60A - FY 2020-2022 COMM DEV BLOCK GRANT

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Fiscal Year 2020 — 2022 CDBG Program February 18, 2020 Page 7 Once the City receives the actual CDBG allocations for FY 2020-2021 and FY 2021-2022 from HUD, the approved CDBG public service allocation will be increased or decreased in proportion to the actual grant allocation. Should the increase in funding be enough to fund additional nonprofits at the minimum funding level, funds will be allocated to the next highest scoring organization(s). Any remainder will be distributed to already high performing organizations in proportion to their actual grant allocation. Next Steps: If the FY 2020-2021 CDBG Program Funding Plan is approved, staff will prepare and execute memorandums of understanding with various City departments (Exhibit 4) for the period of July 1, 2020 through June 30, 2021 and agreements with nonprofit organizations (Exhibit 5 and 6) for the period of July 1, 2020 through June 30, 2022. All of the projects and programs are eligible for CDBG funding and are in alignment with the City's Five -Year Consolidated Plan, Strategic Plan and Capital Improvement Program. STRATEGIC PLAN ALIGNMENT Approval of this item supports the City's effort to meet the following Goals, Objectives, and Strategies: Goal #1 - Community Safety, Objective #6 (enhance Public Safety integration, communications and community outreach), Strategy F (The Santa Ana Police Department will collaborate with the Orange County Probation Department, Orange County Healthcare Agency caseworkers, business community, and associated non-profit organizations to assist in re-entry of recently released offenders into the community); Goal #2 - Youth, Education, Recreation, Objective #2 (expand youth programing), Strategy A (focus resources on quality youth engagement, civic awareness, enrichment and education programs (i.e. youth camping trips) and expand after -school programs during out -of -school hours at the library and community centers, and Strategy B (expand the youth sports program so that youth recreational opportunities are established year-round); Objective #4 (partner with groups and organizations to promote education, senior services, job training and development for all Santa Ana residents), Strategy A (partner with The California Endowment, Santa Ana College, Chapman University, UCI, CSUF, and other institutions of higher education to design career pathway programs that support priority workforce industries (Retail, healthcare, manufacturing, renewable energies) that results in faster reemployment of Santa Ana's residents; Goal #3 - Economic Development, Objective #5 (leverage private investment that results in tax base expansion and job creation citywide), Strategy C (develop a knowledge base to foster economic development by actively partnering with non-profit organizations); Goal #5 - Community Health, Livability, Engagement & Sustainability, Objective #4 (support neighborhood vitality and livability), Strategy D (implement new Neighborhood Improvement Initiatives focusing on residential areas that have been adversely affected by disinvestment and decline. Program and services from a variety of resources will be utilized to achieve positive and sustainable improvements), and Objective #6 (focus projects and programs on improving the health and wellness of all residents), Strategy C (integrate a variety of health and wellness programs into existing programming at each of the city's community/recreation centers (e.g. 60A-7