53 Housing Problems
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 2,695 3,115 0
White 740 1,230 0
Black /African American 285 8 0
Asian 60 14 0
American Indian, Alaska Native 4 4 0
Pacific Islander 10 0 0
Hispanic 1,480 1,830 0
Data Source: 2016-2020
Table 16 - Disproportionally Greater Need 50 - 80% AMI
Housing Problems
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 700 2,200 0
White 370 1,040 0
Black /African American 55 30 0
Asian 0 19 0
American Indian, Alaska Native 10 0 0
Pacific Islander 0 0 0
Hispanic 270 1,080 0
Data Source: 2016-2020 CHAS
Table 17 - Disproportionally Greater Need 80 - 100% AMI Community Development and Planning Maps
The maps 4 to 7 illustrate the racial or ethnic composition of the City by Census Tract as reported in the 2016 -2020 American Community Survey Estimates, for races which represent at least two percent of the population.
54 Map 4 - Hispanic
Source: 2016-2020 ACS Estimates
Map 5 - White alone (not Hispanic)
Source: 2016-2020 ACS Estimates
55
56
57
58 Discussion
The method of calculating disproportionate need sets different groups of different sizes on equal footing, making it possible for any outsized impact on groups to be identified.
However, throughout the city and across different races and ethnicities, 82 pe rcent of residents with one or more of four housing problems earn 0 -30 percent of AMI and 77 percent of residents earn 30-50 percent of AMI. These are very high rates of need which require almost an entire sub -population to be in need for disproportional impact to register.
The analysis shows the following:
Data Source: 2016-2020 CHAS
Figure 5 - Disproportionate Need Across Households Earning <30% AMI
Across households with incomes below 30 percent of AMI there is a disproportionate concentration of households with one or more housing problem identify as Black / African American, and American Indian, Alaska Native.
59 Data Source: 2016-2020 CHAS
Figure 6 - Disproportionate Need Across Households Earning 30-50% AMI
Across households with incomes ranging from 30 to 50 percent of AMI there is a disproportionate concentration of households with one or more housing problem which identify as Black / African American, Asian, and American Indian, Alaska Native.
Data Source: 2016-2020 CHAS
Figure 7 - Disproportionate Need Across Households Earning 50-80% AMI Across households with incomes ranging from 50 to 80 percent of AMI there is a disproportionate concentration of households with one or more housing problem among households which identify as Black / African American, Asian, and Pacific Islander.
60 Data Source: 2016-2020 CHAS
Figure 8 - Disproportionate Need Across Households Earning 80-100% AMI Across households with incomes ranging from 80 to 100 percent of AMI there is a disproportionate concentration of households with one or more housing problem which identify as Black / African American and American Indian, Alaska Native.
61 NA-20 Disproportionately Greater Need: Severe Housing Problems
Introduction
Similar to the previous section, the Severe Housing Problems tables provide data to determine if disproportionate housing needs exist for any racial or ethnic group that experiences severe housing problems, which are defined as:
1. Lacks complete kitchen facilities: Household does not have a stove/oven and refrigerator.
2. Lacks complete plumbing facilities: Household does not have running water or modern toilets.
3. Severe overcrowding: A household is considered severely overcrowded if there are more than 1.5 people per room.
4. Severe cost burden: Household pays more than 50 percent of its total income for housing costs. Renter’s housing costs include rent paid by the tenant plus utilities.
Owner’s housing costs include mortgage payment, taxes, insurance, and utilities.
Please note as part of the CHAS data set HUD did not calculate households with no/negative income, but one or more of the other housing problems by race or ethnicity for the 2016- 2020 period.
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 3,420 1,700 0
White 935 780 0
Black /African American 405 25 0
Asian 70 95 0
American Indian, Alaska Native 0 10 0
Pacific Islander 0 0 0
Hispanic 2,005 735 0
Data Source: 2016-2020 CHAS
Table 18 - Severe Housing Problems 0 - 30% AMI
62 Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 1,740 2,830 0
White 485 1,155 0
Black /African American 85 115 0
Asian 35 95 0
American Indian, Alaska Native 8 0 0
Pacific Islander 0 25 0
Hispanic 1,040 1,425 0
Data Source: 2016-2020 CHAS
Table 19 - Severe Housing Problems 30 - 50% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 815 5,000 0
White 160 1,810 0
Black /African American 105 185 0
Asian 25 55 0
American Indian, Alaska Native 4 4 0
Pacific Islander 0 10 0
Hispanic 480 2,825 0
Data Source: 2016-2020 CHAS
Table 20 - Severe Housing Problems 50 - 80% AMI
63 Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 380 2,525 0
White 105 1,300 0
Black /African American 55 30 0
Asian 0 19 0
American Indian, Alaska Native 0 10 0
Pacific Islander 0 0 0
Hispanic 215 1,130 0
Discussion
Data Source: 2016-2020 CHAS
Table 21 - Severe Housing Problems 80 - 100% AMI
The analysis shows the following:
Data Source: 2016-2020 CHAS
Figure 9 - Disproportionate Need Across Households with Severe Housing Problems Earning <30% AMI
Across households with incomes below 30 percent of AMI there is a disproportionate concentration of households with one or more severe housing problem among households which identify as Black / African American.
64 Data Source: 2016-2020 CHAS
Figure 10 - Disproportionate Need Across Household with Severe Housing Problems Earning 30- 50% AMI
Across households with incomes in the 30 -50 percent of AMI range there is a disproportionate concentration of households with one or more severe housing problem which identify as American Indian, Alaska Native.
Data Source: 2016-2020 CHAS
Figure 11 - Disproportionate Need Across Households with Severe Housing Problems Earning 50- 80% AMI
Across households with incomes in the 50 -80 percent of AMI range there is a disproportionate concentration of households with one or more severe housing problem which identify as Black / African American, Asian, and American Indian, Alaska Native.
65 Data Source: 2016-2020 CHAS
Figure 12 - Disproportionate Need Across Households with Severe Housing Problems Earning 80- 100% AMI
Across households with incomes in the 80 -100 percent of AMI range there is a disproportionate concentration of households with one or more severe housing problem which identify as Black / African American.
66 NA-25 Disproportionately Greater Need: Housing Cost Burdens Introduction
HUD defines cost burden as the extent to which gross housing costs, including utility costs, exceed 30 percent of a given household’s gross income. A household is considered severely cost burdened if gross housing costs, including utility costs, exceed 50 percent of a household’s gross income.
Housing Cost Burden
<=30%
30-50%
>50%
No /negative
income (not
computed)
Jurisdiction as a whole 16,445 5,465 5,068 239
White 7,480 1,870 1,520 140
Black /African American 380 480 480 0
Asian 460 150 140 0
American Indian, Alaska Native 20 20 8 0
Pacific Islander 25 10 0 0
Hispanic 7,905 2,835 2,805 44
Data Source: 2016-2020 CHAS
Table 22 - Greater Need: Housing Cost Burdens AMI
67 Discussion
The analysis shows the following:
Data Source: 2016-2020 CHAS
Figure 13 - Disproportionate Need Across Households Cost Burdened 30-50% of Income Across households with housing cost burdens equivalent to 30 to 50 percent of their income there is a disproportionate concentration of households which identify as Black / African American and American Indian, Alaska Native.
Data Source: 2016-2020 CHAS
Figure 14 - Disproportionate Need Across Households Cost Burdened >50% of Income Across households with housing cost burdens greater than 50 percent of their income there is a disproportionate concentration of households which identify as Black/African American.
68 NA-30 Disproportionately Greater Need: Discussion
Are there any income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The following racial or ethnic groups were found to have a disproportionately greater level of housing problems compared to the percentage of all households in the given income category experiencing housing problems:
- 0-30 percent AMI (Figure 5):
o Black / African American
o American Indian, Alaska Native
- 30-50 percent AMI (Figure 6):
o Black / African American
o Asian
- American Indian, Alaska Native
o 50-80 percent AMI (Figure 7):
o Black / African American
o Asian
o Pacific Islander
- 80-100 percent AMI (Figure 8):
o Black / African American
o American Indian, Alaska Native
The following racial or ethnic groups were found to have a disproportionately greater level of severe housing problems compared to the percentage of all households in the given income category experiencing severe housing problems:
- 0-30 percent AMI (Figure 9): Black / African American - 30-50 percent AMI (Figure 10): American Indian, Alaska Native - 50-80 percent AMI (Figure 11):
o Black / African American
o Asian
o American Indian, Alaska Native
o American Indian, Alaska Native
- 80-100 percent AMI (Figure 12): Black / African American The following racial or ethnic groups had a disproportionately greater level of housing cost burden:
- 30-50 percent of income (Figure 13):
o Black / African American
o American Indian, Alaska Native
- Greater than 50 percent of income (Figure 14): Black / African American
69 If they have needs not identified above, what are those needs? No other housing needs for these specific racial or ethnic groups were identified through consultation or citizen participation.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
According to the City’s 2021–2029 Housing Element, while all of Hesperia’s neighborhoods are at least 40% non-White, areas of highest concentration of non-White residents (where greater than 81% of the population is non-White) are located in the following areas:
- Central Hesperia, particularly around Main Street and surrounding residential neighborhoods.
- North-central Hesperia, extending toward the boundary of Victorville. - Areas near major commercial corridors and transportation routes.
70 NA-35 Public Housing
Introduction
The Housing Authority of the County of San Bernardino (HACSB) pursues its mission to “empower all individuals and households in need to achieve an enriched quality of life by providing housing opportunities and resources.” HACSB is a federally designated moving to work authority. This designation enable s it to improve cost efficiency, self - sufficiency, and housing choice.
HACSB is a majority voucher-only housing authority, as it owns one unit of public housing.
As of December 2024, HACSB offers the types and quantity of vouchers that follow 7,508 Tenant-Based Housing Choice Vouchers (HCV), 1,129 Project -Based HCVs, 1,113 Rental Assistance Demonstration (RAD) HCVs, 118 Family Unification Special Purpose Voucher (SPV), 309 Mainstream SPVs, 420 Veteran Assistance Supportive Housing (VASH) SPVs, 68 Housing Opportunities for Persons with AIDS vouchers, 460 Emergency Housing Vouchers, 246 Continuum o f Care vouchers, and eight master leasing projects. Throughout Hesperia, as of December 2024, there were a total of 284 of all types of housing vouchers in use.
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
VASH Family
Unification Disabled*
Unit vouchers
in use 1,177 5,277 517 4,660 54 No data No data
Table 23 - Public Housing by Program Type
Data Source: PIC (PIH Information Center) *includes Non-Elderly Disabled, Mainstream One- Year, Mainstream Five-year, and Nursing Home Transition
Table 24 - Characteristics of Public Housing Residents by Program Type
Public
Housing
Vouchers
Total
Project -
based
Tenant -
based
Special Purpose
Voucher
VASH Family
Unification
Average Annual Income 13,755 14,084 14,172 13,978 14,467 No data Average length of stay 6 6 1 7 0 No data
Average Household size 3 2 1 2 1 No data
Homeless at admission 0 30 1 22 7 No data
Elderly (>62) 239 1,122 357 754 3 No data
Disabled Families 200 1,284 39 1,200 28 No data
Families requesting
accessibility features 1,177 NA NA NA NA No data
HIV/AIDS No data No data No data No data No data No data DV victims No data No data No data No data No data No data Data Source: PIC
71 Table 25 - Race of Public Housing Residents by Program Type
Race
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
VASH Family
Unification Disabled*
White 644 2,226 372 1,791 38 No data No data
Black/ African
American 425 2,911 114 2,763 16 No data No data
Asian 57 94 21 70 No data No data No data
American Indian/
Alaska Native 3 27 5 22 No data No data No data
Pacific Islander 29 12 3 9 No data No data No data
Other 19 7 2 5 No data No data No data
Data Source: PIC
Table 26 - Ethnicity of Public Housing Residents by Program Type Ethnicity Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
VASH Family
Unification
Disabled*
Hispanic 504 1,326 167 1,132 14 No data No data
Not Hispanic 670 3,951 350 3,528 40 No data No data
Data Source: PIC *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination based on disability in any program or activity that is conducted by federal agencies or that receives financial assistance from a federal agency. A ho using provider may not deny or refuse to sell or rent to a person with a disability and may not impose application or qualification criteria, rental fees, or sales prices and rental or sales terms or conditions that are different than those required of or provided to persons who are not disabled. Further, housing providers may not require people with disabilities to live only on certain floors, or to all live in one section of the housing. Housing providers may not refuse to make repairs and may not limit or deny someone with a disability access to recreational and other public and common use facilities, parking privileges, cleaning or janitorial services or any services that are made available to other residents. When possible, HACSB fulfills reasonable accommodation requests for households HACSB.
72 Most immediate needs of residents of Public Housing and Housing Choice voucher holders The most pressing need is the high demand for affordable housing throughout San Bernardino County. There are over 112,846 duplicated households on waitlists for HACSB housing assistance. Approximately 40 percent of the 25,463 households on the tenant - based HCV waitlist have been submitted by multiple members of the same household.
The waitlist for project -based HCVs has 35,781 households and the RAD project -based voucher waitlist is up to 51,602 households.
How do these needs compare to the housing needs of the population at large? The needs experienced by HACSB participants are similar to the needs of very low - income and low-income households throughout the City of Hesperia.
73 NA-40 Homeless Needs Assessment
Introduction
There are four federally defined categories under which individuals and families are considered homeless:
1) Literally Homeless – An individual or family:
a. Living unsheltered on the streets;
b. Living in a vehicle or other place not meant for habitation; c. Living in an emergency shelter or transitional housing program, including a motel/hotel paid by a charitable organization or government program; or d. Exiting an institution (resided 90 days or less and previously resided in one of the two items listed above).
2) Imminent Risk of Homelessness – An individual or family imminently losing their housing:
a. Housing will be lost within 14 days; and
b. Has no subsequent residence; and
c. Lacks the resources and support network.
3) Homeless Under other Federal Statutes – An unaccompanied youth under the age of 25 or families with children and youth, who do not otherwise qualify as homeless under this definition, but who do meet all of the following:
a. Are defined as homeless under Section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), Section 637 of the Head Start Act (42 U.S.C. 9832), Section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), Section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), Section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), Section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or Section 725 of the McKinney -Vento Homeless Assistance Act (42 U.S.C. 11434a);
b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance;
c. Have experienced persistent instability as measured by two or more moves during the 60 -day period immediately preceding the date of applying for homeless assistance; and
d. Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment.
74 4) Fleeing or Attempting to flee Domestic Violence – An individual or family:
a. Fleeing or attempting to flee domestic violence situation, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member; and b. Has no subsequent residence; and
c. Lacks the resources and support network.
According to the 2024 Annual Homeless Assessment Report (AHAR) to Congress, during the PIT Count in January, California had the highest number and rate of unsheltered homeless population in the Country. Twenty -eight percent of the nation’s homeless population was reported in California. More than half of all the nation’s homeless individuals are concentrated in three states: California (24 percent), New York (20 percent), and Washington (four percent). The rate of homelessness in California increased three percent from 2023-2024, and 35 percent from 2007 to 2024.
The San Bernardino County Continuum of Care is known as the San Bernardino County Homeless Partnership (SBCHP). The Partnership consists of three distinct bodies: the San Bernardino County Interagency Council on Homelessness, the Homeless Provider Network and the Office of Homeless Services. Annually, the SBCHP conducts a PIT Count to create a census of unsheltered and sheltered individuals experiencing homelessness to establish a baseline snapshot. On January 26, 2023, and again on January 25, 2024, the San Bernardino CoC conducted the annual Point in Time (PIT) counts. The tables in the section draw on the HUD published 2024 PIT count. From 2023 to 2024 the number of individuals experiencing homelessness in the County increased from 2,976 to 3,055. The amount of sheltered and unsheltered homelessness in the City of Hesperia was 64 in 2023 and 67 in 2024.This is as small fraction of those in San Bernardino County experiencing homelessness.
Since 2020, the rate of homelessness experienced by children under the age of 18 has increased 16 percent from 267 children to 311 children. The rate of homelessness experienced by transitionally aged youth, those 18 to 25, fell 22 percent from 212 to 165.
For those over the age of 24 years of age the rate of homelessness increased 43 percent.
PIT Counts were put on hold in 2021 during the corona virus pandemic.
75 5)
Data Source: HUD 2020-2024 San Bernardino County Homeless Count Figure 15 - Overall Homelessness By Age
Table 27 - Homeless Needs Assessment
Data Source: San Bernardino County Homeless Count & Survey Report Jurisdiction Has No Rural Homeless
Population
Homeless on a given night Homeless each year Days in
homeless-
ness Sheltered Unsheltered Experiencing Becoming Exiting Persons in
households with
adults and
children
420
55 NA
NA
NA
NA
Persons in
households with
only children
773 2,994
Persons in
households with
only adults
7 6
Chronically
homeless
individuals
240 1,698
Chronically
homeless
families
3 8
Veterans 35 211
Unaccompanied
Child 7 6
Persons with
HIV/AIDS 11 33
76 If data is not available for the categories "number of persons becoming and exiting homelessness each year" and "number of days that persons experience homelessness", then describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).
A chronically homeless individual or family is living in an emergency shelter or in an unsheltered location with a disabling condition and has been continuously homeless for a year or more or has had at least four episodes of homelessness in the past three years.
The 2023 PIT Count shows that on January 26, 129 sheltered and 1,308 unsheltered individuals were chronically homeless, which included three households with children living in emergency shelter and four households with children living in unsheltered conditions. In 2024, the number of people and households experiencing chronic homelessness increased to 240 sheltered individuals and 1,698 unsheltered individuals, including three sheltered and eight unsheltered households with minor aged children.
Families with children include at least one household member aged 18 or over and at least one household member under 18 years of age. According to the 2023 PIT Count in San Bernardino County, there were 509 people experiencing homelessness in households with at least one adult and one child; 478 people living in emergency or transitional shelters; and 31 people living in unsheltered conditions and in urgent need of housing assistance. The total individuals in households with minor aged children decreased in 2024 to 475, 420 of whom were living in sheltered conditions and 55 of whom were living in unsheltered conditions.
Veterans are people who have served on active duty in the Armed Forces of the United States. This does not include inactive military reserves or the National Guard unless the person was called to active duty. The 2023 PIT count revealed 28 vet erans who were sheltered and homeless and 203 veterans who were unsheltered and homeless. The 2024 PIT counted 35 veterans who were shelter and homeless and 211 veterans who were unsheltered and homeless, an increase over the prior year.
Unaccompanied youth, individuals under the age of 18 years old, are presumed to be emancipated if they are unsheltered without an adult. According to the 2023 PIT count, there were 244 unaccompanied youth who were homeless, consisting of 83 sheltered and 161 unsheltered people. Among unaccompanied transitionally aged youth, ages 18 to 24 who were homeless, 75 were sheltered and 150 unsheltered. This pattern transitionally aged youth accounting for most unaccompanied youth experiencing homelessness persisted in 2024. The total number of unaccompanied youth living in homelessness decreased to 166.
Furthermore, the PIT counts subpopulations living with severe mental illness, H IV/AIDS, chronic substance abuse, and victims of domestic violence.
77 - Throughout San Bernardino County, in 2023 820 people living in homelessness also had severe mental illness and of those people, 646, were unsheltered, while in 2024 811 people living in homelessness also had severe mental illness and of those people, 631, were unsheltered.
- Within the COC, in 2024, there were 74 homeless people living with HIV/AIDS, of whom 35 were unsheltered and in 2024 there were 44 homeless people living with HIV/AIDS, of whom 33 were unsheltered.
- In 2023, chronic substance abuse impacted 1,024 homeless people in San Bernardino County, of whom 929 were unsheltered, while in 2024 811 people were impacted 866 of whom were unsheltered.
- Throughout the COC, in 2023 a reported 372 individuals experiencing homelessness had also experienced domestic violence, with 104 of those individuals unsheltered and in 2024 there were 304 individuals with this experience 205 of whom were unsheltered.
Table 28 - Nature and Extent of Homelessness
Race Sheltered Unsheltered (optional)
American Indian, Alaska Native, or
Indigenous 16 64
Asian or Asian American 20 30
Black, African American, or African 332 559
Hispanic/Latina/e/o Only 163 1,040
Middle Eastern or North African 0 9
Native Hawaiian or Other Pacific Islander 4 16
White 340 1,281
Ethnicity Sheltered Unsheltered (optional)
Hispanic 256 36
Not Hispanic 69 20
Data Source: San Bernardino County Homeless Count & Survey Report
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
According to the 2023 PIT Count in San Bernardino County there were 509 people experiencing homelessness in households with at least one adult and one child; 478 people were living in emergency or transitional shelters; and 31 people were living in unsheltered conditions and in urgent need of housing assistance. There were 24 parenting youth, and
28 children of parenting youth all of whom were sheltered. The total individuals in households with minor aged children decreased in 2024 to 475, 420 of whom were living in sheltered conditions and 55 of whom were living in unsheltered conditions and parenting youth experiencing homelessness dropped to 10, eight of whom were sheltered and two of whom were not.
78 The 2023 PIT count revealed 28 sheltered veterans and 203 unsheltered veterans in San Bernardino County. The 2024 PIT counted 35 veterans who were sheltered and homeless and 211 veterans who were unsheltered and homeless, an increase over the prior year. It is unclear how many unique families are represented in these numbers and how many families of deceased or estranged veterans there are.
79 Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The 2024 PIT Count found most people experiencing homelessness in the county identified at racially or ethnically as White (38 percent), followed by Hispanic/Latina/e/o Only (28 percent), Black, African American, or African (21 percent), American Indian, Hispanic and One or More Race (seven percent), Not Hispanic and Multiple Race (two percent), Alaska Native, or Indigenous (2 percent), Asian or Asian American (one percent), and Native Hawaiian or Other Pacific Islander (one percent). By far most people experiencing homeless are living in unsheltered conditions.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
The PIT Counts found that an additional 60 people were experiencing homelessness in 2024 than were in 2023, and the percentage of individuals living in unsheltered conditions increased minimally from 71 to 72 percent. In 2023, of 4,195 homeless individuals, 71 percent were unsheltered. Unsheltered chronically homeless accounted for 44 percent of all unsheltered homeless individuals. Among those who were reported as being homeless and unsheltered, 31 percent were living with chronic substance abuse; 22 percent faced severe mental health issues; and nine percent had experienced domestic violence. In 2024, of the 4,255 individuals experiencing homelessness, 72 percent were unsheltered.
Unsheltered chronically homeless accounted for 56 percent of all unsheltered homeless individuals. Among those who were reported as being homeless and unsheltered, 2 8 percent were living with chronic substance abuse; 21 percent faced severe mental health issues; and seven percent had experienced domestic violence.
80 NA-45 Non-Homeless Special Needs Assessment
Introduction
Special needs populations consist of persons who are not homeless, but due to various reasons need services and supportive housing. Persons with special needs include the elderly, frail elderly, severely mentally ill, developmentally disabled, physically disabled, persons with alcohol or other drug addictions, persons with HIV/AIDS, and victims of domestic violence. The City of Hesperia uses General Funds to provide public services for the special needs’ populations indicated above as well as victims of human trafficking and those with PTSD or other needs.
Describe the characteristics of special needs populations in your community.
Elderly and Frail Elderly
The U.S. Department of Housing and Urban Development (HUD) defines elderly as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to perform at least three “activities of daily living” including eating, bathing, grooming, or home management activities. Generally, elderly people have lower incomes than the population at large. Based on 2016-2020 CHAS data of the 9,300 households containing at least one elderly person in Hesperia, 65 percent, 6,030 households earn less than 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 6,557 residents of Hesperia aged 65 and above have a disability. Of those people, 45 percent have ambulatory difficulty, 37 percent have independent living difficulty, and 32 percent have hearing difficulty.
Persons with Disabilities
HUD defines a disabled person as having a physical or mental impairment that substantially limits one or more major life activity. The obstacle to independent living for these adults is not only their disability, but also the lack of financial resources, often related to limited employment. Additionally, persons with disabilities have high health care costs, are dependent on supportive services, and may require accessibility modifications to accommodate their disability. Based on 2021, 1 -year ACS estimate, of the total Civilian Noninstitutionalized Population age 18 and to 64 in Hesperia, an estimated 2,450 have a disability and are employed; 687 have a disability and are unemployed; and 4,557 have a disability and are not part of the labor force.
Alcohol and Other Drug Addictions & Mental Illness
The Substance Abuse and Mental Health Services Administration (SAMHSA) is the federally funded institution established to disseminate information on mental disorders, including data on prevalence. Prevalence data is collected through the National Survey on Drug Use and Health (NSDUH) and is calculated for a two-year period. Unfortunately, the
81 pandemic disrupted the method of survey delivery which has disrupted the data series. The most recent data set for the 2021-2022 period is only available at the state level.
Rates of substance use disorder, mental illness, serious mental illness, and receipt of mental health treatment have increased across Californians ages 18 to 25 and 26 and over since the pandemic and there is a higher prevalence in the younger age segment than the older group. Any mental illness and serious mental illness do not include developmental, or substance use disorders. Survey results from 2021-2022 show the following. 18- to 25-year-olds
- 34.35 percent had any mental illness
- 12.08 percent had serious mental illness
- 21.56 percent received mental health treatment in the past year - 27.24 percent had substance use disorder
26-year-olds and over
- 20.31 percent had any mental illness
- 4.66 percent had serious mental illness in the past year - 17.08 percent received mental health treatment in the past year - 16.58 percent had substance use disorder
HIV/AIDS
Human Immunodeficiency Virus (HIV) weakens the immune system by destroying important cells which fight disease and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage of HIV. The Center for Disease Control’s (CDC) Atlas Plus program reported in San Bernardino County an estimated 288 were newly diagnosed during 2022 (https://www.cdc.gov/nchhstp/atlas/index.htm, accessed November 2024). New HIV diagnoses were most concentrated among people 25 -34 years of age. For persons living with HIV/AIDS, access to affordable housing, supportive services, and quality health care is important to maintaining their health and well-being.
Victims of Domestic Violence
Domestic violence, assault, and stalking are not always reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes/ sexual assaults were reported to the police. Domestic Violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, a total of 366 calls related to domestic violence were made from Hesperia ( openjustice.doj.ca.gov, accessed November 2024). Of those 142 incidents involved a weapon. Those incidents breakdown as follows:
82 - 10 were with a knife or cutting instruments;
- 15 were with other dangerous weapons; and
- 107 were with personal weapons.
- 10 were with a firearm;
What are the housing and supportive service needs of these populations and how are these needs determined?
Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training provided for the purpose of facilitating a person’s stability and independence. To determine the level of need and types of services needed by special needs populations, the City conducted a survey, consulted with local service providers, and reviewed ACS data.
In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no-step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and smoke alarms. Residents who are blind may require tactile marking of changes in floor level and stai r edges and braille markings on appliances and controls.
People with low vision may require large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.
For persons with special needs, the high cost of living in San Bernardino County makes it difficult to maintain a stable residence. Often these segments of the population rely on support services from various San Bernardino County nonprofit organizations to avoid becoming homeless or institutionalized.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area.
According to the CDC, at the end of 2021, 1.2 million people in the United States had HIV, and 35,716 were newly diagnosed the same year (cdc.gov, accessed December 2024).
In San Bernardino County CDC data show, the number of persons living with HIV has increased from 2,903 in 2013 to 5,240 in 2022. Of those diagnosed with HIV, 66 percent were in receipt of medical care and 57 percent had reached viral suppression. Viral load is an indicator of health and adherence to medication. A high viral load is indicative of illness.
Viral load suppression (less than 200 copies/ml) is suggestive of improved health.
83 Data Source: CDC Atlas Plus
Figure 16 - HIV Prevalence
In 2022, there were a reported 288 new HIV diagnoses in San Bernardino County. People aged 25-34 accounted for 35 percent, the greatest concentration of new cases. Of the newly diagnosed, 87 percent were male of whom most identified racially/ ethnically as Hispanic/Latino.
Discussion
In addition to the elderly, frail elderly, severe mentally ill, developmentally disabled, physically disabled, persons with alcohol and other drug a ddictions, persons with HIV/AIDS, and victims of domestic violence described above, two other subpopulations with special needs in San Bernardino County include victims of human trafficking and individuals with PTSD.
Victims of Human Trafficking
Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercialized sex acts. Human trafficking is extremely difficult to track; there is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking which involved 2,045 victims (https://humantraffickinghotline.org/ accessed January 2025). The most common type of human trafficking reported in California was sex trafficking.
The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world. Victims of human trafficking in the United States are most
84 frequently trafficked from within the United States, Mexico, and Honduras. Trafficking in Persons reports “Traffickers often target those who experience compounding forms of discrimination (such as di scrimination because of one’s racial or ethnic group, gender identity, disability, or sexual orientation), experience violence (such as intimate partner or domestic violence) or interact with government run programs (such as the criminal justice system, runaway and homeless youth services, foster or institution care, and the immigration enforcement system.”
Posttraumatic Stress Disorder
The National Institute of Mental Health (NIMH) explains Post -traumatic Stress Disorder (PTSD) can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human-caused disasters, accidents, combat, and other forms of violence.” Symptom s of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD recognizes the disorder impacts populations inside and outside of the military including families, children, and non -combatants. The National Center reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives. “Women are more likely to develop PTSD than men…in part due to the types of traumatic events that women are more likely to experience – such as sexual assault—compared to men.” Challenges these special needs populations and subpopulations face include low-income and high housing cost.
This segment of the population also struggles for a decent quality of life that includes access to necessities, adequate food, clothing, and medical care.
Novel coronavirus COVID-19
COVID-19 caused a global pandemic. Its widespread impact on the United State began in March 2020. In the ensuing years, lives changed dramatically, from the impact of measures to prevent the spread of the disease – including stay-in-place orders, social distancing, mask wearing and vaccination – to death. The Coronavirus Aid, Relief and Economic Security (CARES) Act allocated funds to respond to the public health emergency through HUD. The City of Hesperia was awarded $1,119,947 CDBG-CV to assist low- and moderate- income individuals and families impacted by COVID. The national and global public health emergency status was lifted in May 2023; however, the virus is still present and active around the world.
85 NA-50 Non-Housing Community Development Needs
Describe the jurisdiction’s need for Public Facilities.
There is a relatively high level of need for improved public facilities and infrastructure in the City of Hesperia. Public facilities are understood to include built structures such as fire stations, neighborhood facilities, accessibility improvements, and homeless facilities. New facilities and amenities continue to be added, and older facilities require rehabilitation to address the changing needs of the community, to modernize amenities to better meet resident needs or to comply with the Americans with Disabilities Act. CDBG public facility projects that meet eligibility requirements, align with a Strategic Plan goal and address a National Objective will be considered for funding in the five Annual Action Plans.
How were these needs determined?
The need for public facilities were determined through Community Meetings, Public Hearings, responses to the Community Needs Survey, and consultation with the Recreation and Park District and Public Works Departments. The accessibility and condition of public facilities and infrastructure received a rating of 2.72 out of five stars on the Community Needs Survey.
Figure 17 - Community Need For Public Facilities
Source: Community Needs Survey
Describe the jurisdiction’s need for Public Improvements.
There is a high level of need for improved streets and sidewalks in the City of Hesperia. Dirt roadways need to be paved and paved roadways in disrepair need to be improved.
Improvements should comply with the Americans with Disabilities Act. CDBG public infrastructure projects that meet eligibility requirements, align with a Strategic Plan goal
86 and address a National Objective will be considered for funding in the five Annual Action Plans.
How were these needs determined?
The needs for public infrastructure improvements were determined through Community Meetings, Public Hearings, responses to the Community Needs Survey and consultation with the City of Hesperia’s Recreation and Park District and identified Public Works Departments. As noted above, the accessibility and condition of public facilities and infrastructure received a rating of 2.72 out of five stars on the Community Needs Survey.
Describe the jurisdiction’s need for Public Services.
The City of Hesperia uses General Funds to provide public services to residents. The Community Needs Survey shows the highest level of need for health services, crime prevention programs, youth services and mental health programs.
How were these needs determined?
The needs for public services were identified through Community Meetings, Public Hearings, responses to the Community Needs Survey and consultation with nonprofit service providers. The availability and quality of public services received a rat ing of 2.72 out of 5 stars on the Community Needs Survey.
Figure 18 - Community Need For Public Services
Source: Community Needs Survey
87 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
This section of the Consolidated Plan evaluates housing market conditions in Hesperia including housing supply, demand, condition, and cost. The types of tenure of housing in Hesperia are mixed. Single, detached structures and two to four unit structures are most common. Owner households occupy 62 percent of units. The housing stock is dated; 52 percent were built over 40 years ago.
The data shows the housing market in the City is relatively tight as many households, especially renter households, are experiencing a housing cost burden. From 2020 to 2024 the median value for homes in Hesperia increased by 47 percent, according to the Zillow Home Value Index. ACS data shows median contract rent increased 18 percent over the last 10 years. While CHAS data shows there are enough units affordable to people with incomes less than 80 percent AMI, the surplus is minimal. There are only 411 more units affordable to households with income less than 80 percent AMI than there are households at that income level. Furthermore, there is no guarantee as to which unit a household occupies. This situation is not new. For many years monthly rent increased at a faster rate than household income. CHAS data shows 32 percent of households earning at or below 80 percent of AMI experience a housing cost burden greater than 50 percent of income.
Source: 2016-2020 ACS
Figure 19 - Change in Median Rent and Income
88 MA-10 Number of Housing Units
Introduction
According to 2016-2020 ACS data, 83 percent of the City’s housing stock is comprised of single, detached-structures housing. Structures with two to four units represent the next greatest amount of housing at five percent. single, attached structures comprise the smallest portion of the housing stock in the City at one percent. According to the 2016-2020 ACS 5-year estimates, the gross number of housing units in the city decreased by 277 from 28,626 in 2015 to 28,349 in 2020.
Most ownership housing units in Hesperia have two - or three-bedrooms (69 percent). In comparison, only one percent of the City’s rental housing is comprised of units with one- bedroom. The tables below indicate the number of residential properties in the City by property type, unit size, and tenure.
Table 29 - Residential Properties by Unit Number
Property Type Number %
1-unit detached structure 23,391 83%
1-unit, attached structure 198 1%
2-4 units 1,423 5%
5-19 units 1,246 4%
20 or more units 931 3%
Mobile Home, boat, RV, van, etc. 1,160 4%
Total 28,349 1
Data Source: 2016-2020 ACS
Table 30 - Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 160 1% 282 3%
1 bedroom 82 0% 1,024 10%
2 bedrooms 11,694 69% 6,942 67%
3 or more bedrooms 4,975 29% 2,048 20%
Total 16,911 1 10,296 1
Data Source: 2016-2020 ACS
89 Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
The City tracks the affordability status of a total of 718 affordable housing units targeted for family and elderly households with low and very low incomes. These units were constructed or rehabilitated with HOME, Housing Set -Aside, Housing Bond, or tax c redit funds.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
HUD requires the City to analyze federal, state and locally assisted housing units that may be lost from the City’s affordable housing stock. The expiration of affordability restrictions on government assisted rental units is the typical reason that affordable units convert to market rate and are “lost.” Much of the housing at-risk of conversion from affordable housing to market rate housing is predominantly reserved for lower income households.
Use restrictions, as defined by state law, means any federal, state, or local statute, regulation, ordinance, or contract which as a condition of receipt of any housing assistance, including a rental subsidy, mortgage subsidy, or mortgage insurance, to an assisted housing development, establishes maximum limitations on tenant income as a condition of eligibility for occupancy.
Conversion Risk
According to the City’s Housing Element 2021-2029, there are 718 publicly assisted rental units across 10 developments. The covenants protecting the 113 low-income senior units at Three Palms Apartments are set to expire in 2030. The covenants on the remaining properties will not expire for more than 10 years.
Preservation and Replacement Options
To maintain the existing affordable housing stock, the City may either attempt to preserve the existing assisted units or facilitate the development of new units. Each negotiation to preserve affordable units is unique in the sense that each project’s ownership interests, and economic needs will vary, and City resources may be insufficient to preserve all units when covenants do expire. Depending on the circumstances of each project that includes at-risk units, different options may be used to preserve or replace the units. Preservation options typically include: 1) transfer of units to nonprofit ownership; 2) provision of rental assistance to tenants using other funding sources; and 3) purchase of extended affordability covenants. In terms of replacement, the most direct option is the development of new affordable units with long-term covenants.
90 Does the availability of housing units meet the needs of the population? The housing market in Hesperia is tight. There is a significant need for additional rental housing units of all sizes, but especially smaller units, affordable to households earning less than 80 percent of AMI. The Cost Burden tables in section NA -10 show 9,690 households with incomes at or below 50 percent AMI, of whom 1,510 are cost burdened renter households and 3,170 severely cost burdened renter households. The Housing Affordability table in section MA-15 shows 9,908 units affordable for this income range.
That is an abundance of only 411 housing units.
Describe the need for specific types of housing.
Of the 3,170 renter households earning less than 50 percent of AMI and experiencing severe housing cost burdened:
- 1,620 are small, related households with four or fewer members, - 630 are large, related households with five or more members, - 500 are elderly households with one or more members over age 62, and - 420 are other/single person households.
This breakdown by tenure, income, cost burden, and household type indicate a need for additional affordable units of all sizes, but especially smaller units with zero to two bedrooms, in Hesperia.
Discussion
For decades, California’s housing market has been among the most expensive in the country, and those conditions persist today. Not only is renting expensive, but purchasing a home was also largely out of reach. To afford median market rent for a two-bedroom unit in Hesperia a household needed to earn $34 per hour or work 86 hours per week at minimum wage of $16 per hour, which equates to two full time jobs. These calculations were made using the same method as the National Low Income Housing Coalition in the Out of Reach series and using market rate rent from Zumper. Market rate rents are significantly higher than fair market rents and more accurately reflect the experience low- and moderate-income households are facing.
Data Source:2022 Zumper Research & CA Minimum Wage Data Figure 20 – Market Rate Rental Affordability
91 MA-15 Housing Market Analysis: Cost of Housing
Introduction
One of the most important factors in evaluating a community’s housing market is the cost of housing and whether the housing is affordable to households who live there or would like to live there. If housing costs are relatively high in comparison to household income, a correspondingly high prevalence of housing cost burden and overcrowding will typically occur.
The Housing Costs table indicates the median home value and contract rent (not including utility or other associated costs). These values are self -reported by residents through the ACS Survey and the data reflects the 5 -year estimate for 2016 -2020. Looking to more current housing sales and rental market data it becomes clear the cost of housin g is growing rapidly year over year.
Median home values have increased significantly since the last Consolidated Planning process. In 2020, according to ACS data, median home values in Hesperia were two percent over what they had been in 2010, during the mortgage-backed securities housing foreclosure crisis. According to the Zillow home value index, value increased 47 percent from $309,668 to $450,753 from 2020 to 2024. ACS data shows median contract rent increased 18 percent from 2010 to 2020.
Data Source: 2020-2024 Zillow Home Value Index Research Figure 21 - Median Home Value
Based on the reported housing costs, the Housing Affordability Table indicates the number of units currently affordable to households at different levels of income. It is important to note that simply because a unit is affordable to residents at that income level, it does not necessarily mean that a household at that income level is occupying the unit.
92 Table 31 - Rental Housing Costs
Rental Housing Cost by Bedroom 2022 2023 2024 % Change
1-bedroom 1,150 1,337 1,298 12.9%
2-bedroom 1,632 1,838 1,649 1.0%
3-bedroom 2,057 2,324 2,328 13.2%
Data Source: Zumper Research (accessed November 2023)
Table 32 - Cost of Housing
Cost of Housing 2010 2020 % Change
Median Home Value 250,900 255,500 2%
Median Contract Rent 1,033 1,217 18%
Data Source: 2010, 2016-2020 ACS
Table 33 - Rent Paid
Rent Paid Number %
Less than $500 368 3.77%
$500-999 2,580 26.41%
$1,000-1,499 4,104 42.01%
$1,500-1,999 2,178 22.30%
$2,000 or more 539 5.52%
Total 9,769 1
Data Source: 2016-2020 ACS
Table 34 - Housing Affordability
Units affordable to Households at: Renter Owner
30% HAMFI 3,235 2,003
50% HAMFI 2,295 2,375
80% HAMFI 2,219 3,784
100% HAMFI 878 2,114
Total 8,627 10,276
Data Source: 2016-2020 CHAS
93 Table 35 - Monthly Rent
Efficiency
(none) ($) 1 ($) 2 ($) 3 ($) 4 ($)
Fair Market Rent 1,062 1,202 1,509 2,065 2,542
High HOME Rent 981 1,053 1,266 1,454 1,603
Low HOME Rent 770 825 990 1,144 1,276
Data Source: 2022 HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? Housing cost burden and severe housing cost burden data from section NA-10 indicate the housing market in Hesperia is tight. Quantifying the number of additional affordable housing units needed to eliminate or significantly reduce cost burden and severe cost burden is complicated because there is no guarantee a household of a particular income level will occupy a unit that is affordable to their income level – even if a unit is available in the open marketplace.
Data Source: 2016-2020 CHAS Data
Figure 22 - Units Affordable To Households By Income Range
How is affordability of housing likely to change considering changes to home values and/or rents?
Rental housing costs have increased steadily over the past ten years – creating more pressure on extremely low-income households. Median market rate rents exceed the Fair Market Rents for San Bernardino County and represent a significant burden for low- and moderate-income households struggling to remain housed. Similarly, median home sales prices increased 47 percent from $309,668 to $450,753 from 2020 to 2024 according to home value data supplied by Zillow. Based on this information and barring significant regional
94 and national changes in economic conditions, the price of housing in Hesperia is forecast to continue increasing during the period of the 2025-2029 Consolidated Plan.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? In 2022 there was significant variation in low HOME, fair market, and market rate rents and median contract rent. This degree of variation makes it difficult to identify feasible projects.
Data Source: 2022HOME Rates, 2016-2020 5—estimates ACS, 2023Zumper Research Figure 23 - Rent Differentials
Discussion
Economic expansion over the last decade and a lag in production of new housing units in Southern California have created a housing economy that is overburdened. As a result, Hesperia households have become increasingly cost-burdened. Homeownership is out of reach to more than half of Hesperia’s households and a single person earning minimum wage cannot reasonably afford a two-bedroom rental apartment. A household would need to earn at least $99,400 annually to reasonably afford a $426,667 home, which was the median home value in 2022 per the Zillow Home Value Index. The median household income in Hesperia in 2022 was $67,698. A household would need to earn about $65,280 annually to afford a two-bedroom rental in the City. A full-time minimum wage employee will gross almost $30,000 annually. This is illustrated in the Housing Income graph (Figure 24).
95 Data Source: 2022 Zumper Research, 2022 Zillow Home Value Index & Mortgage Calculator, CA Minimum Wage Data, Freddie Mac 30 Year Fixed Interest Rate Mortgage Data Figure 24 - Rental & Ownership Housing Income
Housing income was calculated based on 30 percent of market rate housing costs, HUD area median income and Freddie Mac reporting of average 30-year fixed mortgage rates.
96 MA-20 Housing Market Analysis: Condition of Housing –
91.210(a)
Introduction
Assessing the age and physical condition of housing in Hesperia forms the basis of strategies to maintain and improve housing quality for low - and moderate -income residents. For this assessment, the ACS defines a “selected condition” as owner- or renter- occupied housing units with at least one of the following conditions: 1) lacking complete plumbing facilities; 2) lacking complete kitchen facilities; 3) more than one occupant per room; and 4) selected monthly housing costs greater than 30 percent of household income.
Just about half of both renter - and owner -occupied units have one or two selected conditions.
Definitions
Substandard housing is housing that does not meet the minimum standards contained in the State Housing Code (i.e., does not provide shelter, endangers health, safety or well - being of occupants). A substandard condition is one that adversely affects habitability of the housing unit. As defined by California Health and Safety Code, a substandard condition exists to the extent that it endangers the health and safety of its occupants or the public.
Such conditions include:
- Inadequate sanitation
- Structural hazards
- Any nuisance that endangers the health and safety of the occupants or the public - All substandard plumbing, wiring, and/or mechanical equipment, unless it conformed to all applicable laws in effect at the time of installation and has been maintained in a good and safe condition
- Faulty weather protection
- The use of construction materials not allowed or approved by the health and safety code
- Fire, health and safety hazards (as determined by the appropriate fire or health official)
- Lack of, or inadequate fire -resistive construction or fire-extinguishing systems as required by the health and safety code, unless the construction and/or systems conformed to all applicable laws in effect at the time of construction and/or installation and adequately maintained
- Inadequate structural resistance to horizontal forces - Buildings or portions thereof occupied for living, sleeping, cooking, or dining purposes that were not designed or intended to be used for such occupancies - Inadequate maintenance that causes a building or any portion thereof to be declared unsafe
97 Standard housing conditions in the City of Hesperia is defined as housing that meets the minimum standards of the State Housing Code. For the purposes of the CDBG program, a unit in substandard condition is considered suitable for rehabilitation provided the unit is structurally sound, and the cost of rehabilitation is considered economically warranted.
Table 36 - Condition of Units
Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 5,179 30.6% 5,857 56.9%
With two selected Conditions 261 1.5% 480 4.7%
With three selected Conditions 0 0.0% 0 0.0%
With four selected Conditions 0 0.0% 0 0.0%
No selected Conditions 11,471 67.8% 3,959 38.5%
Total 16,911 100.0% 10,296 100.0%
Data Source: 2016-2020 ACS
Table 37 - Year Unit Built
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 3,760 12.2% 1,920 15.7%
1980-1999 10,090 32.9% 4,965 40.7%
1960-1979 15,475 50.4% 4,625 37.9%
Before 1960 1,370 4.5% 695 5.7%
Total 30,695 100.0% 12,205 100.0%
Data Source: 2016-2020 CHAS
Table 38 - Risk of Lead-Based Paint
Risk of Lead-Based Paint
Hazard
Owner-Occupied Renter-Occupied
Number % Number %
Units Built Before 1980 16,845 5,320
with children under the age of
6 present 2,010 11.9% 845 15.9%
Units Built Before 1980 with
households <80% AMI 6,260 37.2% 3,345 62.9%
with children under the age of
six present 715 4.2% 595 11.2%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
98 Table 39 - Blood Lead Levels (BLLs) of children under the age of 6 County California
Ages <4.5 mcg/dL 4.5-9.49
mcg/dL
>9.49
mcg/dL <4.5 mcg/dL 4.5-9.49
mcg/dL
>9.49
mcg/dL
0-5 99.2% 0.7% 0.1% 98.8% 1.0% 0.2%
6-20 99.1% 0.7% 0.2% 97.2% 2.3% 0.5%
0-20 99.2% 0.7% 0.1% 98.7% 1.1% 0.3%
Data Source: California Dept. of Public Health, Childhood Lead Poisoning Prevention Branch, California Blood Lead Data & California's Progress in Preventing and Managing Childhood Lead Exposure (Apr. 2022).
Need for Owner and Rental Rehabilitation
The age and condition of Hesperia’s housing stock is an important indicator of potential rehabilitation needs. Housing over 30 years of age can be presumed to need some form of major rehabilitation, such as roof replacement, foundation work and plumbing systems.
Housing over 20 years of age will generally exhibit deficiencies in terms of paint, weatherization, heating / air-conditioning systems, hot water heaters and finish plumbing fixtures. Housing values in Hesperia have increased significantly over a relatively short period of time. Longtime homeowners, especially the elderly and disabled, are more likely to have fixed and limited incomes and may have difficulty maintaining their homes.
This housing stock in Hesperia is relatively old; 52 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. About 35 percent of owner- and renter-occupied housing in Hesperia was built 30 to 40 years ago between 1980 and 1999. There are 9,300 households with at least one member over the age of 62 and 6,030 of whom have household incomes at or below 80 percent of AMI, according to 2016-2020 CHAS data. There are approximately 5,861 people aged 18 to 64 with disabilities, according to 2016-2020 ACS estimates. These households may be presumed to have fixed incomes.
It is reasonable to anticipate a significant number of housing units in need of repair and a significant number of households need financial assistance to complete those repairs.
Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
Any housing built before 1978 may contain lead-based paint. If ingested, lead may cause severe damage to young children including growth delays, learning disabilities, impaired hearing, hyperactivity, nerve and neurological damage. Lead attacks the central nervous system, the neurological system, and can cause brain damage, IQ reduction, learning disabilities, decreased attention span, hyperactivity, growth inhibition, c omas, seizures, and in some cases, death. Fetuses may also experience significant adverse effects through prenatal exposure. Children are more susceptible to the effects of lead because their growing bodies absorb more lead, and young children often put th eir hands and other objects in their mouths.
99 If symptoms occur, the symptoms may be mistaken for the flu or other illnesses.
Most of the housing stock in Hesperia was built before 1979 and is presumed to contain lead paint. The 2016 -2020 CHAS data show 59 5 low - and moderate -income renter households with children under the age of six were living in housing constructed before 1980, and 715 owner-occupied households meet the same conditions.
Number of Children with Elevated Blood Levels of Lead
The State of California mandates lead screening for all children who participate in publicly funded health programs. In California, screening typically occurs at ages one and two years. A blood level of 10 µg/dL or higher was previously referred to as an “elevated blood level (EBL).” However, as it is now recognized there is no safe level of lead, and adverse effects occur at levels below 10 µg/dL, an “elevated” blood lead level is no longer defined at a specific cut-off point. Of San Bernardino County children under the age of six whose blood lead level has been fully tested 0.8 percent have levels greater than 4.5 mcg/Dl.
Discussion
Preservation of the physical and functional integrity of existing housing units occupied by low- and moderate-income households is a cost-effective way to invest limited resources to retain existing housing units already affordable to low - and moderate -income households in the community. Many different types of housing services are needed. As required by HUD’s Lead Safe Housing Rule, the City’s housing rehabilitation programs will include appropriate safety measures such as testing and abatement for projects involving units constructed prior to 1978.
100
MA-25 Public and Assisted Housing
Introduction
The Housing Authority of the County of San Bernardino (HACSB) administers public housing program throughout the County, including to participating residents of the City of Hesperia. As of December 2024, 284 households in Hesperia received HACSB administered housing vouchers. The City of Hesperia does not own public housing.
Table 40 - Total Number of Units by Program Type
Public
Housing
Vouchers
Total
Project -
based
Tenant -
based
Special Purpose Voucher
VASH
Family
Unification
Program
Disabled
*
Unit vouchers
available
1,321
8,678
552
8,126
352
1,109
834
Accessible
units No data No data No data No data No data No data No data Data Source: PIC *Data was not available on vouchers by project-based and tenant-based designation
Describe the supply of public housing developments.
There are no public housing developments in Hesperia.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan
There are no public housing developments in Hesperia. HACSB uses Housing Quality Standards for the inspection of all voucher units.
Public Housing Condition
Table 41 - Public Housing Condition
Public Housing Development Average Inspection Score
Not Applicable Not Applicable
Describe the restoration and revitalization needs of public housing units in the jurisdiction.
There are no public housing developments in Hesperia. HACSB uses Housing Quality Standards for the inspection of all voucher units.
101
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing.
HACSB enforces its deconcentrating of poverty and income -mixing policy. HACSB encourages residents to be actively involved in the community and in the management of public housing developments through resident councils and numerous opportunities for feedback such as community meetings and surveys. HACSB encourages qualified public housing participants to pursue self -sufficiency and homeownership. In the Family Self - Sufficiency program HACSB staff works with participants to establish a five -year plan to become independent of government assistance. As family income increases the amount of rent they are responsible for does as well. The incremental increase in rent is put into an escrow account which becomes available to the family upon completion of the program or for eligible expenses during the term of the program. Since 2000, 266 families have become homeowners through the Housing Authority’s Homeownership Assistance Program, which provides mortgage assistance to working families for up to 15 years and families with disabilities for up to 30 years.
102
MA-30 Homeless Facilities and Services
Introduction
Regionally, there are numerous facilities and services targeted to residents at -risk of becoming homeless and experiencing homelessness, including a range of emergency shelters, transitional shelters, and permanent supportive housing options. HUD uses the following definitions for these three facility types:
- Emergency Shelter (ES): Any facility with the primary purpose to prov ide a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements.
- Transitional Housing: Transitional housing (TH) is designed to provide homeless individuals and families with the interim stability and support to successfully move to and maintain permanent housing. Transitional housing may be used to cover the costs of up to 24 months of housing with accompanying supportive services.
Program participants must have a lease (or sublease) or occupancy agreement in place when residing in transitional housing.
- Permanent Supportive Housing: Permanent supportive housing (PSH) is defined as community-based housing paired with supportive services to se rve households in which at least one member has a disability. Housing does not have a designated length of stay in which formerly homeless individuals and families live as independently as possible. Under PSH, a program participant must be the tenant on a lease (or sublease) for an initial term of at least one year that is renewable and is terminable only for cause.
Table 42 - Facilities and Housing Targeted to Homeless Households
Facilities and Housing
Targeted to Homeless
Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current & New
Current
& New
Under
Development
Adults and Children 368 32 258 712
N/A
Only Adults 517 N/A 156 937
Chronically Homeless N/A N/A N/A 614
Veterans 0 N/A 18 778
Unaccompanied Youth 12 N/A 2 0
Data Source: 2024 Housing Inventory Chart
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons
In California, the primary programs for assisting families in poverty are CalWORKS, CalFresh, and Medi -Cal. These programs provide clients with employment assistance, discounted food, medical care, childcare, and cash payments to meet basic needs such as housing and transportation.
The California Work Opportunities for Kids (CalWORKs) program provides financial assistance and Welfare -to-Work services to California families with litt le to no cash.
Through this program these families may be eligible to receive immediate short-term help with housing, food, utilities, clothing, or medical care. Childcare is also available through this program.
CalFresh, formerly the Food Stamp Program, is a nutritional assistance program that provides Electronic Benefit Transfer Cards to people receiving public assistance to purchase food and other essential items.
The Medi-Cal program provides health coverage for people with low-income and limited ability to pay for health coverage, including seniors, those with disabilities, young adults and children, pregnant women, persons in a skilled nursing or intermediate care home, and persons in the Breast and Cervical Cancer Treatment Program (BCCTP). People receiving federally funded cash assistance programs, such as CalWORKs (a state implementation of the federal Temporary Assistance for Needy Families (TANF) program), the State Supplementation Program (SSP) (a state supplement to the federal Supplemental Security Income (SSI) program), foster care, adoption assistance, certain refugee assistance programs, or In-Home Supportive Services (IHSS), are also eligible.
CDBG and HOME -Funded Activities
Congress designed the CDBG programs to serve low-income people, some of which may meet the federal poverty definition. The City of Hesperia is allocated funding to run CDBG and HOME programs. At least 70 percent of all CDBG funds must be used for activities that are considered under program rules to benefit low- and moderate-income persons.
Additionally, every CDBG activity must meet one of three national objectives: benefit low- and moderate-income persons (at least 51 percent of the beneficiaries must be low- and moderate-income); address slums or blight; or meet a particularly urgent community development need. CDBG programs assist the homeless and those at risk of homelessness directly and indirectly.
Under the HOME program, households must earn no more than 80 percent of the AMI, adjusted for household size, to be eligible for assistance. Furthermore, 90 percent of a HOME allocation that is invested in affordable rental housing must be directed to assist households earning no more than 60 percent of AMI.
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List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA -35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Table 43 - Homeless Service Providers for the City of Hesperia Provider Location Description
Center for Spiritual Living San Bernardino County Seasonal ES City of Victorville San Bernardino County ES
Community Action
Partnership of San
Bernardino
San Bernardino County ES, TH
County of San Bernardino
Transitional Assistance
Department
San Bernardino County ES
Department of Behavioral
Health San Bernardino County ES, PSH
Desert Sanctuary San Bernardino County ES, TH
Doves of Big Bear San Bernardino County ES, TH
Family Assistance Program San Bernardino County ES, TH
Family Service Association of
Redlands San Bernardino County ES
Foothills AIDS Project San Bernardino County ES
High Desert Homeless
Services San Bernardino County ES
Holy Name Catholic Church San Bernardino County Seasonal ES House of Ruth San Bernardino County ES, TH
Illumination Foundation San Bernardino County ES
Inland SoCal United Way San Bernardino County ES
Inland Temporary Homes San Bernardino County ES
Knowledge & Education for
Your Success San Bernardino County ES
Lutheran Social Services of
Southern California San Bernardino County ES, TH, PSH
Mercy House San Bernardino County ES
Morongo Basin San Bernardino County ES, TH
Mountain Homeless Coalition San Bernardino County ES, TH, PSH New Hope Village San Bernardino County ES, TH, PSH
Operation Grace San Bernardino County ES
Option House San Bernardino County ES
Salvation Army San Bernardino County ES, TH
Set-Free Ministry San Bernardino County ES
Time for Change Foundation San Bernardino County ES, TH, PSH Victor Valley Domestic
Violence San Bernardino County ES
Victor Valley Family Resource
Center San Bernardino County ES, TH
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Victor Valley Rescue Mission San Bernardino County ES
Water of Life Community
Church San Bernardino County ES
With Open Arms San Bernardino County ES
Foothills Family Shelter San Bernardino County TH
Life Community Development San Bernardino County TH
Mary’s Mercy Center San Bernardino County TH
Pacific Lifeline San Bernardino County TH
Steps 4 Life San Bernardino County TH
The Blessing Center San Bernardino County TH
Housing Authority of San
Bernardino County San Bernardino County PSH
Lighthouse Social Services San Bernardino County PSH
Step Up on Second Street San Bernardino County PSH
US Veterans Inc San Bernardino County PSH
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MA-35 Special Needs Facilities and Services
Introduction
Special needs populations refer to individuals who are not experiencing homelessness but still require supportive services or housing due to physical, mental, or social challenges. The City of Hesperia uses general funds to support services tailored to these groups, including —but not limited to —the elderly, frail elderly, individuals with developmental, physical, or mental disabilities, individ uals with substance use disorders, persons living with HIV/AIDS, survivors of domestic violence or human trafficking, and veterans affected by PTSD or other conditions.
Elderly is defined under the CDBG program as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to independently perform at least three “activities of daily living” including eating, bathing, grooming or home management activities. Based on 2016-2020 CHAS data of the 9,300 households containing at least one elderly person in Hesperia, 6,030 households earn less than 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 6,557 residents of Hesperia aged 65 and above have a disability. Of those people, 45 percent have ambulatory difficulty, 37 percent have independent living difficulty, and 32 percent have hearing difficulty.
People with disabilities that have a physical or mental impairment that substantially limits one or more major life activities generally rely on supportive services to perform activities of daily living. The Civilian Noninstitutionalized Population age 18 and to 64 in Hesperia includes 56,451 individuals, an estimated 10 percent of whom have a dis ability (ACS, 5- year estimates). Of those who have a disability, 45 percent have ambulatory difficulty, 44 percent have an independent living difficulty, 45 percent have cognitive difficulty, 25 percent have a hearing difficulty, 22 percent have a vision difficulty, and 18 percent have a self-care difficulty.
Drug abuse or substance abuse is defined as the use of chemical substances that lead to an increased risk of problems and an inability to control the use of the substance.
Substance abuse can be indicative of addiction disorder and may stem from physical and mental health issues. The U.S. Department of Health and Human Services’ Substance Abuse and Mental Health Services Administration (SAMHSA) conducted the National Survey on Drug Use and Health (NSDUH) and found in the state of California the prevalence of substance use disorder over the last year among the population over the age of 11 was
8.27 percent in 2013-2014 and was 17.12 percent in 2021-2022.
Human Immunodeficiency Virus (HIV) is a virus that weakens one’s immune system by destroying important cells that fight diseases and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage of HIV. The Center for Disease Control’s (CDC) Atlas Plus program reported an estimated 5,200 persons living with HIV disease at the end of 2022 in
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San Bernardino County. Of that number, 288 of those people had been newly diagnosed during that year (https://www.cdc.gov/nchhstp/atlas/index.htm, accessed November 2024). New HIV diagnoses were most concentrated among those 25-34 years of age.
Domestic Violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, 366 calls related to domestic violence were made from Hesperia (openjustice.doj.ca.gov, accessed November 2024). Of these domestic incidents, 142 involved a weapon and 224 did not.
Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercial sex acts. Human trafficking is extremely difficult to track; there is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking which involved 2,045 victims (https://humantraffickinghotline.org/ accessed January 2025). The most common type of human trafficking reported in California was sex trafficking The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world. Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras.
The National Institute of Mental Health (NIMH) explains Post-traumatic Stress Disorder (PTSD) can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human-caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify and describe their supportive housing needs.
To determine the level of need and types of services needed by special needs populations, the City conducted the Community Needs survey, consulted with local service providers, and reviewed data from the ACS, CHAS, San Diego County Public Health Services Community Health Statistics Unit, CDC, State of California Department of Justice, U.S.
Department of State, and NIMH. Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training for the purpose of facilitating a person’s stability and
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independence. In housing, accessibility modification s to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and smoke alarms. Residents who are blind may req uire tactile marking of changes in floor level and stair edges and braille markings on appliances and controls. People with low vision may require large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Insufficient supply of supportive housing together with inadequate discharge planning and coordination contributes to homelessness in situations where people are released from public institutions or public systems of care without having an appropriate mainstream or supportive housing option in place. Coordinated discharge planning for those exiting foster care, health and mental health care, and corrections is recognized as best practice. The state mandates discharge planning policy for foster, health and mental health, and corrections.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.
City general funds may be used to address the needs of residents with special needs who are not experiencing homelessness.
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MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.
The City’s 2021-2029 Housing Element describes how housing challenges in Hesperia arise from historical land use policies, zoning restrictions, and economic barriers that have influenced housing patterns over time. These factors have contributed to concentrated poverty and limited access to high-opportunity neighborhoods. While discrimination is now illegal, past exclusionary practices continue to shape disparities in homeownership and housing access.
Zoning laws in Hesperia have traditionally limited the development of multifamily and affordable housing in certain areas. Although recent policy changes have encouraged higher-density housing and special needs housing, significant barriers remain. Lengthy permitting processes and regulatory costs can make it more difficult to build affordable housing in well-resourced areas, limiting housing options for lower-income residents.
Economic factors, including high housing costs and limited access to credit, further restrict opportunities for low-income households to achieve homeownership and asset-building.
While state and federal programs aim to expand affordable housing, the demand far exceeds the available supply.
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MA-45 Non-Housing Community Development Assets
Introduction
During the implementation of the 2024 -2029 Strategic Plan, the City will consider using CDBG funds to provide a suitable living environment for individuals and households with low and moderate incomes.
Economic Development Market Analysis
Table 44 - Business Activity
Business Activity by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
Share
of Jobs
Jobs less
Workers
Agriculture, Mining, Oil & Gas 239 39 0.7% 0.6% -0.1%
Arts, Entertainment, Accommodations 3,385 74 9.6% 1.1% -8.5% Construction 4,270 1,547 12.1% 22.4% 10.2%
Education and Health Care Services 6,234 116 17.7% 1.7% -16.0% Finance, Insurance, and Real Estate 1,330 187 3.8% 2.7% -1.1% Information 309 60 0.9% 0.9% 0.0%
Manufacturing 2,663 688 7.6% 9.9% 2.4%
Other Services 2,036 528 5.8% 7.6% 1.9%
Professional, Scientific, Management 2,433 267 6.9% 3.9% -3.0% Public Administration 1,250 0 3.5% 0.0% -3.5%
Retail Trade 4,914 2,071 13.9% 29.9% 16.0%
Transportation and Warehousing 5122 1,133 14.5% 16.4% 1.8% Wholesale Trade 1059 207 3.0% 3.0% 0.0%
Total 35,244 6,917 1 1 0
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)
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Table 45 - Labor Force
Labor Force Statistics Number of People
Total Population in the Civilian Labor Force 38,861
Civilian Employed Population 16 years and over 35,244
Unemployment Rate 9.3%
Unemployment Rate for Ages 16-24 4.5%
Unemployment Rate for Ages 25-65 5.0%
Data Source: 2016-2020 ACS
Table 46 - Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 3,574
Farming, fisheries, and forestry occupations 27
Service 6,982
Sales and office 7,538
Construction, extraction, maintenance, and repair 5,056 Production, transportation, and material moving 7,834
Data Source: 2016-2020 ACS
Table 47 - Travel Time
Travel Time to Work People Percent
< 30 Minutes 13,227 41%
30-59 Minutes 10,936 34%
60 or More Minutes 8,098 25%
Total 32,261 1
Data Source: 2016-2020 ACS
Table 48 - Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment
In Labor Force Not in Labor
Force Civilian
Employed Unemployed
Less than high school graduate 4,693 715 4,520
High school graduate (includes
equivalency) 10,582 681 5,963
Some college or Associate's degree 9,553 748 4,616
Bachelor's degree or higher 3,737 140 928
Data Source: 2016-2020 ACS
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Table 49 - Educational Attainment by Age
Educational Attainment by Age
Age in years
18–24 25–34 35–44 45–65 65+
Less than 9th grade 75 246 1,357 2,492 1,475
9th to 12th grade, no diploma 1,229 1,404 1,423 3,006 1460 High school graduate, GED, or
alternative 4,314 5,555 4,248 7,443 3,027
Some college, no degree 3,556 3,245 2,513 5,120 2,688
Associate's degree 329 1,091 1389 1,572 771
Bachelor's degree 220 919 1,124 1,356 707
Graduate or professional degree 26 121 626 667 344
Data Source: 2016-2020 ACS
Table 50 - Median Earnings in the Past 12 Months by Educational Attainment Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $35,954
High school graduate (includes equivalency) $26,723
Some college or Associate's degree $35,345
Bachelor's degree $38,661
Graduate or professional degree $49,527
Data Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Historically Hesperia would have been typified as a bedroom community. Most residents live in Hesperia and commute outside of the City for work. According to 2020 Longitudinal Employer Household Dynamics (LEHD) data, the top four major private employment sectors by number of jobs were Retail Trade (2,071 jobs), Construction (1,547 jobs), Transportation and Warehousing (1,133 jobs), Manufacturing (688 jobs). The City and its regional partners are working to increase and diversify the type s of job opportunities available in the City.
Describe the workforce and infrastructure needs of the business community The business community in Hesperia relies largely on a moderately skilled workforce.
Employers across all sectors, and especially those for which facilities in Hesperia are a
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destination location or part of a larger logistics chain such as transportation and warehousing, depend on well-functioning roads and transportation system.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
Over the last five years the city has invested in key infrastructure projects, such as the Ranchero Road Interchange and widening projects, improving access for businesses and reducing traffic congestion. The expansion of water and sewer services has enabled additional commercial and industrial development opportunities. These improvements have supported continued business attraction and retention efforts.
These investments have spurred signific ant and continued private investment in the industrial and logistics and commercial retail and dining sectors. Projects such as the Hesperia Commerce Center and other warehouse/distribution facilities have attracted major logistics and e-commerce companies along the I-15 corridor. The city has actively worked to attract national and regional retailers, including Sam’s Club, and Dutch Bros Coffee.
Silverwood is a transformative 9,366-acre master-planned community that will bring over 15,000 new homes and commercial space to Hesperia. The project is expected to significantly boost the local economy by attracting new residents, businesses, and retail opportunities.
In the future the Brightline West high-speed rail project is expected to connect Southern California to Las Vegas and include a Hesperia station. This project should spur transit - oriented development, including hotels, retail centers, and mixed -use developments around the station. The city is preparing to leverage this project to attract businesses, tourism, and workforce housing to the area. Hesperia is strengthening efforts to support small business growth through financial incentives, business resource programs and partnerships with the local Chamber of Commerce.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
An estimated 42 percent of Hesperia’s population age 18 -64 has some post -secondary education, 33 percent of whom have some college or Associate’s degree. Generally, the skills and education of the current workforce correspond to the employment opportunities in the City. The Business Activity by Sector table shows there are more workers than jobs in the industry sectors which follow: Agriculture, Min ing, Oil & Gas, Arts, Entertainment, Accommodations, Construction, Education and Health Care Services, Finance, Insurance, and Real Estate, Information, Manufacturing, Other Services, Professional, Scientific,
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Management, Public Administration, Retail Trade, Transportation and Warehousing and Wholesale Trade. Most of the working population in Hesperia travels less than 30 minutes to work.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
The San Bernardino County Workforce Development Board (WDB) provides oversight for the Workforce Investment Act (WIA) programs in San Bernardino County. The WDB operates comprehensive one-stop career centers, satellite offices, and mobile One-Stop (M1) that serves adult job seekers including youth ages 18 years and over, and Youth Opportunity Centers (YOC) providing a sys tem of support for the educational and employment success of youth in the area (ages 16-21). All centers provide services to the business community. LAUNCH, an apprenticeship initiative led by the region’s community colleges, K-12 school districts, and the WDBs of San Bernardino and Riverside Counties, combines paid, on -the-job training led by a local business with technical instruction provided by a community college to strengthen pathways between education and employment.
The Chaffey Community College District provides programming and services for the CalWORKs program, which provides numerous programs including the Workforce Training Program, Building Businesses Program, International Trade Development Program, and the Procurement Assistance Center Program. InTech Center at Chaffey College has partnered with California Steel Industries to provide technical training and professional development. Upon completion of one of InTech’s pre-apprenticeship programs, graduates earn a certificate and are equipped with in-demand skills. Building on the success of the InTech Center, Chaffey College and Victor Valley College collaborated to open the High Desert Training Center in 2021 to provide short-term, intensive training to employees of local industrial companies.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes. The City participates with San Bernardino County in implementing their Comprehensive Economic Development Strategy.
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
The current regional CEDS identifies four strategies. The fourth strategy, to bolster quality of life, most closely aligns with initiatives the City of Hesperia will undertake as part of its
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five-year Consolidated Plan.
Discussion
In the spring of 2020, unemployment rates in the United States reached the highest levels since the U.S. Bureau of Labor Statistics (BLS) began recording this data. According to the BLS, national unemployment rates reached 23.5 percent in May 2020. Unemployment rates remained at historically high levels for almost six months. As of September 2024, unemployment rates had come down to 6.8 percent in the city and 5.2 percent in San Bernardino County. In 2019, prior to the pandemic, the unemployment rate in Hesperia was
4.7 percent and the County was 3.6 percent. Another indication of the negative economic impact of the pandemic is the year over year decrease in gross domestic product (GDP) of
2.3 percent from 2019 to 2020 in California, and 2.3 percent in San Bernardino County as calculated by the Department of Commerce’s Bureau of Economic Analysis (BEA). GDP rebounded with an increase of 6.0 in the county and 7.8 statewide from 2020 to 2021.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of “concentration”)
Concentrations of households with housing problems are defined as ten percent over the rate at which severe housing problems occur throughout the City as a whole, based on CHAS 2016-2020 data. Citywide, 16 percent of households have multiple housing problems, thus the threshold for concentration is 26 percent.
Are there any areas in the jurisdiction where racial or ethnic minorities or low -income families are concentrated? (include a definition of “concentration”) Low-income is recognized as up to 50 percent AMI and racial and ethnic minorities are defined as individuals identifying as Hispanic or Latino of any race, Asian, Black/ African American, Two or more races, American Indian or Alaska Native, Native Hawaiian or Pacific Islander, and Some other race. Concentrations are defined as areas where these populations exceed the citywide rate by at least ten percent. Citywide, 32 percent of households have low-incomes, thus the threshold for concentration is 42 percent and 68 percent of households identify as minority, thus the threshold for concentration is 78 percent.
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Map 8 - Concentration Of Households With Multiple Housing Problems Source: 2016-2020 CHAS Data
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Map 9 - Concentration Of Households With Low Income
Source: 2016-2020 CHAS & ACS Data
119
Map 10 - Concentration Of Racial And Ethnic Minorities
Source: 2016-2020 ACS Data
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What are the characteristics of the market in these areas/neighborhoods? The housing stock in these areas is a mix of owner-occupied single-unit detached dwellings and renter-occupied dwellings ranging from single, detached units to apartment complexes with 20 or more units. Owner-occupied units generally have three or more bedrooms and renter-occupied units range from one - to three-bedrooms with most units having two - bedrooms.
Are there any community assets in these areas/neighborhoods? There are numerous community assets in these neighborhoods including Hesperia City Hall, Airport, and Library as well as public transportation operated by the Victory Valley Transit Authority, and numerous parks and recreational facilities.
Are there other strategic opportunities in any of these areas? Improvements to existing dirt roadways or deteriorated paved roadways is an opportunity under consideration for some of these areas.
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MA-60 Broadband Needs
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
All residences and small businesses in Hesperia may access to fixed and mobile broadband. Internet Service Providers (ISP) self-report to the Federal Communications Commission (FCC) on broadband availability throughout the county. Fixed broadband goes to homes and small businesses using fiber, cable, DSL, satellite, and fixed wireless technology. Mobile broadband is stationary coverage outdoors and mobile in -vehicle coverage. The FCC National Broadband data, as of June 2023, that fixed internet access is available at download/ upload speeds ranging from 0.2/0.2 megabits per second (Mbps) to 1000/100 Mbps and mobile access is available at the three fastest download/ upload rates available 4G 45, 5/1 Mbps, 5G-NR 5G-NR, 7/1 Mbps, and 5G-NR 5G-NR, 35/3 Mbps.
The FCC’s Affordable Connective Plan (ACP) which offered financial assistance to help households with low-income afford access to the internet has been discontinued. This program was available to new applicants from 2021 through February 2024. As of December 2023 30,832, households in Hesperia subscribed to this program. The State offers the California LifeLine program which offers discounted home and cell phone services to eligible households. A discounted phone line may defray all household costs, reducing the impact of the cost of an internet service provider. A high level of need for affordable broadband is indicated in the City of Hesperia.
By far most residents who responded to the community needs survey have access to reliable home internet as shown in the graph below.
Figure 25 - Community Need For Internet Reliability
Source: Community Needs Survey
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Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
According to the FCC there are 10 active fixed internet providers in Hesperia. Viasat, Inc., Space Exploration Technologies Corp., Hughes Network Systems, LLC and Charter Communications reach at least 80 percent of residences in the City. There are four active mobile internet providers. The main mobile internet providers are T -Mobile USA, Inc., Verizon Communications Inc. and AT&T Inc.
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MA-65 Hazard Mitigation
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The City of Hesperia most recently publish Hazard Mitigation Plan was prepared in 2017.
This assessment determined there is a high probability of the following high impact disasters: earthquakes or geological hazards, flooding, and wildfires. There is a high probability of medium impact high winds. There is a high probability of extreme heat and drought which is anticipated to have a low impact on residents. The assessment concluded there is a moderate possibility of limited impact severe thunderstorms and hazardous material releases. There is a low likelihood of dam failure but if that were to oc cur the ramifications would be catastrophic. Finally, the probability and impact of climate change, infestation, terrorism, and lightning are low.
Describe the vulnerability of housing occupied by low - and moderate -income households to these risks.
Residents with low and moderate incomes and special needs populations are especially vulnerable to the risks of climate-related hazards. The residences of low- and moderate- income households are more often in worse condition and thus are more susceptible to external weather conditions such as extreme heat. Likewise, elderly residents are at greater risk during extreme weather events such as extreme heat events. Almost 57 percent of residents who responded to the community needs survey identified as extremely or somewhat prepared for a disaster, the remaining population feels unprepared to some degree.
Figure 26 - Community Need For Disaster Preparedness
Source: Community Needs Survey
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Strategic Plan
SP-05 Overview
The Strategic Plan is a guide for the City of Hesperia to establish housing, community, and economic development priorities, strategies, and goals for its investment of the Community Development Block Grant (CDBG) allocation from HUD over the next five years, beginning July 1, 2025, and ending June 30, 2030. The priority needs and goals established in this Strategic Plan are based on the Needs Assessment and Market Analysis of this Consolidated Plan. The priorities are to provide public facility and infrastructure improvements to create a suitable living environment and ensure equal access to housing opportunities. The goals are applicable citywide.
Goal Name Category Needs Addressed Funding Goal Outcome Indicator
Public Facility and
Infrastructure
Improvements
Non-Housing
Community
Development
Provide public
facility and
infrastructure
improvements to
create a suitable
living
environment
CDBG:
$4,000,000
Public Facilities or
Infrastructure
Activities other
than Low-/Mod-
Income Housing
Benefit: 15,000
Persons Assisted
Fair Housing
Services
Affordable
Housing
Ensure equal
access for housing
opportunities
CDBG:
$110,000
Public Service
Activities other
than Low-/Mod-
Income Housing
Benefit: 350
Administration and
Planning
Admin All CDBG:
$500,000
Other – 5
Table 51 - Strategic Plan Summary
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SP-10 Geographic Priorities
Geographic Area
Geographic Priority Areas
Citywide
CDBG Low- and Moderate-Income Census Tract/ Block Groups Table 52 - Geographic Priority Areas
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Investment in infrastructure improvements and public facilities will be focused primarily in areas with a concentration of at least 51 percent low- and moderate-income population.
Map 11illustrates the Census Tract Block Groups in the City with this income composition.
Investment in public facilities and services for special needs populations and primarily low- and moderate-income persons will be made throughout the City.
The City will utilize accordingly HUD’s regulations for verification of income in accordance with Title 24 Code of Federal Regulations Part 5. Required income documentation may include items such as tax records, income statements, benefit statements, and verification of assets. For those programs that benefit Hesperia residents only, re sidency documentation may include items such as a driver’s license, utility bill, and/or lease agreement.
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Map 11 - CDBG Low- and Moderate-Income Census Tract/ Block Groups Source: 2016-2020 ACS Data
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SP-25 Priority Needs
1. Provide public Priority Level High
facility and
Income Levels N/A infrastructure
improvements Family Types N/A
to create a
suitable living
Population Homeless N/A
environment Non-Homeless
Special Needs
Non-housing Community
Development
Geographies
Affected
CDBG Low- and Moderate-Income Census
Tracts/Block Groups
Associated Goals Improve Public Infrastructure and Facilities.
CDBG Administration
Description
There is extensive need for rehabilitation,
modernization and upgrades to existing public
facilities and neighborhood amenities, but
especially to streets, sidewalks, and associated
drainage, and sewer improvements. Americans
with Disabilities Act (ADA) improvements are a
necessary part of street and sidewalk
improvements and to certain facilities as the City
continues to modernize public facilities
constructed more than 40 years ago. Many
public roadways in Hesperia are unpaved and in
great disrepair. Many public roadways do not
have sidewalks. In the allocation of resources for
the rehabilitation of public facilities, priority shall be given to facilities that primarily benefit low -
income people or address homeless or special
needs populations, particularly those facilities
with critically needed renovation or
demonstrated need for expansion to
accommodate the needs of low-income
residents.
Relative Basis
The need for public facility and infrastructure
improvements are informed by the results of
the Community Needs Survey, input received
during the Community Meeting, and the City’s
on-going assessment of critical infrastructure.
2. Ensure Equal Priority Level High
access to
housing
opportunities
Population
Income Levels
Extremely Low
Low
Moderate
Middle
Family Types
Large Families
Families with children
Elderly
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Homeless N/A
Non-homeless
Special Needs
Frail Elderly
Persons with Mental
Disabilities
Persons with physical
disabilities
Persons with
Development Disabilities
Other
Geographies
Affected Citywide
Associated Goals CDBG Administration
Fair Housing Services
Description
HUD mandates that all recipients of federal
housing and community development
assistance, such as CDBG, take actions to
affirmatively further fair housing choice within
their communities. The City of Hesperia will
certify its compliance with HUD’s requirement
to affirmatively further fair housing choice in
each Annual Action Plan requesting an annual
allocation of CDBG funds.
Relative Basis
Priority Need
Affirmatively furthering fair housing choice by
ensuring equal access to housing opportunities
is a high priority for HUD and the City of
Hesperia. In accordance with HUD
requirements, this priority will be addressed
using CDBG funds.
Table 53 – Priority Needs Summary
Narrative (Optional)
In establishing five-year priorities for assistance, the City has taken several concerns into consideration:
- Those categories of extremely low, low- and moderate-income households most in need of housing and community development assistance.
- Which activities will best meet the needs of those identified households; and - The extent of federal and other resources available to address these needs.
Based on input received through the outreach and consultation process priority needs for expenditure of CDBG funds have been designated as high.
The City will implement projects in each five -year Action Plan which address the Priority Needs. Pursuant to CDBG regulations, projects must meet one of three national objectives set forth by HUD: (1) Benefit low - and moderate -income households, (2) Aid in the elimination/ prevention of slum and blight, or (3) Meet an urgent need (catastrophic events).
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SP-30 Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The City of Hesperia will not receive HOME funds. Tenant-Based Rental Assistance will not be offered.
TBRA for Non-
Homeless Special
Needs
The City of Hesperia will not receive HOME funds. Tenant-Based Rental Assistance will not be offered.
New Unit
Production
While the most common housing problem in the City is housing cost burden greater than 30 percent the City does not plan to invest its limited CDBG resources to produce new units of affordable housing given the great costs associated with production. The City’s limited CDBG resources would be more beneficial to low- and moderate-income households if invested in the modernization and improvement of roadways and sidewalks – standard public infrastructure.
Rehabilitation While the housing stock in Hesperia is relatively old the City does not plan to invest its limited CDBG resources to rehabilitate housing occupied by low- and moderate-income households. The City’s limited CDBG resources would be more beneficial to low - and moderate -income households if invested in the modernization and improvement of roadways and sidewalks – standard public infrastructure.
Acquisition,
including
preservation
As the Needs Assessment and Market Analysis in this document have shown, many households in Hesperia are cost burdened and likely eligible for newly acquired and rehabilitated affordable housing units. If sufficient financial resources existed to develop an adequate supply to address the need the City will consider investing in this activity. Typically, the City’s resources are only sufficient to leverage other larger sources such as low- income housing tax credits.
Table 54 – Influence of Market Conditions
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SP-35 Anticipated Resources
Introduction
During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City of Hesperia anticipates investing an estimated $4.8 million in CDBG funds (over the 5-year period) to support the goals of this Strategic Plan. The annual al locations are subject to federal appropriations and changes in demographic data used in HUD’s formulas for each respective program. The City’s fiscal year 2025 Action Plan will lay out how use of the annual allocations to address the priority needs and achieve the goals defined in the Strategic Plan.
Uses of Funds
Expected Amount Available for 5-Years Expected
Amount
Available
Remainder
of Con
Plan
Narrative
Description
Annual
Allocation:
Program
Income:
Prior Year
Resources:
Total:
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$972,781
0 0
$972,781
$3,891,124
Based on
2024 FY
allocation
from HUD.
Table 55- Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied.
Given the limited size of the CDBG annual allocations the City may consider pursuing new Section 108 loans within the five -year Consolidated Plan period to support large -scale public improvements or housing projects.
Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local, and private resources, including but not limited to those listed below.
Federal Resources
- Continuum of Care (CoC) Program
- HUD Veterans Affairs Supportive Housing (HUD-VASH)
- Supportive Housing for the Elderly (Section 202)
- Supportive Housing for Persons with Disabilities (Section 811) - Housing Opportunities for Persons with AIDS (HOPWA)
- YouthBuild
- Federal Low-Income Housing Tax Credit Program
- Project Based Housing Choice Vouchers
State Resources
- Low-Income Housing Tax Credit Program
- Tax-Exempt Bond Financing
- Permanent Local Housing Allocation
- Building Equity and Growth in Neighborhoods Program (BEGIN) - CalHome Program
- Multifamily Housing Program (MHP)
- Homekey
- CalHFA Single and Multi-Family Program
- Mental Health Service Act (MHSA) Funding
- Affordable Housing and Sustainable Communities Program Local Resources
- San Diego County CoC
- San Diego Housing Commission (SDHC)
- California Home Finance Agency
- City of Hesperia in Lieu Fees
- Low and Moderate Income Housing Asset Fund (Successor Housing Agency) Private Resources
- Federal Home Loan Bank, Affordable Housing Program
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- Community Reinvestment Act Programs
- United Way
- Private Contributions
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
The city’s main priority and goal is to modernize the roadways and sidewalks for residents.
All roadways and sidewalks that will be considered are under city control.
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SP-40 Institutional Delivery Structure
Table 51 provides an overview of the institutional structure through which the City will carry out its Consolidated Plan including private industry, nonprofit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Hesperia Government Economic
Development
Homelessness
Non-homeless
special needs
Ownership
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Jurisdiction
Housing Authority
County of San
Bernardino (HACSB)
PHA Ownership
Public Housing
Rental
Region
San
Bernardino
County
Homeless
Partnership
Government Homelessness,
Affordable
Housing (Rental)
Region
Inland Fair Housing
and
Mediation Board
(IFHMB)
Non-Profit Affordable
Housing, Public
Housing
Region
Table 56- Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The institutional delivery system in Hesperia is high -functioning and collaborative — particularly the relationship between local government and the nonprofit sector comprised of a network of capable non-profit organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs and the housing, community and economic development activities that are implemented by the City.
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Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics
Other Street Outreach
Services
X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X X X
Employment and
Employment Training
X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Table 57 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) There are multiple pathways for individuals and households experiencing or at risk of
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experiencing homelessness to access the services available in Hesperia and more broadly.
County of San Bernardino. The CoC and the recipients of homeless funding from the U.S.
Department of Housing and Urban Development (HUD) and Homeless Housing, Assistance and Prevention (HHAP) Grant funds from the State of California utilize the Coordinated Entry System (CES) system to match clients to appropriate services.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.
In Hesperia there are a variety of services available to those with special needs and those experiencing or at risk of experiencing homelessness, provided by a mix of public, private, and charitable organizations. The main gap in the service delivery system is inadequate funding to provide the level of services needed for long-term assistance for clients on fixed or limited income (e.g. Housing Choice Vouchers). The City is not a direct recipient of Emergency Solutions Grant (ESG) funds; therefore, most of the HUD funding to address homelessness is available through the Continuum of Care which oversees the funding application cycle to HUD and HHAP funding from the State of California.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.
To address the lack of resources necessary to fully address the needs of special needs populations and persons experiencing homelessness the City awards grants to local nonprofit service providers through its Community Assistance Program (CAP). The City directs a portion of its general fund to the CAP. The CAP funds public service programs focus on the provision of services to address the needs of homeless persons, particularly chronically homeless individuals, families with children, veterans and their families and unaccompanied youth. Homelessness prevention and supportive services for special needs populations are high priority and will be funded as part of the CAP program.
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SP-45 Goals Summary
Goal Name Time
Period Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
Goal 1: Public
Facilities and
Infrastructure
Improvements
2025 –
2029
Non-Housing
Community
Development
-CDBG Low- and
Moderate-Income
Census Tract/Block
Groups
-Citywide
Provide public facility
and infrastructure
improvements to
create a suitable living
environment
CDBG:
$4,000,000
Public Facility or
Infrastructure
Activities other than
Low/ Moderate
Income Housing:
15,000
Persons Assisted Description: Preserve and improve public facilities and infrastructure to benefit low-and moderate-income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults.
Goal 2
Fair Housing
Services
2025 --
2029
Affordable
Housing
Citywide Ensure equal access
for housing
opportunities
CDBG:
$110,000
Public service
activities other than
Low/ Moderate
Income Housing
Benefit: 350 Persons
Assisted
Description: Fulfill the HUD regulatory mandate to affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services Goal 3: Planning and
Administration
2025 --
2029
Administration N/A All CDBG:
$500,000
Other - 5
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG Program.
Table 58 – Goals Summary
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) The City does not anticipate providing affordable housing units in Hesperia during the five-year period of the Consolidated Plan.
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SP-50 Public Housing Accessibility and Involvement
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
No public housing units are located in the City of Hesperia. This section does not apply to the City. The Housing Authority of the County of San Bernardino (HACSB) is not subject to a Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvement
HACSB encourages residents to be actively involved in the community and in the management of public housing developments through resident councils and numerous opportunities for feedback such as community meetings and surveys. HACSB and the City of Hesperia also actively encourage and promote public housing resid ents to explore homeownership opportunities and programs through HACSB’s Homeownership Assistance Program. No public housing units are located in the City of Hesperia. This section does not apply to the City.
Is the public housing agency designated as troubled under 24 CFR part 902? Not applicable
Plan to remove the ‘troubled’ designation
Not applicable. HACSB is considered a high performing PHA.
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SP-55 Barriers to Affordable Housing
Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.
The City’s 2021-2029 Housing Element describes how housing challenges in Hesperia arise from historical land use policies, zoning restrictions, and economic barriers that have influenced housing patterns over time. These factors have contributed to concentrated poverty and limited access to high-opportunity neighborhoods. While discrimination is now illegal, past exclusionary practices continue to shape disparities in homeownership and housing access.
Zoning laws in Hesperia have traditionally limited the development of multifamily and affordable housing in certain areas. Although recent policy changes have encouraged higher-density housing and special needs housing, significant barriers remain. Lengthy permitting processes and regulatory costs can make it more difficult to build afford able housing in well-resourced areas, limiting housing options for lower-income residents.
Economic factors, including high housing costs and limited access to credit, further restrict opportunities for low-income households to achieve homeownership and asset-building.
While state and federal programs aim to expand affordable housing, the demand far exceeds the available supply.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The draft Analysis of Impediments to Fair Housing completed in 2025 proposed the following strategies to address fair housing issues and contributing factors. - Increase Affordable Housing Development – Support the construction of affordable housing in high-opportunity areas and streamline approval processes. - Enhance Housing Accessibility – Implement a formal reasonable accommodation process and encourage the development of accessible housing units. - Expand Public Transportation – Improve transit routes and services, particularly for lower-income neighborhoods.
- Strengthen Fair Housing Protections – Partner with fair housing organizations to educate tenants and landlords about fair housing rights and responsibilities. - Promote Economic Mobility – Support job training programs and housing development near employment centers to improve access to economic opportunities.
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SP-60 Homelessness Strategy
The City of Hesperia is committed to being a place where all are welcome, where people are supported and where everyone has an opportunity to thrive. The City is committed to making a difference by coordinating with County partners, including the CoC, local businesses, community faith groups, and nonprofit partners to engage the homeless population. In alignment with this strategy, the City will use general fund dollars to support local service efforts that provide services to prevent and eliminate homelessness.
The PIT Counts found that an additional 60 people were experiencing homelessness in 2024 than were in 2023, and the percentage of individuals living in unsheltered conditions increased minimally from 71 to 72 percent. In 2023, of 4,195 homeless individuals, 71 percent were unsheltered. Unsheltered chronically homeless accounted for 44 percent of all unsheltered homeless individuals. Throughout San Bernardino County - In 2023, 820 people living in homelessness also had severe mental illness and of those people, 646, were unsheltered, while in 2024 811 people living in homelessness also had severe mental illness and of those people, 631, were unsheltered.
- In 2024, there were 74 homeless people living with HIV/AIDS, of whom 35 were unsheltered and in 2024 there were 44 homeless people living with HIV/AIDS, of whom 33 were unsheltered.
- In 2023, chronic substance abuse impacted 1,024 homeless people, of whom 929 were unsheltered, while in 2024 811 people were impacted 866 of whom were unsheltered.
- In 2023 a reported 372 individuals experiencing homelessness had also experienced domestic violence, with 104 of those individuals unsheltered and in 2024 there were 304 individuals with this experience 205 of whom were unsheltered.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Although the City of Hesperia does not receive a direct ESG entitlement, the City uses its general fund to support local service providers that provide services for homeless persons.
The City also supports the efforts of San Bernardino CoC and its member organizations that address homelessness throughout San Bernardino County and provide resources to fund emergency shelter, housing navigation, outreach, case management, rapid re-housing, and short term to medium term rental assistance for organizations that serve the unsheltered community. The City has previously funded through the CAP private organizations efforts to engage individuals experiencing unsheltered homelessness, assess their individual needs, and connect them with appropriate resources. The City will consider continuing to fund these types of services in the future.
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Addressing the emergency and transitional housing needs of homeless persons The 2023 PIT Count recorded1,219 sheltered individuals experiencing homelessness. Of the sheltered and homeless population 63 percent were residing in emergency shelter, and 37 percent in transitional housing. Out of the 4,255 individuals experiencing homelessness 72 percent were unsheltered. The 2024 Housing Inventory Count reported 400 emergency shelter beds and 258 transitional housing beds for household with adults and children and 517 emergency shelter beds and 156 transitional housing beds for households with only adults.
As stated above, although the City of Hesperia does not receive ESG funds, the City uses its general fund to support local service providers that provide services for homeless persons through the CAP. The City also supports the efforts of San Bernardino CoC and its member organizations that address homelessness throughout San Bernardino County. The City will consider supporting emergency shelter and transitional housing operations with CAP funds in the future.
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.
In support of CoC efforts, the City will consider the use of general funds to support activities implemented by local nonprofit organizations that provide services to help previously homeless households, including families, veterans, victims of domestic violence and emancipated foster youth, remain stably housed. Local organizations provide services such as food assistance to defray basic living expenses and enabling a household to stretch its income further and potentially direct a greater percentage of income to rent.
Additional efforts are underway at the regional level to shorten the period that individuals and families experience homelessness and to prevent individuals and families who were recently homeless from becoming homeless again. The 2 -1-1 regularly works with public service agencies to analyze the resources and funding being used to operate transitional housing programs and consider how these resources could be used more in alignment with the best practices (i.e. rapid re -housing and permanent housing) for ending homelessness. Many transitional housing providers are working to End Hom elessness to evaluate strategies to lower program threshold requirements and improve outcomes including shorter shelter stays and more rapid transitions to permanent housing.
141
Help low -income individuals and families avoid becoming homeless, e specially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, he alth, social services, employment, education, or youth needs.
The City of Hesperia does not receive ESG funds. It will consider directing CAP funds to support case management, and rental assistance to households experiencing and at risk of experiencing homelessness.
The San Bernardino County’s current CoC system encourages services aimed at reducing incidences of homelessness, including:
- Emergency Rental and Utility Assistance: Short-term financial assistance to prevent eviction and utility shut-off.
- Credit Counseling: Financial counseling and advocacy to assist households to repair credit history.
- Legal/Mediation Services: Tenant-landlord legal/mediation services to prevent eviction.
- Food Banks and Pantries: Direct provision of food, toiletries and other necessities.
- Transportation Assistance: Direct provision of bus vouchers and other forms of transportation assistance.
- Clothing Assistance: Direct provision of clothing for needy families and individuals.
- Prescription/Medical/Dental Services: Direct provision of prescription and medical
- Workforce Development: Direct provision of job training services designed to develop and enhance employment skills, as well as to help clients secure and retain living wage jobs.
- Information & Referral Services: Direct provision of 24-hour/7-days-a-week call center services to provide health and human service information to at-risk populations.
- Recuperative care for homeless individuals who become ill or injured.
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SP-65 Lead based paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards.
The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.
This housing stock in Hesperia is relatively old; 52 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. In 1978, lead-based paint was outlawed, so residents of any housing built after 1978, should not be at risk of lead-based paint hazards. Only those units constructed prior to January 1, 1978, are presumed to have the potential to contain lead-based paint. In these units, the best way to have reasonable assurance that lead-based paint hazards are not present is to have the painted surfaces tested.
To reduce lead-based paint hazards, the City takes the following actions:
- Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978. - Educate residents on the health hazards of lead-based paint through brochures and encourage screening children for elevated blood-lead levels. - Disseminate brochures about lead hazards through the City’s residential rehabilitation activities.
How are the actions listed above related to the extent of lead poisoning and hazards? Over time through testing and abatement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children. This will prompt homeowners, landlords, and parents of young children to proactively address unsafe housing conditions in pre -1978 units where children may potentially be exposed to lead-based paint hazards.
How are the actions listed above integrated into housing policies and procedures? In accordance with federal regulation, the City of Hesperia has established policies regarding the identification of lead-based paint (LBP) hazards. Housing built prior to 1978 must undergo lead -based paint testing prior receiving funding for rehabilitation. If deteriorated lead-based paint surfaces are found, they must be stabilized during the rehabilitation of the property. As required, abatement must be performed by a certified lead-based paint assessor prior to the issuance of the Notice of Completion. The City will continue to maintain policies and procedures to increase assess to housing wi thout LBP hazards. CDBG and HOME funding is not provided until it is determined properties are free of LBP hazards.
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SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs , and Policies to Reduce the Number of Poverty -Level Families.
Poverty continues to be a significant challenge in Hesperia. According to the 2016 -2020 ACS, 16,846 residents representing16.8 percent of the population is below the Federal Poverty Level. Most of those residents are under 18 years old, 6,120 individuals, or over age 60, 5,393 individuals. To meaningfully address this challenge, the City will focus its efforts on the essential need for access to housing, education, employment and amenities via safe and reliable roadways and sidewalks. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address public infrastructure and facility improvements over the next five years.
The implementation of CDBG activities meeting the goals established in this Strategic Plan will help to reduce the number of poverty-level families by supporting:
- Supporting activities that preserve and improve public facilities and infrastructure to benefit low-and moderate-income residents of Hesperia; and - Supporting activities that support the HUD mandate to further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation.
In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the Earned Income Tax Credit and Head Start offer a pathway out of poverty for families who are ready to pursue employment and educational opportunities. In California, the primary programs that assist families in poverty are CalWORKS, CalFresh (formerly food stamps) and Medi-Cal. Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition and transportation. Other services are available to assist persons suffering from substance abuse, domestic violence, and mental illness.
How are the Jurisdiction ’s poverty-reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit low- and moderate-income residents to reduce the number of poverty-level families. For example, activities completed under the goal of public facility and infrastructure improvements will increase accessibility to services, amenities, and job centers for low- and moderate-income families. Public services provided under the City’s CAP program will allow children, families and seniors in Hesperia appropriate support and resources to rise from poverty and become more self-sufficient.
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SP-80 Monitoring
Describe the standards and procedures the jurisdiction will use to monitor activities conducted under this plan. This includes ensuring long -term compliance with program requirements, such as minority business outreach and comprehensive planning mandates.
To ensure that CDBG funds are used efficiently and in compliance with applicable regulations, the City provides technical assistance to all subrecipients and departments at the beginning of each program year and monitors subrecipients and departments throughout the program year.
Technical Assistance
Technical assistance is provided to city departments and agencies and subrecipients which receive CDBG funding. Subsequent to approval of the Annual Action Plan, City staff reviews program regulations with subrecipients and City Departments to provide resources for documenting compliance and to review the City’s procedures and requirements., Individualized technical assistance is provided on an as-needed basis.
Activity Monitoring
All activities are monitored, beginning with a detailed review upon receipt of an application to determine eligibility, conformance with a National Objective and conformance with a Plan goal. This review also examines the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries and likelihood of compliance with other federal requirements. Subrecipients are required to submit an audit and other documentation to establish their capacity, and any findings noted in the audit are reviewed with the applicant.
Eligible applications are then considered for funding. Once funded, desk monitoring includes ongoing review of required quarterly performance reports. For CDBG public service activities, an on-site monitoring is conducted once every two (2) years, or more frequently as needed to ensure compliance. These reviews include both a fiscal and programmatic review of the subrecipient’s activities. The reviews determine if the subrecipient is complying with the program regulations and City contract. Areas routinely reviewed include overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Following the monitoring visit, a written report is provided delineating the results of the review and any findings of non -compliance and the required corrective action. Subrecipients normally have 30 days to provide the City with corrective actions taken to address any noted findings.
Individualized technical assistance is provided, as noted above, as soon as compliance concerns are identified. For CDBG capital projects, monitoring also includes compliance with regulatory agreement requirements.
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2025-2026 Action Plan
AP-15 Expected Resources
Annual allocations are subject to federal appropriations and changes in demographic data used in HUD’s formulas for the programs. The funding amounts in this Action Plan are approximated because to date, Congress has not passed HUD’s FY25 appropriation, and the date this appropriation will be made is unknown. When the City is informed of its annual allocation the Street Improvement Project will be increased or decreased from the estimated funding level to match actual allocation amounts.
During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City of Hesperia ant icipates investing an estimated $4.8 million in CDBG funds to support the goals of the Strategic Plan. For the 2025-2026 program year the City anticipates receiving an allocation of $972,781 in CDBG funds.
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of Con Plan
Narrative
Description
Annual
Allocation:
Program
Income:
Prior Year
Resources:
Total:
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$972,781
$0
$0
$972,781
$3,891,124
Based on
2024 FY
allocation
from HUD.
Steady
annual
funding is
anticipated.
Table 59- Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.
The extent of need in Hesperia far exceeds the available funding from CDBG. Most activities into which these funds are invested will also leverage a variety of additional sources including, but not limited to, public and private grants, capital development and general funds, public financing, and private donations. The City encourages the use of Low-Income Housing Tax Credits to fund construction, substantial rehabilitation, or acquisition or affordable housing.
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Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local, and private resources, including but not limited to those listed below.
Federal Resources
- Continuum of Care (CoC) Program
- HUD Veterans Affairs Supportive Housing (HUD-VASH)
- Supportive Housing for the Elderly (Section 202)
- Supportive Housing for Persons with Disabilities (Section 811) - Housing Opportunities for Persons with AIDS (HOPWA)
- YouthBuild
- Federal Low-Income Housing Tax Credit Program
- Project Based Housing Choice Vouchers
State Resources
- Low-Income Housing Tax Credit Program
- Tax-Exempt Bond Financing
- Permanent Local Housing Allocation
- Building Equity and Growth in Neighborhoods Program (BEGIN) - CalHome Program
- Multifamily Housing Program (MHP)
- Homekey
- CalHFA Single and Multi-Family Program
- Mental Health Service Act (MHSA) Funding
- Affordable Housing and Sustainable Communities Program Local Resources
- San Diego County CoC
- San Diego Housing Commission (SDHC)
- California Home Finance Agency
- City of Hesperia In-Lieu Fees
- Low- and Moderate-Income Housing Asset Fund (Successor Housing Agency) Private Resources
- Federal Home Loan Bank, Affordable Housing Program
- Community Reinvestment Act Programs
- United Way
- Private Contributions
Matching Requirements: CDBG does not have a matching requirement.
147
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
The City owns and maintains rights-of-way which may be used or improved to address the needs identified in the Consolidated Plan. City staff keeps inventory of vacant and non- vacant sites as part of the Housing Element. Furthermore, City staff maintain relationships with developers which informs their knowledge of existing conditions. As of the execution of this document there are currently no publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
Discussion
The City of Hesperia shares overall responsibility for meeting the priority needs identified in the Strategic Plan with many other organizations and is solely responsible for using CPD entitlement funds to address the needs of low- and moderate-income residents.
DISCUSSION
During July 2025 through June 2026, the City will rely on other public and private funding, including but not limited to:
- Low-Income Housing Tax Credits
- Project-based Section 8 certificates
- Project financing at favorable interest rates from local lenders - Private market real estate investments
- Market rate housing that subsidizes affordable units on the same development site to enhance the availability, affordability and sustainability of affordable housing.
Along with leveraged dollars, the City expects to spend approximately $972,781 of CDBG funds during the 2025 -2026 program year on fair housing and public facility and infrastructure improvement activities that promote a suitable living environment. It is anticipated that approximately $850,781 of these funds will be spent on public facility and infrastructure projects.
148
AP-20 Annual Goals and Objectives
Goals Summary Information
Goal Name Time
Period
Category
Geographic Area
Needs Addressed
Funding Goal Outcome
Indicator
Goal 1: Public
Facilities and
Infrastructure
Improvement
2025 –
2029
Non-Housing
Community
Development
-CDBG Low- and
Moderate-Income
Census Tract/
Block Groups
-Citywide
Provide public facility
and infrastructure
improvements to
create a suitable living
environment
CDBG:
$848,781
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit: 3,000
Persons Assisted
Description: Preserve and improve public facilities and infrastructure to benefit low-and moderate-income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults.
Goal 2: Fair Housing
Services
2025 –
2029
Affordable
Housing
Citywide Ensure equal access
for housing
opportunities
CDBG: $24,000 Other: 1
Description: Fulfill the HUD regulatory mandate to affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services Goal 3: Planning and
Administration
2025 –
2029
Program
administration
N/A Administration,
Comply with federal
CDBG regulations
CDBG:
$100,000
Other - 1
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG Program.
Table 60 – Goals Summary
- 149 -
AP-35 Projects
Introduction
To address the high priority needs identified in the Strategic Plan to the 2025 -2029 Consolidated Plan, the City will invest CDBG funds during the 2025-2026 program year on projects that provide fair housing services and improve public facilities and infrastructure.
Together, these projects will address the community development needs of H esperia residents-particularly those residents residing in the low - and moderate-income CDBG Target Areas.
2025-2026 Projects
1. Public Facility and Infrastructure Improvements
2. Fair Housing Services
3. CDBG Administration
Table 61 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Based on the Strategic Plan, the City is allocating 100 percent of its non -administrative CDBG investments for the program year 2025 -2026 to proje cts and activities that benefit low - and moderate-income people. The primary obstacles to meeting the underserved needs of low- and moderate-income people include limited funding from federal, state, and other local sources. To address these obstacles, the City is investing $850,781 of CDBG funds in the 2025 -2026 Annual Action Plan for the Annual Street Improvement Project that will reconstruct deteriorated streets.
- 150 -
AP-38 Project Summary
1 Project Name Public Facility and Infrastructure Improvements Target Area CDBG Low- and Moderate-Income Census Tract/Block Groups Goals Supported Public Facility and Infrastructure Improvements Needs Addressed Provide public facility and infrastructure improvements to create suitable living environment
Funding CDBG: $848,781
Description
Preserve and improve public facility and infrastructure to benefit low- and moderate-income people or those presumed under HUD
regulations to be low- and moderate-income such as elderly people and disabled adults.
Target Date 6/30/2026
Estimate the number and
type of families that will
benefit
Approximately 3,000 persons
Location Description CDBG Low- and Moderate-Income Census Tract/Block Groups Planned Activities City of Hesperia: 25/26 Street Improvement Project – (3,000 persons) Fund: $850,781
2 Project Name Fair Housing Services
Target Area Citywide
Goals Supported Fair Housing Services
Needs Addressed Ensure equal access for housing opportunities Funding CDBG: $24,000
Description
Fulfill the HUD regulatory mandate to affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination, and landlord-tenant mediation services.
Target Date 6/30/2026
Estimate the number and
type of families that will
benefit
Approximately 70 persons
Location Description Citywide
Planned Activities Inland Fair Housing and Mediation Board (IFHMB) – (70 persons) – Fund: $22,000
3 Project Name CDBG Administration
Target Area Citywide
Goals Supported All
Needs Addressed All
Funding CDBG: $100,000
Description Fund the needs of the administration to run the CDBG program.
Target Date 6/30/2026
Estimate the number and
type of families that will
benefit
Other -1
Location Description Citywide
Planned Activities CDBG Administration
Fund: $100,000
Table 62 – Project Summary Information
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AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Infrastructure improvements and public facilities will be focused on areas with a concentration of residents with low and moderate incomes throughout the City. It should be noted that 57percent of Hesperia households have low or moderate incomes, according to 2016-2020 CHAS data.
Target Area Percentage of Funds
CDBG Low- and Moderate-Income
Census Tract/Block Group
87%
Citywide 13%
Table 63 - Geographic Distribution
Rationale for the priorities for allocating investments geographically HUD allows CDBG grantees to implement certain activities such as initial construction or expansion of community facilities and infrastructure that benefit certain neighborhoods or villages (but not the entire City) provided the service area for the facility or infrastructure is primarily residential and where at least 51 percent of residents are low- and moderate-income.
The City will use a place-based and citywide strategy to distribute funding. It is the City’s intent to fund activities in the areas and for the populations most directly affected by the needs of low - income residents and those with other special needs. Where appropriate the Annual Action Plan will direct investment to an area benefit neighborhood. The area benefit category is the most used national objective for activities benefiting a residential neighborhood. An area benefit activity is one that benefits all residents, where at least 51 percent are low- and moderate-income. Public infrastructure improvements are an area benefit activity when they are in a predominantly low- and moderate-income neighborhood.
- 152 -
AP-55 Affordable Housing
Introduction
The City does not currently have active housing programs, the Hesperia Housing Authority (HHA) has provided funding for affordable housing projects in prior years to address the need for affordable housing and housing rehabilitation.
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 0
Special-Needs 0
Total 0
Table 64 - 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 0
Rehabilitation of Existing Units 0
Acquisition of Existing Units 0
Total 0
Table 65 - One Year Goals for Affordable Housing by Support Type
Discussion
Responses to the Community Needs Survey indicated the greatest area of need in Hesperia is infrastructure improvements, specifically streets and sidewalks. Due to limited funding, during the 2025-2026 program year the City will not be investing CDBG funds in the preservation of affordable housing units but for public facility and infrastructure improvement activities.
153
AP-60 Public Housing
Introduction
There is no public housing located within the City of Hesperia.
Actions planned during the next year to address the needs to public housing Public housing needs are addressed by the Housing Authority of the County of San Bernardino (HACSB).
Actions to encourage public housing residents to become more involved in management and participate in homeownership.
This is not applicable to the City of Hesperia. HACSB encourages residents to be actively involved in the community and in the management of public housing developments through resident councils and numerous opportunities for feedback such as community meetings and surveys. HACSB and the City of Hesperia also actively encourage and promote public housing residents to explore homeownership opportunities and programs through HACSB’s Homeownership Assistance Program.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.
This is not applicable as the HACSB is considered a high performing PHA.
154
AP-65 Homeless and Other Special Needs Activities
Introduction
The City will invest leveraged CDBG funds during the 2025-2026 program year to address high priority needs identified in the 2025-2029 Consolidated Plan. To address homelessness and other special needs the City will continue to fund the Community Assistance Program (CAP).
The CAP was developed to fund organizations that will provide public services to Hesperia residents.
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.
Preventing and ending homelessness is a HUD priorit y addressed nationally through coordination of regional strategies carried out locally by government agencies and a wide variety of community -based organizations and faith -based groups. Consistent with this approach, the City supports the efforts of San Bernardino County Continuum of Care (CoC) and its member organizations that address homelessness throughout San Bernardino County.
In alignment with this strategy, the City has previously and will consider using general fund dollars through the CAP to support local service providers’ efforts to meet and identify the needs of those experiencing unsheltered homelessness.
Addressing the emergency shelter and transitional housing needs of homeless persons The ultimate solution to ending homelessness is transitional to permanent housing closely aligned with supportive services that ensure housing stability can be maintained. However, because the demand for affordable housing far outpaces the region’s supply, the CoC continues to rely on its emergency and transitional housing system to address the immediate needs of San Bernardino County’s homeless population.
The CoC is improving the efficacy of emergency shelters and the access system including their seasonal emergency shelters and the County’s three (3) Cold Weather Shelter facilities, the closest being in the City of San Bernardino and temporary warming shelter in the City of Victorville.
For transitional housing, the CoC recognizes a need to maintain a level of transitional housing for the target populations that benefit most from a staged approach to housing, such as mentally ill and chronically homeless individuals. While the CoC continues to support transitional housing in special circumstances, the CoC is currently examining ways to shorten stays in emergency shelters and transitional housing so that resources may be used for rapid re-housing or placement in permanent supportive housing.
155
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, facilita ting access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
In support of CoC efforts, this City’s Strategic Plan provides for the use of general funds to support activities implemented by the City and local nonprofit organizations that provide services to help prevent and eliminate homelessness, including families at risk of homelessness, veterans, victims of domestic violence and emancipated foster youth. In the past CAP funds have supported homelessness prevention and food assistance programs. It is anticipated that CAP funds will continue to provide funding for similar homeless services.
Additional efforts are underway at the regional level to shorten the period that individuals and families are experiencing homelessness and to prevent individuals and families who were recently homeless from becoming homeless again. The 2 -1-1 regularly works with public service agencies to analyze the resources and funding being used to operate transitional housing programs and consider how these resources could be used more in alignment with the best practices (i.e., rapid re-housing and permanent housing) for ending homelessness.
Many transitional housing providers are working to End Homelessness to evaluate strategies to lower program threshold requirements and improve outcome s including shorter shelter stays and more rapid transitions to permanent 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 County in collaboration with the CoC maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corrections, Foster Care, and the Mental Health systems. The City supports the CoC’s advocacy for development of consistent policy implementation by hospital administrators for best practices such as recuperative care, and co-location of health services near affordable housing developments.
In the past CAP funds have supported homelessness prevention and food assistance programs. It is anticipated that CAP funds will continue to provide funding for similar rental assistance, and case management services to households experiencing homelessness, including those living in emergency shelter.
156
AP-75 Barriers to Affordable Housing
Introduction
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. The City of Hesperia works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide offsetting financial incentives to assist in the production of saf e, high quality, affordable housing. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.
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 draft Analysis of Impediments to Fair Housing completed in 2025, proposed the following strategies to address fair housing issues and contributing factors. - Increase Affordable Housing Development – Support the construction of affordable housing in high-opportunity areas and streamline approval processes. - Enhance Housing Accessibility – Implement a formal reasonable accommodation process and encourage the development of accessible housing units. - Expand Public Transportation – Improve transit routes and services, particularly for lower-income neighborhoods.
- Strengthen Fair Housing Protections – Partner with fair housing organizations to educate tenants and landlords about fair housing rights and responsibilities. - Promote Economic Mobility – Support job training programs and housing development near employment centers to improve access to economic opportunities.
157
AP-85 Other Actions
Introduction
Priority needs established in the 2025-2029 five-year Consolidated Plan form the basis for establishing objectives and outcomes in the Action Plan. Those needs are as follows:
- Provide public facility and infrastructure improvements to create a suitable living environment
- Ensure equal access to housing opportunities
Actions planned to address obstacles to meeting underserved needs
The primary obstacles to meeting the needs of underserved households with low- and moderate-incomes are reduced funding from federal, state, and other local sources, and the high cost of housing. To address these obstacles, at least in part, the City will continue to work to leverage public and private resources through grant and partnership opportunities.
The City will continue to promote fair housing practices for sale and rental housing and to facilitate community awareness of fair housing. The City of Hesperia will continue to use CDBG funds to contract with Inland Fair Housing and Mediation for this program year to provide fair housing and tenant/landlord services to residents.
Actions planned to foster and maintain affordable housing
The City of Hesperia works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide offsetting financial incentives to assist in the production of safe, high quality, affordable housing. In program year 2025-2026, the City plans to allocate $850,781 in CDBG funds to the Annual Street Improvement Project. The City may pursue other funding streams such as State and County sources to fund activities that address affordable housing needs throughout the 2025-2026 Annual Action Plan period.
Actions planned to reduce lead-based paint hazards
Code enforcement and building inspectors will continue to identify lead-based paint hazards as part of their ongoing activities, if the scope of the complaint allows them into the unit, or if it is a part of an ongoing investigation. The Building Division will continue to be alert to units that may contain lead-based paint. They will inform tenants and landlords as part of their inspections.
158
Actions planned to reduce the number of poverty-level families
The implementation of CDBG activities meeting the goals established in the Consolidated Plan-Strategic Plan and this Action Plan will help to reduce the number of poverty-level families by:
- Supporting activities that preserve and improve public facility and infrastructure to benefit low-and moderate-income residents of Hesperia;
- Supporting activities that fulfill the HUD mandate to further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation; and
- Fund the needs of the administration to run the CDBG program.
Actions planned to develop institutional structure
The City of Hesperia works with a wide range of public and community social service agencies to meet and address the various needs of the community. This program year City staff will continue to collaborate internally, as well as with local non-profit advocacy groups and other County, State and Federal organizations. Specifically, the City participates in various regional efforts that involve the collaboration of local jurisdictions, private organizations, and other public and quasi-public agencies to address homelessness, fair housing, and affordable housing issues.
Actions planned to enhance coordination between public and private housing and social service agencies
To enhance coordination between public and private housing and social service agencies, the City will welcome and continue to encourage partnering with non-profit providers, community and faith -based organizations, public institutions, community residents, and City Departments to ensure the effective delivery of quality housing and supportive services to low- income individuals.
City staff attends several local and regional meetings, which include service providers, neighboring agencies, and elected officials to keep abreast of issues affecting the quality of life for low -income residents. The City maintains a web presence and is pro-active in providing technical assistance throughout the year to assist interested citizens and agencies in understanding and applying for CDBG and HOME funds.
159
AP-90 Program Specific Requirements
Introduction
The following sections present information on other program-specific requirements. For Overall Benefit - A consecutive period of one, two or three 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:
2024, 2025, 2026.
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(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 0
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.
0 3. The amount of surplus funds from urban renewal settlements 0
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 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Table 66 – CDBG Requirements
Other CDBG Requirements
1. The amount of urgent need activities 0
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 or three 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%
1. Overall benefit period 2024, 2025,
2026
Table 67 – Other CDBG Requirements
Discussion:
Hesperia’s projects, programs, and services in use of CDBG funds will be managed in compliance with all applicable federal rules and regulations.
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City of Hesperia
STAFF REPORT
DATE: April 15, 2025
TO: Mayor and Council Members
FROM: Rachel Molina, City Manager
BY: Nathan Freeman, Director of Development Services
Eydee Jimenez, Economic Development Supervisor
SUBJECT: Substantial Amendment to the 2021 –2022, 2023 –2024, and 2024 –2025 Community Development Block Grant Annual Action Plans
RECOMMENDED ACTION
It is recommended that the City Council:
1. Conduct a public hearing and adopt Resolution No. 2025 -010, including any necessary modifications, following public testimony;
2. Approve a substantial amendment to the 2021 -2022, 2023 -2024, and 2024 -2025 Community Development Block Grant (CDBG) Annual Action Plans by reallocating a total of $1,063,171 from unprogrammed prior -year (2019-2024) CDBG funds to the Program Yea r (PY) 2023 and PY 2024 Street Improvement projects; and
3. Authorize the City Manager or designee to execute and transmit all necessary documents, including the substantial amendment to the annual Action Plans and any additional amendments, to ensure the timely expenditure of CDBG funds.
BACKGROUND
The U.S. Department of Housing and Urban Development (HUD) requires all entitlement communities receiving CDBG funds , such as Hesperia, to prepare and submit a Consolidated Plan every five years to establish a unified, strategic vision for economic development, housing, and community development activities.
The Consolidated Plan is implemented through annual Action Plans, which outline the activities and resources to be used each year to accomplish the goals identified in the Consolidated Plan.
The City must submit an annual Action Plan to HUD for each year of the five -year Consolidated Plan period.
A substantial amendment to a Consolidated Plan or annual Action Plan is required when a significant change is proposed to fundi ng levels, goals, or activities. In this case, the repurposing of $1,063,171 in unprogrammed CDBG funds to the PY 2023 and PY 2024 Street Improvement projects constitutes a substantial amendment.
Additionally, the PY 2021 Action Plan must be amen ded due t o the reall ocation of $698,996 from that year. This amount is significant enough to trigger a substantial amendment under the City’s Citizen Participation Plan. The reallocation of these funds into the PY 2023 and PY 2024 Street Improvement Projec ts also n ecessitates amendments to the PY 2023 and PY 2024 Action Plans.
Staff Report to the Mayor and Council Members
Substantial Amendment to CDBG 2021-2022, 2023-2024 & 2024-2025 Action Plans April 15, 2025
ISSUES/ANALYSIS
This substantial amendment to the annual Action Plans is necessary because the City proposes to allocate $1,063,171 in prior -year uncommitted CDBG funds to the PY 2 023 and P Y 2024 Street Im provement projects. These projects will improve various roadways within CDBG - eligible areas of the City, benefiting a substantial number of residents.
Currently, the City is awaiting the release of its PY 2024 funds into its line of credit . Two potential funding scenarios are outlined below:
Scenario 1
PY 2024 Street Improvement Project
Scenario 2
PY 2024 Street Improvement Project
Funding Sources Amount Funded Funding Sources Amount Funded PY 2024 Original Allocation $810,781 PY 2024 Original
Allocation
$0.00
PY 2021 Uncommitted
Funds $698,996 PY 2021 Uncommitted
Funds
$698,996
PY 2025 Anticipated
Allocation for a new Street
Project
$0.00
PY 2025 Anticipated
Allocation committed to
the PY 24 Street Project
$810,781
Total: $1,509,777 Total: $1,509,777
If the City does not receive its PY 2024 allocation, the uncommitted PY 2021 funds will remain committed to the PY 2024 Street Improvement Project, and PY 2025 funds will also be allocated to it.
CITY GOAL SUPPORTED BY THIS ITEM
Future Development - Facilitate balanced growth to ensure cohesive community development and pursue economic development.
FISCAL IMPACT
There is no fiscal impact to the General Fund associated with this report . The $1,063,171 in uncommitted prior-year CDBG funds affected by this substantial amendment have already been awarded to the City through its annual allocation. Funding related to the substantial amendment will be included in the FY 2025-26 Capital Improvement Program (CIP) Budget.
ALTERNATIVE(S)
1. Provide alternative direction to staff.
ATTACHMENT(S)
1. Resolution No. 2025-010
2. Draft Substantial Amendment to Action Plans
RESOLUTION NO. 2025-010
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HESPERIA, CALIFORNIA, APPROVING A SUBSTANTIAL AMEN DMENT TO THE 2021 - 2022, 2023 -2024, AND 2024-2025 COMMUNITY DEVELOPMEN T BLOCK
GRANT ANNUAL ACTION PLANS
WHEREAS, the United States Department of Housing and Urban Development (HUD) requires the City to adopt and implement a Five -Year Consolidated Plan for the allocation of Community Development Block Grant (CDBG) funds to support projects and activities that primarily benefit low- and moderate-income residents; and
WHEREAS, the Consolidated Plan outlines specific goals and accomplishments to be achieved during the five-year planning period through the expenditure of CDBG funds and other identified funding sources and
WHEREAS, the Con solidated Plan is implemented through annual Action Plans, which detail the actions, activities, and resources used each year to achieve the identified goal and
WHEREAS, a Substantial Amendment to a Consolidated Plan and Annual Action Plan is required w hen a significant change is proposed, such as modifications to funding priorities, proposed activities, goals, or objectives, and
WHEREAS, the City Council intends to repurpose $1,063,171 in uncommitted CD BG funds from prior program years (2019 -2020, 2020-2021, 2021-2022, 2022-2023, and 2023 -2024) by amending the 2023 and 2024 Program Year (PY) Action Plans and reallocating those funds to the City’s existing PY 2023 and PY 2024 Street Improvement Projects, thereby necessitating a Substantial Amendment; and
WHEREAS, the City is also amending the PY 2021 Action Plan to repurpose $698,996 from that program year and
WHEREAS, the City is in compliance with its Citizen Participation Plan, which requires a publi c hearing and a 30-day public review period to gather public input before approving a Substantial Amendment to a Consolidated Plan and Annual Action Plan and
WHEREAS, there is no fiscal impact to the General Fund, as the $1,063,171 in uncommitted prior-year CDBG funds affected by this Substantial Amendment have already been awarded to and received by the City through its annual allocation and
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF HESPERIA AS FOLLOWS:
Section 1. The recitals above are true and correct and are adopted as findings.
Section 2. The City Council approves the Substantial Amendment to the Annual Action Plans.
Resolution No. 2025-010
Authorizing Certain Actions Regarding
Substantial Amendment to the 2021-2022, 2023-2024 and 2024-2025 Annual Action Plans
Section 3. The City Manager , or designee, is hereby authorized to execute all necessary documents and certifications to implement the Substantial Amendmen t to th e Annual Action Plans.
Section 4. The City Council further authorizes the City Manager , or designee, to approve any modifications or amendments to the Substantial Amendment if necessary to secure HUD approval.
Section 5. The City Clerk shall certify the passage and adoption of this resolution and enter it into the official record of resolutions.
ADOPTED AND APPROVED this 15th day of April 2025.
______________________________
Allison Lee, Mayor
ATTEST:
____________________________
Jessica Giber
Deputy City Clerk
CITY OF HESPERIA
2021-2022, 2023-2024 AND 2024-2025
ACTION PLAN
SUBSTANTIAL AMENDMENT
DRAFT FOR PUBLIC COMMENT PERIOD
March 16, 2025 – April 15, 2025
Attachment 3
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA
OMB Control No: 2506-0117
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Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA
OMB Control No: 2506-0117
Table of Contents
Executive Summary………………………………………………………………………………………………………………………………….1 Process…………………………………………………………………………………………………………………………………………………….4 Expected Resources – 91.220(c)(1.2).….……………………………………………………………………………………………………5 Annual Goals and Objectives – 91.220(c)(3)……………………………………………………………………………………………..6 Projects – 91.220(d)…………………………………………………………………………………………………………………………………7
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 1
OMB Control No: 2506-0117
EXECUTIVE SUMMARY
Background
The U.S. Department of Housing and Urban Development (HUD) requires all entitlement communities receiving Community Development Block Grant (CDBG) funds, such as the City of Hesperia, to prepare and submit a Consolidated Plan every five (5) years to establish a unified, strategic vision for economic development, housing, and community development actions. The Consolidated Plan encompasses the analysis of local comm unity needs and coordinates appropriate responses to those needs and priorities.
The Consolidated Plan is carried out through annual Action Plans, which provide a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified in the Consolidated Plan.
Per the City’s Citizen Participation Plan (CPP), a Substantial Amendment to a Consolidated Plan and Action Plan is required when a "substa ntial" change is proposed as it relates to funding priorities, proposed activities, goals, and objectives. This substantial amendment to two Action Plans is necessary because the City is proposing to repurpose $1,063,171 in prior -year uncommitted CDBG funds.
In addition to amending the PY 2023 and PY 2024 Action Plans to add funds to the Street Improvement projects, the City is also amending the PY 2021 Action Plan due to $698,996 being repurposed from PY 2021. Repurposing this large sum qualifies as a "substantial" change under the CPP. Additionally, repurposing these uncommitted funds into the PY 2023 and PY 2024 Street Improvement Projects triggers a Substantial Amendment for both Action Plans.
CDBG
Uncommitted Pre-PY 2024 CDBG Funds:
2023-2024 $120,000
2022-2023 $106,122
2021-2022 $698,996
2020-2021 $108,785
2019-2020 $ 29,268
Total: $1,063,171
Sources
The City will program the following resources in this Substantial Amendment to the PY 2023 and PY 2024 Annual Action Plans and corresponding FY 2020-2024 Consolidated Plan (available at https://www.cityofhesperia.us/98/Community-Development-Block-Grant-Progra) to increase the budgets for the PY 2023 and PY 2024 Street Improvement Projects.
Pre-PY 2024 Formula CDBG: $1,063,171
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 2
OMB Control No: 2506-0117
TOTAL: $1,063,171
The City Council determines how CDBG funds will be used to provide decent housing, a suitable living environment, and expanded economic opportunities for low- and moderate-income persons.
In consultation with City staff, this submission requests appro val to invest these funds in the activities listed below.
Proposed Activities
PY 2023 Street Improvement Project:
Original Allocation: $779,363
Proposed Increase: $364,175 (Uncommitted PYs 2019, 2020, 2022, & 2023) Total Proposed Budget: $1,143,538
PY 2024 Street Improvement Project:
Original Allocation: $810,781
Proposed Increase: $698,996 (Uncommitted PY 2021)
Total Proposed Budget: $1,509,777
Currently, the City is waiting for its PY 2024 funds to be released into its line of credit. This is reflected in Scenario 1 below. If the City does not receive its PY 2024 allocation, then as shown under Scenario 2, the uncommitted PY 2021 funds will continue to be committed to the PY 2024 Street Improvement Project. Additionally, PY 2025 Street Improvement Funds will also be committed to the PY 2024 Street Improvement Project.
Scenario 1
PY 2024 Street Improvement Project
Scenario 2
PY 2024 Street Improvement Project
Funding Sources Amount Funded Funding Sources Amount Funded PY 2024 Original
Allocation
$810,781 PY 2024 Original
Allocation
$0.00
PY 2021 Uncommitted
Funds
$698,996 PY 2021
Uncommitted Funds
$698,996
PY 2025 Anticipated
Allocation for a new Street
Project
$0.00 PY 2025 Anticipated
Allocation committed
to the PY 24 Street
Project
$810,781
Total $1,509,777 Total $1,509,777
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 3
OMB Control No: 2506-0117
PROCESS
The City is conducting a 30-day public review period for this substantial amendment from March 16, 2025, through April 15, 2025 . The City will conduct a public hearing for the Substantial Amendment as part of the April 15, 2025, City Council meeting.
To encourage public participation, the City published notices in English and Spanish in the Victorville Daily Press on March 16, 2025 , as well as on the City’s website and social media accounts, in compliance with the Citizen Participation Plan.
An electronic copy of the Substantial Amendment is available on the City’s website, and hard copies are available at:
City Economic Development division
City Clerk’s Office
Hesperia Public Library
To ensure reasonable participation in the public hearing, residents may:
Attend in person at the City Council Chambers, 9700 Seventh Avenue, Hesperia, CA 92345. Watch the live stream on the City’s website.
Submit public comments:
o In person at City Council Meetings.
o By phone: Call the City Clerk’s office at (760) 947-1056 to record a message in advance. o Online: View live or archived meetings on the City’s website at www.cityofhesperia.us.
Sort
Order
Activity Target Population Summary Summary of Comments
Received
1. Public
Hearing
Minorities
Non-English
Speaking
Persons with
disabilities
Broad community
Residents of
public/assisted
housing
Stakeholders
The City conducted its
public hearing to review
the Substantial
Amendment on April 15,
2025.
(to be completed after
public hearing)
2. Comment
Period
Minorities
Non-English
Speaking
Persons with
disabilities
Broad community
Residents of
public/assisted
housing
Stakeholders
The City conducted its
comment period from
March 16, 2025, through
April 15, 2025.
(to be completed at close
of public comment
period)
Table 1 – Resident Engagement
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 4
OMB Control No: 2506-0117
EXPECTED RESOURCES – 91.220(C)(1,2)
Introduction
The City is repurposing $1,063,171 from Pre -PY 2024 formula uncommitted CDBG resources.
These uncommitted resources result from balances remaining after the completion of various activities.
Anticipated Resources
Program Source
of
Funds
Eligible Use of Funds Funds Narrative Description
Formula
CDBG
Public-
Federal
Public Services
Economic Development
Public Facility and
Infrastructure
Improvements
Affordable Housing
Planning and
Administration
$1,063,171 Activities to provide public
facility and infrastructure
improvements,
opportunities principally
for persons of low- and
moderate- income within
the City.
Table 2 - Expected Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The Economic Development division collaborates with other city departments and monitors additional funding sources at the local, state, and federal levels. This coordination en sures that the City addresses unmet needs and gaps for low - and moderate -income residents without providing duplicative assistance.
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 5
OMB Control No: 2506-0117
Annual Goals and Objectives – 91.220(c)(3)
The City will amend its Public Facility and Infrastructure Improvements Goals Summary to repurpose Pre-PY 2024 CDBG resources.
These funds will be reprogrammed into the PY 2023 and PY 2024 Action Plans and the corresponding PY 2020 – PY 2024 Consolidated Plan.
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Public Facility
and
Infrastructure
Improvements
2023 2024 Non-Housing
Community
Development
CDBG
Low- and
Moderate-
Income
Census
Track/Block
Groups
Provide public
facility and
infrastructure
improvements
to create
suitable living
environment
$1,143,538 Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit: 1,500
Persons
Assisted
2 Public Facility
and
Infrastructure
Improvements
2024 2025 Non-Housing
Community
Development
CDBG
Low- and
Moderate-
Income
Census
Track/Block
Groups
Provide public
facility and
infrastructure
improvements
to create
suitable living
environment
$1,509,777
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit: 7,440
Persons
Assisted
Table 3 – Annual Goals
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 6
OMB Control No: 2506-0117
PROJECTS – 91.220(D)
Introduction
With the repurposing of Pre -PY 2024 CDBG resources, the City will increase funding for the following projects in the PY 2023 and PY 2024 Annual Action Plans:
Project
# Project Name
1. 2023-2024 Street Improvement Project
2. 2024 Street Improvement Project
Table 4 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
This project was identified through consultation with City staff, departments, and stakeholders serving low- and moderate-income residents of Hesperia. It aims to provide decent housing, a suitable living environment, and expanded economic opportunities for low- and moderate-income persons within the City.
Project Summary Information
1 Project Name 2023-2024 Street Improvement Project
Target Area CDBG Low- and Moderate-Income Census Tract/Block Groups Goals Supported Public Facility and Infrastructure Improvements Needs Addressed Provide public facility and infrastructure improvements to create suitable living environments.
Funding CDBG: $1,143,538
Description Preserve and improve public facility and infrastructure to benefit low- and moderate -income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults.
Target Date 06/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Approximately 1,500 persons
Location Description CDBG Low- and Moderate-Income Census Tract/Block Groups Planned Activities The project will improve various roadways throughout the City, which will improve the safety of vehicular traffic and reduce maintenance costs. All work will be completed within existing right of way, within predominantly residential areas meeting the 51% low- and moderate-income CDBG requirement.
Draft Substantial Amendment – for Public Review
Annual Action Plan HESPERIA Pg. 7
OMB Control No: 2506-0117
2 Project Name PY 2024 Street Improvement Project
Target Area CDBG Low- and Moderate-Income Census Tract/Block Groups Goals Supported Public Facility and Infrastructure Improvements Needs Addressed Provide public facility and infrastructure improvements to create suitable living environments.
Funding CDBG: $1,509,777
Description Preserve and improve public facility and infrastructure to benefit low- and moderate -income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults.
Target Date 06/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Approximately 7,440 persons
Location Description CDBG Low- and Moderate-Income Census Tract/Block Groups Planned Activities The project will improve various roadways throughout the City, which will improve the safety of vehicular traffic and reduce maintenance costs. All work will be completed within existing right of way, within predominantly residential areas meeting the 51% low- and moderate-income CDBG requirement.
Table 5 – Project Details
City of Hesperia
STAFF REPORT
DATE: April 15, 2025
TO: Mayor and Council Members
FROM: Rachel Molina, City Manager
BY: Cassandra Sanchez, Director of Public Works/City Engineer Melinda Sayre, Deputy City Manager/City Clerk
SUBJECT: Consideration of the plans for the Animal Shelter Play Yard
RECOMMENDED ACTION
It is recommended that the City Council receive and file a presentation on the upcoming Animal Shelter Play Yard.
BACKGROUND
Approved by Council as part of the 24/25 fiscal year Capital Improvement Project (CIP) budget , this project will consist of new play yard with several fenced yards for various sized dogs and expanded parking lot for staff and volunteers. The benefits of this project is that it will provide the animals within the Animal Shelter space for exercise and socialization.
CITY GOAL SUPPORTED BY THIS ITEM
Public Safety – Ensure public safety resources adequately protect our community.
Financial Health – Maintain a balanced budget and adequate reserves.
FISCAL IMPACT
No fiscal impact is associated with this report.
ALTERNATIVES
Please provide an alternative direction to staff.
ATTACHMENTS
None
THIS PAGE LEFT INTENTIONALLY BLANK
City of Hesperia
STAFF REPORT
DATE: April 15, 2025
TO: Mayor and Council Members
Chair and Board Members, Hesperia Water District
FROM: Rachel Molina, City Manager
BY: Cassandra Sanchez, Director of Public Works/City Engineer Cristina Hall, Assistant Project Manager
SUBJECT: Amend the Professional Services Agreements for On-Call Engineering Services
RECOMMENDED ACTION
It is recommended that the City Council and Board of the Hesperia Water District 1) Approve an amendment to each of the three existing contracts to provide on-call engineering services in the amount of $300,000 each, for a revised not-to-exceed contract amount of $650,000 each
2) Approve a two-year contract extension and
3) Authorize the City Manager or designee to execute the amendment to the Agreement and any other necessary documents related thereto.
BACKGROUND
The City’s Capital Improvement Program (CIP) requires the construction of projects, including without limitation, street improvement projects, traffic signal projects, water and wastewater projects, drainage projects, etc. that require engineering studies, preparation of environmental documents, development of master plans, design surveying, geotechnical investigations, preparation of plans and specifications, and construction engineering services.
The on-call process has been used by the City in the past and has been proven to provide timelier project implementation as well as reduce contract administration time and costs. Most projects identified in the CIP will require professional engineering services through the duration of the various phases of the project from preliminary engineering through construction completion.
On June 7, 2022, the City Council awarded three contracts to perform on-call engineering services as follows:
David Evans and Associates, Inc. (PSA # 2022-23-044) $350,000 IMEG Corporation (PSA # 2022-23-046) $350,000
Micheal Baker International (PSA # 2022-23-045) $350,000
To meet critical deadlines for grants and other time -sensitive requirements, it is essential that consultants continue their engagement on various projects. Staff will request cost proposals from each of the on-call consultants for upcoming work. These proposals will be reviewed to ensure a
Staff Report to the Mayor and Council/Board Members
Amend the Professional Services Agreement for On-Call Engineering Services April 15, 2025
clear understanding of the scope of work, proposed costs, and the availability of consultants. This process will help maintain competitiveness among consultants for City projects.
ISSUES/ANALYSIS
The City received grant funding for a portion of some of the CIP projects. The deadline for the completion of the grant funded project is set by the granting agency, and failure to meet these deadlines could result in forfeiture of the funding. Amending these contracts allows for more timely processing to support meeting the grant conditions, and subsequently fully using the grant funding.
The consultants are currently or will be performing work that will carryover multiple fiscal years and the contract authority for the on-call contracts is nearly depleted. To continue work and meet timeliness with the grants, staff is requesting an increase to the on-call call contracts as well as a two-year extension to the original three-year contract term.
Increasing the contract will not require the City to use the entire contract amount . Actual expenditures will be based on services as they occur.
Consultants were informed that approval of the recommended action does not guarantee the issuance of contracts and/or task orders. On -call contracts allow staff the flexibility to mobilize professional services quickly and efficiently under pre -negotiated terms and conditions. On -call professional service contracts are standard practice in areas like engineering, construction, and consulting and can be found in local, regional, and state govern ment agencies such as San Bernardino County and the California Department of Transportation.
The following consultants are currently working on active projects:
David Evans
o Walnut Basin Biological Survey (Walnut Street H -01 Retention Basin, C.O.
No. 7141)
Task Order amount $84,203
Funding: Grant Funded (MWA)
Michael Baker
o Traffic Signal Design – (Traffic Signal – Seventh Avenue & Sequoia, C.O. No. 7173)
Task Order amount $119,550
Funding: ARPA Funding
o Maple Street Improvement – Design (Maple Avenue Street Improvement, C.O.
No. 7169)
Task Order amount $407,450
Funding: Grant Funded (CPFCDS), with obligation of funds by 8/15/2025 IMEG
o Construction Management and Inspection Services (Traffic Signal – Main St & Sultana/Timberlane C.O. No.7159)
Task Order amount $90,229
Funding: Grant Funded (HSIP)
Staff Report to the Mayor and Council/Board Members
Amend the Professional Services Agreement for On-Call Engineering Services April 15, 2025
CITY GOAL SUPPORTED BY THIS ITEM
Capital Improvement – Continually evaluate capital improvement priorities.
FISCAL IMPACT
Funding for various projects is budgeted in the Fiscal Year 2024-2025 CIP Budget. Each Fiscal Year’s project budget will include adequate appropriation authority for the engineering services needed.
ALTERNATIVE(S)
1. Do not increase and extend the existing PSAs. This alternative stops work in progress and grant requirements will not be met.
2. Provide alternative direction to staff
ATTACHMENT(S)
1. Staff Report On-Call Engineering Services June 7, 2022
2. On-Call Engineering Fee Schedules
City of Hesperia
STAFF REPORT
DATE: June 7, 2022
TO: Mayor and Council Members
Chair and Board Members, Hesperia Water District
FROM: Nils Bentsen, City Manager
BY: Rachel Molina, Assistant City Manager
David Burkett, Project Construction Manager
SUBJECT: Award Professional Services Agreements for On-Call Engineering Services
RECOMMENDED ACTION
It is recommended that the City Council and Board of Directors of the Hesperia Water District approve the award of a Professional Services Agreement (PSA) to three professional engineering design firms to provide On -Call Engineering Services for an initial term of three (3) years and each contract in an amount not to exceed $350,000 as follows:
Michael Baker International $350,000
David Evans and Associates, Inc. $350,000
IMEG Corporation $350,000
BACKGROUND
The City’s Capital Improvement Program (CIP) requires the construction of p rojects, including without limitation, street improvement pr ojects, traffic signal projects, water and wastewater projects, drainage projects, etc. that require engineering studies, preparation of environmental documents, development of master plans, design surveying, geotechnical investigations, preparation of plans and specifications, and construction engineering services.
Soliciting for professional contract services is a lengthy process of roughly 3 to 4 months. Rather than preparing a Request for Proposal (RFP) for each individual project and going through the RFP review process each time, having consultants on -call when services are nee ded is more efficient and cost effective . Further, this method shortens the du ration needed prior to start of design or construction of a project. There are circumstances when services are needed promptly and cannot wait 3 to 4 months for the RFP solicitation process. The on-call process has been utilized by the City in the past and has been proven to provide timelier project implementation as well as reduce contract administration time and costs. Almost every project identified in the CIP will require professional engineering services throughout the duration of the various phases of the project from preliminary engineering through construction completion.
ISSUES/ANALYSIS
The Public Contract Code requires contracts for professional engineering services to be awarded based on qualifications of a firm. Staff solicited professional on-call engineering services by issuing a Request for Qualifications (RFQ ) through a formal process utilizing Public | Purchase, Attachment 1
Staff Report to the Mayor and Council/Board Members
Award Professional Services Agreements for On-Call Engineering Services June 7, 2022
the City’s online site . A total of eleven Proposals were received and reviewed by a selection committee. The Proposals were evaluated based on certain criteria such as past experience, technical expertise and approach to the scope of work . The firms were ranked by the selection committee as follows:
Firm Name Average Score
Michael Baker International 96
David Evans & Associates 95
IMEG Corporation 94
Psomas 93
Angenious Engineering 92
Onward Engineering 92
Dokken Engineering 91
Huitt-Zollars 91
Engineering Resources 88
Merrell Johnson 87
Valued Engineering 82
Typical engineering design costs on a project range from 5% to 1 0% of the estimated project construction cost. Provision of geotechnical services and environmental services would typically add another 6% to the total costs. Smaller projects trend towards the higher end of the scale.
For example, the City’s annual roadway improvement project typically costs between $1.5 million and $2.0 million. The engineering costs for such a typical project would probably r ange from $240,000 to $320,000. Staff estimates that the professional engineering costs for each individual project over the next three years will be a maximum of $350,000.
Therefore, staff recommends agreement amounts of $350,000 each for Michael Baker International, David Evans & Associates, and IMEG Corporation for the initial three-year period.
Awarding the three contracts will not require the City or District to utilize the entire contract amount, actual expenditures will be based on cost proposals submitted by each consultant for each individual project for a lump sum, not-to-exceed amount.
FISCAL IMPACT
Funding for various projects is budgeted each year in the Adopted CIP Budget. Projects budgeted each fiscal year will include adequate appropriation authority for the engineering services needed on a project.
ALTERNATIVE(S)
1. Do not award the PSAs and direct staff to utilize the RFP process for each individual project.
ATTACHMENT(S)
None
Attachment 2
Exhibit II
Professional Services Agreement 2022-23-044
Ctty Ob ffiespe;tta
Fee Schedule
DAVID EVANS AND ASSOCIATES HOURLY BILLING RATES
CLASSIFICATION TITLE-NAME
Principal in Charge - Robert Kilpatrick
Project Management-Steven Anderson
QA/QC Manager - Heath Habig
Street Design Lead - Greg Kim
Street Support -Abigail Hartman
Street Support - Ryan Williams
Drainage Lead - Hong Zhang
Drainage/Environmental Support - Rebecca Kinney
Drainage Support - Shane Schubert
Traffic Lead - Minh Phan
Traffic Support -Alex Sequeira
Water/Sewer Lead-Safa Kamangar
Water/Sewer Support - Kathleen Hong
Water Support - Mary Dahl
Sewer Support- Craig Christensen
Traffic Lead -James Daisa
Traffic Support- Trisha Munoz
Environmental Lead - David Jaffe
Agency Coordination - Helen Wilson
Survey Lead - Bob Vasquez
Structural Lead - Guido Portier
Admin Support - Marga Rosso
Ad min Support -Verna Adams
DIRECT COST
Parking
Courier/Mail
Mileage
Copying B&W
Copying Color
Printing Services
Note 1: The base rate stated are for June 30, 2022 and are subject to annual escalation . lncorpornted. 1988
Hourly
$220.40/Hour
$319.63/Hour
$163.78/Hour
$255.74/Hour
$115.74/Hour
$132.91/Hour
$187.26/Hour
$274.16/Hour
$169.86/Hour
$199.54/Hour
$125.16/Hour
$292.04/Hour
$160.92/Hour
$184.76/Hour
$178.80/Hour
$222.01/Hour
$125.16/Hour
$262.24/Hour
$135.89/Hour
$247.34/Hour
$217.90/Hour
$116.70/Hour
$103.11/Hour
Per Receipt
Per Receipt
Per IRS Rate
$0.12
$0.90
Per Receipt
Note 2: The annual escalation will not exceed the rate of increase for the cost of goods as prov ided by the CPI-U: Riverside -San Bernardino-Ontario@ www .bis.gov
Note 3: Prevailing wages are subject to the California Department of Industrial Relations@ www .dir.ca.gov Note 4: There w ill be no markup for direct costs or subconsultant fees.
Exhibit 11 Page I of 5
Exhibit II
Professio nal Services Agreeme nt 2022-23-044
City o! ffiespe,cra
Incorporated. 1988
Note 5: All travel expenses (per diem , hotel , airfare) shall be pre-approved by the City prior to execution . All travel expenses shall follow current Caltrans travel and expense guides.
LEIGHTON CONSULTING, INC. HOURLY BILLING RATES
CLASSIFICATION TITLE-NAME
Group 1- Soils & Mater ials Tester
Group 2- Weld ing/Concrete Inspector
Group 3- Nondestruct ive Testing Inspector
DIRECT COST
M ileage
Vehicle
Drilling Subcontrac tor
Traffic Cont rol Subcontractor
Note 1: The base rate stated are for June 30, 2022 and are subject to annual escalation.
Hourly
$142.05
$144.01
$146.21
Per Mile
Per Hour
Per Project Basis
Per Project Basis
Prevailing Wage
$50 .43
$52.21
$54 .21
$0.585
$20.00
Per Project Basis
Per Project Basis
Note 2: The annual escalation will not exceed the rate of increase for the cost of goods as provided by the CPI-U: Riverside-San Bernardino-Ontario@ www .bis.gov
Note 3: Prevailing wages are subject to the Californ ia Department of Industrial Relations@ www .dir.ca.gov Note 4: There w ill be no markup for direct costs or subconsultant fees.
Exhibit II Page 2 of 5
Exhibit II
Professional Services Agreement 2022-23-044
Ctt~ Ob ffiespe1tta
MARRS SERVICES, INC. HOURLY BILLING RATES
CLASSIFICATION TITLE-NAME
Senior Construction Manager- Gama I Elgaali
Resident Engineer/Scheduler - Charles Feist
Sr. Estimator-John O'Brian
Construction Inspector - Robert Fa him
DIRECT COST
Printing and duplication (outside)
Postage and shipping (Mail, Federal Express, UPS, etc.) Cellular phone for inspector
Laptop including hotspot for network connection
Mileage at prevailing IRS Rate
Parking at various locations
Travel per client guidelines
Note 1: The base rate stated are for June 30, 2022 and are subject to annual escalation .
Hourly
$216.69
$156.02
$205 .32
$164.16
Each
Each
Month
Month
Mile
Each
Each
Prevailing Wage
No
No
No
Yes
At Cost
At Cost
$40.00
Incorporated. 1988
$105/ month plus inte rnet charges at cost
At Cost
At Cost
At Cost
Note 2: The annual escalation will not exceed the rate of increase for the cost of goods as prov ided by the CPI-U: Riverside-San Bernardino-O ntar io@ www .bis.gov
Note 3: Prevailing wages are subject to the California Department of Industri al Relations@ www.d ir.ca.gov Note 4: There w ill be no markup for direct costs or subconsultant fees.
Exhibit II Page 3 of 5
Exhibit II
Professional Services Agreement 2022-23-044
GPA CONSULTING HOURLY BILLING RATES
CLASSIFICATION TITLE-NAME
Principal Architectural Historian -Andrea Galvin
Principal Environmental Planner - Richard Galvin
Senior Associate Environmental Planner- Ryan Todaro
Senior Associate Biologist - Marieka Schrader
Senior Associate Environmental Planner- Erinn Silva
Senior Biologist - Sheri Mayta
Senior Environmental Planner - Laura Comstock
Senior Environmental Planner- Maria Bernardez
Senior Biologist - Angela Scudiere
Senior GIS Analyst - Martin Rose
Senior Biologist - Jennifer Johnson
Senior Environmental Planner - Catherine Saint
Senior Associate Architectural Historian - Jenna Kachour Senior Architectural Historian -Amanda Duane
Senior Biologist- Zachary Neider
Associate Environmental Planner - Adelyn Alanis
Associate Environmental Planner-Allie Acuna
Associate Architectural Historian -Audrey von Ahrens
Associate Architectural Historian - Emma Haggerty
Biologist - Lizbeth Orozco
Environmental Planner - Isabella Burch
Environmental Planner- Noeli Topete
Biologist - Cory Quon
Biologist- Mario Mayo
Biologist - Patrick Griggs
Project Coordinator - Jessica Nwankwo
DIRECT COST
Mileage
Research Fees
Records Search
Copies/Reproduction
Delivery
Note 1: The base rate stated are for June 30, 2022 and are subject to annual escalation.
Incorporated. 1988
Hourly
$277.65/Hour
$272.26/Hour
$237.99/Hour
$183.84/Hour
$211.54/Hour
$165.28/Hour
$158.65/Hour
$132
.23/Hour
$152.05/Hour
$145.43/Hour
$133.55/Hour
$132.23/Hour
$158.65/Hour
$131.90/Hour
$115.04/Hour
$103.13/Hour
$100.49/Hour
$105.
77/Hour
$112.40/Hour
$82.50/Hour
$79.34/Hour
$79.34/Hour
$66.11/Hour
$66.11/Hour
$66.11/Hour
$85.94/Hour
0.585
Note 2: The annual escalation will not exceed the rate of increase for the cost of goods as prov ided by the CPI-U: Riverside-San Bernard ino-Ontar io@ www .bis.gov
Note 3: Prevailing wages are subject to the Californ ia Department of Industr ial Relations@ www.dir .ca.gov Note 4: There w ill be no markup for direct costs or subconsultant fees.
Exhibit II Page 4 of 5
Exhibit II
Professional Services Agreement 2022-23-044
City Ob ffiespe1tta
EPIC IAND SOLUTIONS, INC. HOURLY BILLING RATES
CLASSIFICATION TITLE-NAME
Advisory Manager
Project Manager
Assistant Project Manager
Senior Right of Way Agent
Right of Way Agent
Right of Way Agent
Utility Coordination Lead
Utility Coordinator
Accounting
Note 1: The base rate stated are for June 30, 2022 and are subject to annual escalation.
Hourly
$189 .13
$140 .12
$101.59
$110.74
$88.27
$77.05
$161.13
$98.06
$138.72
Incorporated. 1988
Note 2: The annual escalation will not exceed the rate of increase for the cost of goods as provided by the CPI-U: Riverside-San Bernard ino-Onta rio@ www.b is.gov
Note 3: Prevailing wages are subject to the Californ ia Department of Industrial Relations@ www .dir.ca.gov Note 4: There will be no markup for direct costs or subconsultant fees.
Exhibit II Page 5 of 5
THIS PAGE LEFT INTENTIONALLY BLANK
City of Hesperia
STAFF REPORT
DATE: April 15, 2025
TO: Mayor and Council Members
FROM: Rachel Molina, City Manager
BY: Cassandra Sanchez, Director of Public Works/City Engineer Cristina Hall, Assistant Project Manager
SUBJECT: Amend the Professional Services Agreements for On-Call Engineering Design Services for Roadway Projects Funded by the CDBG Program
RECOMMENDED ACTION
It is recommended that the City Council:
1) Approve an amendment to each of the three existing on-call contracts for On-Call Engineering Services for roadway improvement projects funded by the City’s annual Community Development Block Grant (CDBG) in the amount of $350,000 each, for a revised not-to-exceed contract amount of $700,000 each;
2) Approve a two-year contract extension; and
3) Authorize the City Manager or designee to execute the amendment to the Agreement and any other necessary documents related thereto.
BACKGROUND
The City’s annual Capital Improvement Program (CIP) Budget includes the construction of roadway improvement p rojects that are funded by the U.S. Department of Housing and Urban Development (HUD) through its CDBG program. The proposed roadway improvements normally require the preparation of environmental documents, design surveying, geotechnical investigations, preparation of plans and specifications, and construction engineering services.
Due to the extensive documentation effort and regulatory requirements placed on projects that received CDBG funding, staff solicited for these services separate from the engineering services required for other projects.
Soliciting for professional contract services is a lengthy process of roughly three (3) to four (4) months. Rather than preparing a Request for Proposal (RFP) and going through the RFP review process for each individual project, it is more efficient and cost-effective to have consultants “on- call” and available when such services are needed. Further, this method shortens the duration of time preceding the start of design or the construction of a project.
HUD stipulates that CDBG Program funds received by the City must be spent in a timely manner (within one year). Having engineering consultants on -call shortens the project completion time, which is critical to meet the timeliness requirement. The on-call process has been utilized by the City in the past and has proven to provide timelier project implementation as well as reduce contract administration time and costs. Every roadway improvement project identified in the CIP that is funded by CDBG program funds will require professional engineering services throughout
Staff Report to the Mayor and Council Members
Amend the Professional Services Agreement for On-Call Engineering Design Services for Roadway Projects Funded by the CDBG Program
April 15, 2025
the duration of the various phases of the project from preliminary engineering through construction completion.
On August 2, 2022, City Council awarded three On-Call Engineering Design Service for Roadway Projects Funded by the CDBG program contracts as follows:
Angenious Engineering Services (PSA # 2022-23-048) $350,000 Onward Engineering (PSA # 2022-23-049) $350,000
Psomas (PSA # 2022-23-050) $350,000
Continuing this agreement allows these consultants to remain engaged in essential work, particularly to meet grant deadlines and other time-sensitive requirements.
To maintain competitiveness among consultants for City projects, staff will request cost proposals from each of the on -call consultants for upcoming work. These proposals will be reviewed to ensure a clear understanding of the scope of work, the proposed costs for services, and the availability of the consultants. Some of the consultan ts have already gone through this process as part of ongoing projects.
ISSUES/ANALYSIS
The City Council has continuously expressed a desire to improve existing roadways within the City. As a result, staff has sought innovative ways to fund such improvements. Annually the City receives Community Development Block Grant (CDBG) funding from the U.S. Department of Housing and Urban Development (HUD). In the past a large part of this funding was directed to programs, which left small amounts available for capi tal improvement projects. In order to accomplish the Council’s goal of improving more streets throughout the City, a larger amount of CDBG funding has been designated towards the CDBG Capital Fund.
The City must meet HUD’s timely performance measures . This means compliance with the regulatory requirement that the City spends its program funds in a timely manner. The goal of these contract amendments is to streamline the process and assist with meeting HUD’s timeliness. On-call contracts are imperative to meeting this goal.
The consultants are currently, or will be, performing work that will carryover fiscal years and the contract authority for the on -call contracts is nearly depleted. To continue work and meet timeliness with the CDBG program, staff is requesting an increase to the on-call contracts as well as a two-year extension to the original three-year contract term.
Increasing the contract will not require the City to use the entire contract amount. Actual expenditures will be based on services as they occur.
Consultants were informed that approval of the recommended action does not guarantee the issuance of contracts and/or task orders. On -call contracts allow staff the flexibility to mobilize professional services quickly and efficiently under pre -negotiated terms and conditions. On -call professional service contracts are standard practice in areas like e ngineering, construction, and consulting and can be found in local, regional, and state government agencies such as San Bernardino County and the California Department of Transportation.
Staff Report to the Mayor and Council Members
Amend the Professional Services Agreement for On-Call Engineering Design Services for Roadway Projects Funded by the CDBG Program
April 15, 2025
Currently, Onward Engineering is handling the FY 2023-24 Street Improvement Project (C.O. No. 7172) for Oakwood Avenue. The engineering design cost for this project is $156,987.
In addition, a Request for Cost Proposal has been issued for the upcoming FY 2024 -25 Street Improvement Project (C.O. No. 7175). The City will be moving forward with Psomas, with an agreed cost of $208,110 for this project.
CITY GOAL SUPPORTED BY THIS ITEM
Capital Improvement – Continually evaluate capital improvement priorities.
FISCAL IMPACT
CDBG funds are budgeted in the FY 2024-2025 CIP budget. Funding for continuing projects, and new projects, will be budgeted each year in the CIP Budget. Projects budgeted each fiscal year will include adequate appropriation authority for the engineering services needed on a particular project.
ALTERNATIVE(S)
1. Do not increase and extend the existing PSAs and direct staff to re-solicit for new on-call engineering services contracts or individual contracts for each project and redirect CDBG funds elsewhere.
2. Provide alternative direction to staff
ATTACHMENT(S)
1. Staff Report On-Call Engineering Services August 2, 2022
2. On-Call Engineering CDBG Fee Schedules
City of Hesperia
STAFF REPORT
DATE: August 2, 2022
TO: Mayor and Council Members
FROM: Nils Bentsen, City Manager
BY: Rachel Molina, Assistant City Manager
David Burkett, Project Construction Manager
SUBJECT: Award Professional Services Agreements – “On-Call” Engineering Services for Roadway Projects Funded by the CDBG Program
RECOMMENDED ACTION
It is recommended that the City Council approve the award of a Professional Services Agreement (PSA) to three professional engineering design firms to provide On-Call Engineering Services for roadway improvement projects funded by the City’s annual Community Development Block Grant (CDBG) allocation for an initial term of three (3) years as follows:
Psomas $350,000
Angenious Engineering Services $350,000
Onward Engineering $350,000
BACKGROUND
The City’s annual Capital Improvement Program (CIP) Budget includes the construction of roadway improvement projects that are funded one hundred percent (100%) by the U.S.
Department of Housing and Urban Development (HUD) through its CDBG Program. The proposed roadway improvements normally require the preparation of environmental documents, design surveying, geo technical investigations, preparation of plans and specifications, and construction engineering services. Due to the extensive documentation effort and onerous regulatory burdens placed on projects that receive CDBG funding, staff solicited for these services separate from the engineering services required for all other projects, which are funded with local dollars.
Soliciting for professional contract services is a lengthy process of roughly 3 to 4 months. Rather than preparing a Request for Proposal (RFP) and going through the RFP review process for each individual project, it is more efficient and cost-effective to have consultants “on-call” and available when such services are needed. Further, this method shortens the duration needed prior to start of design or construction of a project. HUD stipulates that CDBG Program funds received by the City must be spent in a timely manner (within one year). Having engineering consultants’ on-call shortens the project completion t ime by 3 to 4 months , which is critical to meet the timeliness requirement. The on-call process has been utilized by the City in the past and has been proven to provide timelier project implementation as well as reduce contract administration time and costs. Every roadway improvement project identified in the CIP that is funded by CDBG Program funds will require professional engineering services throughout the duration of the various phases of the project from preliminary engineering through construction completion.
Attachment 1
Staff Report to the Mayor and Council Members
Award Professional Services Agreements – “On-Call” Engineering Services For Roadway Projects Funded by the CDBG Program
August 2, 2022
ISSUES/ANALYSIS
The Public Contract Code requires contracts for professional engineering services to be awarded based on qualifications of a firm. Staff solicited professional on-call engineering services by issuing a Request for Qualifications (RFQ ) through a formal process utilizing Public | Purchase, the City’s online site . A total of seven Proposals were received and reviewed by a selection committee. The Proposals were evaluated based on certain criter ia such as past experience, technical expertise and approach to the scope of work . The firms were ranked by the selection committee as follows:
Firm Name Average Score
Psomas 92
Angenious Engineering 91
Onward Engineering 91
Michael Baker International 89
Huitt-Zollars 89
David Evans & Associates 87
IMEG Corporation 84
Typical engineering design costs on roadway improvement projects range from 10 % to 18% of the estimated project construction cost. Provision of environmental services, geotechnical services and other construction engineering services will typically add another 12% to the total costs. Smaller projects trend towards the higher end of the scale. For example, the City’s annual CDBG roadway improvement project typically costs between $750,000 and $1.0 million. The engineering costs for such a typical project would probably r ange from $ 225,000 to $ 300,000.
Staff estimates that the professional engineering costs for each individual project over the next three years will be a maximum of $300,000.
Therefore, staff recommends agreement amounts of $300,000 each for Psomas, Angenious Engineering Services, Inc., and Onward Engineering for the initial three-year period. Awarding the three contracts will not require the City to utilize the entire contract amount, actual expenditures will be based on cost proposals submitted by each consultant for each individual project for a Lump Sum, not-to-exceed amount.
FISCAL IMPACT
Funding for various projects is budgeted each year in the Adopted CIP Budget. Projects budgeted each fiscal year will include adequate appropriation authority for the engineering services needed on a project.
ALTERNATIVE(S)
1. Do not award the PSAs and direct staff to utilize the RFP process for each individual project.
ATTACHMENT(S)
None
Attachment 2
City of Hesperia
STAFF REPORT
DATE: April 15, 2025
TO: Mayor and Council Members
FROM: Rachel Molina, City Manager
BY: Cassandra Sanchez, Director of Public Works/City Engineer Brian Blackwell, Streets/Traffic Operations Manager
SUBJECT: Consideration of the In-House Striping Program and the Purchase of Striping Equipment
RECOMMENDED ACTION
It is recommended that the City Council:
1. Approve the implementation of an in-house roadway striping program;
2. Authorize the City Manager to enter into an agreement with Victorville Chevrolet for the purchase of one (1) 2024 Chevrolet 3500 flatbed truck in an amount not to exceed $65,000; and
3. Authorize the City Manager to enter into an agreement with Dispensing Technology Corporation for the purchase of one (1) Graco RoadLazer RoadPak Striping System in an amount not to exceed $89,985.
BACKGROUND
The City of Hesperia currently maintains over 500 miles of roadway, of which approximately 150 miles require striping and legend maintenance. Roadway striping is essential for ensuring the safe and efficient flow of traffic.
The City has traditionally relied on contractors for striping maintenance. The FY 2024-25 Budget allocated $169,000 toward this effort, which is expected to cover approximately 53 miles of roadway. Minor maintenance is performed using in -house equipment, including a truck outfitted for street legends and a walk-behind parking lot striper. However, this equipment is only suitable for small-scale jobs.
ISSUES/ANALYSIS
While the City budgets and contracts for striping maintenance, working with contractors has proven difficult for the following reasons:
Most contractors are based outside the Tri-City area. Contractors request that the City batch maintenance work orders to justify mobilizing striping crews.
This means that road striping has not always been maintained in a timely manner due to these delays and does not meet the City’s goal of refreshing roadway striping.
Staff Report to the Mayor and Council Members for the Purchase of Traffic Striping Equipment April 15, 2025
Faced with persistent reliability concerns and an increasing demand for roadway striping maintenance, the City initiated efforts to transition striping services to an in-house operation. With the investment in a new striping vehicle, current staffing levels in Public Works can accommodate the necessary striping maintenance.
Striping Equipment:
To effectively and safely conduct striping maintenance on the City’s roadway network, the City would need to outfit a ne w one-ton flatbed truck with a Graco RoadLazer RoadPak System , a striping machine. The Graco RoadLazer RoadPak System is designed for a crew of two: a driver and an operator. Once the paint system is installed onto the truck, it will be outfitted with safe ty features, such as a high-definition camera system and in-cab controls, allowing for precise striping with enhanced visibility and minimal exposure to traffic.
For the flatbed one-ton truck, the staff requested three quotes, to which two dealerships responded. It was determined that Victorville Chevrolet was the lowest-responsible bidder.
As for the striping unit, staff recommends using a sole source exemption for Dispensing Technology Corporation, which is the distributor of the Graco RoadLazer RoadPak System. This unit is compatible with the current furnishings, materials, and equipment utilized by Public Works.
The following table details the FY 2024-25 costs of the new striping unit:
This equipment enables long-line striping, allowing for the maintenance of arterials within the city while addressing all engineering and resident requests. This also allows staff to prioritize needs along roadways better, as striping is damaged over time by wear and tear or storm cleanup.
Implementation Plan:
Should the City Council approve the purchase of the necessary equipment and the in -house striping program, the City has developed a four-year implantation plan. By Year 4, the City anticipates having the capabilities to maintain all striping south of Bear Valley Road. The City will continue to rely on a cooperative agreement with Victorville for striping on Bear Valley Road. Year 1 & Year 2: Focus on increasing the amount of roadway striped as staff becomes more efficient with the equipment.
Year 3 & Year 4: The focus will shift to maintaining the majority of all the City’s roadway striping.
In-House Program versus Contract:
The weighted average of contracted per-foot stripping changes annually, depending on the City's needs. For example, for the FY 2023 -24 striping contract, the contractor charged a weighted average of $0.33 per lineal foot of striping due to the focus on maintaining two-lane turn pockets.
For 2024-25, the staff anticipates a weighted average of $0.22 per lineal foot, with an emphasis Roadway Striping Truck
Graco Roadlazer Roadpack 89,985$
Truck/Chassis 65,000
Safety Accessories 5,000
Total 159,985$
Staff Report to the Mayor and Council Members for the Purchase of Traffic Striping Equipment April 15, 2025
on double yellow line work. It is sufficient to say that the per lineal foot cost varies each year depending on the need.
For analysis purposes, it was assumed that Year 1 would cost $0.22 per lineal foot and then have an annual escalator of 10%. Further, it is believed that the City would pay $0.12 per lineal foot for painting materials. This assumes $0. 10 per lineal foot to paint a line that is 15 mil thick and six inches wide. Additionally, the in-house cost assumes $0.02 for glass beads. Lastly, the same annual 10% escalator is applied to the future years.
To demonstrate the cost savings, the follow ing table assumes the annua l stripping of 292,000 lineal feet or approximately 18 miles. This is done to show the anticipated yearly cost difference based on the same amount of fee striped. As indicated in the Implementation Plan, the City fully anticipates increasing the miles striped in FY 2026-27 and FY 2027-28.
It should be noted that by FY 2027-28 and FY 2028-29, the City should expect material costs to grow to $285,000, as opposed to the FY 2024-25 Budget of $200,000. This growth is attributed to the materials required to maintain approximately 150 miles of ro adway with striping. As a comparison, if the City contracted for the exact 150 miles, it could expect to pay $523,000 at $0.22 per lineal foot or $784,000 at $0.33 per lineal foot, a savings of approximately $238,000 to $499,000.
In addition to operational efficiencies and improved responsiveness, transitioning striping services in-house presents a projected cost savings opportunity. The in-house striping can be completed with the current staffing levels. Based on projected striping quantities, this approach is expected to yield long-term savings while providing greater flexibility, enhanced safety, and higher-quality results.
Should the City Council approve the in-house striping program and the purchase of the necessary equipment, the staff recommends reallocating the FY 2024 -25 budgeted funds previously designated for contracted street striping services to support the startup and implementation of the in-house program.
CITY GOAL SUPPORTED BY THIS ITEM
Public Safety - Ensure public safety resources adequately protect our community.
Financial Health - Maintain a balanced budget and adequate reserves.
Year
Lineal
Feet Miles*
Cost per
Lineal Foot
Material
Cost
Cost per
Lineal Foot
Total
Cost
Identified
Savings
Year 1 292,000 18 $ 0.12 $ 35,040 $ 0.22 $ 64,240 $ 29,200 Year 2 292,000 18 0.13 37,960 0.24 70,080 32,120 Year 3 292,000 18 0.14 40,880 0.26 75,920 35,040 Notes:
Assumed Comparative Cost
In-House Vendor
1. This approximates to 15,840 lineal feet of roadway for every mile.
2. Year 1 through 3 was kept at the same mileage to create a comparative analysis.
Staff Report to the Mayor and Council Members for the Purchase of Traffic Striping Equipment April 15, 2025
FISCAL IMPACT
For the FY 2024-25 Budget, there is $169,000 allocated for roadway striping maintenance in the Streets Maintenance Fund, which has not yet been utilized. If approved, these funds would be used to purchase the following:
One (1) 2024 Chevrolet 3500 flatbed truck – not to exceed $65,000 One (1) Graco RoadLazer RoadPak Striping System – not to exceed $89,985
This combined cost is $154,985 and would be fully covered by the existing striping maintenance budget allocation. The remaining balance from the FY 2024-25 Budget for striping will be retained for as-needed striping while the equipment is being delivered to the City.
For FY 2025 -26, the City recommends allocating approximately $80,000 to $100,000 to Public Works – Traffic to purchase striping materials, including paint and beads, to fund Bear Valley Road maintenance shared with Victorville and to allow for specialty striping that includes thermoplastic. This allocation would yield an operational budget savings of $100,000, as the FY 2024-25 budget for all striping-related activities is $200,000.
ALTERNATIVES
Please provide an alternative direction to staff.
ATTACHMENTS
1. Graco Roadlazer Roadpack information and Quote.
2. Bid Comparison for a One-Ton Flatbed Truck.
Quote
Date
2/24/2025
Quote #
15303
Name / Address
CITY OF HESPERIA
FINANCE DEPARTMENT
9700 7TH AVE
HESPERIA, CA 92345
Ship To
CITY OF HESPERIA
BRIAN BLACKWELL
17282 MOJAVE ST
HESPERIA, CA 92345
Dispensing Technology Corporation
390 Lombard Street
Oxnard, CA 93030
P.O. No. Terms
Net 30
Due Date
3/26/2025
Rep
WMS
Account #
MN6200
FOB
Signature
Phone # 805-388-5575
Fax # 805-388-5560
[email protected]
Total
Subtotal
Sales Tax (7.75%)
All Prices Are Subject To Change Without Notice
Item Description Qty U/M Cost Total
G25D283 ROADPAK HD, OPTION 4, 2-PUMP, 1350LB
BEAD TANK, SLIDE-IN MOUNT FRAME,
3-GUN ARM, ADVANCED CONTROL, HD
CAMERA SYSTEM, SIMPLE GUIDE SYS, GUN
LIFT WINCH, REAR SEAT, STEERABLE
CARRIAGE
1 ea 83,512.50 83,512.50T
INSTALLATION AND TRAINING TO BE
PROVIDED BY DTC AT THE DTC FACILITY
THIS QUOTE IS VALID UNTIL DECEMBER 1,
2025
_____________________________________ $89,984.72
$83,512.50
$6,472.22
Item No. Qty Description Unit Cost Extended Amount Unit Cost Extended Amount 1 1 Flatbed Truck 60,476.95 60,476.95 60,954.00 60,954.00 Doc Fee 85.00 85.00
Total Before Sales Tax 60,561.95 61,039.00
Sales Tax At 7.75% 4,693.55 4,730.52
Total Before Non-Taxable Items 65,255.50 65,769.52
Non-Taxable Tire Fee 10.50 10.75
Non-Taxable E-Plate Fee 34.00 34.00
GMBC Upfit Rebate (300.00) 0.00
Total Bid Amount 65,000.00 65,814.27
Submitted Bid Total 65,000.00 65,814.27
Difference 0.00 0.00
Winning Bidder
NOTE: Fairview Ford, Sunrise Ford, And Winner Chevrolet Did Not Respond.
RBF 2024-25-016 Flatbed Truck
Bid Comparison Type: Taxable
Bid Comparison Completed By: Robert Worby
Victorville Chevrolet Ken Grody Ford - Redlands
Date: 03/27/2025