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provided the means to facilitate this participation. City staff members (i.e., District Managers) <br />are assigned to one of two geographic areas of the City. This staff is responsible for coordinating <br />the implementation of housing and community projects within their district and interacting with <br />the City's 64 neighborhood associations. This coordination includes working with other city <br />departments, public utilities, property owners, tenants, nonprofit agencies and the school <br />district. <br />Actions taken to enhance coordination between public and private housing and social service <br />agencies. 91.220(k); 91.3200) <br />As in past years, Santa Ana made an effort to leverage federal funds with local and state funds to <br />increase and preserve the City's supply of affordable rental housing. Afterthe dissolution of <br />Redevelopment Agencies in California, obtaining affordable housing resources has become more <br />challenging; however, the City continues to seek resources that can be used to further affordable <br />housing opportunities. Several affordable housing projects are ��mov nig �rwward currently in the City and <br />two projects for homeless individuals and homeless veteransate in the pipeliee. These are examples of <br />how the City is coordinating with private developers anCdrsoc_ ial se ice agencies to create affordable <br />housing opportunities in Santa Ana. �# `\'�f`/� <br />The City's owner -occupied housing rehabilitatiopiprograms have been instrumental in preserving <br />housing units occupied by lower income households. Furthermore homeownership opportunities for <br />t\%/ v <br />low- and moderate -income homebuyers were available via the City's participation in the Neighborhood <br />Stabilization Program and the imple entat bri of the City's Down Payment Assistance Program. In <br />addition, during the reporting periodth���uti„Mize DOME funds to develop the Orchard, a 72 -unit <br />permanent supportive housing.pro)ectior chronically homeless individuals, and the Santa Ana Arts <br />\ `\ <br />Collective, a 58 -unit ad7tiv a reuse`pr�o)ect�,fjr low-income artists. Additionally, the Santa Ana Housing <br />Authority provided rental assistance vouchers to very -low income households. Participants in the <br />Housing Authority's Family Self-SufficieIhcy (FSS) program were also referred to classes (available in <br />English, Spanish and Vietnamese),or how to prepare for homeownership. <br />City staff meet regularly with public and private organizations to coordinate efforts. The City's <br />relationship with nonprofit organizations in the community allows for an integrated approach for <br />funding requests from local, state and federal agencies. The City will continue to work with nonprofits as <br />they apply for funds for activities consistent with the objectives in the Consolidated Plan. The City also <br />communicates with other public institutions to facilitate the exchange of information and strategies of <br />providing benefits and housing services. <br />Homeless needs and priorities continue to be identified through the County's CoC system. In 2012, the <br />City began consultating with the County and local ESG grantees specifically in regard to the use of new <br />ESG funds. The City also consulted with the CoC Coordinator to consider potential ways to allocate ESG <br />funds for eligible activities. On-going meetings are held to coordinate the development of eligibility <br />criteria, performance standards and outcome measurements, as well as to establish funding, policies, <br />OMB Control No: 2506-0117 (exp. 06/30/2015) <br />NIMP <br />19D-26 <br />20 <br />