HomeMy WebLinkAbout75A - PH EVALUATION REPORTREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
DECEMBER 1, 2020
TITLE:
PUBLIC HEARING — AUTHORIZE THE
SUBMISSION OF THE FISCAL YEAR 2019
CONSOLIDATED ANNUAL
PERFORMANCE AND
EVALUATION REPORT TO THE U. S.
DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT
CLERK OF COUNCIL USE ONLY:
❑ As Recommended
❑ As Amended
❑ Ordinance on 1 sl Reading
❑ Ordinance on 2od Reading
❑ Implementing Resolution
❑ Set Public Hearing For_
CONTINUED TO
/s/ Kristine Ridge FILE NUMBER
CITY MANAGER
RECOMMENDED ACTION
Authorize the submission of the Fiscal Year 2019 Consolidated Annual Performance and
Evaluation Report to the U.S. Department of Housing and Urban Development.
DISCUSSION
The Five -Year Consolidated Plan is a comprehensive planning and application document that
covers the three entitlement grants that the City receives annually from the U.S. Department of
Housing and Urban Development (HUD). These three entitlement grants are the Community
Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Investment
Partnerships Program (HOME). The Consolidated Plan outlines a strategy for using the three
grants and other resources to meet community needs as they were identified in the Consolidated
Plan.The Consolidated Plan also identifies five-year numeric goals for meeting the identified
community needs that Santa Ana will work toward during the period covered.
As part of the Consolidated Plan process, HUD requires the City to submit a Consolidated Annual
Performance and Evaluation Report (CAPER) (Exhibit 1). The CAPER describes the activities and
accomplishments for the three federal entitlement grants during the past Fiscal Year. It also reports
on the City's success in achieving the five-year numeric goals and objectives that are established
in the Five -Year Consolidated Plan. Fiscal Year 2019-2020 is the fifth year covered by the 2015 -
2020 Consolidated Five -Year Plan.
The following table highlights accomplishments achieved during Fiscal Year 2019-2020 with
funding from the CDBG, ESG, and HOME Program:
75A-1
Public Hearing — Submission of FY 2019 CAPER
December 1, 2020
Page 2
General Activity
Accomplishments
Completed upgrades to the Senior Center HVAC system.
Completed improvements to the Thornton Park parking lot.
Capital Improvements
• Completed street improvements in the Henninger Neighborhood
Completed upgrades to HVAC system at the Santa Ana Senior
Center.
Completed the installation of ADA curb ramps.
Economic
Development
Provided 48 small business incentive grants.
Provided funding for 17 nonprofit organizations to administer 20
programs and served a total of 35,497 persons. These public
service activities were selected through a NOFA process.
Activities were targeted to meet the needs of specific
populations, including the elderly, youth, persons with disabilities,
and low-income individuals. Specific providers included
Public Services
Community Legal Aid, the Cambodian Family, YMCA, Second
Chance of OC, Public Law Center, Hope Builders, Lutheran
Social Services, Neutral Ground, Orange County Children's
Therapeutic Arts Center, CASA of Orange County, DELHI,
America on Track, Heritage Museum of Orange County,
Charitable Ventures of Orange County, Community Health
Initiative of Orange County, Boy's and Girl's Club, and
Community Action Partnership of Orange County.
Completed construction of a 75-unit affordable permanent
supportive housing project with wrap -around supportive services
for HUD -Veterans Affairs Supportive Housing (VASH) eligible
homeless veterans (Heroes' Landing) of which three units are
HOME -assisted units.
Affordable Housing
. Completed a total of ten rental rehabilitation projects funded by
the HOME program.
Provided CDBG down payment assistance to two income -eligible
homebuying households.
Committed $1,687,047 to support the rehabilitation of affordable
rental units in the North Harbor Village
75A-2
Public Hearing — Submission of FY 2019 CAPER
December 1, 2020
Page 3
CDBG funds were used to rectify and preserve the aging housing
stock within the City through code enforcement activities in
eligible CDBG areas.
Code Enforcement
. Code Enforcement staff responded to 4,857 complaints covering
3,437 residential properties of which 1,643 were single family
residences and 1,794 were multi -family residences within the
CDBG eligible deteriorating and deteriorated areas.
Provided assistance to 802 individuals through street outreach,
Homeless Services
homeless prevention, rapid re -housing, and emergency shelter
managed by the City of Santa Ana and four subrecipients.
On April 21, the City of Santa Ana amended the 2019 Annual
Action Plan to include special CDBG and ESG allocations from
the CARES Act to target the impact of the COVID-19 pandemic
in the City of Santa Ana.
COVID-19 Response
. Activities included launching an emergency rental relief fund,
allocating funding to increase the prevalence of COVID-19
testing within the City, supporting food banks and food delivery
services for seniors, and supporting small businesses impacted
by COVID-19.
The draft CAPER reflects numbers that were available in the HUD system as of October 1, 2020
and reflects all accomplishment data for the program year. The CAPER is due to HUD no later than
December 27, 2020 and staff must use the information that is currently available.
HUD regulations require that the CAPER be available for a 15-day public review and comment
period prior to its submittal. On November 17, 2020, a public notice was published in the Orange
County Register, La Opinion, and Nguoi Viet News indicating that the draft CAPER would be
available for public review and comment from November 17 through December 1, 2020 and that a
Public Hearing would be held on December 1, 2020. The draft CAPER will also be available for
public review on the City's website. All comments received in written form and at the Public Hearing
will be included in the final document submitted to HUD. Due to the timeframe for submission, the
final document may include minor revisions pending final activity and expenditure reports.
FISCAL IMPACT
There is no fiscal impact associated with this action.
Submitted By: Steven A. Mendoza, Executive Director — Community Development Agency
Exhibit: 1. FY 2019 Draft Consolidated Annual Performance and Evaluation Report
75A-3
iwa:ulir
DRAFT
CITY OF SANTA ANA
CONSOLIDATED ANNUAL
PERFORMANCE & EVALUATION
REPORT
JULY 1, 2019 - JUNE 30, 2020
75A-4
i
G
u
M.
H
S
H
fD
fD
J
fD
J
d
c
J
(U
O
K
m
v
fD
d
C
J
O
T
M
3
fD
S
O
3
fD
6
C
N
O
(U
J
H
fD
N
C
J
fl
rD
a
3
n
0
Ln
Gl
O
lu
F
D)
3
Q
O
C
P"
n
O
3
(D
N
W
f
75A-5
i
V
u
L
c
-o o
Q
o c o
3
m
—
O N.
D
C 00 6
N
� m
�
rD
O
N
�
O
O
w
O
on
fD
p�
O
n
n
0
0 m 0
p 0
3
W W
V O W
O z
m p ..�
A m 0O
j N
00
N
A
W
O
A
^ A
OrD
7
S D
3 fDCL
W r3Y
N r3Y
N
R
6 D
n N
w
c
� c
O
O
3
(D N
(D
a
D_
3 O
O O
O
3
3
D
N N
A N
N
04 O
04 O
N
a
a
W
N
to
v lA R
m
A
D t v
M
n p.
I
to
n
v D
W
W
d t
O w C
N N
�•
n I
I--`
01
v
A
V
O
O N
lA
0
o
n
N
N
X
0
O O
� n
3 fD
a
I
w
N
v D
O
0 0
c
� d
3 I
W
n v
0
o
0
O m
O n m
n N
O o d
N 0 3
N F
O M
d
C � —
a rD `D
"O n
n 7
(D 3
co
N 3 Q
(D OC d0
n N 1
n O m
to
3 n
-o N f
m
(D 6 N
Q OO_ 3
o 3
3
m o
d
n 3 G
S H m
O O
c F
rD
0 c
3 3
3
rD O\ m
rD7 em►
N rD 7
-O O 00
oo m O a
1 ^ d
3 ^
N d 3
o O O
O
p n O'
„ O
3
rD _
3 m
d H
n '
�. to
O
in
c N
3 �
ri OC
O
1
3
rD
N
C
(D
N
07
N
75A-6
W
f
d
0
3 0
a
o m
fD
0
n
3
rD
n
m
O
M
0
m0
O
O
O
::p
O ::p
m
3 3
3
c
o
N O
O
3 =
fD
°
3
3
3 C
N�
N
6
D
6
N
LA
M
fD
3
M
3
Dq
in m
to
n
v� n
F+ V
W
V
V
A
<
m
00
..
m
A
W
V
W
N
M
N
3
0
N
0
O
D
S
S
v+
N
"O
H
m
O
n
C
J
fD
- ffDD
"a
ffDD
ffDD
O
N.
3
N
n
3
tD
S—
rD
CO
3
nfD
6C
f3D
(D
O'
D
N
nw0
T
n
fD
O
<
'
N
fDN
fD N
On
rD
r
N\
d
dd
J
(D
m
0
Dq
O
D w
D
S
C
S
S
•*
3
�^ C
LA
D O
q' N
L'. n
3 O O
D O
D O
3
O
O
fD
�
vi 3
H C
of
(D
M
3
d 3
S
3
S
S
rD
Q O
O
Q O
Q O
O
F+
F+
W
F+
N
F+
W
Ol
O
W
0
O
In
O
O
O
O
0
O
0
0
W
0)
O
A
O
00
ch
to
In
W
F+
F+
F+
F+
N
O
W
O
O
O
N
0
0
0
o
a
o
F+
F+
W
F+
W
n
N
V
O
O
N
O
O
O
0
F+
F+
W
F+
W
N
0
O
00
P
N
F
W
l0
V
f+
f+
f+
f+
f+
f+
0
O
O
O
In
75
f+
-7
0
0
W
f
i
G
u
A
x
O
D
o
O 6
i n. 6
fD
""
"".
<
O
0fD
n
(D
=.
vDi N
N
'
(
3
i
3
fD
H
M
C
O
n
z N
Z
x
p n Z
2
O
n
z
`m
3
3
3
3
3 J
3
3
3
O
3
O 3 x
O
3
x
3
3
C z
3
N
3 3 C
H
3
3
C
Dy d
(D
DO
rO.F
DD
H
to n
Oo o
to n
�n 0
m
N
n
0
L
rn
W
A
W
N
0
L
0
N
Ol
fD
O
C
O
C
i
n
O
61
3
=
6
fD n
O
N �,
3
ti'
O'
N O
N O
3
S
"�6 = >
j
=. uC+
(DD,
�.
..,
n
fD
5
=
H
M
n
N
..
N m
'�' O
fD O.
O
C
N
fD
.�
fD
x
O
0
N
.+ fD
O N
N
C
T
O
K, N
O
DO fD
N
0
3
3
n
fD
D_ v+
O
O_
fD
O
<
0
O
Q
fD O
n
.�
-'
C
.t
O in
O 3
40
fD
w
D)
v+
ID
(D
�'
.�'r S
N
G
N
O_
O
DO
fD
3
DO
fD
O
S
v, m
0 fD
v, m
v, m
u, m
D p
u, W
N
O
N
O
N
O
N
M O
N
M O
3
M
fD O
M
fD O
m
fD O
fD 3
fD O
(D
(D N
fD O
O- v+
� d
(D
N
O
0
N
O
A
W
A
V
O1
0
O
Lnn
Ln
O
0
O
0
W
V
L
In
O)
L
Vl
W
AO
Ul
f..
00
O
f+
A
n
F+
LO
A
In
a)
V
N
W
V
N
OJ
In
o
o
�.Io
o
0
00
O
O
N
00
N
n
A
00
N
W
F
N
O
0
W
In
V
W
F+
co
A
W
V1
I--`
In
I--`
A
co
A
In
0
V
O
V
0
A
7
i
A
�
R
A
■
./\
W
f
W
v
(D
m
i
V
u
M
3
75A-9
fD 3
fD 3
03 x
"6 C O
3rD
3 C
y H
G q
3 �
M
rDD
3 O A
C
N
\
6
rD
M
m
N
H
fD
= d
O fD p
�,
n
N
D
onrD
D
0
S
fD O
O_
d
O
O
Ul
O
O
O
o
O
0
O
O
O
0
O
0
W
f
i
C
u
u
m
v
M
fD
D_
C
3
S
a
O
fD
.n+
N
N
O
3
a
M
fD
D_
3
C
3
fD
N
O
N
O
2
O
9
m
O
IQ
O!
3
Up
f
i
75A-10
CR-10 - Racial and Ethnic composition of families assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
HOME
ESG
White
4,491
1
610
Black or African American
49
0
85
Asian
213
3
18
American Indian or American Native
48
0
44
Native Hawaiian or Other Pacific Islander
15
0
12
Other/ Multi -Racial
2,393
8
33
Total
7,209
12
802
Hispanic
5,777
7
479
Not Hispanic
11432
5
323
Table 2 —Table of assistance to racial and ethnic populations by source of funds
[aIe1»C1
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-11
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds
Source
Resources Made
Available
Amount Expended
During Program Year
CDBG
public - federal
8,327,893
$7,940,036
HOME
public -federal
5,275,849
$426,822
ESG
public - federal
493,582
$449,179
CDBG-CV
public - federal
3,374,017
$845,751
ESG-CV
public - federal
1,727,403
$10,590
Table 3 - Resources Made Available
Narrative
Identify the geographic distribution and location of investments
Target Area
Planned Percentage
Actual Percentage
Narrative Description
of Allocation
of Allocation
Citywide
39
58%
Citywide
Low -and Moderate-
Low -and Moderate -
Income area
61
42%
Income area
Table 4— Identify the geographic distribution and location of investments
Narrative
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-12
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds),
including a description of how matching requirements were satisfied, as well as how any
publicly owned land or property located within the jurisdiction that were used to address the
needs identified in the plan.
Fiscal Year Summary— HOME Match
1. Excess match from prior Federal fiscal year
$0
2. Match contributed during current Federal fiscal year
$0
3 .Total match available for current Federal fiscal year (Line 1 plus Line 2)
$0
4. Match liability for current Federal fiscal year
$0
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4)
$0
Table 5 - Fiscal Year Summary - HOME Match Report
[lIe1»L1
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-1 3
i
u
v
o-
m
V
I
O
0
aq
'm
3
0
3
m
w
0
N
7a W
cch
V
3
N
W
7 3
n—
m
3
vs MCQ
. p 0
O
M
a
3
m
m
6 3
O O
m
3
D
QQ
cn
L
A
O
0
O
N C
d
3'
3
N
0
�
N
ih� m
O
C
J
a c
O
3
3
aq
m
(D
C
O
W
C
OW
3 —
w
Co N
O
Ch
m
p p
�.
to O 3
Q
R'.
m fD
� 3
o m
o- o.
o
D
3
O
C
3
rf
4� W X
D m
3
a
m
Q
M
O
00
W
M
N
cn
3
0
m
Iv
6
3
3 N
'a
N3
p'
o
a m
3
a
x
0
m
07
Cm
G
W
m
rD
0
O
I'T
O �•
N ^�
Z
v
O
n
0
= v
M �
1� M
Q A
C o
M
_0
O
0
0
O
f1
m 2 S
Ol
n X T
K
S O O
�
N in ry
S
O
`n
3
i
a
ref
V N O
7
m a
S
m
m
a
S
m
v m
—
c
c
�
M
�
C a
{
N
m
v � �
O
3 ? N
M M M d 1A
O = �
T
= W
N
O
a
tia
O
N
3
M
i
L9d
75A-14
Minority Business Enterprises and Women Business Enterprises — Indicate the number and dollar
value of contracts for HOME projects completed during the reporting period
Total
Minority Business Enterprises
White Non -
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Number
5
0
0
0
0
5
Dollar
Amount
$4,477,303
0
0
0
0
$4,477,303
Sub -Contracts
Number
0
Dollar
Amount
0
Total
Women
Business
Enterprises
Male
Contracts
Number
5
0
5
Dollar
Amount
$4,477,303
0
$4,477,303
Sub -Contracts
Number
0
Dollar
Amount
0
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property— Indicate the number of HOME assisted rental property owners
and the total amount of HOME funds in these rental properties assisted
Total
Minority Property
Owners
White Non -
Alaskan
Asian or
Black Non-
Hispanic
Hispanic
Native or
Pacific
Hispanic
American
Islander
Indian
Number
0
Dollar
0
d
AmountI
I
Table 9 — Minority Owners of Rental Property
[aIe1»I3
11
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-15
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
Parcels Acquired
Businesses Displaced
Nonprofit Organizations
Displaced
Households Temporarily
Relocated, not Displaced
Households
Total
Minority Property
Enterprises
White Non -
Alaskan
Asian or
Black Non-
Hispanic
Displaced
Hispanic
Native or
Pacific
Hispanic
American
Islander
Indian
Number
0
Cost
0
Table 10— Relocation and Real Property Acquisition
[aIe1»C1
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-1 6
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the
number and types of families served, the number of extremely low-income, low-income,
moderate -income, and middle -income persons served.
One -Year Goal
Actual
Number of Homeless households to be
provided affordable housing units
75
75
Number of Non -Homeless households to be
provided affordable housing units
0
14
Number of Special -Needs households to be
provided affordable housing units
0
0
Total
75
89
Table 11— Number of Households
One -Year Goal
Actual
Number of households supported through
Rental Assistance
0
Number of households supported through
The Production of New Units
75
75
Number of households supported through
Rehab of Existing Units
0
12
Number of households supported through
Acquisition of Existing Units
0
2
Total
75
89
Table 12 — Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
The City of Santa Ana continues to actively market its CDBG rehabilitation and homebuyer assistance
programs and the HOME rehabilitation programs through city publications, city website, and key
stakeholders throughout the City.
In June 2020, the Heros Landing development (formerly Veteran's Village) was opened, providing 75
units (71 1-bedroom and 4 2-bedroom) for formerly homeless veterans.
Additionally, two households received homebuyer assistance through the CDBG homebuyer assistance
program. In an effort to make this program more viable, the City had recently increased the maximum
[aIe1»L1
13
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-17
amount of assistance from $40,000 to $80,000. Additionally, 12 housing units were rehabilitated
through HOME funding during the program year.
Discuss how these outcomes will impact future annual action plans.
The City will continue to issue RFPs for CDBG and HOME funds to support the development and
rehabilitation of affordable multi -family rental housing. Additionally, the City will continue to provide
single-family rehabilitation and homebuyer assistance programs.
Include the number of extremely low-income, low-income, and moderate -income persons
served by each activity where information on income by family size is required to determine
the eligibility of the activity.
Number of Households Served
CDBG Actual
HOME Actual
Extremely Low-income
0
3
Low-income
2
10
Moderate -income
0
0
Total
2
0
Table 13 — Number of Households Served
The above table reflects actual HOME units assisted and does not include the total number of units
developed in Heros Landing.
14
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-1 8
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)
Evaluate the jurisdiction's progress in meeting its specific objectives for reducing and ending
homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Santa Ana prioritizes effective, targeted, and safe outreach to individuals experiencing homelessness to
support these individuals in identifying resources and establishing pathways to safe and sustainable
housing. The City has outreach staff regularly working and interfacing with individuals experiencing
homelessness to provide assistance and support in enrolling in shelter and/ or seeking other services.
During FY2019, the City of Santa Ana worked towards the following objectives:
1. Prioritized street outreach through Quality of Life Teams
2. Preserved existing and increase the supply of permanent supportive housing
3. Preserved existing and increase the supply of affordable housing
4. Provided housing services and assistance to special needs populations
5. Improved critical services to low-income and special needs populations
6. Coordinated services within the City as well as regionally in collaboration with the Continuum of
Care
7. Collaborated with all communities in Orange County to address homelessness with coordinated,
regional approaches
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Santa Ana coordinated with Orange County who operates a year-round emergency shelter in
the Civic Center of Santa Ana that provides safe sleep and emergency shelter for over 400 individuals
each night, and food and supportive services for over 600 individuals on a daily basis. The ESG funded
HEART outreach team, City Net and Illumination Foundation organizations provide outreach and
engagement services in and around the shelter as well as other locations in the City. The County also ran
an emergency cold -weather shelter in Santa Ana during the winter. In addition to these shelters, the City
targeted actions to addres the needs of individuals who are homeless that includes unaccompanied
women, victims of domestic violence, chronically homeless individuals and families, families with
children, veterans and their families, and unaccompanied youth. The range of services include
emergency shelter, transitional housing and permanent supportive housing. ESG funds provided
assistance for street outreach services, homeless prevention and rapid re -housing.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after
[aIe1»L1
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-1 9
being discharged from publicly funded institutions and systems of care (such as health care
facilities, mental health facilities, foster care and other youth facilities, and corrections
programs and institutions); and, receiving assistance from public or private agencies that
address housing, health, social services, employment, education, or youth needs
Through the objective summarized above in the Outreach section, the City strives to hep individuals and
families from becoming homeless. The ESG program funds homelessness prevention programs including
utility and security deposit assistance as well as rental assistance. The HEART program, funded by ESG
provides bus tickets for individuals interested in returning to their home; often following a release from
a correctional facility. Additionally, the County of Orange is equipped to serve people discharged from
publicly funded institutions or systems of care such as health care facilities or correction programs.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City supported a number of programs to assist low-income individuals and families to avoid
becoming homeless, including Section 8 Housing Choice vouchers. Other support services, such as job
and training assistance, food assistance, and counseling are also available to help individuals recover
from homelessness and to avoid becoming homeless. The City worked closely with the Continuum of
Care who provided oversight for the Vulnerability Index - Service Prioritization Decision Assistance Tool
(VI-SPDAT) to prioritize the most vulnerable chronically homeless individuals. Case management services
were offered in all programs to help prevent individuals from falling back into homelessness.
[aIe1»C1
fi[.".
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-20
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
N/A —The City does not have any public housing.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
N/A —The City does not have any public housing.
Actions taken to provide assistance to troubled PHAs
N/A —The City's PHA is not designated as troubled.
[aIe1»C1
IVA
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-21
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 0); 91.320 (i)
The 2015-2019 Consolidated Plan identified several barriers to the development of affordable housing
including the following:
• Limited funding sources, financial costs, and the costs of development.
• Market constraints primarily the availability, cost, and competition for land.
• Available land in the City mostly consists of small parcels that must be assembled for
significant new construction projects. Relocation costs and housing replacement
requirements for redeveloping improved properties also presents barriers to the
development of affordable housing.
• The region's rents have continued to increase. Higher rents limited the ability of some
lower income households to obtain decent and affordable housing. Households with no or
poor credit history are severely impacted.
In an effort to mitigate these barriers, Santa Ana undertook the following actions during the report
period:
• Continued to enforce the City's inclusionary housing ordinance in which new residential
projects that meet the specified criteria must provide: 1) if the new residential project
consists of units for sale, then a minimum of 15% of the total number of units in the
project shall be sold or rented to low income households; 2) If the new residential project
consist of rental units, a minimum of 15% of the units shall be rented to low income
households, or 10% rented to very low income households; or 3) the developer may elect
to satisfy these requirements for the project by payment of a fee in lieu of constructing
some or all of the affordable units on -site.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
Based on the 2019 Point in Time Count and Survey, there are 6,860 individuals experiencing
homelessness in the County, with 1,769 in the City of Santa Ana. This is an increase of 769 individuals in
Santa Ana since the 2017 Point in Time Count. A challenge for Santa Ana is that many individuals
experiencing homelessness gravitate to specific cities, one of which is Santa Ana. A goal of the City is to
work closely with community and faithbased groups, other municipalities and the County to provide a
coordinated and regional effort to address homelessness throughout the County. In addition, several
programs were funded by HOME, CDBG and ESG to assist underserved individuals. The number of
persons assisted during the report period is highlighted throughout this report.
Actions taken to reduce lead -based paint hazards. 91.220(k); 91.320(j)
Lead -paint hazards are typically found in buildings constructed prior to 1978; the year lead based paint
was banned in the United States. Until 2012, children were identified as having a blood lead "level of
[aIe1»LI
It-]
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-22
MOMMIMUffil
concern" if blood tests resulted in 10 or more micrograms of lead per deciliter. Experts now use a
reference level of 5 micrograms per deciliter to identify children with blood levels that are much higher
than most children's levels. Although many children remain at risk exposure to harmful lead levels (i.e.,
blood lead levels greater than the CDC recommended level of 5 micrograms of lead per deciliter of
blood), the CDC reported a decline in blood levels in children age five and younger, largely a result of the
phase -out of leaded gasoline and efforts by federal, state, and local agencies to limit lead paint hazards
in housing.
Actions taken to reduce the number of poverty -level families. 91.220(k); 91.320(j)
Santa Ana's anti -poverty strategy includes expanding housing opportunities and support services for
low-income residents, and coordinating public and private resources to address their specific needs.
Services and activities supported by the City included:
• Housing rehabilitation, rental assistance, and creation of new affordable housing opportunities
via new construction and acquisition/rehabilitation activities
• Homeless assistance including prevention activities, emergency shelter, transitional housing,
and access to permanent housing opportunities; appropriate support services were blended
with these activities
• Public facility improvements to improve the overall infrastructure of the City, but more
specifically for older and/or lower income neighborhoods
• Job training, job -search skills and job placement to provide those living in poverty with new
employment opportunities that pay higher wages
• Youth recreation and diversion services to provide youth living in poverty with alternatives to
gang and crime activities
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The large number of non-profit organizations serving low-income communities in Santa Ana is both an
asset and a challenge. With a long history of serving the community, the sheer number of non -profits
leads to increased competition for limited resources. Conversely, the benefits of a rich variety of social
service organizations often translates to more community -based and culturally competent services for
low-income residents. In response to this, the City worked closely with local institutions to initiate
programs that link economic incentives with neighborhood and community development objectives.
These efforts included building relationships with neighborhood associations, community -based lending
agencies, nonprofits, and educational institutions. The City also supported programs aimed at enhancing
coordination among various City departments. Examples of actions undertaken during the report period
to overcome gaps and enhance coordination included the following:
• The City's Workforce Development Board played a key role in developing employment
opportunities for lower income Santa Ana residents. The WDB is comprised of various
community leaders representing private employment, education, social services and
[aIe1»C1
IV]
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-23
government. This diversity in the board's representation ensures that the community's
workforce needs are identified and addressed through a variety of public and private resources.
This advisory board also brings key community contacts together resulting in enhanced
coordination of program delivery and resource utilization.
• The City participated in several homeless forums and committees. Specifically, the City served
as the Chair for the Orange County Continuum of Care Board and participated in several
committes including the Housing Opportunity Committee, the Emergency Shelter Committee
and the Data and Performance Committee. The City also served on the Leadership Council for
the United to End Homelessness campaign empowered by the United Way and participated on
the Executive Committee. Through this participation, the City can ensure that barriers to
housing and the needs of the homeless are identified and addressed through the coordinated
regional implementation of limited funding and resources.
• The City sought to encourage home ownership opportunities to promote neighborhood stability.
With a high median purchase price of homes, homeownership remains a challenge for
households earning less than 80% of county median income. Recent increases in housing costs
have exacerbated this situation.
• Neighborhood residents were encouraged to participate in the preparation and implementation
of neighborhood assessments and plans, and were kept informed on homelessness issues. Santa
Ana's Neighborhood Initiatives Program provided the means to facilitate this participation. This
coordination included working with a variety of city departments, public utilities, property
owners, tenants, nonprofit agencies and the school district.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.3200)
As in past years, Santa Ana made an effort to leverage federal funds with local and state funds to
increase and preserve the City's supply of affordable rental housing. After the dissolution of
Redevelopment Agencies in California, obtaining affordable housing resources has become more
challenging; however, the City continues to seek resources that can be used to further affordable
housing opportunities. Several affordable housing projects are moving forward currently in the City and
two projects for individuals/veterans experiencing homelessness are in the pipeline. These are examples
of how the City is coordinating with private developers and social service agencies to create affordable
housing opportunities in Santa Ana.
The City's owner -occupied housing rehabilitation programs have been instrumental in preserving
housing units occupied by lower income households. Furthermore, homeownership opportunities for
low- and moderate -income homebuyers were available via the City's participation in the City's Down
Payment Assistance Program. The City worked closely with Habitat for Humanity in completing the last
phase of the scattered site project where single family homes were developed to be sold at affordable
price and to restrict to income qualified households for a period of at least 45 years. Additionally, the
Santa Ana Housing Authority provided rental assistance vouchers to very -low income households.
[aIe1»L1
Pit,
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-24
Participants in the Housing Authority's Family Self -Sufficiency (FSS) program were also referred to
classes (available in English, Spanish and Vietnamese) on how to prepare for homeownership.
City staff met regularly with public and private organizations to coordinate various efforts. The City's
relationship with nonprofit organizations in the community allowed for an integrated approach for
funding requests from local, state and federal agencies. The City worked with nonprofits as they applied
for funds for activities consistent with the objectives in the Consolidated Plan. The City also
communicated with various institutions to facilitate the exchange of information and to develop
strategies to provide benefits and housing services.
Homeless needs and priorities continue to be identified through the County's CoC system. The City
consults with the County and local ESG entitlement grantees in regard to the use of new ESG funds. On-
going meetings are held to coordinate the development of eligibility criteria, performance standards and
outcome measurements, as well as to establish funding, policies, and procedures for the operation and
administration of the Homeless Management Information System (HMIS).
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
A Regional Analysis of Impediments (AI) that covers program years 2015-2016 through 2019-2020
identified impediments to fair housing choice on a regional basis. It outlines strategies for regional
partners to address identified fair housing impediments. In order to overcome impediments to fair
housing choice identified in the regional Al, during the 2019-2020 reporting period the City of Santa Ana
provided funding to the Fair Housing Council of Orange County for fair housing education,
landlord/tenant counseling and enforcement services to combat housing discrimination and city
administrative support for the residents of the City of Santa Ana. Funds went toward
administrative/program staff and service contracts.
[aIe1»C1
21
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-25
ANIM11llifi
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan and used to ensure long-term compliance with requirements of the programs
involved, including minority business outreach and the comprehensive planning
requirements
To ensure program compliance, all CDBG, HOME and ESG activities are reviewed for eligibility prior to
having funds committed. Activities by subrecipients are monitored through quarterly desk audits of
invoices, a review of the subrecipient's Single Audits, and a risk assessment is conducted to identify high
risk activities to perform on -site monitoring. Activities by City departments are monitored through a
review of quarterly reports, inspection of completed projects, and review of procurement or other
pertinent documentation prior to authorizing project delivery payments. A comprehensive HOME
project -monitoring plan has been developed and implemented by the City. For rental projects, this plan
calls for a regular review of project finances, tenant eligibility, ongoing HOME program compliance, and
Housing Quality Standards (HQS) compliance. An annual recertification of CHDOs has also been
implemented. The City is required to report HOME resources awarded to Minority Business Enterprises
(MBE) and Women Business Enterprises (WBE) via contracts and subcontracts in the CAPER. In addition,
CDBG requires that an effort be made to award agreements to MBE/WBE. Procurement advertisments
state that MBE and WBE firms are encouraged to apply.
Citizen Participation Plan 91.105(d); 91.115(d)
The City published a notice in the general circulation of papers in English, Spanish and Vietnamese that
its CAPER was available for review for public comment. The CAPER was made available for review at the
Office of the Clerk of the Council, Community Development Agency 6th Floor Reception Area, and on
the City's website.There was a 15-day public comment period prior to the submission of the CAPER to
HUD. In addition, a public hearing was held by the Community Redevelopment and Housing Commission
and at the City Council meeting to obtain public comments, with the City Council authorizing the
submission of the report to HUD.
In preparation for the 2020 Consolidated Plan, the City updated its Citizen Participation Plan to ensure
ongoing compliance with program requirements and allowing residents and stakeholders adequate
opportunity to participate in the design and implementation of HUD -funded programs.
Describe the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
The City published a notice in the general circulation of papers in English, Spanish and Vietnamese that
its CAPER was available for review for public comment. The CAPER was made available for review at the
Office of the Clerk of the Council, Community Development Agency 6th Floor Reception Area, and on
the City's website.There was a 15-day public comment period prior to the submission of the CAPER to
HUD. In addition, a public hearing was held by the Community Redevelopment and Housing Commission
[aIe1»:1
0)
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-26
and at the City Council meeting to obtain public comments, with the City Council authorizing the
submission of the report to HUD.
[lIe1»C1
23
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-27
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction's program objectives
and indications of how the jurisdiction would change its programs as a result of its
experiences.
The City of Santa Ana amended its 2019 Annual Action Plan on April, 21, 2020 for the inclusion of the
CDBG-CV and ESG-CV grant programs, authorized by the CARES Act, to prevent, prepare for, and
respond to coronavirus.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
No.
[aIe1»t1
24
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-28
CR-50 - HOME 91.520(d)
Include the results of on -site inspections of affordable rental housing assisted under the
program to determine compliance with housing codes and other applicable regulations
Please list those projects that should have been inspected on -site this program year based upon
the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that
were detected during the inspection. For those that were not inspected, please indicate the
reason and how you will remedy the situation.
The City of Santa Ana conducts onsite inspections of HOME -assisted rental units during the required
affordability period to determine compliance with HUD property standards in accordance with 24 CFR
92.251. HOME -assisted rental projects with one to four units are inspected every three years, projects
with five to 25 units are inspected every two years, and projects with 26 or more units are inspected
annually. For the 2019-2020 fiscal year, xxx units out of xxx units were inspected. Of those units
inspected, a total of xxx units had deficiencies observed, of which xxx units corrected the deficiencies at
re -inspection. Issues detected during the inspections included general deferred maintenance repairs to
the unit exteriors.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
The City's affirmative marketing procedures and requirements apply to rental and homebuyer projects
containing 5 or more HOME or CDBG-assisted housing. These procedures and requirements do not apply
to families with Section 8 tenant -based rental housing assistance or families with tenant -based rental
assistance provided with HOME funds. The procedures include:
Methods to inform the public about Federal fair housing laws:
• The City displays the Equal Housing logo or slogan in housing -related press releases and
solicitations for owners, and on the website page for the City's Housing and Neighborhood
Development Division.
• The City requests the County of Orange to include information on the City's HOME and CDBG-
assisted rental units in its countywide Affordable Housing List maintained by the County.
Requirements and practices owners must adhere to:
• Owners must display the Equal Housing Opportunity logo or slogan in all correspondence with
current or potential tenants, on lease agreements, and display the fair housing poster in their
leasing offices, and develop written procedures for selecting tenants.
• The City required owners of City HOME- and CDBG-assisted rental units to continuously review
the demographic makeup of their tenants. If and when such review indicated that their tenants
no longer reflected the City's minority population, they were required to inform the City of that
fact and request City review and approval for the steps they took to correct that deficiency.
[aIe1»L1
al
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-29
• Compliance with the City's affirmative marketing requirements and procedures will be made an
obligation of all rental property owners receiving HOME or CDBG assistance from the City of
Santa Ana, and will be enforceable by means of appropriate actions described in loan
documents recorded through the County of Orange.
Record keeping:
• The City will require owners of its HOME- and CDBG- assisted rental units covered under this
marketing plan to make an annual report to the City detailing the steps they have taken to
comply with this Program. They will also be required to report on the ethnicity of their tenants,
as well as rents, income levels, and other household characteristics. Reports will be made on a
form that is acceptable to the City of Santa Ana, and that will enable the City to capture the data
it needs to evaluate owner compliance with this Program.
• The City will maintain records on owner reports and its evaluation of those reports for a period
of not less than ten years after expiration of the affordability period required by applicable HUD
regulations.
Annual assessment:
• Upon receipt of owner reports, the City will evaluate the ethnic and racial characteristics of
tenants being served to determine if they reflect the City's housing market. If they do not, the
City will direct the owner to take further affirmative marketing steps to correct the imbalance.
The City will track and evaluate the steps taken to insure they have the desired effect.
Refer to IDIS reports to describe the amount and use of program income for projects,
including the number of projects and owner and tenant characteristics
N/A
Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES
ONLY: Including the coordination of LIHTC with the development of affordable housing).
91.320(j)
The City coordinates HOME funding and activities with other federal, state, and local affordable housing
resources to maximize the assistance provided in the City and construct and/ or rehabilitate affordable
housing throughout the City.
[aIe1»t1
PICA,
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-30
CR-60 - ESG 91.520(g) (ESG Recipients only)
ESG Supplement to the CAPER in a -snaps
For Paperwork Reduction Act
1. Recipient Information —All Recipients Complete
Basic Grant Information
Recipient Name SANTA ANA
Organizational DUNS Number 083153247
EIN/TIN Number 956000785
Indentify the Field Office LOS ANGELES
Identify CoC(s) in which the recipient or
subrecipient(s) will provide ESG
assistance
ESG Contact Name
Prefix
First Name
Middle Name
Last Name
Suffix
Title
ESG Contact Address
Street Address 1
Street Address 2
City
State
ZIP Code
Phone Number
Extension
Fax Number
Email Address
ESG Secondary Contact
Prefix
First Name
Last Name
Suffix
Title
Phone Number
Mr
Judson
Brown
Housing Division Manager
20 Civic Center Plaza, M-26
0
Santa Ana
CA
92701-
7146672241
0
7146476549
jbrown@santa-ana.org
Ms
Mikelle
Daily
0
Community Development Analyst
7146672256
[aIe1»L1
WA
OMB Control No: 2506-0117 (exp. 06/30/2018)
75A-31
Extension
Email Address
0
jbrown@santa-ana.org
2. Reporting Period —All Recipients Complete
Program Year Start Date
Program Year End Date
07/01/2019
06/30/2020
3a. Subrecipient Form — Complete one form for each subrecipient
Subrecipient or Contractor Name: 2-1-1 Orange County
City: Santa Ana
State: CA
Zip Code: 92705
DUNS Number: 884339003
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Nonprofit
ESG Subgrant or Contract Award Amount: $20,750
Subrecipient or Contractor Name: Wise Place
City: Santa Ana
State: CA
Zip Code: 92706
DUNS Number: 002322894
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Nonprofit
ESG Subgrant or Contract Award Amount: $31,128
Subrecipient or Contractor Name: Interval House
City: Long Beach
State: CA
Zip Code: 90803
DUNS Number: 113510176
Is subrecipient a victim services provider: Yes
Subrecipient Organization Type: Nonprofit
ESG Subgrant or Contract Award Amount: 36,315
[aIe1»t1
PV
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-32
Subrecipient or Contractor Name: Mercy House Transitional Living Center
City: Santa Ana
State: CA
Zip Code: 92702
DUNS Number: 879797165
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Nonprofit
ESG Subgrant or Contract Award Amount: 316,491
Subrecipient or Contractor Name: Santa Ana
City: Santa Ana
State: CA
Zip Code: 92701
DUNS Number: 083153247
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award Amount: 88,898
[aIe1»C1
M61
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-33
CR-65 - Persons Assisted
See Appendix 1: Sage ESG CAPER Report.
NINON
kit,
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-34
IM:N:Il lIil
CR-70 — ESG 91.520(g) - Assistance Provided and Outcomes
10. Shelter Utilization
Number of New Units
—Rehabbed
0
Number of New Units
—Conversion
0
Total Number of bed -
nigths available
60,365
Total Number of bed -
nights provided
0
Capacity Utilization
0
Table 24 —Shelter Capacity
11. Project Outcomes Data measured under the performance standards developed in
consultation with the CoC(s)
City staff along with other the cities of Anaheim, Garden Grove and the County of
Orange have formed the Orange County ESG Collaborative to discuss policies and
procedures, how best to allocate ESG funds, as well as a variety of program and
homeless issues. The City of Santa Ana along with this Collaborative continues to use
mutually agreed upon forms including: intake forms, client participation agreements,
checklists for monitoring and evaluating project and agency performance, and
reimbursement forms for purposes of consistency and streamlining the process for
all applicable parties. Staff consults with the CoC on a regular basis, attends
numerous meetings and is involved in the Continuum of Care.
31
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-35
CR-75 — Expenditures
See Appendix 1: Sage ESG CAPER Report.
NINON
OMB Control No: 2506-0117(exp. 06/30/2018) 75A-36