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June 10, 2025
ITEM TITLE
Housing Grant Funding: Approve the 2025-2029 Consolidated Plan and Fiscal Year 2025-26 Annual Action Plan; and Appropriate HUD Funds
Report Number: 25-0052
Location: Intersection of Naples and Granja and 31 4th Avenue; all other projects are not site specific.
Department: Housing and Homeless Services
G.C. § 84308 Regulations Apply: Yes
Environmental Notice : The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines. Therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required . Under the National Environmental Policy Act, the activity is exempt pursuant to Title 24, Part 58.34(a)(2)(3) & (10) of the Code of Federal Regulations.
Recommended Action
Adopt a resolution: (1) Approving the 2025 –2029 Consolidated Plan and the Fiscal Year 2025 –26 Annual Action Plan for the U.S. Department of Housing and Urban Development covering the Community Development Block Grant, HOME Investment Partnerships Program, and the Emergency Solutions Grant; (2) Authorizing the City Manager or designee to execute all necessary subrecipient agreements and HUD-related documents; and (3) Appropriating associated grant funds for program implementation . (4/5 Vote Required)
SUMMARY
As a U.S. Department of Housing and Urban Development (“HUD”) Entitlement Community, the City of Chula Vista (“City”) receives annual funding to support programs and services that enhance the quality of life for its most vulnerable populations. As a recipient of these funds, the City is required to develop and submit a Five-Year Consolidated Plan (“Consolidated Plan”) that describes the housing and community development needs of low - and moderate-income residents, and outlines strategies to address those needs. In addition, the City must develop and submit an Annual Action Plan (“Action Plan”) each year of the Consolidated Plan term.
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On April 1, 2025, the draft 2025-2029 Consolidated Plan and 2025-26 Action Plan were released for a 30 - day public comment period, which closed on April 30, 2025. No public comments were received. Staff now seeks Council approval of the final Consolidated Plan and Action Plan for submission to HUD.
ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with the California Environmental Quality Act (“CEQA”) and the National Environmental Policy Act (“NEPA”) . Under CEQA, the activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because the proposed activity will not result in a physical change in the environment. Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the a ctivity is not subject to CEQA. Under NEPA, the activity is exempt pursuant to Title 24, Part 58.34(a)(2)&(3) of the Code of Federal Regulations and pursuant to the U.S. Department of Housing & Urban Development Environmental Guidelines. Thus, no further environmental review is necessary at this time.
Although environmental review is not required at this time, once the scope of potential project(s) has been defined, environmental review will be required for each project and the appropriate environmental determination will be made.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Input was solicited from the Housing and Homelessness Advisory Commission (“HHAC”) during its February 24, 2025, meeting. Comments received from HHAC have been incorporated into the pri orities of the 2025- 2029 Consolidated Plan.
DISCUSSION
As an entitlement community with HUD, the City receives annual funding under three entitlement block grant programs: Community Development Block Grant (“CDBG”), HOME Investment Partnerships Program (“HOME”), and Emergency Solutions Grant (“ESG”). The grant amounts allocated to each jurisdiction are determined using a formula based on statistical and demographic data. The purpose of this funding is primarily to provide low- and moderate-income persons housing, a suitable living environment, and expand economic opportunities.
As a recipient of these fun ds, the City is required to prepare a five -year Consolidated Plan describing the housing and community development needs of the City’s low- and moderate-income residents and outlining strategies to address those needs over a five -year period. The Consolidated Plan provides the necessary policy guidance for implementation of programs and services to be funded, as further detailed in the Action Plan submitted to HUD, as the formal funding application for the respective program year.
Both the 2025-2029 Consolidated Plan and 2025-26 Action Plan are included as Attachment 1 to this staff report.
Citizen Participation through Planning Process
Community Meetings
Engaging residents and community members in identifying and understanding current housing and community development needs , and prioritizing resources to address those needs, is a key component of P a g e | 3
developing the Consolidated Plan. HUD requires the City to gather input from a broad range of residents, including minorities, non-English-speaking persons, low - and moderate-income households, individuals with disabilities, advocates for seniors, illiterate persons, and people experiencing homelessness , populations the grant programs are intended to serve. The community input received is used to shape the strategies and funding priorities described in the Consolidated Plan.
To encourage p articipation, the City used its new public engagement platform, Community Voices. A dedicated webpage was launched in December 2024 to provide information on public meetings for Consolidated Plan development and to host a community needs survey, which was open from December 20, 2024, through February 28, 2025.
City staff also held four public input meetings, one in each Council District, to give residents the opportunity to engage directly with staff and share their funding priorities. These meetings and the online survey were promoted through social media, the City’s newsletter, and announcements at community gatherings such as the Chula Vista Community Collaborative. Staff also distributed flyers and shared the Community Voices webpage with community partners and organizations that serve difficult -to-reach populations. Additional outreach included announcements through several local news outlets. City Council also hosted public hearings on February 4 and April 15, providing further opportunities for residents to participate in the grant planning process. A full list of public engagement activities are summarized in Table 1.
Table 1: Community Input Opportunities
Meeting Date
Chula Vista Community Collaborative Announcement 1/14/2025 District 3 Community Input Meeting 1/16/2025
District 1 Community Input Meeting 1/27/2025
District 2 Community Input Meeting 1/30/2025
District 4 Community Input Meeting 2/3/2025
City Council Opening Public Hearing 2/4/2025
City Economic Development Department Consultation 2/24/2025 Housing and Homelessness Advisory Commission Meeting 2/24/2025 City Engineering & Public Works Departments Consultation 2/26/2025 City Council Recommendations Public Hearing 4/15/2025
Feedback received during the community input meetings focused heavily on public services, with residents expressing an increased need for senior and youth services in this category. This represents a shift from the previous Consolidated Plan period, during which residents prioritized homeless services. In each meeting , residents also emphasized the need for job creation and economic development, which aligns with the results of the online survey described below. In addition, attendees consistently noted the need for sidewalks in parts of the City’s west side where they are currently lacking. Participants also identified a growing need for programs eligible under HOME funding, such as rental assistance and the construction of affordable housing.
Funding priorities determined through this community input process have been incorporated in to the Consolidated Plan as goals and outcomes, which will be submitted to City Council for approval prior to HUD submission.
Survey Results
The community needs survey provided residents with an opportunity to weigh in on a variety of programs and projects that would benefit families and neighborhoods in Chula Vista. In total, 169 individuals P a g e | 4
participated in the survey. While approximately 91% of respondents were community residents, the City also received input from local businesses and social service providers.
Respondents were asked to prioritize needs within HUD -eligible funding categories, including: Services for Special Needs, Public Facil ities, Public Services for Low -Income populations, Infrastructure, Facilities, Services for People Experiencing Homelessness, Affordable Housing, and Economic Development.
While the responses, displayed in Figure 1, were similar to those received in 2020, there was a notable increase in Economic Development as a priority, with that category ranking second overall. Affordable Housing was the highest-ranked priority for the first time . Each of the funding categories included specific activities and programs d esigned to address identified needs. Based on these survey results, the funding priorities for the 2025–2029 Consolidated Plan and 2025 –26 Annual Action Plan were established and are described below. Survey responses also closely mirrored the feedback gathered during the community input meetings.
Figure 1: HUD Funding Categories Identified Priorities
2025-2029 Consolidated Plan
The 2025–2029 Consolidated Plan draws upon both qualitative and quantitative data collected through community engagement, market analysis, and the community needs survey to identify the City’s highest - priority needs for directing entitlement funding.
The Consolidated Plan includes a Needs Assessment and Market Analysis, which provide insight into varying levels of need within the co mmunity and the broader conditions in which grant -funded programs will be implemented. The Needs Assessment incorporates national data from the American Community Survey (ACS) 5-Year Estimates and the Comprehensive Housing Affordability Strategy (CHAS), al ong with relevant local data sources. Based on these data and community input, the Strategic Plan identifies the City’s priority needs, explains the rationale for funding allocations, and sets forth specific, measurable goals to be addressed over the five-year period.
Table 2 presents the goals established to address the City’s highest-priority needs, as identified through the community survey and public input. These goals are ranked by priority level and are generally consistent
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with those identified in the previous Consolidated Plan.
Table 2: 2025-2029 Consolidated Plan Prioritized Goals
Rank Goal Description Activities
1 Affordable
Housing
Increase and preserve affordable rental and
homeowner housing to improve access to
housing opportunities that reflect community
needs.
New construction
Acquisition
Rehabilitation
First time homebuyer
assistance
Tenant-based rental assistance
2 Economic
Development
Enhance the City’s economic stability by
investing in inclusive economic growth
initiatives that develop and strengthen small
businesses, employment and workforce
development programs and improving access to
job opportunities.
Business Financial Assistance
Programs
Business Technical Assistance
Job Training
3 Address
Homelessness
Assist individuals and families to gain stable
housing after experiencing homelessness or a
housing crisis by providing appropriate housing
and service solutions grounded in best
practices.
Operation of emergency
shelters
Homeless prevention programs
Homeless outreach
Homeless services
4 Public Services
Invest in community services that promote
equity and serve vulnerable populations
Services to low/moderate
income:
o Homeless
o Veterans
o Youth
o Seniors
o Victims of domestic violence
o Special needs
5 Capital
Improvement
Infrastructure
& Facilities
Support the development of vibrant, equitable,
and adaptable neighborhoods by investing in
public facilities and infrastructure.
CIPs
Public Facilities
All priorities are consistent with HUD’s national goals for the CDBG, HOME, and ESG programs: to provide decent housing, maintain a suitable living environment, and expand economic opportunities for low - and moderate-income residents. These Priority Needs serve as the foundation for investment decisions in Chula Vista over the five-year period beginning July 1, 2025, and ending June 30, 2030. Entitlement funds will be allocated annually through an Annual Action Plan, which directly aligns with these priorities. The first such Annual Action Plan is described below.
2025-2026 Annual Action Plan
Resources
HUD released the entitlement grant amounts on May 13, 2025. For the 2025 –26 program year, Chula Vista will receive $2,346,364 in CDBG funds (adjusted for rounding), $206,837 in ESG funds, and $795,805 in HOME funds (also adjusted for rounding). These allocations are summarized in Table 3 below. Compared to the previous year, this represents a $7,063 decrease in CDBG funding, a $7,795 increase in HOME funding, and a $2,826 increase in ESG funding.
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Table 3: 2025-2026 Anticipated Grant Funding
PROGRAM ENTITLEMENT
AMOUNT
PRIOR YEAR
(UNENCUMBERED)
TOTAL AVAILABLE
FOR 2025-2026
Community Development Block Grant $2,346,364 $246,155 $2,592,519 Emergency Solutions Grant $206,837 $0 $206,837
HOME Investment Partnerships Act $795,805 $0 $795,805 Total $3,349,007 $246,155 $3,595,163*
* This amount has been adjusted due to rounding
Funding Requests
As part of the annual Action Plan process, the City releases a Notice of Funding Availability (“NOFA”) for the three grant programs. City staff advertised the NOFA in The Star News and El Latino newspapers, announced it at the February 4 Council public hearing, shared it at local meetings such as the Chula Vista Community Collaborative, and emailed it to all previously funded agencies and interested stakeholders. The NOFA was released on February 3, 2025, with a submission deadline of March 3, 2025. Housing staff reviewed all proposals to ensure compliance with program regulations and alignment with the City’s established goals and objectives.
An executive summary was prepared for each application, outlining the requested funding amount, proposed use of funds, and anticipated community benefits. The federal grant funding recommendations for CDBG, HOME, and ESG are presented below.
Community Development Block Grant (CDBG)
For Fiscal Year 2025–26, the City will utilize $2,346,364 in CDBG entitlement funds, along with $246,155 in unencumbered prior-year funds (i.e., funds originally allocated to projects completed under budget). All projects considered for funding must meet at least one of the three CDBG National Objectives: (1) primarily benefit low- and moderate-income persons; (2) aid in the prevention or elimination of slums or blight; or (3) address urgent community needs arising from a declared emergency, such as a natural disaster.
Projects are classified into three distinct categories:
1. Administration and Planning
2. Public Services
3. Capital Improvement Projects (“CIPs”) and Community Development
Below is a summary of the funding recommendations under each respective category.
1. Administration/Planning Recommendations
Funds in this category cover all City staff costs associated with the management and ad ministration of the City’s CDBG program, including regulatory compliance, contract administration, subrecipient monitoring, and fiscal oversight. This also includes preparation of required planning documents, such as the Annual Action Plan, the Consolidated Plan, and the Analysis of Impediments to Fair Housing Choice.
As shown in Table 4, federal regulations limit administrative and planning expenditures to no more than 20% of the annual CDBG entitlement amount, which equates to a cap of $469,273 for Fiscal Year 2025–
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A portion of the City’s CDBG administrative allocation is designated for a contracted Fair Housing Provider. This year, for the second time, the City received multiple applications for this role. After thorough evaluation, staff recommends c ontracting with the Legal Aid Society of San Diego, which proposed enhanced staffing and service delivery.
Table 4: 2025-2026 CDBG Administration Funding
Applicant Program Recommended
1 Housing and Homeless
Services Department
CDBG Administration/Planning $404,273
2 Legal Aid Society of San
Diego
Fair Housing and Tenant/Landlord Services $65,000
Total $469,273
2. Public Services Program Recommendation
Funds for Public Services activities are awarded to local agencies and community organizations to implement programs that support low-income residents, including seniors, individuals with disabilities, people at risk, and persons experiencing homelessness. Federal regulations cap Public Services funding at 15% of the annual CDBG entitlement, which totals $351,955 for Fiscal Year 2025–26.
Staff’s funding recommendations are based on priorities identified in the Consolidated Plan, as well as on application evaluations using a tiered ranking system that categorizes programs by demonstrated community need. This system includes three tiers, wit h Tier I representing the highest need. The rankings are summarized in Table 5.
Table 5: Public Services Community Need Ranking
Tier I
(highest) Tier II Tier III
Emergency Needs:
Programs that address basic,
fundamental needs
including shelter, food, and
other commodities.
Special Needs/Disabled:
Programs that provide services to
persons with disabilities, special
needs, and who are at high-risk.
Other General Services:
All other services which do not
fall within Tier I or II and provide
general public services to
low/moderate income persons.
A total of seventeen public service applications were received and fourteen are recommended for funding. All recommended funding requests are previous grant recipients and are in good standing with the City and HUD . Applications that were not selected for funding were either ineligible according to program requirements, did not align with City funding goals, or will be funded using other City resources.
Summarized in Table 6 are the list of applicants, program name , requested funding, and amount of recommended funding by staff.
Table 6: 2025-2026 CDBG Public Services
Applicant Program Requested Recommended
3 Chula Vista Elementary
School District
Family Resource Center
Emergency & Basic Services1
$30,000
$25,000
4 Chula Vista Housing and
Homeless Services
Department
Hotel/Motel Voucher Program $25,000
$43,955
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5 City of Chula Vista Parks
and Rec
Norman Park Senior Center
$30,000
$30,000
6 City of Chula Vista Parks
and Rec
Therapeutic Recreation Programs
for Adults with Severe Disabilities
$20,100
$20,000
7 Family Health Centers of
San Diego
Family Health Centers of San
Diego Mobile Medical Services
$30,000 $30,000
8 Interfaith Shelter
Network of San Diego
Rotational Shelter Program $17,000 $17,000
9 Jacobs & Cushman San
Diego Food Bank
Food for Kids Backpack Program
$15,000 $15,000
10 Mama's Kitchen Home-Delivered Meal Service $10,000 $10,000
11 Meals-on-Wheels Greater
San Diego
Senior Meal Delivery &
Accompanying Services1
$30,000 $25,000
12 SBCS Corporation Family Violence Support Services $50,000 $40,000
13 SBCS Corporation Homeless Services1 $55,000 $40,000
14 SBCS Corporation South Bay Food Program1 $15,000 $11,000
15 Voices for Children Court Appointed Special Advocate (CASA) Program1
$20,000 $15,000
16 Women Initiating Success
Envisioned Inc.
Project Future
$50,000 $30,000
Total
$351,955
1The amount of funding recommended reflects previous allocations to this project.
3. CIPs and Community Development
After funding is allocated for Public Services and Administration, a total of $1,771,292 remains available for eligible Capital Improvement Projects (CIPs), public facility improvements, and housing or economic development activities. This amount includes $246,155 in unencumbered prior-year CDBG funds. Of the available funds, the City has earmarked $695,903 for the annual Castle Pa rk Infrastructure Section 108 loan payment, which has three years remaining o f its 20 -year term. This leaves $1,075,389 for new project allocations.
To be eligible for CDBG funding in the CIP category, a project must be located in a primarily residential area designated as low - and moderate-income by the U.S. Census. Projects must not serve a regional function (e.g., serving the entire City or county). Funding priority is given to projects that demonstrate strong feasibility, measurable community benefit, and the ability to leverage additional funding sources.
Relevance to the City of Chula Vista’s Critical Needs List and/or Pedestrian Master Plan is also considered in project evaluation.
A total of five applications, plus the Section 108 loan repayment, a re included in this category and are detailed in Table 7. These include: the Section 108 Loan payment, the Community Housing Improvement Program (CHIP), one capital project (Naples Street & Granjas), the BOOST program offered by Upwards (formerly WeeCare Inc.), and an allocation for housing acquisition and rehabilitation.
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Table 7: 2025-2026 CDBG Community Development Projects Applicant Program Recommended
17 Chula Vista Engineering Department
Naples & Granjas $200,000
18 Upwards BOOST (Business Operations &
Optimization Tools)
$240,000
19 Housing and Homeless Services Dept.
Community Housing Improvement
Program
$150,000
20 Housing and Homeless Services Dept.
Acquisition/Rehab
$485,389
21 Housing Homeless Services Dept. Section 108 Loan $695,903 TOTAL $1,771,292
The Naples & Granjas project involves
sidewalk gap improvements along Naples
Street, from just east of Broadway to just
west of Third Avenue, as well as a segment
of Granjas Road north of Naples Street. The
project will install missing curbs, gutters,
and sidewalks at various locations. Under
CDBG regulations, CIP projects must serve
areas in which at least 51% of residents are
low- and moderate-income. A project map is
included, showing the location and the
HUD-designated Low/Moderate Income Census
Tract (shaded in yellow).
The BOOST Program, offered by Upwards (formerly WeeCare Inc.), supports micro -enterprise in- home daycare providers through personalized coaching an d technical assistance. The program serves low-income business owners in Chula Vista, helping them strengthen their businesses and increase income, while also expanding access to local childcare options. BOOST directly aligns with the City’s 2025–2029 Consolidated Plan goals for economic development, including small business assistance and job creation. Upwards was previously funded during the 2024 –2025 program year, has demonstrated strong understanding of CDBG compliance, and remains in good standing with HUD.
The Community Housing Improvement Program has provided low -interest and forgivable loans to single-family and mobile homeowners for health and safety repairs since the 1970s. The program has supported over 1,250 households, helping residents remain in their homes as they age and maintain safe, livable conditions. Over the past two years, 13 homeowners have received loans, and another 10 are currently in process.
CDBG funds are often used as gap financing or leveraging for larger housing projects , such as the acquisition and rehabilitation of affordable housing. Most recently, CDBG funds helped leverage other Figure 2: Naples Street and Granjas Road
Project
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sources to acquire the Palomar Motel, which is now being converted into Permanent Supportive Housing.
Emergency Solutions Grant (ESG)
Chula Vista will receive $206,837 in ESG entitlement funds for Fiscal Year 2025-26. ESG funds may be used to provide homelessness-related services in the following categories:
1. Homeless Prevention
2. Rapid Re-Housing (rental assistance)
3. Street Outreach
4. Emergency Shelter
5. Homeless Management Information Systems (“HMIS”)
The City received one ESG proposal: an application from SBCS Corporation to support operations at the Casa Nueva Vida shelter. SBCS is a prior ESG recipient and remains in good standing with both the City and HUD.
The remaining ESG funds will be allocated to Planning and Administration costs (7.5% of the entitlement, or $15,513) and to Homeless Prevention Services, as outlined in Table 8.
The Homeless Prevention program will be administered by Housing staff and will take the form of a rental arrears program. This program has proven to be a critical tool for helping households remain stably housed during temporary income disruptions.
Table 8: 2025-2026 ESG Projects
Applicant Program Recommended
22 Housing and Homeless Services Dept. ESG Planning and Administration $15,513 23 Housing and Homeless Services Dept. Homeless Prevention Program $ 121,324 24 SBCS Corporation ESG - Casa Nueva Vida $70,000
TOTAL $206,837
Home Investment Partnerships Act (HOME)
HOME funds may be used to provide affordable rental housing and homeownership opportunities through:
1. New construction
2. Acquisition
3. Rehabilitation
4. First-time homebuyer assistance
5. Tenant-based rental assistance
For Fiscal Year 2025 –26, the City will utilize its $795,805 HOME entitlement allocation to address housing priorities identified in the 2025–2029 Consolidated Plan, as detailed in Table 9. Under HOME regulations, up to 10% of the annual allocation may be used for administrative costs ($79,581), and at least 15% ($119,371) must be reserved for Community Housing Development Organizations (CHDOs) to create affordable housing units. If not expended within federal timeframes, CHDO set -aside funds may be recaptured by HUD. For 2025–26, the City will allocate the required 15% to Production of Affordable Housing, to be awarded through a competitive Notice of Funding Availability (NOFA) or Request for Proposal (RFP) process.
At the April 15 public hearing during the Annual Action Plan comment period, staff noted that, due to a technical error, an application from SBCS Corporation for tenant-based rental assistance was not received in time and was not included in the draft plan. Since then, staff have worked with SBCS and identified $419,911 P a g e | 11
in HOME funds for the SBCS TBRA program, now incorporated into the final plan. The remaining funds will support the City’s own tenant-based rental assistance activities.
Table 9: 2025-2026 HOME Projects
Applicant Program Recommended
25 Chula Vista Housing and Homeless
Services Department
HOME Planning and Administration
$79,581
26 Chula Vista Housing and Homeless
Services Department
Production of Affordable Housing2 $119,371
27 Chula Vista Housing and Homeless
Services Department
Tenant-Based Rental Assistance $176,943
28 SBCS Corporation Tenant-Based Rental Assistance $419,911 TOTAL $795,806*
2CHDO funding set-aside (15% of HOME entitlement).
* This amount has been adjusted due to rounding
Conclusion and Next Steps
While the ESG and HOME programs are designed to meet specific objectives, the CDBG program offers greater flexibility in the types of activities it can fund. This flexibility allows the City to strategically leverage CDBG funds with ESG and HOME resources to maximize the impact of federal investments in addressing the housing and service needs of low- and moderate-income residents.
As housing costs continue to rise faster than income growth, affordability rema ins a growing challenge for many in the community. The City’s Housing and Homeless Services Department continues to pursue additional funding opportunities and partnerships to expand affordable housing through programs supported by HOME and other federal sources.
Staff recommends that the City Council approve the 2025–2029 Consolidated Plan and the 2025–26 Annual Action Plan funding recommendations and authorize the City Manager to execute all associated grant documents, as well as Memoranda of Understandin g (MOUs) and subrecipient agreements, in substantially the form presented in Attachments 2–5. Both plans were made available on the City’s federal grants webpage for the required 30 -day public review period, which ran from April 1, 2025, through May 1, 202 5, with no public comments received.
DECISION-MAKER CONFLICT
Staff has reviewed the property holdings of the City Council members and has found no property holdings within 1,000 feet of the boundaries of the Naples Street & Granjas Road CIP which is the subject of this action.
It was determined that Mayor John McCann has real property holdings within 500 feet of the boundaries of the property located at 31 4th Avenue which is also subject of this action. Consequently, pursuant to California Code of Regulations Title 2, sections 18700 and 18702.2(a)(7), this item presents a disqualifying real property-related financial conflict of interest under the Political Reform Act (Cal. Gov't Code § 87100, et seq.) for the above-identified member.
Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision-maker conflict of interest in this matter.
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CURRENT-YEAR FISCAL IMPACT
There is no current year fiscal impact to the City’s General Fund as a result of this action. All costs associated with the administration of the CDBG, HOME, and ESG programs are covered by their respective federal grants and will be incurred in the next fiscal year.
ONGOING FISCAL IMPACT
There are no fiscal impacts to the General Fund as a result of this action.
In the unlikely event that HUD withdraw s funding for the City's CDBG, HOME, and ESG programs, the associated agreements/memorandum of understandings specify that the City will not be obligated to reimburse subrecipients or internal departments for related expenditures. A summary of recommended funding allocations follows below.
Community Development Block Grant (CDBG)
Public Services $351,955
CDBG Administration and Planning $469,273
Section 108 Loan Payment $695,903
Capital Improvement and Housing $1,075,389
Subtotal $2,592,520
Emergency Solutions Grant (ESG)
ESG Administration and Planning $15,512
Shelter Services $70,000
Homeless Prevention and Rapid Re-Housing $121,325
Subtotal $206,837
Home Investment Partnerships Act (HOME)
HOME Planning and Administration $79,581
Affordable Housing Projects/Programs $ 716,224
Subtotal $795,805
TOTAL CDBG, HOME and ESG $3,595,163*
*This amount had been adjusted due to rounding.
ATTACHMENTS
1. 2025/29 Consolidated Plan and 2025/26 Annual Action Plan
2. Sample CDBG Interdepartmental MOU
3. Sample CDBG Subrecipient Agreement
4. Sample ESG Subrecipient Agreement
5. Sample HOME TBRA Agreement
Staff Contact: Dania Gonzalez, Principal Management Analyst Mark Barnard, Management Analyst II