. It $ $
deadline (unless that deadline is near). Tell also realizes that these management actions $
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HUD what you expect to do to overcome alone will not immediately result in im-
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the problem and discuss whether it merits proved timeliness and that it must take other $
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amending the Plan. actions relating to specific projects. The
grantee sees its best chance for improving its $ $
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drawdown rate within the next year in tak-
Sample Formats ing actions in three areas: $ $
Following this section, you will find two $
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sample formats, which allow the grantee to ❉ Expediting two of its capital improve- $ $
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use the same form for both the Plan itself ment projects (rehabilitation of a library
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and for reporting progress against the Plan. and construction of a neighborhood
The first format identifies the milestones to center).
be met for management actions and individ-
❉ Expanding and expediting one of its
ual projects. The second details the projec-
housing rehabilitation projects through
tion of funds to be drawn down monthly
better outreach efforts and improved
during the reporting period and provides for
staff efficiencies.
a running calculation of the drawdown ratio.
On both sheets, the shaded area is to be used ❉ Replacing the subrecipient it had been
for reporting actual results by month. HUD using for one of its public services with
plans to make these formats available as a more experienced nonprofit agency.
downloadable forms available on its Web site.
Anytown expects that these actions will
In the hypothetical community provided result in its program funds balance being
here, you can see how Anytown, USA, well within the 1.5 standard by the end of
found in noncompliance with the timeliness the 10th month of its current program year
standard 60 days prior to the end of its pro- (April 30, 2003).
gram year, has analyzed its program and
determined what to do to improve its timeli- The sample milestone schedule shown
ness. In this example, Anytown’s drawdown here identifies the key actions and dates that
ratio (ratio of grant-to-balance of funds) at Anytown believes it needs to meet in order
the start of its new program year July 1, to undertake these changes, and reports
2002, was 2.61 (includes FY 2002 grant). progress against these targets. The accom-
Anytown has decided that, for the long run, plishment data in the shaded areas indicates,
it must revise its overall program schedule to for example, that, 4 months into the Plan,
allow more time for staff to identify potential some potentially serious slippages in meeting
problems with individual projects and to milestones have occurred that could result in
take actions to keep funds moving. Anytown the grantee failing to achieve its objective
has also decided it needs to: (a) hire more of having its fund balance meet the 1.5 stan-
dard. Delays in selecting a contractor for the
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Developing and Implementing a CDBG Workout Plan
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$ $ Rialto Library rehabilitation project and on- Note: These samples are not intended
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$ site preparation for the Westside Center are to indicate the level of detail that a Work-
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already resulting in a shortfall in its draw- out Plan should contain, but rather to
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down projections as shown on the Funds show how the material should be present-
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$ $ Drawn report. Therefore, Anytown must ed. In actual use, HUD would expect the
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give careful attention to those areas of its Plan to contain much more detailed infor-
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Workout Plan and take aggressive remedial mation than is shown here for these pur-
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$ actions if it is to avoid a growing gap in poses. In reviewing these samples, you
meeting drawdown projections for the should also bear in mind that the informa-
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$ ensuing months. tion contained in these formats will con-
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stitute only a small part of a grantee’s
$ $ Workout Plan and progress reports. The
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$ essence of both the Plan and the monthly
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reports needs to be covered in accompany-
ing narratives.
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10Grantee: Anytown, USA CDBG Workout Plan Preparation date: Nov. 5, 2002
Contact person: Janet Jones Original plan date: July 1, 2002
Telephone: (301) 555–1234 Milestone Schedule/Progress Report Amended plan date:
Project Milestone July 2002 Aug 2002 Sept 2002 Oct 2002 Nov 2002 Dec 2002 Jan 2003 Feb 2003 Mar 2003 Apr 2003
Name Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual
Program Amend Start
Mgmt program by 7/3
schedule Complete Completed
by 7/15 7/17
Hire two Advertise Issued Review Review Select Monitors
monitors 7/10 ads 7/10 applicants completed monitors selected
by 9/30 9/28 by 10/25 10/29
Train sub- Start by Started Complete Training
recipients 7/15 7/15 by 9/15 completed
9/15
Amend Start by Started Completed
reports 7/3 7/28 8/7
Complete
7/15
Rehab Issue Develop Developed Issue RFP
Rialto RFP RFP RFP 7/15 RFP by issued
Library by 7/7 8/5 8/15
Select Select Selected
contractor by 9/25 10/25
Rehab Start by Complete
library 10/13 1/15
Install new Order by Receive Install by
shelves 11/2 by 12/31 2/6
Eastside Train Start by Started Complete Completed
Rehab staff 8/10 8/10 9/25 9/25
Project
Mail out Mail by Mailed
brochures 9/15 10/1
Approve Begin loan
Loans process
11/15
Developing and Implementing a CDBG Workout Plan
Meals on Select new Select Selected
Wheels subrecipient by 7/2 7/2
Train new Start by Started Complete Completed
subrecipient 8/1 8/3 by 9/15 9/30
Begin Begin Began
service 10/5 meals 10/5
Westside Site prep Start by Started Completed
Center 8/4 8/14 9/6
Complete
by 8/25
Construct Start by Started Complete
center 10/15 10/30 by 4/15
1112
Grantee: Anytown, USA CDBG Workout Plan Preparation date: Nov. 5, 2002
Contact person: Janet Jones Original plan date: July 1,2002
Telephone: (301) 555–1234 Funds Projected/Funds Drawn Amended plan date:
Amount Balance Cumulative Undrawn
Amount Drawn as as of Drawdown Drawdown Drawdown Drawdown Drawdown Drawdown Drawdown Drawdown Drawdown Drawdown as of Balance
Activity Budgeted of 6/30/02 7/01/02 July 2002 Aug 2002 Sept 2002 Oct 2002 Nov 2002 Dec 2002 Jan 2003 Feb 2003 Mar 2003 Apr 2003 Prep. Date as of
Name/# $(000) $(000) $(000) Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Prep. Date
Rialto 240 10 230 0 0 0 0 0 0 40 15 40 40 40 50 0 0 40 15 215
Library
Eastside 655 115 540 20 25 20 18 20 21 30 25 30 40 40 40 40 40 90 89 451
Rehab
Meals 200 0 200 0 0 15 14 15 15 15 15 20 20 20 15 15 15 45 44 156
on Wheels
Westside 855 125 730 0 0 75 38 0 37 50 10 60 50 50 10 50 40 125 85 645
Center
Balance 495 240 255 15 13 20 21 20 20 20 19 25 20 15 10 10 5 75 73 182
Public
Services
Balance 850 395 455 50 55 50 53 30 29 20 21 30 20 20 20 20 40 150 158 297
Housing
Rehab
Balance 575 110 465 0 0 25 23 35 36 0 0 30 35 0 0 0 0 60 59 406
Capital
Projects
Balance 560 245 315 25 23 20 21 15 16 10 12 25 10 15 5 25 10 70 72 243
All Others
Total 4,430 1,240 3,190 110 116 225 188 135 174 185 117 260 0 235 0 200 0 150 0 160 0 150 0 655 595 2,595
LOC 3,190 3,080 3,074 2,855 2,886 2,720 2,712 2,535 2,595 2,275 2,040 1,840 1,690 1,530 1,380
Balance
Current 1,222
Grant
Ratio of 2.61 2.52 2.52 2.34 2.36 2.23 2.22 2.07 2.12 1.86 1.67 1.51 1.38 1.25 1.13
Balance to
Grant
Developing and Implementing a CDBG Workout PlanHUD–2002–13B–CPD www.hud.gov/offices/cpd/communitydevelopment/library/index.cfm October 2002
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