DRAFT
FY 2024/25 CONSOLIDATED ANNUAL
PERFORMANCE & EVALUATION
REPORT
(CAPER)
JULY 1, 2024 – JUNE 30, 2025
City of Huntington Beach
Community Enhancement Division
2000 Main Street
Huntington Beach, CA 92648
2024/25 CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
Introduction ................................................................................................................................................. 2 CR-05 – Goals and Outcomes ...................................................................................................................... 5 CR-10 - Racial and Ethnic Composition of Families Assisted .................................................................... 12 CR-15 - Resources and Investments ........................................................................................................... 13 CR-20 - Affordable Housing ....................................................................................................................... 20 CR-25 - Homeless and Other Special Needs ............................................................................................. 23 CR-30 - Public Housing ............................................................................................................................... 29 CR-35 - Other Actions ................................................................................................................................. 30 CR-40 - Monitoring .................................................................................................................................... 37 CR-45 - CDBG .............................................................................................................................................. 39 CR-50 - HOME ............................................................................................................................................. 40 CR-58 – Section 3 ........................................................................................................................................ 43
2024/25 CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
I n tr od uc t io n
The City of Huntington Beach (City) has prepared the 2024/25 Consolidated Annual Performance and Evaluation Report (CAPER) as required by the U.S. Department of Housing and Urban Development (HUD) which describes the use of federal Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) fund s during the fifth and final program year of the 2020/21 – 2024/25 Consolidated Plan period, covering July 1, 2020, to June 30, 2025.
The City receives CDBG and HOME funds from HUD on a formula basis each year, and in turn, implements projects and awards grants to nonprofit, for‐profit, or public organizations for projects in furtherance of the adopted Consolidated Plan. The CDBG and HOME programs generally provide a range of eligible activities for the benefit of low‐ and moderate‐income Huntington Beach residents. The CAPER discusses affordable housing outcomes, homelessness and special needs activities, non -housing community developmen t activities, and other actions in furtherance of the City’s Annual Action Plan projects and programs for Fiscal Year (FY) 2024/25 (July 1, 2024, to June 30, 2025).
For the 2024/25 fiscal year, the City received $1,1 21,195 of CDBG funds from HUD, which were combined in the Action Plan with $ 447,163 of unexpended CDBG funds from prior years , and $44,726.72 in program income receipts for a total investment of $1, 613,084.72. In HOME funding, the City was awarded $ 538,328, coupled with $ 542,762 in prior year unspent funds, and new program income received in the amount of $1 7,097, made $1,098,187 available for the fiscal year. This investment of CDBG and HOME funds was a catalyst for positive change in the community. Together with other federal, state and local investments, HUD resources allowed the City and its partners to:
• Provide fair housing services to 333 residents.
• Provide homelessness prevention and assistance services to 579 residents. • Provide public services to 150 children.
• Provide tenant-based rental assistance and housing operation services to 62 eligible households.
• Provide 20 homeowners with assistance in the form of grants and loans to make significant housing repairs and improvements.
• Remove architectural barriers by upgrading sidewalks and curbs and providing improved and accessible restrooms at the City’s Central Library benefiting 26,975 persons with disabilities.
2024/25 CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
In 2021, HUD allocated $2,240,675 to the City of Huntington Beach under the HOME-American Rescue Plan Program (HOME-ARP), aimed at reducing homelessness and increasing housing stability. To date, $2,190,675 has been dedicated to supportive services at the Navigation Center, with an additional $50,000 allocated for program administration. During the fiscal year 2024/25, the Navigation Center provided supportive services to 409 unduplicated individuals, including 18 Veterans and 73 elderly persons . This continued investment reflects the City's ongoing commitment to addressing homelessness and enhancing housing stability.
The figure below illustrates the City's priority needs as well as the strategies implemented to address these priorities, as outlined in the City's Five-Year Consolidated Plan.
2024/25 CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Priority Need 5-Year Implementing Goals and Projects/Programs Households with Housing Problems Sustain and Strengthen Neighborhoods ➢ Owner-Occupied Single Family, Condo, and Mobile Home
Rehabilitation Grant Program (40 housing units)
➢ Owner-Occupied Single-Family Rehabilitation Loan
Program (10 housing units)
➢ Housing Rehabilitation Loan Administration (50 housing units)
➢ Special Code Enforcement Program (3000 housing units) Preserve Existing and Create New Affordable Housing
➢ Acquisition/Rehabilitation/New Construction (20 housing units)
➢ Tenant-Based Rental Assistance (100 households)
Homelessness Support Efforts to Address Homelessness
➢ Homeless Outreach Program (2,000 persons)
➢ StandUp for Kids Street Outreach Program (560 persons) ➢ Robyne’s Nest Housing for Homeless High Schoolers (45 persons)
➢ Navigation Center Operations Program (100 persons)
Special Needs Populations Support Agencies that Assist Special Needs Populations ➢ Senior Services Care Management Program (825 persons) ➢ Oakview Family Literacy Program (950 persons)
Priority Community Services Increase Access to Community Services for Low- and Moderate- Income Persons
➢ Children’s Bureau (2,000 persons)
Priority Community and Public
Facilities
Preserve Existing and Create New Community and Public Services ➢ Various Community and Public Facility Projects (5,000 persons)
Priority Infrastructure
Improvements
Provide Needed Infrastructure Improvements
➢ Various Public Infrastructure Improvement Projects
(2,000 persons)
Other Housing and Community
Development Needs
Planning for Housing and Community Development
➢ CDBG Program Administration
➢ HOME Program Administration
➢ Fair Housing Foundation
2024/25 CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -0 5 – G oa ls a nd O u tc om es
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
Table 1 below illustrates the City’s outcomes for the Fiscal Year 2024/25 Annual Action Plan, comparing these results to the aggregate goals outlined in the five -year Consolidated Plan (2020/21 – 2024/25). The table provides a clear overview of the progress made within the fiscal year relative to the broader targets set for the five-year period.
2024/25 CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category
Strategic
Plan
Source /
Amount Indicator
Unit of
Measure
5-Year Strategic Plan 2024/25 Annual Action Plan
Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Preserve
Existing and
Create New
Affordable
Housing
Affordable
Housing
HOME:
$4,175,718
Rental units
constructed
Household
Housing
Unit
20 Housing
Units
(TBD Acq/
Rehab/ New
Construction
Projects)
9 Housing
Units
(HB Senior
Housing
Project: 9
housing units)
45.00% 0 Housing
Units
(No housing
projects
funded in FY
2024/25)
9 Housing
Units
(HB Senior
Housing
Project/
Pelican
Harbor: 9
housing
units)
100.00%
Preserve
Existing and
Create New
Affordable
Housing
Affordable
Housing
HOME:
$1,625,000
Tenant-based
rental
assistance /
Rapid
Rehousing
Households
Assisted
100 Households
(Various Service
Providers: 100
households)
262
Households
(Families
Forward TBRA:
91 households;
Interval House
TBRA: 21
households;
Mercy House
TBRA: 74
households;
Mobile Home
TBRA
Program: 76
households)
262.00% 60
Households
60 Housing
Units
(Families
Forward
TBRA: 15
households;
Mercy House
TBRA: 15
households;
Mobile Home
TBRA
Program: 30
households;
Housing
Services for
TBRA: 60
housing
units)
62 Households
62 Housing
Units
(Families
Forward
TBRA: 23
households;
Mercy House
TBRA: 17
households;
Mobile Home
TBRA
Program: 22
households;
Housing
Services for
TBRA: 62
housing
units)
103.33%
103.33%
2024/25 CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sustain and
Strengthen
Neighborhoods
Affordable
Housing
CDBG:
$1,315,000
Homeowner
Housing
Rehabilitated
Household
Housing Unit
100 Housing
Units
(Owner
Occupied
Rehab Grant
Program: 40
housing
units; Owner
Occupied
Rehab Loan
Program: 10
housing
units;
Housing
Rehab
Admin.: 50
housing
units)
75 Housing
Units
(Owner
Occupied
Rehab Grant
Program: 18
housing
units; Owner
Occupied
Rehab Loan
Program: 1
housing unit;
Housing
Rehab
Admin.: 12
housing
units; Owner
Occupied
Rehab Grant
and Loan
Program: 44
housing
units)
75.00% 13 Housing
Units
(Owner
Occupied
Rehab Grant
and Loan
Program: 13
housing
units)
20 Housing
Units
(Owner
Occupied
Rehab Grant
and Loan
Program: 20
housing units)
153.85%
Sustain and
Strengthen
Neighborhoods
Affordable
Housing
CDBG:
$1,000,000
Housing Code
Enforcement/Fo
reclosed
Property Care
Household
Housing Unit
3,000
Housing
Units
(Special Code
Enforcement:
3,000
housing
units)
5,578
Housing
Units
(Special Code
Enforcement:
5,578
housing
units)
185.93% 600 Housing
Units
(Special Code
Enforcement:
600 housing
units)
1,008 Housing
Units
(Special Code
Enforcement:
1,008 housing
units)
168.00%
2024/25 CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
Support Efforts
to Address
Homelessness
Homeless CDBG:
$1,216,193
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit
Persons
Assisted
2,705 Persons
(Homeless
Outreach: 2,000
persons;
StandUp for Kids
Street Outreach:
560 persons;
Robyne’s Nest
Housing for
Homeless: 45
persons;
Navigation
Center: 100
persons)
2,829 Persons
(Homeless
Outreach: 827
persons;
StandUp for
Kids Street
Outreach: 115
persons;
Robyne’s Nest
Housing for
Homeless: 70
persons;
Project Hope
Alliance: 239
persons;
Navigation
Center: 1,578
persons)
104.58% 121
Persons
(StandUp for
Kids Street
Outreach: 23
persons;
Robyne’s
Nest: 20
persons;
Project Hope
Alliance: 78
persons)
579
Persons
(StandUp for
Kids Street
Outreach: 24
persons;
Robyne’s
Nest: 25
persons;
Project Hope
Alliance: 121
persons;
Navigation
Center: 409
persons;)
478.51%
Support
Agencies that
Assist Special
Needs
Populations
Non-Homeless
Special Needs
CDBG:
$262,208
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit
Persons
Assisted
1,775
Persons
(Senior Services
Care
Management:
825 persons;
Oakview Family
Literacy
Program: 950
persons)
1,448
Persons
(Senior
Services Care
Management:
1,224 persons;
Oakview
Family Literacy
Program: 264
persons)
83.83% 0
Persons
(No special
needs
programs
funded in FY
2024/25)
0 Persons
(No special
needs
programs
funded in FY
2024/25)
0.00%
Increase Access
to Community
Services to
Low- and
Moderate-
Income Persons
Non-Homeless
Special Needs
CDBG:
$280,000
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit
Persons
Assisted
2,000 Persons
(Children’s
Bureau: 2,000
persons)
867 Persons
(Children’s
Bureau: 867
persons)
43.35% 150 Persons
(Children’s
Bureau: 150
persons)
150 Persons
(Children’s
Bureau: 150
persons)
100.00%
2024/25 CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Preserve
Existing &
Create New
Community &
Public Facilities
Homeless
Non-Housing
Community
Development
CDBG:
$1,461,662
Public Facility
or
Infrastructure
Activities
other than
Low/Moderate
Income
Housing
Benefit
Persons
Assisted
5,000 Persons
(Various Public
Improvement
Projects)
24,225
Persons
(Central
Library
Restroom
Improve-
ments: 24,225
persons)
484.50% 0 Persons
(No
community/
public facility
projects were
funded in FY
2024/25)
24,225
Persons
(Central
Library
Restroom
Improve-
ments: 24,225
persons)
100.00%+
Provide Needed
Infrastructure
Improvements
Non-Housing
Community
Development
CDBG:
$1,569,394
Public Facility
or
Infrastructure
Activities
other than
Low/Moderate
Income
Housing
Benefit
Persons
Assisted
2,000 Persons
(Various
Infrastructure
Improvement
Projects)
9,312 Persons
(ADA Curb
Cuts in
Maintenance
Zone 3: 1,939
persons; ADA
Curb Cuts in
Maintenance
Zone 5: 2,118
persons; ADA
Curb Cuts in
Maintenance
Zone 1: 2,505
persons; ADA
Curb Cuts in
Maintenance
Zone 2: 2,750
persons)
465.60% 2,750
Persons
(ADA Curb
Cuts in
Maintenance
Zone 2: 2,750
persons)
2,750
Persons
(ADA Curb
Cuts in
Maintenance
Zone 2: 2,750
persons)
100.00%
Planning for
Housing and
Community
Development
Administration CDBG:
$1,437,224
HOME:
$432,790
Not
applicable.
Not
applicable.
Not
applicable.
Not
applicable.
Not
applicable.
Not
applicable.
Not
applicable.
Not
applicable.
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
2024/25 CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
Consistent with the City’s Priority Needs outlined in the Consolidated Plan, the City allocate d majority of its CDBG funding to non -housing community development activities ( public facilities, infrastructure, and services ), preceded by the community’s housing needs and program administration funded by both CDBG and HOME. The City ’s Priority Needs are a product of the Needs Assessment, Housing Market Analysis, public input, and community needs survey – all conducted during the development of the Consolidated Plan . The Consolidated Plan’s five-year priorities for assistance with CDBG and HOME funds also takes into consideration several factors such as: 1) those households most in need of housing and community development ass istance, as determined through the Consolidated Plan needs assessment, consultation, and public participation process; 2) which activities will best meet the needs of those identified households; and 3) the extent of other non -federal resources that can be utilized to leverage/match CDBG and HOME funds to address these needs.
Overall, the projects and programs approved in the FY 2024/25 Annual Action Plan effectively maximized the impact of the available resources. Under the category of Affordable Housing, the City allocated funds for homeowner rehabilitation and tenant-based rental assistance. The City aimed to fund and complete 1 3 rehabilitation projects within the year, and overachieved this target by completing 20. Additionally, the City supported three tenant -based rental assistance programs, including one specifically for senior mobile home occupants requiring help with space rents. The original goal was to assist 60 households, but the City surpassed this objective by providing assistance to 62 households, achieving 103% of the goal.
The City did not set any goals for the creation of new rental units in FY 2024/25. However, during FY 2020/21, the City allocated $2.8 million to the Huntington Beach Senior Housing Project, which was completed during the fiscal year. In collaboration with Jamboree Housing Corporation, the City developed the site at 18431 Beach Boulevard. The project features 42 one-bedroom/one-bath units, one two -bedroom/one-bath manager’s unit, ground -level and subterranean parking, conference and office rooms, resident lounges, and outdoor amenities such as a courtyard and a dog park. The project incorporates nine units with HOME-restricted rents, 21 units designated for Mental Health Services Act (MHSA) eligible individuals experiencing homelessness, and 12 units for non -MHSA senior households facing homelessness. The project was completed in January 2025.
The last program under the category of Affordable Housing is the Special Code Enforcement
2024/25 CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program. The City had a goal to inspect 600 housing units under State and local health, safety, and building codes, and met 168% of the goal.
Public service allocations amounted to the maximum allowable under CDBG regulations (15 percent of the annual allocation ). The City allocated $ 65,250 to the Children’s Bureau after school program; $19,215 to StandUp for Kids Street Outreach; $50,000 to Robyne’s Nest; and $33,714 to Project Hope Alliance.
In its efforts to address homelessness, the City significantly exceeded its goal by assisting 579 individuals out of the proposed 121, achieving over 478% of the target. This support was provided through programs such as StandUp for Kids Street Outreach, Robyne’s Nest, Project Hope Alliance, and the Navigation Center. Additionally, under the goal to increase access to community services for low - and modera te-income persons, the Children’s Bureau met its target of 150 by providing free after -school programming to children in the Oak View neighborhood.
One non-housing community development project was funded in FY 2024/25 - the ADA Curb Cuts in Maintenance Zone 2 project. The Project involved removing curbs and reconstructing them as ramps to improve accessibility for wheelchair users and individuals with visual impairments. Completed at the end of FY 2024/25, this initiative has enhanced access to street intersections for 2,750 individuals.
Additionally, the Central Library, located at 7111 Talbert Avenue, was completed in FY 2024/25.
This 2023/24 project had restrooms from the 1970s that did not meet current ADA accessibility standards. Given that the library serves hundreds of visitors each week, the City undertook improvements to remove architectural barriers and enhance restroom accessibility for all individuals, including those with disabilities. It is estimated that 24,225 disabled persons in Huntington Beach benefit from the restroom improvements.
As a reminder, results may vary from year to year based on the timing of funding and project completion. Affordable housing, public facilities, and public infrastructure projects typically span multiple years.
2024/25 CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -10 - R a c ia l a nd E t h ni c C o mp o si t i on of Fa m i lie s As si st ed
Describe the families assisted (including the racial and ethnic status of families assisted).
CDBG HOME TOTAL
White 21,193 688 21,881
Black or African American 211 40 251
Asian 2,550 37 2,587
American Indian or American Native 166 10 176
Native Hawaiian or Other Pacific Islander 26 4 30
Other Multi Racial 3,169 34 3,203
TOTAL 27,315 813 28,128
Hispanic 5,195 171 5,366
Not Hispanic 22,120 642 22,762
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
For the program year 2024/25, the majority of the CDBG allocation was directed towards community development and housing activities, including public services, public infrastructure and facilities, code enforcement, administration, and affordable housing.
HOME funds were utilized for tenant-based rental assistance (TBRA) targeting homeless individuals, victims of domestic violence, veterans, and senior mobile homeowners, as well as fair housing services . Among the beneficiaries of the HOME-funded TBRA programs, 85% identified as White, while 21% were of Hispanic ethnicity. Black or African American and Asian individuals comprised 5% of HOME program recipients each. Similarly, CDBG-funded activities benefited 76% of individuals who identified as White, over 9% who were Asian, under 1% who were Black, and over 19% who identified as Hispanic, regardless of race.
2024/25 CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -1 5 - R es o urc es a nd I nv es t ment s
Identify the resources made available.
Source of Funds Source
Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $1,857,508.55 $1,287,473.04
HOME public - federal $1,098,187.00 $912,476.39
HOME-ARP Public-Federal $0 $906,186.73
Table 3 - Resources Made Available
Narrative
During the fiscal year 2024/25, the City received an allocation of Federal funds to support the goals outlined in the Annual Action Plan. The Community Development Block Grant (CDBG) program provided an entitlement amount of $1,1 21,195. In addition to this, there was $619,433.73 in unspent funds from prior years, and program income of $ 116,879.82 (includes 2024 and 2025 receipts), resulting in a total of $1,857,508.55 available for CDBG activities.
For the HOME Investment Partnerships Program, the entitlement amount for FY 2024/25 was $538,328. This was supplemented by $ 17,097 in receipted program income and $ 542,762 in uncommitted prior year funds, bringing the total available HOME funding to $1,098,187. These funds will be utilized to advance the City's housing objectives for the fiscal year.
During the 202 4/25 program year, the City expended a total of $ 3,106,136.16 in federal resources and program income to address the needs of extremely low, low, and moderate - income individuals. Of this, $ 1,287,473.04 was disbursed to CDBG activities. These expenditures covered a range of projects and programs approved both for FY 20 24/25 and earlier years, including public services, public facility and infrastructure projects, code enforcement, homeowner rehabilitation, housing services, and program administration.
In addition, $ 912,576.39 was disbursed from HOME funds, with the majority, $ 770,329.81, dedicated to tenant -based rental assistance programs. The remainder was used for HOME program administration.
Finally, d uring the reporting period, a total of $906,186.73 was disbursed from the special HOME funds provided through the American Rescue Plan (HOME -ARP) Program. Of this amount, $881,898.57 supported the Navigation Center , which provides essential services to persons experiencing homelessness, including case management through the Housing
2024/25 CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Navigation Team, meals, snacks and beverages, and transportation assistance such as shuttle leases, fuel, and vehicle repairs. An additional $24,288.16 was expended on program administration to ensure effective oversight and management of the HOME-ARP Program. In September 2025, a further $303,575.92 was disbursed, and the remaining balance of $261,114.04 is expected to be expended during the remainder of FY 2025–26.
Identify the geographic distribution and location of investments.
Target Area
Planned
Percentage of
Allocation
Actual Percentage
of Allocation Narrative Description
Citywide 90 94 Citywide
Low- and Moderate-Income
Areas 0 0 Low- and Moderate-
Income Areas
Special Code Enforcement
Target Area 10 6 Local Target Area
Table 4 – Identify the geographic distribution and location of investments.
Narrative
In FY 202 4/25, the majority of funds were allocated to projects and programs available citywide, covering a range of activities such as public services, homeowner rehabilitation, tenant-based rental assistance, housing services, homeless supportive services, and administrative activities. Typically, projects within the Low- and Moderate-Income Areas focus on public facility or infrastructure improvements. However, for this fiscal year, such projects were limited to the removal of architectural barriers to individuals with disabilities. These accessibility improvements benefit persons with disabilities citywide.
A total of six percent of the expended funds were allocated to code enforcement activities, which were conducted within a specific target area designated as the Special Code Enforcement Area, developed in accordance with HUD requirements. The City carried out a visual (windshield) survey of CDBG-eligible areas to identify properties, businesses, parkways, alleys, and structures that met the City's definition of "deteriorated or deteriorating." This survey revealed that low - and moderate-income areas within the boundaries of Bolsa Chica Street to the west, Bolsa Avenue to the north, Brookhurst Street to the east, and Atlanta Avenue to the south exhibited the highest levels of property deterioration. Consequently, this area was designated as the Special Code Enforcement Target Area. The area includes several census tracts and is home to 46,650 residents, of whom 32,395, or 69.44%, are classified as low- or moderate-income.
2024/25 CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
SPECIAL CODE ENFORCEMENT TARGET AREA
TOTAL POPULATION V. LOW AND MODERATE-INCOME POPULATION
2011-2015 HUD LOW MOD INCOME SUMMARY DATA
Effective April 1, 2019
Census Tract Total Persons Total LMI Persons Percentage 0992121 1,255 810 64.54%
0992123 1,495 1,030 68.90%
0992124 1,180 655 55.51%
0992144 765 425 55.56%
0992352 715 515 72.03%
0992353 2,190 1,245 56.85%
0992422 1,930 1,185 61.40%
0992442 1,645 1,145 69.60%
0992463 815 490 60.12%
0993051 1,710 1,450 84.80%
0993053 2,020 1,330 65.84%
0993055 1,080 935 86.57%
0993056 1,025 560 54.63%
0993061 1,485 760 51.18%
0993093 1,775 915 51.55%
0993103 1,170 690 58.97%
0994021 2,755 2,300 83.48%
0994022 2,720 2,235 82.17%
0994023 575 330 57.39%
0994024 3,375 3,150 93.33%
0994053 1,755 1,070 60.97%
0994103 2,605 1,935 74.28%
0994112 2,180 1,890 86.70%
0994113 1,300 855 65.77%
0994114 880 655 74.43%
0994121 1,810 980 54.14%
0994134 1,360 1,240 91.18%
0996031 3,080 1,615 52.44%
TOTAL 46,650 32,395 69.44%
2024/25 CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state, and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City is mandated to provide a 25 percent match for all HOME funds drawn down for HOME activities, excluding those funded by program income or administrative funds. To meet this requirement, the City has historically leveraged resources from other local funds , such as former redevelopment tax increment and, more recently, bond financing, in conjunction with HOME-assisted affordable housing acquisition and rehabilitation. Due to these past leveraging efforts, the City has accumulated a surplus of match credits.
As of the end of the 2024 Federal fiscal year (October 1, 2023 – September 30, 2024), the City's HOME match liability is $ 150,476.19. To fulfill this requirement, the City will utilize its surplus of match credits from previous years. The match carry-over surplus from prior years amounts to $3,753,786.76. After applying the required match for 2024 the remaining excess match to be carried forward into the next Federal fiscal year (October 1, 2024 – September 30, 2025) will be $3,603,310.56.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year $3,753,786.76
2. Match contributed during current Federal fiscal year $0
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $3,753,786.76
4. Match liability for current Federal fiscal year $150,476.19
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $3,603,310.56
Table 5 – Fiscal Year Summary - HOME Match Report
2024/25 CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated
labor
Bond
Financing Total Match
$0
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
beginning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
$136,442.26 $147,205.30 $183,523.46 $147,205.30 $100,124.10 Table 7 – Program Income
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Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period
Total
Minority Business Enterprises
White Non-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Contracts
Number 1 1
Dollar
Amount
$60,000 $60,000
Sub-Contracts
Number 0
Dollar
Amount
0 Total
Women
Business
Enterprises Male
Contracts
Number 1 1
Dollar
Amount
$60,000 $60,000
Sub-Contracts
Number 0
Dollar
Amount
0 Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted
Total
Minority Property Owners
White Non-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Number Cost
Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced Total
Minority Property Enterprises
White Non-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition
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CR -20 - A f f or da bl e H o us in g
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low -income, low -income, moderate - income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 30 17
Number of Non-Homeless households to
be provided affordable housing units 0 32
Number of Special-Needs households to
be provided affordable housing units 30 22
Total 60 71
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 60 62
Number of households supported through
The Production of New Units 0 9
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 60 71
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City allocated $846,252 in HOME funds to operate three tenant -based rental assistance programs. Families Forward received $200,000 to assist households with children. With an enrollment goal of 15 households, the program exceeded expectations by serving 23 families by year -end. Mercy House was also awarded $200,000 to support individuals who were homeless or at risk of homelessness, including veterans and victims of domestic violence.
Their goal was to assist 15 households, and they surpassed this target by serving 17. The third program, the Mobile Home Rental Assistance Program, was allocated $446,252 to help senior
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mobile homeowners with space rents. While the program proposed to serve 30 households, 22 households were enrolled by the end of FY 2024/25.
In addition to tenant -based rental assistance programs, the City completed a 43 -unit senior affordable housing development at 18431 Beach Boulevard, known as the Huntington Beach Senior Housing Apartments (Pelican Harbor). The project received $2.8 million in HOME funds in FY 2020/21 and approximately $10 million in Project-Based Vouchers from the Orange County Housing Authority. Designed for households earning 30 –50 percent of the Area Median Income (AMI), 21 of the 33 Project -Based Vouchers are reserved f or Mental Health Services Act (MHSA) eligible individuals experiencing homelessness with incomes at or below 30 percent AMI. Twelve vouchers are allocated to non -MHSA senior households at or below 30 percent AMI, and nine units are restricted to households earning up to 50 percent AMI. The development consists of a four -story building with a one -level subterranean parking garage, featuring 42 one -bedroom units and one two -bedroom manager’s unit. Construction was completed, and leasing began in January 2025.
Discuss how these outcomes will impact future annual action plans.
The Huntington Beach 2020/21–2024/25 Consolidated Plan estimated that it could develop 20 housing units through acquisition, rehabilitation, or new construction by the end of the Plan period (June 30, 2025). Completion of the Huntington Beach Senior Housing Project fulfilled nearly half of this five -year goal. However, due to the City’s high rental costs, the need for tenant-based rental assistance has become more urgent th an the development of additional units. In response, the City has prioritized funding rental assistance programs and has formally requested a waiver of the 15% CHDO reservation requirement to more effectively address local housing needs.
Future Annual Action Plans will reinforce the City’s focus on rental assistance as the most effective way to respond to the community’s housing challenges. While the development of new affordable housing remains a priority, the completion of the Huntington Beach Senior Housing Project shows that unit production goals can be met gradually over time. At the same time, the overwhelming demand for tenant -based rental assistance highlights the need to direct more resources toward helping residents with immediate housing costs. Future Annual Action Plans will continue to balance long -term housing development with short-term rental assistance.
Include the number of extremely low -income, low -income, and moderate -income persons served by each activity where information on income by family size is required to determine
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the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual TOTAL Extremely Low-income 55 45 100
Low-income 17 22 39
Moderate-income 10 4 14
Total 82 71 153
Table 13 – Number of Households Served
Narrative Information
During the program year, Huntington Beach had the following housing accomplishments where information on income by family size was required to determine eligibility of the activities:
• 20 single-family residential rehabilitation grant and loan projects were completed with CDBG funding.
• The City provided 62 households with CDBG-funded housing services in connection with the HOME-funded tenant-based rental assistance program. • The City provided 62 households with HOME funded tenant-based rental assistance during the year.
• Nine HOME-restricted units were developed as part of the HB Senior Housing Project completed in January 2025.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -2 5 - H om el ess a nd O th er Sp ec ia l N eed s
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Homelessness has been a growing challenge across the country including in the Los Angeles and Orange County regions. Contributing factors include a shortage of affordable housing, increasing poverty rates, reduced subsidies, substance abuse issues, the de - institutionalization of the mentally ill, and a rising number of indiv iduals who may view homelessness as a lifestyle choice.
To address this issue, Orange County conducts a biennial enumeration of both sheltered and unsheltered homeless individuals in a 24 -hour period. This effort, known as the Homeless Point-in-Time (PIT) Count, is required by Congress for all communities recei ving U.S.
Department of Housing and Urban Development (HUD) funding for homeless programs. HUD mandates that the PIT Count take place during the last ten days of January. For 2024, the count was conducted by the County of Orange and the Orange County Conti nuum of Care, with the sheltered count taking place on the night of January 22, 2024, and the unsheltered count occurring from the morning of January 23 through January 25, 2024.
The 2024 PIT Count identified 7,322 homeless individuals in Orange County, marking a significant 28% increase from the 2022 count, which recorded 5,718 individuals. Specifically in Huntington Beach, the count revealed 433 total homeless persons, with 173 c lassified as unsheltered and 260 as sheltered. This represents an increase from the 2022 figures, where there were 330 total homeless individuals – 188 unsheltered and 142 sheltered.
The City of Huntington Beach has implemented an ambitious strategy to address and ultimately end homelessness. In FY 2021/22, the City took significant steps by appointing a Deputy Director of Homelessness & Behavioral Health Services and establishing the Homeless & Behavioral Health System . This comprehensive system aims to support individuals experiencing homelessness or at risk of homelessness through outreach, engagement, case management, and connecting them with essential services such as shelter, hous ing, and behavioral health support. Although the Deputy Director’s position has evolved since February 2022, the City continues to staff and support homelessness services.
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The HB Cares Volunteers program is an integral part of the Homeless & Behavioral Health System in Huntington Beach, serving as the backbone of the initiative and driving positive change within the community. Since its launch in 2023, the HB CARES Program h as successfully recruited and trained 22 volunteers who have undergone various training sessions, including de -escalation techniques, trauma -informed care, vicarious trauma, and Mental Health First Aid. Volunteers answer the homeless outreach line daily an d return calls, so those in need have a streamlined means of communication with our outreach team.
Further, a licensed Marriage and Family Therapist started in December 2023 and has assisted with 56 Disabling Condition Assessments. The therapist will continue to support mental health services on an as-needed basis.
The Homeless & Behavioral Health System also incorporate d homeless outreach social workers who actively engage d with unhoused and at -risk of being unhoused individuals, families, veterans, and seniors. Social workers offer ed support by linking individuals to resources, service providers, and aiding in securing necessary documents for County of Orange housing programs. They maintain ed close collaboration with local and county shelters, including the Huntington Beach Navigation Center, while also partnering w ith crisis response teams like Be Well to provide comprehensive assistance and support to those in need. Working in collaboration with Homeless Task Force officers, they ensure d that individuals receive d the necessary care and resources to address their unique situations effectively.
Be Well OC in Huntington Beach (BWOC) is another component of the Homeless & Behavioral Health System. BWOC employs a Mobile Crisis Response Team composed of two Crisis Interventionists who drive to locations and provide in -community assessment and stabilization services. The teams are well -trained and experienced in providing appropriate information, referrals, transportation to services, and additional follow -up support and case management - to help address mental health-related situations.
In FY 2024/25, the City's CDBG Program continued its support for outreach and assessment of homeless individuals through the StandUp for Kids Street Outreach , Robyne’s Nest, and Project Hope Alliance Programs.
StandUp for Kids operates a Street Outreach program where volunteer staff actively patrol the streets to locate and support homeless and at -risk youth aged 12 to 24 who are either unsheltered or unstably housed. The program provide d crucial services including food, clothing, hygiene items, and survival kits. In addition to these essentials, the program offered medical assistance and compassionate mentoring aimed at helping young individuals
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OMB Control No: 2506-0117 (exp. 09/30/2021)
transition from homelessness to a more stable and hopeful future. In FY 2024/25, StandUp for Kids received $19,215 in CDBG funding and assisted 24 youth with their homelessness services.
In FY 202 4/25, Robyne’s Nest was awarded $50,000 to continue its vital work in supporting homeless youth in Huntington Beach. The program plays a crucial role in assessing the needs of homeless youth and helping them become stable and productive citizens. Robyne’s Nest focuses on identifying homeless youth, evaluating their individual needs, and developing personalized plans aimed at stability and success. The program provides a broad array of services, including academic support, financial guidance, and li fe skills de velopment. This support encompasses assistance with housing resources, essential needs like food and clothing, and educational aid such as tutoring, providing Chromebooks, school supplies, and covering fees. Furthermore, the program offers comprehensive su pport for the health and well-being of the youth, including counseling, therapy, mentoring, and life skills classes. Over the past fiscal year, Robyne’s Nest assisted 25 homeless youth, surpassing its goal of 20.
In FY 2024/25, Project Hope Alliance (PHA) received $ 33,714 in CDBG funding to provide outreach and assessments for homeless youth. PHA offered comprehensive, wraparound support to 121 homeless individuals through its dedicated case managers. These case managers were available around the clock, allowing them to build meaningful relationships and address both expected and emergent needs or crises as they arose. Their support encompassed a range of services, including academic guidance, social-emotional mentorship, transportation, access to technology, basic needs, and referrals for additional resources. This approach ensured that the youth received the tailored a ssistance necessary to hel p them stabilize and succeed.
The City continued to support the operations and services at the Navigation Center in FY 2024/25. Located at 17642 Beach Boulevard, the Navigation Center, which opened in December 2020, offers 174 beds for overnight shelter and provides direct access to essential services aimed at helping individuals experiencing homelessness move towards housing stability.
Upon seeking assistance at the Navigation Center, individuals are first assessed by the City’s Homeless Task Force. During the fiscal year, the Center provided support to a total of 817 homeless persons with funding from a special allocation of HOME funds from the American Rescue Plan (HOME-ARP) Act awarded in previous years.
These combined efforts reflect the City’s commitment to addressing homelessness and facilitating pathways to long-term housing solutions.
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Addressing the emergency shelter and transitional housing needs of homeless persons
In FY 2020/21, the City of Huntington Beach partnered with Mercy House to launch the Navigation Center, an emergency homeless shelter. This facility has received significant federal funding to support its operations, including $1,408,395 from CDBG, $2,028, 847 from CDBG-CV (for activities related to COVID -19 prevention, preparation, and response), and $2,190,675 from HOME -ARP (unspent funds will be carried over into FY 2025/26). The Navigation Center can shelter up to 174 adults and couples under normal cond itions. In FY 2024/25, the Center provided emergency shelter to 409 individuals using HOME-ARP funding.
In FY 2021/22, the City initiated the HB Oasis project in collaboration with the State of California Homekey Program, the County of Orange, National CORE, and American Family Housing. This project involved acquiring and rehabilitating the former Quality In n & Suites motel at 17251 Beach Boulevard to address homelessness in the region. HB Oasis served as interim housing for up to 62 individuals and households in Orange County's Central Service Planning Area. It provided not only transitional housing but also comprehensive property management and residential support services. The focus was on trauma -informed, evidence-based operations to support residents' reintegration into the community through robust case management and connections to permanent housing solutions.
In May 2024, the HB Oasis project transitioned to permanent supportive housing. This transition involved renovating the individual units to include kitchenettes and utilizing project- based vouchers to support long-term housing stability for its residents.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals); and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
To prevent homelessness and support at -risk populations, Huntington Beach actively participated in the Orange County Continuum of Care System. This system is designed to provide assistance to individuals at risk of becoming homeless, ensuring a network of support for those in need.
In FY 2024/25 the City maintained its commitment to supporting families through rental
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OMB Control No: 2506-0117 (exp. 09/30/2021)
assistance programs. Families Forward received $200,000 to assist households with children, aiming to provide critical support to those in need. Additionally, $200,000 was awarded to Mercy House to provide assistance to income-eligible households, veterans, and victims of domestic violence. Finally, $446,252 was allocated to the Mobile Home Tenant -Based Rental Assistance (TBRA) Program to help senior mobile homeowners manage the rising costs of space rents. Across all tenant-based rental assistance programs, a total of 62 households were assisted during the fiscal year.
Although the City does not receive Emergency Solutions Grants (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) funding and therefore is not required to develop a discharge coordination policy, it remains committed to addressing this issue. The City will continue to work with the Orange County Housing Authority and the Continuum of Care Homeless Issues Task Force to develop and refine its discharge coordination policy.
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 peri od 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 its ongoing efforts to address homelessness and prevent those at risk from falling into homelessness, the City of Huntington Beach has implemented several strategic initiatives aimed at assisting various populations, including chronically homeless indiv iduals, families with children, veterans, and unaccompanied youth. The City's approach focuses on helping these individuals transition to permanent housing and independent living, reducing the duration of homelessness, facilitating access to affordable hou sing, and preventing recurrence of homelessness among those who have recently been housed. Key efforts include actively securing both short-term and long-term funding, partnering with experienced service providers to leverage additional resources, and creating or securing affordable housing.
Additionally, the City provides comprehensive case management services and engages in street outreach to connect homeless individuals to available resources. For example, the conversion of the former Quality Inn Hotel into the Huntington Beach Oasis project provided 62 non -congregate transitional units, offering extensive wraparound supportive services.
These services addressed various challenges such as mental and physical health issues, substance use, trauma, and employment barriers. The success of this i nitiative led to its conversion to permanent housing in May 2024.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Similarly, the Navigation Center, supported by over $3.5 million in CDBG and CDBG-CV funding and nearly $2.2 million in HOME-ARP funding, offers substantial wraparound services to help individuals transition from emergency shelter to more stable housing. Services will continue in FY 2025/26 until all unspent HOME -ARP funding is expended. Also, the City is planning to repurpose the Navigation Center property into a permanent navigation center and affordable housing development project in the future. In June 2024, the City Council approved an 18- month Exclusive Negotiation Agreement with Jamboree Housing to explore the development of a permanent supportive housing project titled “Pathways.” The Pathways Project would replace the temporary Navigation Center with a four -level permanent facility featuring 70 housing units, and supportive services integrated into the design. The project depends heavily on securing grants and funding, and full construction readiness could take two or more years.
Finally, the City continued to prioritize tenant -based rental assistance, providing subsidies to 62 households in FY 2024/25 to support those in need.
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CR -30 - Pu bl ic Ho u si n g
Actions taken to address the needs of public housing.
The City of Huntington Beach does not have any public housing developments. However, it benefits from the services of the Orange County Housing Authority (OCHA), which manages Housing Choice Vouchers (Section 8) for residential units within Huntington Beach. Currently, 644 households in Huntington Beach receive Section 8 vouchers from OCHA, including 120 families, 115 disabled individuals, and 409 elderly households.
Additionally, OCHA administers various other voucher programs, including 44 Continuum of Care, 13 Family Self-Sufficiency, 22 Family Unification, one Non-Elderly Disabled, 114 Portability, 81 Veterans Affairs Supportive Housing, and 56 Emergency Housing Vouchers.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership.
Not applicable.
Actions taken to provide assistance to troubled PHAs.
Not applicable.
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CR -3 5 - O t her A ct i o ns
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.
Through the administration of the CDBG and HOME programs, every effort is made to remove barriers to affordable housing through agreements with for -profit and nonprofit affordable housing developers. These efforts also include working with neighborhood res idents to ensure affordable housing projects are acceptable. Ongoing monitoring of “for sale” affordable units is conducted by department staff by assuring that the affordable housing covenants are recorded on title when the unit is sold. To address the de cline in sources of housing funds, the City will continue to advocate for and pursue federal, state, local and private funding sources for affordable housing.
Additionally, as part of the City’s Housing Element update, the City must assess and to the extent feasible, mitigate, its governmental constraints to housing for lower - and moderate- income households and persons with disabilities. The Housing Element addr esses the City’s provisions for affordable housing, emergency shelters, transitional housing, and supportive housing. The following programs in the City's 2013 -2021 Housing Element specifically address the variety of regulatory and financial tools used by the City to remove barriers and facilitate the provision of affordable housing:
Multi-family Acquisition/Rehabilitation through Non -Profit Developers : Acquire, rehabilitate, and establish affordability covenants on 80 rental units.
Residential and Mixed-Use Sites Inventory: Maintain current inventory of vacant and underutilized development sites and provide developers with information on incentives.
Beach and Edinger Corridors Specific Plan: Facilitate development through flexible, form-based standards and streamlined processing. Encourage affordable housing by requiring inclusionary units to be provided on -site, or within the Specific Plan, and providing additional incentives for increased percentages of affordable units.
Inclusionary Housing Program and Housing Trust Fund: Continue implementation and re-evaluate Ordinance to provide consistency with case law and market conditions.
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Establish in-lieu fee amount for projects between 10-30 units.
Affordable Housing Development Assistance: Provide financial and regulatory assistance in support of affordable housing. Provide information on incentives to development community.
Affordable Housing Density Bonus: Continue to offer density bonus incentives as a means of enhancing the economic feasibility of affordable housing development.
Development Fee Assistance: Continue to offer fee reductions to incentivize affordable housing. Specify the waiver of 100% of application processing fees in the Code for projects with 10% extremely low-income units.
Residential Processing Procedures: Provide non -discretionary development review within the Beach and Edinger Corridors Specific Plan. Adopt streamlined review procedures for multi-family development on a citywide basis.
Actions taken to address obstacles to meeting underserved needs.
To address obstacles in meeting underserved needs, the City of Huntington Beach has developed and implemented a range of strategies, activities, and funding approaches to benefit its residents in the areas of housing and community development. Recognizing that inadequate funding is a significant barrier, the City has actively sought additional resources and explored alternative funding sources to enhance its ability to address these needs. By pursuing innovative and creative solutions, the City has worked t o make its service delivery systems more comprehensive. This effort includes maintaining and expanding partnerships with both for -profit and non -profit organizations to leverage additional resources and expertise.
The City has effectively utilized HOME and CDBG funds to focus on crucial areas such as affordable rental housing, tenant -based rental assistance, and homeowner rehabilitation programs. Federal funds have also been directed toward addressing specific housi ng needs, including improving availability, ensuring housing conditions meet standards, and promoting fair housing practices to prevent homelessness. In addition to housing, the City has allocated federal funds to community development projects, including infrastructure improvements, public facility enhancements, and code enforcement initiatives.
Moreover, the City is collaborating with neighboring jurisdictions to adopt a regional
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OMB Control No: 2506-0117 (exp. 09/30/2021)
approach to addressing underserved needs, aiming to create a more coordinated and effective response to regional challenges. Through these comprehensive efforts, the City strives to overcome obstacles and better meet the needs of its underserved populations.
Actions taken to reduce lead-based paint hazards.
To protect children and families from lead poisoning, the City of Huntington Beach has implemented HUD's revised lead -based paint regulations, which focus on five key activities:
Notification, Lead Hazard Evaluation, Lead Hazard Reduction, Ongoing Maintena nce, and Response to Children with Environmental Intervention Blood Lead Levels.
In accordance with HUD Lead-Based Paint Regulations (Title X), the City ensures that federally funded rehabilitation projects address lead hazards comprehensively. Lead -based paint abatement is an integral part of the City's Housing Rehabilitation Program and the Acquisition/Rehabilitation of Affordable Rental Housing Program. For units selected for rehabilitation within rental housing projects, lead testing is conducted unless the property is statutorily exempt. If lead is detected, appropriate elimination or encapsulation measures are taken, with costs covered either by the project developer or through CDBG or HOME funds, as suitable.
To further reduce lead -based paint hazards in existing housing, all housing rehabilitation projects that receive federal funding are tested for lead and asbestos. If a lead -based paint hazard is identified, the City or its sub -grantee engages a lead consul tant to carry out abatement or interim controls based on the consultant's findings. Tenants are informed about the test results and the clearance report. In the Section 8 program, County staff conduct annual inspections of both existing and newly available units. Defective paint surfaces must be repaired in all cases. For units occupied by households with children under six years of age, corrective actions will include testing and, if necessary, abatement, or abatement without prior testing, to ensure a safe living environment.
Actions taken to reduce the number of poverty-level families.
To address poverty and improve economic stability for families in Huntington Beach, the City has established several strategic objectives aimed at reducing poverty levels and enhancing economic opportunities. The primary goals are to reduce the number of f amilies dependent on welfare, decrease the need for housing subsidies, and increase economic opportunities for low- and moderate-income individuals.
To expand employment opportunities, the City has two Business Improvement Districts and
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OMB Control No: 2506-0117 (exp. 09/30/2021)
an Economic Development Strategy, which are designed to attract and retain businesses, industries, and investments. Information on economic development opportunities is made available to the public through the City’s official website and the dedicated busi ness portal, www.hbbiz.com .
Moreover, the City’s Economic Development Division actively promotes job creation and economic growth, as outlined in the June 2017 Economic Development Implementation Plan and the 2023-2027 Strategic Plan for the City . The plans focus on retaining and creating jobs, as well as attracting new businesses and investments to Huntington Beach.
The City is committed to complying with Section 3 of the Housing and Community Development Act, which mandates that, to the greatest extent possible, the City will provide job training, employment, and contracting opportunities to low - and very low -income residents in conjunction with housing and public construction projects. This compliance ensures that local economic development efforts also foster individual self -sufficiency and community advancement.
Actions taken to develop institutional structure.
As the recipient of federal CDBG, HOME, and HOME -ARP funds, the City delegated the Community Development Department to be the lead department responsible for the overall administration of HUD grants. In that regard, the Department prepared the Consolidated Plan and the Regional Analysis of Impediments to Fair Housing Choice, drafted the Annual Action Plan, CAPER, and HOME-ARP Allocation Plan, as well as all other reports required by federal rules and regulations.
The City has worked with non -profit agencies, for-profit developers, advocacy groups, clubs, organizations, neighborhood leadership groups, City departments, the private sector, and other government entities to implement the City’s five -year strategy to ad dress the priority needs outlined in the Consolidated Plan for Fiscal Years 2020/21 – 2024/25. Engaging the community and stakeholders in the delivery of services and programs for the benefit of low to moderate residents has been vital in overcoming gaps in service delivery. The City also utilized public notices, Community Workshops and Meetings (as appropriate), the City’s website, and other forms of media to deliver information on carrying out the Consolidated Plan strategies.
Actions taken to enhance coordination between public and private housing and social service agencies.
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To address the needs of homeless individuals, low -income households, and families with special needs, the City of Huntington Beach continues to strengthen coordination between public agencies, private housing providers, and local service organizations. The City works collaboratively with internal departments —including Police, Library Services, Community Services, and Public Works —to deliver comprehensive support to residents. Partnerships with organizations such as American Family Housing, National CORE, Ja mboree Housing Corporation, Habitat for Humanity, Interval House, Mercy House, Families Forward, Colette’s Children’s Home, AMCAL, Community SeniorServ, and Project Self -Sufficiency expand housing opportunities and supportive services. In addition, the Cit y partners with the Fair Housing Foundation, Orange County Housing Authority, 2 -1-1 Orange County, and OC Community Services (Orange County Continuum of Care) to coordinate resources and provide targeted assistance. Through these collaborations, the City i s able to integrate housing, shelter, supportive services, and fair housing advocacy, ensuring that vulnerable populations are served in a more effective and coordinated manner.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice.
In May 2020, Huntington Beach, along with 20 other Orange County cities, the County of Orange, and the Lawyers Committee for Civil Rights Under Law, developed the Orange County Analysis of Impediments to Fair Housing Choice. The AI outlined fair housing priorities and goals to overcome fair housing issues. In addition, the AI laid out meaningful strategies to be implemented to achieve progress towards the County’s obligation to affirmatively further fair housing. The 2020-2024 AI identified these goals:
1. Increase the supply of affordable housing in high opportunity areas.
2. Prevent displacement of low - and moderate -income residents with protected characteristics, including Hispanic residents, Vietnamese residents, seniors, and people with disabilities.
3. Increase community integration for persons with disabilities.
4. Ensure equal access to housing for persons with protected characteristics, who are disproportionately likely to be lower-income and to experience homelessness.
5. Expand access to opportunity for protected classes.
To that end, i n FY 2020/21, the City of Huntington Beach negotiated the terms of a 43 -unit affordable housing development for seniors located at 18431 Beach Boulevard. The HB Senior Housing Project was completed in January 2025 and was a collaborative effort between the City and Jamboree Housing Corporation and the partnership sought to accomplish several of the goals listed above. The project increase d the supply of affordable housing, integrate d
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persons with disabilities into the project, ensure d equal access to housing for persons with protected characteristics (seniors), and expand ed access to opportunity for protected classes.
The City also invested nearly $3 million in tenant-based rental assistance using HOME funding since July 2020 and has prevented displacement of over 260 lower income Huntington Beach households to date.
The City also ensured equal access to housing and expanded access to opportunities for persons with protected characteristics through the work of their contractor, the Fair Housing Foundation (FHF). The FHF provided the following services to affirmatively further fair housing:
Landlord/Tenant Services
In partnership with the Fair Housing Foundation (FHF), the City of Huntington Beach implemented a comprehensive fair housing program targeting tenants, landlords, property owners, realtors, and property management companies. This program focused on counseling these groups about their rights and responsibilities to identify and address potential fair housing violations. During FY 2024/25, FHF provided direct client services to 333 unduplicated households, with 42% of those served being classified as extremely low or low -income. A significant portion of the inquiries, approximately 86%, came from current tenants seeking guidance on issues such as habitability, rent increases, evictions, and notices.
Furthermore, FHF actively investigated and responded to allegations of illegal housing discrimination. Of the seven discrimination claims received, four led to cases being opened for further investigation, while three were resolved. The majority of these allegations were related to familial status and source of income , highlighting a critical area of concern in fair housing enforcement.
Education and Outreach Activities
The FHF implemented a comprehensive and extensive education and outreach program aimed at raising awareness and understanding of fair housing laws among key stakeholders such as managers, tenants, landlords, owners, realtors, and property management companies. Th e program was designed to promote media and consumer interest and encourage grassroots involvement within the community. FHF specifically targeted their outreach efforts towards individuals and protected classes most likely to face housing discrimination.
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Throughout the year, FHF carried out a variety of activities to benefit residents of Huntington Beach. This included regular "All Area Activities" and specific initiatives focused solely on the Huntington Beach community. The Foundation actively participated in numerous community relations events, including engaging with four agencies to discuss fair housing, staffing two booths in collaboration with the Oak View Family Resource Center, attending nine community meetings, delivering five community presentations, hosting five workshops and walk-in clinics on fair housing, and distributing 4,000 pieces of literature throughout Huntington Beach.
These efforts underscore FHF’s commitment to advancing fair housing practices and enhancing community education.
Finally, the City worked to enhance access to services and housing for residents with limited English proficiency. For the federal CDBG program, the City offered to make public notices available in English and Spanish, and ensured translators were available at public meetings, if requested.
2024/25 CAPER 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -40 - Mo ni t or in g
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.
The City follows monitoring procedures for subrecipients, which includes a thorough in-house review of quarterly progress reports and expenditures, and an annual desk review or on-site visit to ensure compliance with federal regulations. The monitoring system encourages uniform reporting to achieve consistent information on beneficiaries. Technical assistance is provided throughout the program year on an as-needed basis. No formal monitoring of public service agreements was conducted in FY 2024/25; however, staff will pick up monitoring of subrecipients in early 2025/26.
The City also performs project monitoring of all rent restricted affordable units assisted with HOME, CDBG, and t former Redevelopment Agency Housing Set -Aside Funds, and in accordance with 24 CFR 92.504 (d):
• Annual audits for compliance with regulatory agreement affordability covenants; and • On site visits, which include property inspections of randomly selected units assisted with HOME, CDBG, and former Redevelopment Agency Housing Set- Aside Funds.
In addition, the City encouraged minority business outreach in all of its federally assisted (CDBG and HOME) construction work in excess of $2,000. As part of the Notice Inviting Bid procedures, the City requires subrecipients undertaking improvements, re construction, or rehabilitation of community and private facilities, infrastructure projects, and affordable housing development s to make a good faith effort to hire women or minority -based businesses and to require equal employment opportunity for all ind ividuals and business concerns.
Citizen Participation Plan
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
Pursuant to 24 CFR Part 91, the City solicited public review and comment on the draft 2024/25 Consolidated Annual Performance and Evaluation Report (CAPER). A notice was published in The Wave on August 28, 2025, indicating a public review period from August 28, 2025, through September 16, 2025. The 2024/25 CAPER was available in hard copy at Huntington Beach City
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Hall and for public review on the City’s website at: http://www.huntingtonbeachca.gov/cdbg/.
Copies were also available to be emailed or delivered via U.S. mail to interested persons. A public meeting to approve the plan will be held on September 16, 2025.
2024/25 CAPER 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -4 5 - C D BG
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
Between July 1, 2024, and June 30, 2025, the City of Huntington Beach submitted two minor amendments to its FY 2024/25 Annual Action Plan. On August 7, 2024, the City submitted an amendment increasing the allocation for the Homeowner Rehabilitation Loans a nd Grants Program from $271,385 to $375,445, which raised the performance goal from 8 to 12 housing units.
On October 16, 2024, a second amendment was processed to add $19,644 in unallocated funds to the Homeowner Rehabilitation Loans and Grants Program, bringing the total allocation to $395,089 and increasing the performance goal to 13 housing units. This amen dment also allocated $76,882 in unallocated CDBG funds to the Mobile Home Tenant -Based Rental Assistance Program, increasing its performance goal from 25 to 30 households, while the Housing Services for Tenant-Based Rental Assistance Program goal was increased from 55 to 60 households.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
Not applicable.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
Not applicable.
2024/25 CAPER 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR - 50 - HO ME
Include the results of on -site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations.
Huntington Beach monitors HOME -assisted affordable rental housing to determine compliance with HOME property standards set forth in 24 CFR 92.251 and with the Housing Quality Standards (“HQS”) found in 24 CFR 882.109. The City has partnered with several CHDOs and for -profit developers throughout the years to develop affordable housing including the Orange County Community Housing Corporation (OCCHC), Collette’s Children’s Home, Interval House, and Jamboree to name a few. In FY 2024/25, 8 HOME affordable housing projects encompassing 56 units total were sampled, monitored and inspected .
Properties that were monitored and inspected include:
• American Family Housing Barton II, 7802 Barton Drive, 2 units sampled – In Compliance as of June 10, 2025
• OCCHC – Keelson, 17372 Keelson Avenue, 2 units sampled – In Compliance as of June 10, 2025
• OCCHC – Koledo II, 17291 & 17351 Koledo Lane, 4 units sampled – In Compliance as of June 10, 2025
• OCCHC – Koledo III, 17401 & 17432 Koledo Lane, 2 units sampled – In Compliance as of June 10, 2025
• OCCHC – 11th Street, 313 11th Street, 4 units sampled – In Compliance as on June 13, 2025 • OCCHC – Koledo IV, 17411 & 17421 Koledo Lane, 4 units sampled – In Compliance as of June 13, 2025
• OCCHC – Koledo V, 17412 Koledo Lane, 2 units sampled – In Compliance as of June 13, 2025
• Collette’s Pacific Sun , 17452, 17462, and 17472 Keelson Avenue, 3 units sampled – In Compliance as of June 25, 2025
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
For new construction and rehabilitation of rental project activities, the City requires the owner/developer to have an Affirmative Fair Housing Marketing Plan prior to any lease -up activities occurring. During FY 2024/25, the City collected and monitored eight Affirmative Marketing and Tenant Selection Plans and all were in compliance with the affordable housing agreements and with the requirements at 24 CFR 200.620.
Refer to IDIS reports to describe the amount and use of program income for projects, including
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the number of projects and owner and tenant characteristics.
Huntington Beach had a total of $113,198.13 in HOME program income in FY 2024/25 ($96,101.13 from prior year receipts, and $17,097 in new receipts), all of which is attributed to homeowner rehabilitation loan payoffs and residual receipts from affordable housing development projects.
The City disbursed program income in the amount of $113,198.13 for the following activities:
• $96,101.13 on IDIS #650 HOME Program Administration
• $17,097 on IDIS # 730 2022 Mercy House Tenant -Based Rental Assistance Program (homeless, at risk of homelessness, victims of domestic violence, and veterans)
Consistent with HUD regulations, the City drew down program income before requesting funds from the HOME letter of credit.
Describe other actions taken to foster and maintain affordable housing.
As part of its ongoing commitment to meeting housing needs and supporting vulnerable populations, the City of Huntington Beach has advanced several significant projects and partnerships in recent years. In the FY 2020/21 Annual Action Plan, the City alloca ted $2.8 million in HOME funds to support the development of a 43 -unit senior affordable housing community located at 18431 Beach Boulevard. Developed in partnership with Jamboree Housing Corporation, the project created much -needed housing opportunities f or older adults in Huntington Beach. Of the 43 units, nine were designated as HOME -restricted and made available to eligible senior households in FY 2024/25, ensuring long -term affordability for some of the city’s most vulnerable residents.
In addition to new construction, the City worked collaboratively with the County of Orange, National CORE, and American Family Housing to address homelessness through the adaptive reuse of an existing property. Together, the partners repurposed the former Quality Inn & Suites at 17251 Beach Boulevard into the Huntington Beach Oasis, a non -congregate shelter designed to serve adult individuals and households experiencing homelessness within the Orange County Central Service Planning Area. The Oasis provided 62 interim housing units coupled with supportive services aimed at addressing residents’ complex needs and helping them transition toward stability. By May 2024, the facility had successfully transitioned into permanent housing, representing a major milest one in the city’s efforts to reduce homelessness through innovative housing solutions.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Beyond development projects, the City has also expanded direct assistance programs to help residents maintain stable housing. In collaboration with Families Forward and Mercy House, Huntington Beach provided tenant -based rental assistance that supported 40 households within the city. Recognizing the particular financial challenges facing older residents, the City also launched a housing assistance program for income -eligible senior mobile homeowners.
In FY 2024/25, this initiative provided space rent assist ance to 22 senior households, offering meaningful relief to a population that often struggles with fixed incomes and rising housing costs.
2024/25 CAPER 43
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR - 58 – Sec t io n 3
Identify the number of individuals assisted and the types of assistance provided.
Total Labor Hours CDBG HOME
Total Number of Activities 1 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding childcare.
Assisted residents to apply for or attend community college or a four-year educational institution.
Assisted residents to apply for or attend vocational/technical training.
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Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program