HomeMy WebLinkAbout21A - CDBG AND ESG ANNUAL PLANREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
APRIL 18, 2017
TITLE:
FISCAL YEAR 2017 -2018 ANNUAL ACTION
PLAN FOR THE COMMUNITY
DEVELOPMENT BLOCK GRANT, HOME
INVESTMENT PARTNERSHIPS PROGRAM,
AND EMERGENCY SOLUTIONS GRANTS
PROGRAM
(STRATEGIC PLAN NO. 5, 1)
Cff� MANAGER
RECOMMENDED ACTION
CLERK OF COUNCIL USE ONLY:
❑ As Recommended
❑ As Amended
❑ Ordinance on 1" Reading
❑ Ordinance on 2ntl Reading
❑ Implementing Resolution
❑ set Public Hearing For
CONTINUED TO
FILE NUMBER
Approve the Fiscal Year 2017 -2018 Annual Action Plan.
2. Authorize the submission of the Fiscal Year 2017 -2018 Annual Action Plan to the United
States Department of Housing and Urban Development.
COMMUNITY REDEVELOPMENT AND HOUSING COMMISSION RECOMMENDATION
At a Special Meeting on April 5, 2017, the Community Redevelopment and Housing Commission
(CRHC) recommended that the City Council approve the 2017 -2018 Annual Action Plan and
authorize submission of the Annual Action Plan to the United States Department of Housing and
Urban Development by a vote of 5:0 (Cann and A. Garcia absent).
DISCUSSION
Each year, the City of Santa Ana receives funding from various formula grant allocation programs
administered by the United States Department of Housing and Urban Development (HUD). These
funds provide valuable services to the community for affordable and supportive housing,
community development programs, public services, and economic development. The programs
include Community Development Block Grant (CDBG), HOME Investment Partnerships Program
(HOME), and Emergency Solutions Grants Program (ESG).
Every five years, the City must submit to HUD its Consolidated Plan, a five -year comprehensive
planning document and application for all of these programs. It describes our strategies to meet
the needs of the community and identifies resources and programs that can be used to address
them. In May of 2015, the Five -Year Consolidated Plan for the period of July 1, 2015 to June 30,
21A-1
FY 2017 -2018 Annual Action Plan
April 18, 2017
Page 2
2020 was submitted to HUD. As part of this planning process, the City is required to submit an
Annual Action Plan to achieve the goals in the Five -Year Consolidated Plan. This document
establishes a one -year investment plan that outlines the intended use of resources in the
forthcoming fiscal year. The proposed Annual Action Plan covers Fiscal Year (FY) 2017 — 2018
and seeks to allocate funding in neighborhoods where programs and resources will have the
maximum impact.
During FY 2017 - 2018, the City anticipates receiving the following estimates of formula grant
allocations:
CDBG
$5,127,000
HOME
$1,104,000
ESG
$474,000
HUD regulations require that the draft Annual Action Plan be made available for a 30 -day public
review and comment period. On March 19, 2017, a public notice was published in the Orange
County Register that the draft plan was available for review beginning March 19, 2017, and that a
public hearing would be held on April 5, 2017. It was also noticed in La Opinion in Spanish and
Nguoi Viet in Vietnamese. The 30 -day public comment period will conclude on April 18, 2017. In
accordance with the federal regulations, all neighboring jurisdictions were also informed that the
draft plan was available for review. All comments received, including all funding
recommendations made by the City Council on April 18, 2017, will be included in the final
document, which is due to HUD no later than May 15, 2017. Should the 2017 - 2018 formula
grant awards not be provided to the City by HUD, the submission of this document may be
postponed.
STRATEGIC PLAN ALIGNMENT
Approval of this item allows the City to meet Goal #5 - Community Health, Livability, Engagement
& Sustainability, Objective #1 (Establish a comprehensive community engagement initiative to
expand access to information and create opportunities for stakeholders to play an active role in
discussing public policy and setting priorities).
FISCAL IMPACT
There is no fiscal impart associated with this action.
Rob &rf C. Cori:e(z -
Deputy City Manager
Community�elopment Agency
Exhibit: 1. FY 2017 -2018 Annual Action Plan
21A-2
1 ,
Fm Mm HM
21A-3
City of Santa Ana
2017 -2018
Table of Contents
AP -05 Executive Summary
PR -05 Lead & Responsible Agencies
AP -10 Consultation
Page 1
Page 5
Page 6
AP -12 Participation Page 9
AP -15 Expected Resources Page 10
AP -20 Annual Goals and Objectives Page 13
AP -35 Projects Introduction
Page 17
AP -38 Projects Summary
Page 18
AP -50 Geographic Distribution
Page 30
AP -55 Affordable Housing
Page 32
AP -60 Public Housing
Page 34
AP -65 Homeless and Other Special Needs Activities
Page 35
AP -75 Barriers to Affordable Housing
Page 38
AP -85 Other Actions Page 40
AP -90 Program Specific Requirements Page 43
21A-4
Executive Summary
AP -05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Annual Plan outlines housing, community and economic development needs, priorities, strategies,
and projects that will be undertaken by the City of Santa Ana with the funds that the City receives from
the U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City
receives an annual share of federal Community Development Block Grant (CDBG,) Emergency Solutions
(ESG) and HOME Program funds. In order to receive these entitlements, the City must submit a
Consolidated Plan every five years to HUD and an Annual Action Plan every year. The funds are intended
to provide low -to moderate- income households with affordable housing, a healthy and safe living
environment, and expanded economic opportunities. Eligible activities include community facilities and
improvements, housing rehabilitation and preservation, development activities, public services,
economic development, planning, and program administration.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The City of Santa Ana's mission statement asserts, "To deliver efficient public services in partnership
with our community which ensures public safety, a prosperous economic environment, opportunities
for our youth, and a high quality of life for residents."
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The Strategic Plan proposes strategies and programs that focus on Santa Ana's mission statement,
address community priority needs, and also HUD's statutory goals. Related to this mission statement are
a series of City goals including:
• Community Safety
• Youth, Education, Recreation
• Economic Development
• City Financial Stability
• Community Health, Livability, Engagement and Sustainability
• Community Facilities and Infrastructure
• Team Santa Ana
The City has various needs. The principal needs are: 1) affordable housingthrough production,
rehabilitation /repair, and financial assistance; 2) public improvements to improve neighborhoods; 3)
housing for persons with special needs; 4) assistance for the homeless, including.housing, services and
homelessness prevention; 5) community and public services especially for youth, the elderly, the
homeless, and persons with disabilities, 6) economic development and anti - poverty programs focused
primarily upon job training and career preparation; 7) public facility and infrastructure improvements
centered upon accessibility improvements; and 8) code enforcement.
The strategies described herein establish Santa Ana's priorities for assisting low -to moderate - income
families and neighborhoods with funds made available through the Consolidated Plan. The affordable
housing and development needs of a community significantly outweigh the resources available to
address those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and
best use to meet the most pressing needs for affordable housing, homeless individuals, persons with
special needs, and overall community development.
The priorities were selected based on a review and analysis of the information summarized in the
Consolidated Plan /Annual Plan, following the community participation process, consultations, the needs
assessment, and housing market analysis. Strategies are designed to meet the highest priority needs
that are based on past performance and best practices of communities with similar programs. Only
projects that clearly demonstrate the capacity to serve one of the priorities below will receive funding
through the Consolidated Plan /Annual Plan.
The majority of CDBG activities are selected based on eligibility and need. All organizations requesting
CDBG funds for public services, through a formal application process, must demonstrate that the activity
benefits low- and moderate- income (LMI) persons. The organizations requesting ESG funds also applied
through a formal application process. They were each judged on their ability to carry out the
requirements of the program which provides assistance to homeless individuals and families.
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3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
The City has used the resources provided by HUD to the best of its ability and has been successful in
meeting HUD's objectives over the preceding years.
Components of the City's system of care carried out during the report period included outreach,
supportive services, homelessness prevention, emergency shelter, transitional housing, and access to
permanent housing. The needs of the homeless with special needs (e.g. , victims of domestic violence,
persons living with HIV /AIDS, and the chronic homeless) were also addressed by Santa Ana's CoC
system. These program efforts helped address priority needs identified in the City's Annual Plan.
Various programs, including the Workforce Innovation and Opportunity Act resources, addressed
employment training and job placement needs. The State designated Enterprise Zone and the City's
business attraction and retention programs also provided economic opportunities to residents.
In orderto meet the changing needs of the community, the City supported public services and public
facility improvement projects. Public services for lower income youth and seniors help stabilize
households by providing services such as recreation and nutrition programs.
The City recognizes that the City's annual entitlement and formula allocations are not sufficient to meet
all of its needs and therefore seeks to maximize coordination and cooperation among agencies and
organizations to make the best use of these limited funds. Also, the City recognizes that leveraging
resources Is critical to achieving the City's goals. The City continues to cultivate funding partners who
can match the City's investment of CDBG, HOME, and ESG Program funds. The need remains great, and
additional funds are sought to ensure that more affordable housing and important programs and
activities are available for those in need.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
The City employs diverse methods to encourage on -going participation from residents, community
service providers, and existing and potential community development partners. The participation
process for the Annual Plan included public notices; a 30 -day public comment period; public hearings;
and consultation with non - profits, City staff, and housing providers.
Summary of public comments
OMB Control No: 2506 -0117 (exp. 07/31/2015)
Annual Action Plan
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21A-7
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
The City was prepared to receive all comments that were offered and integrated them in the Annual
Action Plan. [Public Comments TO -will be included in the final document]
6. Summary of comments or views not accepted and the reasons for not accepting them
All public comments were accepted.
7. Summary
The City was prepared to receive all comments that were offered and integrated them in the Annual
Action Plan. [Public Comments TBD - will be included in the final document]
OMB Control No: 2506 -0117 (exp. 07/31/2015)
Annual Action Plan
2017
21A-8
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AP -10 Consultation — 91.100, 91.200(b), 91.215(1)
1. Introduction
The United States Department of Housing and Urban Development (HUD) now requires that entitlement
jurisdictions submit the Annual Action Plan and the Five -Year Consolidated Plan through the Integrated
Disbursement and Information System (IDIS). The IDIS template contains relevant section and a series of
questions to complete the plan. The City of Santa Ana's 2017 -2018 Annual Action Plan was developed
using the IDIS template and in accordance with statutory requirements and federal regulations.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(1))
The City of Santa Ana has it's own Housing Authority and works collaboratively on all programs. Housing
Authority and City staff meet quarterly with County Mental Health workers in addition to sitting on
various committees together. ESG funds will continue to fund mental health outreach services in FY
2017 -2018.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons ( particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
2 -1 -1 Orange County is the County's lead with the Coordinated Entry System as well as the Homeless
Management Information System (HMIS). Each sub - recipient that the City funds is required to partipate
in this system. With the establishment of the Coordinated Entry System, organizations are required to
lower their barriers to entry and adopt a Housing First model. Street Outreach Teams are administering
the Vulnerability Index - Service Prioritization Decision Assistance Tool (VI- SPDAT) to help in the
placement of housing. City staff are active on several of the Continuum's sub - committees and the City
Manager sits on the Continuum of Care's governing board.
OMB Control No: 2506 -0117 (exp. 07/31/2015)
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2017
21A -10
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
City staff participates on several sub - committees within the Continuum of Care and coordinates on a
variety of projects. Additionally, the Orange County ESG grantees (County of Orange, City of Anaheim,
City of Garden Grove, and the City of Santa Ana) have developed the Orange County ESG Collaborative
as a unified approach to requesting, reviewing and funding ESG subrecipients. This collaborative
approach has streamlined the application and review process and allowed grantees to better
understand the impacts of funding decisions. Future Collaborative efforts will include unified invoice
and monitoring forms and other actions to better serve our homeless and at -risk of homeless families.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction's consultations with housing, social service agencies and other
entities
OMB Control No: 2506-0117 (exp. 07/31/2015)
Annual Action Plan
2017
21A -11
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AP -35 Projects — 91.220(d)
Introduction
The development of the Annual Action Plan involved consultation with those agencies involved in
delivering housing and homelessservices within the City of Santa Ana, as noted in section PR -10. In
addition there were meetings conducted with appropriate housing and social service agencies regarding
the housing needs of children, elderly persons, persons with disabilities, homeless persons.
The 2017 Annual Plan sets forth a description of activities for the use of funds that will become available
during the coming Federal fiscal year, determines goals for individuals and households to be served, and
describes the implementation plan and geographic location of the activities to be undertaken.
#
Project Name
1
HOME17 -Admin
2
HOME17- Single Family Rehab
3
HOME17 -CHDO
4
HOME17 - Affordable Rental Housing
5
ESG16 Santa Ana
6
CDBG17- ADMINISTRATION
7
CDBG17 -FAIR HOUSING
8
CDBG17 -CODE ENFORCEMENT"
9
CDBG17- ECONOMIC DEVELOPMENT
10
CDBG17- PUBLIC SERVICE PROGRAMS
11
CDBG17 -PARK IMP PACIFIC ELECTRIC BIKE TRAIL
12
CDBG17- STREET IMPROVEMENTS MADISON
13
CDBGI7- STREET IMPROVEMENTS HENNINGER
14
CDBG17 NEIGHBORHOOD SPONSORED IMPROVEMENTS
15
CDBG17- SINGLE FAMILY REHAB
16
CDBG17 -MULTI FAMILY REHAB
17
CDBG17- HOMEBUYER DOWN PAYMENT ASSISTANCE
18
CDBG15 -PARK IMP RAITT AND MYRTLE ST OPEN SPACE
Table 8 — Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
These projects are deemed to be of the highest priority and meet the greatest need. The chief obstacle
to meeting these needs is a lack of resources to provide a greater level of assistance.
OMB Control No: 2506 -0117 (exp. 07/31/2015)
Annual Action Plan
2017
21A-21
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AP -50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low- income and
minority concentration) where assistance will be directed
HUD - funded activities are limited to the City's low -and moderate - income areas, which encompasses the
majority of the City's residential areas. Areas of the City outside of the CDBG target areas will benefit
from activities that are limited - clientele in nature, i.e., a person /household can benefit from a federally -
assisted program provided that they meet the program's eligibility criteria. Eligibility is typically
established by household income and household size.
CDBG program funds will be expended based on program criteria. For example, public services will be
available on a citywide basis for qualified beneficiaries; fair housing and program administration
activities will also be carried out on a citywide basis. Housing code enforcement and community
development projects (i.e. street and park improvement projects) will be carried out in the City's low -
and moderate - income areas; i.e., areas of the City where the majority of residents meet HUD's low- and
moderate - income area definition.
HOME funds will be utilized to support housing acquisition, new construction and rehabilitation
activities for very low- income homeowners and tenants.
ESG funding will be used to support programs that help prevent homelessness or that assist those
individuals who are already homeless with emergency /transitional housing and related supportive
services.
A portion of ESG and general funds will be concentrated in the Civic Center where the largest
community of homeless individuals reside.
Geographic Distribution
Target Area
I Percentage of Funds
Low -and Moderate- Income area
39
Citywide
61
Table 10 - Geographic Distribution
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30
Rationale for the priorities for allocating investments geographically
Funds are used city -wide to benefit the residents of the City of Santa Ana. Code enforcement, street
improvements, and park improvements are undertaken in Low -and Moderate - Income areas.
Discussion
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31
Affordable Housing
AP -55 Affordable Housing — 91.220(g)
Introduction
As noted earlier, the most important impediment to providing affordable housing is due to limited
Federal and State resources for affordable housing initiatives. The lack of programs and resources to
reduce excessive rent or mortgage burdens to qualified persons is a key factor.
Another barrier to providing affordable housing in Santa Ana is the high cost of housing created by a
demand for housing, both existing and new, which exceeds the current; supply. Housing prices, both
ownership and rental, remain high, especially for lower income households.
In addition, the cost of site acquisition is very high, and development costs are also very high. These
factors make affordable housing construction expensive and put affordable housing out of the reach of
low- income households.
The Housing Needs Assessment also identified that stringent criteria in the mortgage origination process
still remains, which also is outside the scope and control of City policy. In some instances, issues
revolving around personal finances (lack of funds for a down payment, poor credit history) effect the
availability of affordable housing for Santa Ana residents.
In an effort to mitigate these barriers, Santa Ana has undertaken the following actions:
- In 2015, the City Council revised and adopted an inclusionary housing ordinance referred to as the
Housing Opportunity Ordinance (H00) `applies to residential projects with a zone change that allow
residential development where such uses were not previously allowed, and include more than 5 units,
to provide either 10% of all new units to be affordable to very -low income households or 15% of all new
units to be affordable to low - income households.
- The City utilized limited public resources to fund the development and /or the acquisition and
rehabilitation of rental housing units. This public assistance will result in lower rents for assisted units
thus partially offsetting the impacts of some of the barriers listed above.
- The City's Housing Authority conducted outreach to rental property owners to encourage participation
in the Housing Choice Voucher Program.
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01A
One Year Goals for the Number of Households to be Supported
Homeless 5,000
Non - Homeless 0
Special -Needs 0
Total 5,000
Table 11- One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 13
Rehab of Existing Units 8
Acquisition of Existing Units 0
Total 21
Table 12 - One Year Goals for Affordable Housing by Support Type
Discussion
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AP -60 Public Housing — 91.220(h)
Introduction
The Housing Authority of the City of Santa Ana administers 2,699 Housing Choice Vouchers and does not
own or operate any low- income public housing units. It is the mission of the Housing Authority to
provide affordable housing for the most vulnerable members of our community to use as a platform to
obtain self- sufficiency and independence from our assistance.
Actions planned during the next year to address the needs to public housing
Not Applicable
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Not Applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not Applicable
Discussion
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34
AP -65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
The needs of homeless persons and of persons with special needs are complex and require a wide range
of specialized services. Numerous agencies are often involved in the care of a homeless individual,
providing distinct services such as housing, mental health counseling, employment training, and case
management services. A number of activities and services are funded to help the needs of the homeless
and other special needs populations. Overall, these services address the high priority of reducing
homelessness and the threat of becoming homeless, as well as providing necessary supportive services
for the homeless.
There are several groups that have a higher need for affordable housing and have special housing needs.
Seniors, people with disabilities, and the chronically homeless are more likely to face housing problems
and have difficulty affording housing. Seniors and people with disabilities also have a need for accessible
housing, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they
currently occupy. In addition to general challenges, seniors may have supportive needs resulting from
dementia and increasing physical debilitation from dementia and increasing physical debilitation.
Describe the jurisdictions one -year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The one -year goals to reduce and end homelessness include:
• Continue partnerships with non- profit Street Outreach teams,
• Increase the supply of permanent supportive housing
• Preserve existing permanent supportive housing
• Adapt existing housing to meet the needs of special needs populations
• Improve access to services for special needs persons
• Assist the homeless and those individuals at risk of homelessness with access to permanent
affordable housing and necessary supportive services
• Coordinate homeless services and encourage collaboration among Homeless Service Providers
and the Continuum of Care.
The one -year actions to be taken include:
• Issue 100 Project -Based Vouchers for Permanent Supportive Housing from the Santa Ana
Housing Authority
• Reserve 50% of Santa Ana Housing Authority turnover vouchers for homeless individuals
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referred by approved referral agencies
i Provide financial assistance to coordinate homeless service efforts in the city's most densely
populated homeless area.
Provide General Funds from the City's budget to assist the homeless in creative programming.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Santa Ana now has an emergency shelter providing safe sleep and emergency shelter for
over 450 individuals each night, including food and supportive services for over 600 individuals on a
daily basis. In addition, these one -year actions listed above will address the needs of the homeless
population (especially chronically homeless individuals and families, families with children, veterans and
theirfamilies, and unaccompanied youth) with a range of services that includes emergency shelter,
transitional housing and permanent supportive housing. In addition, ESG funds will provide assistance
for both emergency and transitional housing.
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
Work closely with the Continuum of Care and the Vulnerability Index - Service Prioritization Decision
Assistance Tool (VI- SPDAT) to prioritize the most vulnerable chronically homeless individuals. All of the
goals listed above were developed to increase housing opportunities for homeless individuals.
Provide project -based vouchers for permanent supportive housing.
Helping low- income individuals and families avoid becoming homeless, especially extremely
low- income individuals and families and those who are: 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); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The goals listed above will help these Individuals and families to avoid becoming homelessness. The ESG
program will fund homelessness prevention programs including utility assistance and 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.
Discussion
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One year goals for the number of households to be provided housing through the use of HOPWA for:
Short -term rent, mortgage, and utility assistance to prevent homelessness of the
individual or family
Tenant -based rental assistance
Units provided in housing facilities (transitional or permanent) that are being
developed, leased, or operated
Units provided in transitional short -term housing facilities developed, leased, or
operated with HOPWA funds
Total
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AP -75 Barriers to affordable housing — 91.220(j)
Introduction
Through vehicles such as zoning ordinances, subdivision controls, permit systems, and housing codes
and standards, the City has attempted to ensure the health, safety, and quality of life of its residents
while minimizing the barriers that may impede the development of affordable housing. None of these
measures is intended to restrict the affordability of housing, though these regulations may on occasion
influence the pricing of housing.
Actions it planned 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
The City has identified several barriers to the development of affordable housing including the following:
• Governmental constraints such as property taxes, land use controls (e.g., density and zoning
restrictions), building codes, building permit fees, on-site/off-site improvement, prevailing wage
regulations, and ADA compliance.
• Market constraints including the availability, cost, and competition for land, Other constraints
include limited affordable housing financing sources, finance costs, and the costs of
construction.
• 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 low -
income households to obtain affordable housing. Households with poor credit history are also
severely impacted.
Since governmental restrictions may constrain the production of affordable housing, the City of Santa
Ana continues to monitor, analyze and address, as necessary, governmental regulations, land use
controls and residential development standards that affect the production and preservation of
affordable housing.
The Housing Needs Assessment also identified stringent criteria in the mortgage origination process that
continues to this day even after the 2010 foreclosure crisis has ended, which also is outside the scope
and control of City policy. In some instances, issues revolving around personal finances (lack of down
payment, credit history, employment history) affect the availability of affordable housing for residents.
Market factors that tend to restrict affordable housing production are: high land costs, high construction
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costs, and the availability of financing.
In an effort to mitigate these barriers, the City of Santa Ana has undertaken the following actions:
• City Council adopted an inclusionary housing ordinance referred to as the Housing Opportunity
Ordinance (H00) that requires either 10% or 15% of all new units in Santa Ana to be affordable
to very low- and low- income households.
• The City utilizes limited public resources to fund the development and /or the acquisition and
rehabilitation of rental housing units. This public assistance will result in lower rents for assisted
units thus partially offsetting the impacts of some of the barriers listed above.
• The City's Housing Authority conducts outreach to rental property owners to encourage
participation in the rental assistance program.
Discussion
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39
AP -85 Other Actions — 91.220(k)
Introduction
The City of Santa Ana will undertake many activities aimed at addressing the needs of the community's
underserved populations. Underserved individuals include elderly, persons with a disability, youth,
homeless, veterans and very low- income individuals.
Actions planned to address obstacles to meeting underserved needs
In orderto serve the underserved populations, the City will focus limited resources toward rehabilitating
existing housing units and expanding the number of affordable housing units for both owners and
renters. Housing rehabilitation and acquisition /development of new rental housing units are examples
of these activities. The city and local nonprofits will continue to provide services for underserved City
residents. Social services to be funded will include programs with an emphasis on crime prevention,
intervention and suppression for children, youth and families. Homeless programs include rapid
rehousing, homeless prevention, shelter and street outreach. By focusing resources on the housing and
community needs identified as high priority, the City will be able to utilize limited resources more
efficiently.
When available, Santa Ana will seek out additional resources beyond federal and state funds to address
these needs.
Actions planned to foster and maintain affordable housing
In an effort to maintain and foster affordable housing, Santa Ana will continue to seek ways to achieve
this objective. These will include programs and activities such as:
• Implement the recently revised inclusionary housing ordinance referred to as the Housing
Opportunity Ordinance (HOO.) This ordinance applies to applies to residential projects with a
zone change that allow residential development where such uses were not previously allowed,
and include more than 5 units, to provide either 10% of all new units to be affordable to very -
low income households or 15% of all new units to be affordable to low- income households.
Developers also have an option to pay an in -lieu fee which will go towards affordable housing
development within the City of Santa Ana.
0 Use limited public resources to fund the development and /or the acquisition and rehabilitation
of rental housing units. This public assistance will result in lower rents for assisted units thus
partially offsetting the impacts of some of the barriers listed above.
• Collaborate with CHDOs to help ensure long -term affordability and maintenance of housing
units.
• Continue the Housing Authority's outreach to rental property owners to encourage participation
in the rental assistance program.
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• Issue project -based vouchers for permanent supportive housing.
Actions planned to reduce lead -based paint hazards
In an effort to address the problems caused by lead exposure, the City of Santa Ana has implemented a
lead paint hazard identification and notification process as part of its housing programs. This process has
been designed to comply with HUD's lead -based paint hazard regulations (Title X), which became
effective in September 2000, and was implemented by Santa Ana in January 2002.
All owner - occupied housing units rehabilitated or constructed prior to 1979 are inspected for lead -based
paint hazards. If the inspection finds potential lead -based paint hazards, the subject property is tested —
the average cost per test is $450. The procedures to comply with Title X has added approximately 30
days to the typical housing rehabilitation project.
Actions planned to reduce the number of poverty -level families
The objectives and strategies of this Plan are focused on reducing the number of families in poverty,
improving the quality of life for the lowest- income, most vulnerable families and individuals, and
lessening the impacts of poverty. Strategies include providing affordable housing and special needs
housing; working to reducing homelessness; improving public facilities and streets; and economic
development.
The transition of people above the poverty line involves variety of policies and programs that extend
beyond providing opportunities for employment at a Jiving wage. Access to education, transportation,
childcare, and housing are key components that can assist persons to secure and retain economically
self- sustaining employment.
The City will employ a variety of strategies to help alleviate poverty, including efforts to stimulate
economic growth and job opportunities, and to provide Santa Ana residents with the skills and abilities
required to take advantage of those opportunities. More specifically, the City will undertake a range of
activities and services to combat poverty including:
• Expand affordable housing opportunities through housing rehabilitation, rental assistance, and
creation of new affordable housing units (via new construction and /or
acquisition /rehabilitation).
• Provide homeless assistance including prevention activities, emergency shelter, transitional
housing, and access to permanent supportive housing opportunities. Supportive services will be
blended with these activities.
• Enforce public safety to prevent criminals from victimizing the poor.
• Implement public facility improvements to improve the overall infrastructure of the City and
eliminate public improvements /infrastructure that negatively impacts residential
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Bil
neighborhoods.
• Provide job training, job- search skills and job placement to provide individuals living in poverty
with employment opportunities that pay higher wages.
• Promote and provide recreation and diversion services which provide youth living in poverty
with alternatives to gang - related criminal activities.
• The Housing Authority will continue to implement the Family Self- Sufficiency (FSS) program,
which will provide rental assistance, life skills training and referrals to employment training for
Housing Choice Voucher Program participants.
Actions planned to develop institutional structure
The City of Santa Ana will strengthen institutional structures and enhance coordination between public
and private housing and social service agencies, and foster assisted housing improvements and resident
initiatives. The City works closely with local institutions to initiate programs that link economic
incentives with neighborhood and community development objectives, including building relationships
with neighborhood associations, community based lending agencies, nonprofits, and educational
institutions. The City also supports programs aimed at enhancing coordination among various City
departments. The City will continue to utilize a network of referrals, contacts and partnerships to
implement the strategies outlined in the Consolidated Plan.
In the area of housing, the City will continue to build its relationship with local housing providers such as
private developers, nonprofit developers, and neighboring housing authorities, to ensure that limited
housing resources are utilized in the most efficient and effective manner possible. The City also will
continue to participate in the regional Continuum of Care subcommittees in order to coordinate with
neighboring jurisdictions to reduce homelessness in our community.
Actions planned to enhance coordination between public and private housing and social
service agencies
Additionally, the Orange County ESG grantees (County of Orange, City of Anaheim, City of Garden Grove,
and the City of Santa Ana) have developed the Orange County ESG Collaborative as a unified approach
to request, review and fund ESG subrecipients throughout the County and in each jurisdiction. This
collaborative approach has streamlined the application and review process and allowed the grantees to
better understand the impacts of funding decisions. Future Collaborative efforts will include unified
invoice and monitoring forms and other actions to better serve our homeless and at -risk of homeless
families.
Discussion
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42
Program Specific Requirements
AP -90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan.
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan
5. The amount of income from float- funded activities
Total Program Income:
Other CDBG Requirements
1. The amount of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low and moderate income.Overall<Benefit - A consecutive period of one,
two orthree years may be used to determine that a minimum overall benefit of 70%
of CDBG funds is used to benefit persons of low and moderate income. Specify the
years covered that include this Annual Action Plan. 100.00%
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(1)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
The City of Santa Ana does not use HOME funds in any other manner than those described in
Section 92.205(b).
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
Not Applicable
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Not Applicable
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
The City of Santa Ana has no plans to use HOME funds for this purpose.
Emergency Solutions Grant (ESG)
Reference 91.220(1)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
Emergency Solutions Grant Program funds will be used for eligible activities under five program
components: street outreach, emergency shelter, homelessness prevention, rapid re- housing
assistance, and Homeless Management Information System (HMIS) costs, as well as allowable
administrative costs and activities. ESG applications go through an open and transparent proposal
process. The Community Development Agency is responsible for ensuring that the ESG Program is
implemented in accordance with all federal rules and regulations.
2. If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system.
The City provides funding to 2 -1 -1 Orange County, the County's Continuum of Care administrator of
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the HIM IS data entry system. Again in FY 17/18, funding will be provided for HIM IS data,
Coordinated Entry and technical assistance. 2 -1 -1 Orange County also administers the Vulnerability
Index - Service Prioritization Decision Assistance Tool (VI- SPDAT) to prioritize chronically homeless
individuals for affordable housing opportunities.
3. Identify the process for making sub - awards and describe how the ESG allocation available to
private nonprofit organizations (including community and faith -based organizations).
For FY17/18 ESG funding, the Orange County ESG Collaborative (County of Orange, City of Anaheim,
City of Garden Grove, and the City of Santa Ana) released one Request for Proposals as a unified
approach to request, review and fundi ESG subrecipients. This collaborative approach has
streamlined the application and review process and allowed the grantees to better understand the
impacts of funding decisions. Future Collaborative efforts will include unified invoice and monitoring
forms and other actions to better serve homeless and at -risk of homeless families.
Following the Collaborative review, the recommendations for funding is considered by the
Community Redevelopment and Housing Commission before being considered and adopted by the
City Council. Allocations are made with consideration of ensuring that program funds would be
allocated toward eligible activities in the categories of homelessness prevention, rapid- rehousing,
shelter, data and street outreach,
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
The City works closely with the County homeless services staff as well as local homeless service
providers, homeless advocacy groups, the OC Homeless Task Force, ACC -OC Homeless Task Force as
well as neighboring cities and homeless advocates. A representative of a prior homeless individual
was on the ESG RFP funding review panel.
5. Describe performance standards for evaluating ESG.
The City utilizes the HUD monitoring ESG handbook to monitor each program's performance to
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ensure that goals are on track and funds are used for eligible activities. On a quarterly basis, invoices
are reviewed to ensure program compliance. In addition, the quarterly financial invoices are
monitored by City Accounting staff. On -site monitoring of non - profit organizations is done by staff
and consultants for both program and financial records on an as- needed basis, or at least every
three years.
The City works closely with the OC ESG Collaborative to standardize as much as possible.
OMB Control No: 2506 -0117 (exp. 07/31/2015)
Annual Action Plan
2017
21A-50
9S7
OMB Control No: 2506 -0117 (exp. 07/31/2015)
Annual Action Plan
2017
21A-51
47
21A-52