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<br /> DRAFT CAPER 24 <br />OMB Control No: 2506-0117 (exp. 06/30/2018) <br /> Improving public facilities eliminates existing facilities and infrastructure that negatively impacts <br />residential neighborhoods. <br />Actions taken to develop institutional structure. 91.220(k); 91.320(j) <br />The institutional delivery system in Santa Ana is high-functioning and collaborative, particularly the <br />relationship between city departments and the nonprofit sector comprised of a network of capable <br />nonprofit organizations operating in Santa Ana and throughout Orange County that are delivering a full <br />range of services to residents. Affordable housing development and preservation activities are carried <br />out by the Housing Department of the Community Development Agency in partnership with housing <br />developers and contractors. The Planning and Building Agency supports code enforcement activities. <br />Public service activities are carried out by nonprofit organizations with support and oversight from the <br />Community Development Agency as necessary to achieve the Strategic Plan goals. The Community <br />Development, Public Works and Planning and Building Agencies work together with contractors to <br />implement public facilities and improvement projects. <br />The greatest challenge behind COVID-19, in the City’s institutional delivery system is the breadth and <br />diversity of need and exceeds the amount of available funding to completely address all needs within <br />the community. Consequently, even high priority needs cannot be fully funded. Further, due to the scale <br />of need within the community – nonprofit service providers are also operating at maximum capacity. As <br />a result, non-profit leadership has less time to dedicate to coordination and alignment with other <br />partner agencies and organizations to strategically target needs. In PY20 the Community Development <br />Agency worked to increase the efficiency of collaboration and coordination among different providers <br />operating in the City and throughout the region. <br />The City also supported programs aimed at enhancing. Examples of actions undertaken during the <br />report period to overcome gaps and enhance coordination included the following: <br /> The City’s Workforce Development Board played a key role in developing employment <br />opportunities for lower income Santa Ana residents. The WDB is comprised of various <br />community leaders representing private employment, education, social services and <br />government. This diversity in the board’s representation ensures that the community’s <br />workforce needs are identified and addressed through a variety of public and private resources. <br />This advisory board also brings key community contacts together resulting in enhanced <br />coordination of program delivery and resource utilization. <br /> The City participated in several homeless forums and committees. Specifically, the City served <br />on the Orange County Continuum of Care Board and participated in several committes including <br />the Housing Opportunity Committee, the Emergency Shelter Committee and the Data and <br />Performance Committee. The City also served on the Leadership Council for the United to End <br />Homelessness campaign empowered by the United Way and participated on the Executive <br />Committee. Through this participation, the City can ensure that barriers to housing and the <br />needs of the homeless are identified and addressed through the coordinated regional <br />implementation of limited funding and resources.