Agenda Item C.3
CPMS PUBLIC HEARING
Meeting Date: September 20, 2022
____________________________________________________________ T
O: Mayor and Councilmembers
F
ROM: Jaime A. Valdez, Neighborhood Services Director
CO
NTACT: Shanna Dawson, Management Analyst
SUBJ
ECT: Community Development Block Grant 2021-2022 Consolidated Annual Performance and Evaluation Report
RECO
MMENDATIONS:
A
ccept the Community Development Block Grant 2021- 2022 Consolidated Annual Performance and Evaluation Report and authorize staff to submit it to the U.S.
Department of Housing and Urban Development.
BA
CKGROUND:
E
ach year, the City of Goleta receives funds from the U.S. Department of Housing and Urban Development (HUD) for its Community Development Block Grant (CDBG) Program. In Fiscal Year 2021-2 022, the City of Goleta received $ 233,955 in regular CDBG funding. The City did not receive any additional CDBG-coronavirus (CDBG-CV) funding this past year. The purpose of Goleta's CDBG program is to carry out community revitalization projects and provide services that assist low- and moderate-income persons in the Goleta community.
Under HUD regulations for grant funds, the City is required to prepare an end- of year report referred to as the Consolidated Annual Performance and Evaluation Report (CAPER). The CAPER summarizes the City’s achievements for the previ ous CDBG program year, covering grant activities from July 1, 2021 , through June 30, 2022.
Although HUD required the activities for CDBG -CV fu nding to be included as amendments to the 2019-2020 Action Plan, some of these activities were actually carried out in program year 2021-2022 and so are reported in this CAPER.
A 1
5-day public review period for the 2021- 2022 draft CAPER was provided from September 5, 2022, to September 19, 2022, as required by HUD, to provide the community with an opportunity to comment on the grantee’s performance. Notices were published in both English and Spanish, with the Spanish notice being published in El Latino on August 25, 2022, and the English notice published in the Santa Barbara Independent on September 1, 2022. Hard copies of the draft CAPER were made available at City Hall and an electronic copy was posted on the City's website, both as an “In the 1 Meeting Date: September 20, 2022
News” item on the main web page and at the CDBG web page:
www.tinyurl.com/goletacdbg. No public comments were received by the time this report was published.
DI
SCUSSION:
Comprehensive planning guidance for the City's CDBG program is provided through a five-year Consolidated Plan, a document required by HUD for agencies that receive CDBG funding. The Consolidated Plan details how the City will help meet CDBG national objectives, which include the provision of decent, affordable housing, a suitable living environment, and expanded economic opportunities , especially for low - and moderate- income persons. The Consolidated Plan establishes objectives and accomplishm ent targets for the five -year program time period. The 2021- 2022 Action Plan re presented year two of the 2020- 2024 Consolidated Plan implementation. The 2021- 2022 draft CAPER (Attachment 1) reports on the accomplishment of goals included in the 2021- 2022 Action Plan.
In addition, the CAPER relates the information on the performance targets (goals) from the past program year to the overall five- year Consolidated Plan period. Critical to the City's accomplishments are various nonprofit subrecipient organizations receiving a City of Goleta CDBG award to provide social services for the Goleta community. In FY 2021- 22, accomplishments were seen in services to those experiencing homelessness, youth services, and services to the general low- income populations. The CAPER reports on quantitative data in addition to narrative discussions in the areas of housing, homeless needs, non-homeless special needs, the City's anti-poverty strategy, public facilities and infrastructure, and other miscellaneous accomplishments. Social services and public facility accomplishments from FY 2021-22 are summarized in the below subsections.
Social Services
Table 1 summarizes program accomplishments of subrecipient nonprofit organizations that received Goleta CDBG funds in 2021-22. These achievements are compared against the target goals established at the beginning of the year in the Action Plan. The table also includes organization that received CDBG -CV funding for public services that were carried out in program year 2021-22.
Table 1: 2021-22 CDBG Program Accomplishments
Priority
Need
Activity Funding
Amount
2021-2022
Estimated
Goal
2021-2022
Unique
Persons
Assisted
% Low-
Moderate
Income
Youth
Services
Isla Vista Family Resource
Center $11,526 150 264 99.2%
Youth Services Totals: $11,526 150 264 99.2%
Homeless
Services
New Beginnings
(Safe Parking Program) $11,526 39 46 100%
2 Meeting Date: September 20, 2022
Homeless
Services
CityNet (Homeless Outreach,
Engagement & Bridge Housing)
$190,000
(CDBG-CV) 50 39 100%
Homeless Services Totals: $201,526 89 85 100%
Priority
Need
Activity
Funding
Amount
2021-2022
Estimated
Goal
2021-2022
Unique
Persons
Assisted
% Low-
Moderate
Income
General
Services
Area Agency on Aging (Hot
Meals Program for Seniors)
$12,500
(CDBG-CV) 15 19 100%
General
Services
Santa Barbara Neighborhood
Clinics (Goleta Medical Clinic) $11,526 1,537 1,664 100% General Services Totals: $24,026 1,552 1,683 100%
2021-2022 Grand Totals $237,078 1,791 2,032 99.9%
As the table above shows, the total number of people assisted was 2,032 which exceeded the target goal of 1,791 for the program year by 241 persons.
Public Facilities
The 2021-22 CDBG
Action Plan included just under $150,000 for capital improvement projects. These funds were allocated to the Goleta Community Center project. This project will fund urgent repairs, upgrades, and improvements at the Goleta Community Center, located in Old Town Goleta. The CDBG project focuses on design of Americans with Disabilities Act (ADA) accessibility and seismic repairs to the facility. After some delays due to the need for additional studies and an expanding project scope, the design and bid processes for the ADA and seismic improvements pr ojects are now underway.
The seismic upgrades will be partially funded through a Hazard Mitigation Grant from Federal Emergency Management Agency (FEMA), administered through California Governor’s Office of Emergency Services ( CalOES). T he City was also awarded $3,000,000 towards construction of the necessary improvements at the Community Center as part of the Federal Government Omnibus Bill for FY 2022.
F
ISCAL IMPACTS:
For Fiscal Year 2022-23 , the City's CDBG program allocation from HUD is $239,793.
HUD allows for up to 20 percent of the total allocation to be spent on CDBG program planning and administration activities. As a result, up to $47,950 has been allocated to planning and administration for FY 2022-23 which includes preparation of the CAPER for 2021-22. Staff time spent preparing the 2021-22 CAPER will be paid out of this allocation and charged to account 402-60-6300-59000 (Transfer to General Fund).
ALTERNATIVES:
City Council is requested to approve the CAPER in Attachment 1. Staff will incorporate any public comments received and any requested updates from Council into the final version that gets submitted to HUD. The CAPER must be submitted to HUD by 3 Meeting Date: September 20, 2022
September 30, 2022. If the CAPER is not submitted in the appropriate timeframe, it could jeopardize future CDBG funding for the City.
Reviewed By: Legal Review By: Approved By:
___________________ ___________________ _________________ Kristine Schmidt M egan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager
Attachment:
1. 2021-2022 Draft CAPER
4 ATTACHMENT 1
2021-2022
DRAFT CDBG Consolidated Annual Performance
and Evaluation Report (CAPER)
5 COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROGRAM
DRAFT 2021‐2022 Consolidated Annual
Performance and Evaluation Report (CAPER)
Contact: Shanna Dawson, Management Analyst
(805) 961‐7554 or [email protected] or
Claudia Dato, Senior Project Manager at [email protected] Prepared For:
City of Goleta
Department of Neighborhood Services
130 Cremona Drive, Suite B
Goleta, CA 93117
6 1
CR‐05 ‐ Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The City is making progress on the priorities addressing the needs identified and described in its 2020‐ 2024 Consolidated Plan. The City completed the second year of Consolidated Plan implementation, although some goals and targ eted numbers continue to be affected by the COVID‐19 coronavirus pandemic over the past year. The City made progress towards its five‐year goals for public services of assisting 15,000 people. For the 2021‐2022 Action Plan, the target for public services was 1,770 people served. Th e actual number assisted was 2,013 people. The Santa Barbara Neighborhood Clinics served the largest number of people at their Goleta Medical Clinic, assisting 941 unique Goleta residents. Although the City continues to look for opportunities to facilitate the development of affordable housing, the factors of high housing costs and the la ck of undeveloped land have an impact on the fulfillment of the City’s overall goal of developing viable communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for principally low‐ and moderate‐income persons. However, the City has continued to make great strides in assisting lo w ‐ to‐ moderate‐income people through its CDBG public service funding.
The City of Goleta invested a large amount of CDBG‐CV funding ($190,000) into the work of CityNet, a statewide expert agency specializing in outreach and interim housing. Rather than spend all the funds allocated by the City immediately, CityNet ramped up its efforts amid COVID and a shortage of shelter and hotel bed
s, while gaining the trust of Goleta’s homeless residents. They now have met every homeless person identified in Goleta and have an active caseload. Because of the participation of CityNet, homeless people in Goleta are being registered into the Coordinated Entr y System and their progress is being tracked by the Homelessness Management Information System (HMIS), a first for Goleta. The data from HMIS show 39 people enrolled into the system. Of these people, 23 or 59% were chronically homeless.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
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Goal Category Source
/
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Planning &
Administration of
CDBG Program
Affordable
Housing
Public Housing
Homeless
Non‐Homeless
Special Needs
Non‐Housing
Community
Development
CDBG:
$ Other Other 1 1
100.00% 1 1
100.00%
Public Facilities,
Improvements
and Infrastructure
Non‐Housing
Community
Development
CDBG:
$
Public Facility or
Infrastructure
Activities other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 5066 0
0.00%
5500 0
0.00%
Public Services
Affordable
Housing
Homeless
Non‐Homeless
Special Needs
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 15000 3,678
24.52%
1660 2,013
121.00%
Public Services
Affordable
Housing
Homeless
Non‐Homeless
Special Needs
CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted 50 3
6.00%
0 0 NA
8 3
Goal Category Source
/
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Public Services
Affordable
Housing
Homeless
Non‐Homeless
Special Needs
CDBG:
$
Homelessness
Prevention
Persons
Assisted 50 52
104.00%
0 0 NA
Public Services
Affordable
Housing
Homeless
Non‐Homeless
Special Needs
CDBG:
$ Other Other 0 0 NA 110 39
35.00%
Table 1 ‐ Accomplishments – Program Year & Strategic Plan to Date
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Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The PY 2021 Action Plan focused CDBG resources in the areas of youth and family resources to low‐income persons, medical services including chronic care case management for low‐income persons and those experiencing homelessness, and services for the homeless living in their vehicles. It also places considerable funding towards improvements to th e Goleta Community Center which is located in Old Town Goleta, Census Tract 30.01, the area with the city’s highest number of low‐ to moderate‐income people.
CDBG funding went to support the Isla Vista Youth Project's Family Resource Center and the work they do in the Goleta area to end the cycle of po verty, build a healthy community and promote parental resilience.
This includes case management, resource and referral, food assistance, parenting classes, and health screenings for children and families regardless of income. CDBG funding also supported the Goleta Neighborhood Clinic's and Goleta Dental Clinic's comprehensive health and dental care services incl uding medical and dental care, mental health and counseling services, chronic care management, health education, health insurance enrollment assistance, and linkages to other community services for Goleta residents. New Beginnings Safe Parking Shelter and Rapid Re‐Housing Program was also awarded CDBG funding to provide safe shelter, case management, and outreach to the vehi cular homeless population.
Additional CDBG funding went to fund urgent repairs, upgrades and improvements at the Goleta Community Center, including ADA, seismic and other upgrades to the facility.
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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
White 1,104
Black or African American 20
Asian 72
American Indian or American Native 17
Native Hawaiian or Other Pacific Islander 6
Total 1,219
Hispanic 748
Not Hispanic 471
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
The prepopulated table does not include all the races of people served this program year. The most significant category not shown is "Other or Multi‐Racial" which included 749 individuals. Also not shown were "Asian AND White" (3 persons) and "American Indian/Alaskan Native AND Black/African American" (3 people). This brings the to tal number of people assisted to 2,013. The pre‐populated table above also does not include data from IDIS Activity 247 CityNet Homeless Outreach, Engagement and Bridge Housing which is a CDBG‐CV activity under PY 2019 but implemented over PY 2021. The data for this project is represented in the adde d table below. With the additional races noted above, the CityNet Homeless Activity and the data reported in the main table, the total number of people assisted in PY2021 was 2,013.
Race & Ethnicity of CDBG‐CV Activity IDIS 247 CityNet Homeless Outreach, Engagement & Bridge Housing
White 31 persons
Black or African American 5 persons
American Indian 3 Persons
Total 39 persons
Ethnicity:
Hispanic 15 persons
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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 233,955 100,591
Table 3 ‐ Resources Made Available
Narrative
The amount of resources made available does not include the $401,000 the City received in CARES Act CDBG‐CV funding. The amount expended in PY2020 and PY2021 totaled $307,543 in CDBG‐CV funding. In PY2021, this included $95,920 in CDBG‐CV funding for the CityNet Homeless Outreach, Engagement and Bridge Housing a ctivity that served 39 homeless individuals. This amount is not a part of the $100,591 which consisted of only CDBG funding.
The City’s CDBG Program did not generate any program income.
Identify the geographic distribution and location of investments Target Area Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
Citywide ‐ Low ‐ to Mod‐
Income Population 10 34
This is based on the amount
spent on public services.
Old Town Goleta 90 38
Based on amount spent on
Capital Projects in Old Town.
Table 4 – Identify the geographic distribution and location of investments
Narrative
The percentage spent on the Old Town Goleta Target Area was lower than expected this year due to project delays associated with the Goleta Community Center Seismic and ADA improvements. This project was just getting underway near the end of PY 2021, with the start of engineering design work.
Considerable work is ex pected to occur in PY 2022 so the percentage of allocation spent in 2022 on the Old Town Goleta Area is expected to be much higher.
12 7
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.
All sources and types of matching funds are mo re limited now due to the current economic climate, along with the demise of California redevelopment tax‐increment funds and housing set‐ aside funds, and drawdown of local housing trust funds. However, as in the past, the City will be as creative as possible to find other sources of funding from state, fed eral, private developer, state tax‐credit, or local funding, such as the housing trust funds, to develop and deliver efficient and cost‐effective projects. Although the City's CDBG allocation is limited relative to the cost of new housing and public improvements, these CDBG funds can serve as matching funds for othe r grant opportunities or can provide a much‐needed funding gap, when local resources fall short.
In addition to its CDBG entitlement grant, the City of Goleta allocated General Fund monies towards public services, dedicated other grant funds, such as the State of California Housing‐ Related Parks Program, and leverag ed State Gas Tax, ATP and Measure A funding for the various infrastructure improvements in Old Town, the area with the highest percentage of low‐ to moderate‐income residents.
The City also paid $7,260 from its General Fund to People Assisting the Homeless (PATH SB) for provision of two re served beds in its PATH Santa Barbara homeless shelter/ transitional housing program to serve Goleta area homeless who are ready to enter a shelter and receive case management services. The City also invested $100,000 in City General Fund grants, many to organizations serving low‐income people and the homeless. Th e City has consistently participated in the Continuum of Care (CoC), a county‐wide, collective impact collaborative of government agencies, non‐profit organizations, foundations, faith communities, business and community leaders, other community groups, and individuals who have experienced homelessness.
The City of Goleta looked to help avoid low‐income people from becoming homeless by providing rental and evictio
n prevention assistance by providing a two‐year contract of $38,158 in General Funds with the City of Santa Barbara's Rental Housing Mediation Program (RHMP), which provided information to predominantly low‐ income tenants about their rights; assistance to people served with eviction notices; and mediation between tenants and landlords to hel p people avoid eviction and address other problems. This program served 145 Goleta residents in PY2021.
13 8
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 0 0
Number of Non‐Homeless households to be
provided affordable housing units 0 0
Number of Special‐Needs households to be
provided affordable housing units 0 0
Total 0 0
Table 5 – Number of Households
One‐Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
No goals were included in the five‐year Consolidated Plan for affordable housing since the City of Goleta has limited resources with which to develop new affordable units and often relies on private developers to do so in conjunction with other projects. There are many obstacles to developing affordable housing in this area incl
uding the high cost of land, labor and materials. There is also currently a local water moratorium in place which mostly prohibits new water connections with some exceptions.
Discuss how these outcomes will impact future annual action plans.
These outcomes will not directly impact future action plans. Staff will continue to research and explore public/private partnerships in the construction and development of affordable housing. The City will 14 9
continue to look for opportunities to leverage County HOME funds and affordable housing in‐lieu fees to assist private developers in the construction of new affordable housing.
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 0
Low‐income 0 0
Moderate‐income 0 0
Total 0 0
Table 7 – Number of Households Served
Narrative Information
No affordable units were constructed in this program year. However, the City of Goleta has committed $600,000 in American Rescue Plan Act (ARPA) funds for the Santa Barbara County Housing Authority’s purchase of the Super 8 Motel Homekey Project which will create 59 Permanent Supportive Housing Units for the homeless in Goleta.
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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
The City of Goleta strived to reduce homelessness and to assist those who are homeless and unsheltered by using a portion of its CDBG and CDBG‐CV awards, and in some cases, City General Funds, to support agencies and organizations whose mission is to provide case management, emergency housing and other services to hom
eless persons. These efforts are detailed below:
Contract for $530,565 with CityNet for Professional Street Outreach and Bridge Housing Services to the Homeless (includes reservation of 5 hotel rooms) Contract for $16,750 with Santa Barbara Alliance for Community Transformation (SB ACT) for Goleta Regional Action Plan.
$11,576 CDB G grant to New Beginnings to support its Safe Parking Program and agreements for additional spaces at City‐owned facilities
Because of the participation of CityNet, homeless people in Goleta are being registered into the Coordinated Entry System and their progress is being tracked by HMIS. This is no small achi evement, and it represents a first for Goleta. The data from the Homelessness Management Information System (HMIS) show 39 people enrolled into the system. In addition, 46 people were assisted through the New Beginnings Safe Parking Program. The Safe Parking Programs allow people to live in their own operative vehicles whil e working and saving for permanent housing. The programs support them with showers, food, housing application support, counseling, and other services.
Addressing the emergency shelter and transitional housing needs of homeless persons Although Goleta has no official homeless shelter, however, the City continued to use General Fund money to reserve two beds at the PATH SB homeless shelter for homeless individuals from Goleta. In addition, this year saw the creation of two new opportunities, one in Goleta and one in Isla Vista that have been well‐used by home
less Goleta residents. The Hedges House of Hope, owned by the County of Santa Barbara and operated by Good Samaritan Shelter, offers 50 beds per night of emergency shelter. On any given night, about half of the available shelter beds are occupied by Goleta residents. The other new addition this year was the Super 8 mo
tel as a residential shelter option. The CityNet organization that the City contracts with placed many homeless Goleta residents at the Super 8 Motel throughout the year and was able to use this opportunity with their clients to steer them toward more permane nt housing options. However, given the reluctance of many people to go to congregate shelters like PATH SB, there is still a clear need for additional shelter beds/units in the area. 16 11
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 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 addres s housing,
health, social services, employment, education, or youth needs The City of Goleta looked to help avoid low‐income people from becoming homeless by providing rental and eviction prevention assistance through the City's two‐year contract with the City of Santa Barbara's Rental Housing Mediation Program (RHMP). The City of Goleta provided $38,158 in General Fund money to support the RHMP which provided information to predomina ntly low‐ income tenants about their rights; assistance to people served with eviction notices; and mediation between tenants and landlords to help people avoid eviction and address other problems. As mentioned earlier, the City of Goleta also allocated a portion of its CDBG funding to homeless service providers and nonpr ofits that provided various services and assistance to low‐income people, including utility assistance, weekly food baskets, and medical assistance. These services filled the gaps for those families and individuals that were on the verge of becoming homeless and allowed them to dedicate more of their financial resources to ho using costs.
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 i ndividuals and families who were recently homeless from becoming homeless again
The City of Goleta's goals included reducing the incidence of homelessness, and addressing the needs of homeless persons, including making the transition to permanent housing and independent living. The City helped achieve this through its support of agencies that provided these services, as well as through participation in area organizations that share the se goals. The City accomplished this through its unprecedented investment of CDBG, CDBG‐CV, ARPA and General Fund dollars to support various organizations such as CityNet, New Beginnings, SB ACT, PATH SB Shelter, Transition House and others. In addition, City staff and/or elected officials participated in the Elected Leaders Forum on Homelessness, Community Stakehol
der Engagement led by the Santa Barbara Alliance for Community Transformation (SB ACT), and on the Continuum of Care Board.
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CR‐30 ‐ Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
There are no public housing units in Goleta, since all public housing has been converted to Affordable Tax Credit/Project‐Based housing. The Housing Authority of the County of Santa Barbara serves Santa Barbara County and the City of Goleta. Within the City of Goleta, the Housing Authority receives Section 8 rental assistance for 164 of its affordable renta
l housing units, including four units for special needs people. The Housing Authority was founded on the belief that decent, safe and sanitary housing is central to the physical and emotional health, productivity, and self‐esteem of the people it serves. The agency's mission is to provide affordable housing opportunities for lo w income households in the County of Santa Barbara (including Goleta) in an environment which preserves personal dignity, and in a manner, which maintains the public trust.
The Housing Authority has accomplished the conversion of its public housing projects through the establishment of a non profit affiliate; disposition of the units to this nonprofit affiliate; and then use of tax‐exempt financing/credits to finance rehabilitation of the units. The units remain affordable and Section 8 vouchers have been issued for any tenants displaced during renovation of the units.
As funding allows, the Housing Authority of Santa Barbara County has carried ou t modifications needed in its public housing stock based on the Section 504 Needs Assessment. The Housing Authority is currently in the process of acquiring the Super 8 Motel in Goleta as a new Homekey project to create 56 permanent supportive housing units for homeless people from Goleta. The Ci ty of Goleta is contributing $600,000 in ARPA funds towards this project.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Each public housing project owned and/or managed by the Housing Authority of the County of Santa Barbara has an established Resident Council, whose members are elected by residents in that project. The Council holds regular public meetings and brings concerns and recommendations directly to the Housing Authority. The Housing Authority also has a Section 8 homeowners hip program, although the high cost of housing limits it. The Housing Authority also administers a Mortgage Credit Certificate Program that assists lower income first‐time homebuyers. The City did not take any additional actions beyond what the Housing Authority did.
Actions taken to provide assistance to troubled PHAs
The Housing Authority of Santa Barbara County is not troubled. 18 13
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 (j); 91.320 (i) In the City of Goleta, the largest barrier to the development of affordable housing continued to be the extremely high cost of real estate and development costs. Another large obstacle is the water moratorium put in place by the local water district in response to the multi‐year drought. Under these restrictions , there is a moratorium on new water service connections except under limited exceptions.
There are also considerable governmental constraints to affordable housing development that include land use policies governed by the Land Use Element of the General Plan and the zoning and development codes, and development fees imposed by the juris diction. The City's Housing Element is required to provide a detailed assessment of public policy constraints and to develop strategies to alleviate the constraints on development of new housing, and particularly, those that act as barriers to affordable housing.
On March 3, 2020, the City of Goleta adopted a new zoning ordinance; carefully ex amined current development standards, land use policies, and permit processing requirements to remove unnecessary barriers to development of affordable housing. This included an examination of current land use controls to determine where processing efficiencies can be improved.
The City Council also took action to eliminate development impact fees for acces sory dwelling units (ADUs) under 500 square feet which, prior to that action, were approximately $23,000 per unit. Those fees were another financial hurdle that made the development of affordable ADUs difficult to achieve.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City of Goleta provided the maximum amount of CDBG funding (15% of its allocation) towards public services, which addressed the needs of youth, the homeless and low‐income people in general, including essential needs such as health care and assistance dealing with the negative effects of the coronavirus pandemic.
There is a need within the City, par ticularly the City's Old Town district, for public facilities to serve underserved populations in this area and rehabilitate aging facilities. There is also a need in other areas of the City for ADA accessibility upgrades. Needed public facilities include parks and recreational amenities, flood control i mprovements, sidewalks and street improvements. To address these unmet needs, the City allocated its 2021‐2022 CDBG funds to address seismic, ADA accessibility and other improvements at the Goleta Community Center in Old Town. The design work is underway for those 19 14
improvements and design is expected to be completed in the next few months.
In an effort to address underserved needs, City staff also continued to research availability of future funding resources and used proactive approaches toward applications for potential to leverage its CDBG funds.
Actions taken to reduce lead‐based paint hazards. 91.220(k); 91.320(j) The Santa Barbara County Public Health Department works in coordination with the California Department of Health Services, Childhood Lead Poisoning Branch for program planning, outreach, case management, investigation, and surveillance of lead poisoned children.
A Public Health Nurse (PHN) identifies and provides case management to lead‐burdened children throughout the county and provides outreach and educa tion to the community. A multi‐departmental Childhood Lead Poisoning Prevention (CLPP) Team, which includes representatives from the Women, Infants, and Children (WIC) program, California Children Services (CCS), Environmental Health Services, Community Health Division Program Administration, and the County Fire Department‐HAZMAT (hazardous materials), meets quarterly to plan outreach activities, prepare educational ma terials, resolve current issues, and discuss responsibilities in investigating lead poisoning cases. This program has increased lead screening done on children at risk for lead poisoning.
The City of Goleta also made copies of the most recent EPA publication, Renovate Right: Important Lead Hazard Information for Fa milies, Child Care Providers and Schools available to the public at City Hall. In addition, the City’s Planning and Environmental Review Department provided the most recent EPA educational brochures on lead poisoning to anyone seeking a permit or information for renovation of a residence, day care center or school which i ncludes work on a structure older than 1978. The City does not use CDBG funds to rehabilitate housing units.
Actions taken to reduce the number of poverty‐level families. 91.220(k); 91.320(j) The City of Goleta supported various public service programs, both with its CDBG funding and its own General Funds, to provide essential services aimed at helping to reduce the number of poverty‐level families. This included support of programs such as the Santa Barbara Neighborhood Clinics that meets the critical needs of famili es by providing free to low‐cost medical and dental care to low‐income people, providing funding to Isla Vista Youth Project to address a variety of needs for low‐income families with children and supporting food‐based programs such as those offered by the Foodbank of Santa Barbara County, th e Area Agency on Aging for its Hot Meals Program and Organic Soup Kitchen.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) One of the institutional gaps identified was that few services are located in the City of Goleta, so residents 20 15
have to travel to receive services. The City continued to work with service providers to offer services in Goleta and support those programs with CDBG and/or City General Fund money. This year the City assisted the Santa Barbara Neighborhood Clinics in support of their medical clinic and dental clinic in Go
leta that provide free or low‐cost medical and dental care to Goleta residents.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City continued to collaborate with public and private housing and social service agencies to meet the goals and objectives of the Consolidated Plan. This included ongoing meetings, special meetings and/or participation on relevant tasks forces such as the South Coast Housing Task Force, the HOME Consortium and the Continuum of Care.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Because the City participates in the Santa Barbara HOME consortium, the City participated in the preparation of the Analysis of Impediments (AI). It was completed by the consortium without specific goals for Goleta. However, the City has contributed to the overall County goals in addressing the following action items in the County’s AI:
• In
crease affordable housing opportunities
• Increase focus on and partnerships to better coordinate service delivery to at‐risk populations • Provide greater access to financial counseling for minority and Hispanic applicants and increase outreach to lenders to address concerns in denial rates; and • Continue supporting pr ograms to improve landlord tenant relationship and fair housing education.
The City of Goleta continued to contract with the City of Santa Barbara for its Rental Housing Mediation Program (RHMP) services, which provided education and information about landlord/tenant rights and responsibilities. The contract also provides for telephone mediation in rental housing disp utes. A total of 145 people was assisted by Goleta funding for this Program. Services included staff consultations, provision of information and printed materials relating to Landlord‐Tenant rights and responsibilities, referrals to social service agencies, and mediation services to resolve tenant/landlord disputes. The City also maintained a Fair Housing page on the City’s web site to provide informati on in Spanish and English directed to educating residents regarding their rights under Fair Housing laws and how they may obtain assistance if they believe they are victims of discrimination.
In addition to links to the RHMP, there are links on the City fai r housing webpage to the Legal Aid Foundation, California Department of Fair Employment and Housing and the U.S. Department of Housing and Urban Development, Office of Fair Housing. On the site is a link to California Guide to Residential Tenants’ and Landlords’ Rights and Responsibilities, the City’s Analysis of Impediments for Fair Housing 21 16
Choice, HUD's Tenant Rights, Laws and Protections ‐ California and National Association of Realtors Fair Housing Information.
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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 implement an effective CDBG program, the City monitors CDBG activities on a consistent basis through quarterly desktop reviews of quarterly performance reports submitted by subrecipients, client data and invoices and expense reports submitted. On‐site monitoring visits also assist in determining if the subrecipient is carrying out its program and activities within the parameters den oted in the subrecipient agreement. Monitoring also ensures that the required records are maintained to demonstrate compliance with applicable regulations. While quarterly reporting is required for all CDBG sub‐recipients, City CDBG administrative staff typically conducts in‐depth, onsite monitoring reviews of each subrecipient every 2‐3 years (or more freque
ntly if necessary) to ensure program compliance with HUD regulations.
Unfortunately, during this program year, due to the continued COVID‐19 coronavirus pandemic, the City opted not to conduct the more in‐depth, onsite monitoring review it would typically do for select agencies.
For the other quarterly mo nitoring of data reports and invoicing, no findings or concerns were identified.
The City expects to be able to conduct more in‐depth on‐site monitoring of subrecipients in Program Year 2022‐2023.
For corrective actions, when identified, subrecipients are given written notifications of violations within 30 days of the review da te and are required to submit corrections within thirty days of the date of the compliance review letter in order to avoid noncompliance penalties such as more frequent reporting and/or additional file audits. Throughout the program year, CDBG administrative staff also provided technical assistance, as needed, to the City Public Wor ks Department in relation to CDBG‐funded capital projects, and to subrecipients in relation to administrative as well as financial compliance with all HUD regulations.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The City published public notices in English and Spanish providing a 15‐day public review period for the Draft CAPER and providing an opportunity for the public to submit comments. The public review period for the CAPER is September 5‐19, 2022.
Two things changed over the course of this past program year. On e was that, in addition to publishing notices in English in the weekly Independent Newspaper, the City began publishing notices in Spanish in a bi‐weekly Spanish language newspaper called El Latino. In addition, at the suggestion of HUD, the City 23 18
added language to notices about the use of the 711 dialing code for access to the telecommunication relay service (TRS) and the text telephone (TTY) system for people with a hearing or speech disability.
The 15‐day notices for this CAPER were published in the Santa Barbara Independent on September 1, 2022 (English version) and in El Latino on Augus
t 25, 2022 (Spanish version). A notice of availability of the Draft CAPER and request for comments was also posted on the City's website. The Draft CAPER was also considered by the City Council at a public hearing on September 20, 2022, provi ding another opportunity for the public to comment on this annual performance report document for the CDBG program. Any comments received during the public review period and at the City Council meeting will be incorporated into the Final CAPER submitted to HUD.
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.
There were no significant changes in the City's program objectives during this program year. However, the City did shift some unused Planning and Administration (P&A) funding to the Goleta Community Center (GCC) project at the end of the program year. The Director of Neighborhood Services approved a minor Action Plan amendment shifting a pproximately $18,725 from P&A to the GCC project which consists of design and engineering for seismic, Americans with Disabilities (ADA) access and other improvements to the Center. Pursuant to the City's Citizen Participation Plan, this did not meet the $25,000 threshold to trigger a major amendment and public review.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
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CR‐58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 8 – Total Labor Hours
Qualitative Efforts ‐ Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
0 Direct, on-the job training (including apprenticeships). 1 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0
Technical assistance to help Sect ion 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 4
Provided or connected residents with supportive services that can provide direct services or referrals. 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
0 Assisted residents with finding child care. 1
Assisted residents to apply for, or attend community college or a four year educational institution. 1
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 89
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 Other.
Table 9 – Qualitative Efforts ‐ Number of Activities by Program 25 20
Narrative
The City of Goleta assists various public service organizations through its Goleta City Grant program, including several that provide tutoring, job training, mentoring, paid internships and college assistance for low‐income people and minorities. The Goleta Valley Library, owned and operated by the City of Goleta, also provides FREE two‐hour drop‐in traini ng sessions on computers, tablets, phones and other electronics and online technologies, typically twice a week, totaling 89 sessions over the entire program year. At least four job fairs were held in Goleta over the program year, covering jobs in school transportation, hospitality, and US postal jobs.
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Attachment
Public Notice 15‐day Review for CAPER
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28 23
29 24
Public Notice in Spanish for CAPER Review
30 25
31 26
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Attachment:
2021‐2022 Combined PR Reports for Goleta CAPER
33