City Council/Public Financing Authority
September 15, 2026

FY 2025/26 CONSOLIDATED ANNUAL

PERFORMANCE & EVALUATION
REPORT
(CAPER)
JULY 1, 2025 – JUNE 30, 2026

DRAFT FOR PUBLIC REVIEW
AUGUST 28 – SEPTEMBER 15, 2026

City of Huntington Beach
Community Enhancement Division
2000 Main Street
Huntington Beach, CA 92648

2025/26 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 .................................................................... 11 CR-15 - Resources and Investments ........................................................................................................... 12 CR-20 - Affordable Housing ........................................................................................................................ 19 CR-25 - Homeless and Other Special Needs ............................................................................................. 22 CR-30 - Public Housing ............................................................................................................................... 27 CR-35 - Other Actions ................................................................................................................................. 28 CR-40 - Monitoring .................................................................................................................................... 36 CR-45 - CDBG .............................................................................................................................................. 38 CR-50 - HOME ............................................................................................................................................. 39 CR-58 – Section 3 ........................................................................................................................................ 42 APPENDIX 1: 2024 CDBG Financial Summary Report (IDIS PR26 Report).............................................. 44 APPENDIX 2: 2024 CDBG Activity Summary by Selected Grant Report ................................................. 45 APPENDIX 3: 2024 CDBG-CV Financial Summary Report ........................................................................ 46 APPENDIX 4: Proof of Publication ............................................................................................................ 47 APPENDIX 5: Public Comments ................................................................................................................ 48

2025/26 CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Introduction

The City of Huntington Beach (City) has prepared the 2025/26 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 first program year of the 2025/26 – 2029/30 Consolidated Plan period.

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 development activities, and other acti ons in furtherance of the City’s Annual Action Plan projects and programs for Fiscal Year (FY) 2025/26 (July 1, 2025, to June 30, 2026).

For the 2025/26 fiscal year, the City received $1,077,252 of CDBG funds from HUD, which were combined in the Action Plan with $ 403,509.37 of unexpended CDBG funds from prior years, and $142,989.12 in program income receipts for a total investment of $1,623,750.49. In HOME funding, the City was awarded $ 502,538.46, coupled with $ 259,290.93 in prior year unspent funds, and new program income received in the amount of $ 86,720.16, made $848,549.55 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 344 residents.
• Provide homelessness prevention and assistance services to 538 residents. • Provide senior services to 131 persons.
• Provide public services to 137 children.
• Provide tenant‐based rental assistance and housing operation services to 40 eligible households.
• Provide 18 homeowners with assistance in the form of grants and loans to make housing repairs and improvements.
• Remove architectural barriers by upgrading sidewalks and curbs benefiting 2,271 persons with disabilities.
• Assessed and pursued compliance for 864 housing units with code violations and deficiencies.
2025/26 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 2025/26 fiscal year, the Navigation Center provided supportive services to 328 unduplicated individuals, including 9 veterans and 55 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.

2025/26 CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Priority Need 5-Year Implementing Goals and Projects/Programs Priority Housing Needs Sustain and Strengthen Neighborhoods  Special Code Enforcement Program (3000 housing units)  Homeowner Rehabilitation Loans and Grant Program (60
housing units)
Preserve Existing and Create New Affordable Housing
 Acquisition/Rehabilitation/New Construction (2 housing units)
 T
enant‐B
ased Rental Assistance (180 households)
 H
ousing Services for TBRA (180 households)
Priority Homeless Needs Support Efforts to Address Homelessness  Pathways to Independence (200 persons)
 Project Hope Alliance (205 persons)
 Robyne’s Nest Housing for Homeless High Schoolers (75 persons)
 StandUp for Kids Street Outreach Program (80 persons) Priority Special Needs Support Agencies that Assist Special Needs Populations  Senior Services Care Management Program (500 persons) Priority Community Services Increase Access to Community Services for Low- and Moderate- Income Persons
 All for Kids, formerly Children’s Bureau (500 persons) Priority Infrastructure
Improvements
Provide Needed Infrastructure Improvements
 ADA Improvements to Curbs and Ramps (2,271 persons)
 Various Public Infrastructure Improvement Projects
(5,000 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 Other Housing and
Community Development Needs
Planning for Housing and Community Development
 CDBG Program Administration
 HOME Program Administration
 Fair Housing Foundation

2025/26 CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -05 – Goals and Outcomes

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 2025/26 Annual Action Plan, comparing these results to the aggregate goals outlined in the five ‐year Consolidated Plan (2025/26 – 2029/30). 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.

2025/26 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 2025/26 Annual Action Plan
Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Preserve
Existing and
Create New
Affordable
Housing
Affordable
Housing
HOME:
$592,798
Rental units
constructed
Household
Housing
Unit
2 Housing
Units
(TBD Acq/
Rehab/ New
Construction
Projects)
0 Housing
Units
(No housing
projects
funded in FY
2025/26)

00.00% 0 Housing
Units
(No housing
projects
funded in FY
2025/26)
0 Housing
Units
(No housing
projects
funded in FY
2025/26)

0.00%
Preserve
Existing and
Create New
Affordable
Housing
Affordable
Housing
HOME:
$2,509,618

CDBG:
$915,000
Tenant‐based
rental assistance
/ Rapid
Rehousing
Households
Assisted
180
Households

180
Households
(Families
Forward
TBRA: 75
households;
Mercy House
TBRA: 75
households;
Mobile Home
TBRA: 30
households;
Housing
Services for
TBRA: 180
housing units)
40 Households
40 Housing
Units
(Families
Forward
TBRA: 21
households;
Mercy House
TBRA: 12
households;
Mobile Home
TBRA
Program: 7
households;
Housing
Services for
TBRA: 40
households)

22.22%

22.22%
42 Households
42 Housing Units
(Families
Forward
TBRA: 15
households;
Mercy House
TBRA: 15
households;
Mobile Home
TBRA
Program: 12
households;
Housing
Services for
TBRA: 42
housing units)
40 Households
40 Housing Units
(Families
Forward
TBRA: 21
households;
Mercy House
TBRA: 12
households;
Mobile Home
TBRA
Program: 7
households;
Housing
Services for
TBRA: 40
housing units)

95.24%

95.24%
Sustain and
Strengthen
Neighborhoods
Affordable
Housing
CDBG:
$1,468,358
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
60 Housing
Units
(Homeowner
Rehab Loans
and Grants
Program: 60
housing units)
18 Housing
Units
(Homeowner
Rehab Loans
and Grants
Program: 18
housing units)

30.00% 12 Housing
Units
(Homeowner
Rehab Loans
and Grants
Program: 12
housing units)
18 Housing
Units
(Homeowner
Rehab Loans
and Grants
Program: 18
housing units)
150.00%
2025/26 CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sustain and
Strengthen
Neighborhoods
Affordable
Housing
CDBG:
$1,232,530
Housing Code
Enforcement/Fo
reclosed
Property Care
Household
Housing
Unit
3,000
Housing
Units
(Special Code
Enforcement:
3,000 housing
units)
864
Housing Units
(Special Code
Enforcement:
864 housing
units)

28.80% 600 Housing
Units
(Special Code
Enforcement:
600 housing
units)
864 Housing
Units
(Special Code
Enforcement:
864 housing
units)
144.00%
Support Efforts
to Address
Homelessness
Homeless CDBG:
$466,560

Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
560 Persons
(Pathways to
Independence:
200 persons;
Project Hope
Alliance: 205
persons;
Robyne’s Nest
Housing for
Homeless: 75
persons; Stand
Up for Kids
Street
Outreach: 80
persons)
538 Persons
(Pathways to
Independence:
51 persons;
Project Hope
Alliance: 120
persons;
Robyne’s Nest
Housing for
Homeless: 23
persons; Stand
Up for Kids
Street
Outreach: 16
persons;

HOME-ARP
Navigation
Center
Operations:
328 persons)

96.07% 112
Persons
(Pathways to
Independence:
40 persons;
Project Hope
Alliance: 41
persons;
Robyne’s Nest
Housing for
Homeless: 15
persons; Stand
Up for Kids
Street
Outreach: 16
persons)
538
Persons
(Pathways to
Independence:
51 persons;
Project Hope
Alliance: 120
persons;
Robyne’s Nest
Housing for
Homeless: 23
persons; Stand
Up for Kids
Street
Outreach: 16
persons;

HOME-ARP
Navigation
Center
Operations
Program: 328
persons)
480.36%
Support
Agencies that
Assist Special
Needs
Populations
Non‐H omeless
Special Needs
C DBG:
$146,670
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
500
Persons
(Senior
Services Care
Management:
500 persons)
131
Persons
(Senior
Services Care
Management:
131 persons)

26.20% 100
Persons
(Senior
Services Care
Management:
100 persons)
131
Persons
(Senior
Services Care
Management:
131 persons)
131.00%
2025/26 CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
Increase Access
to Community
Services to
Low- and
Moderate-
Income Persons
Non‐Homeless
Special Needs
CDBG:
$194,705
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
500 Persons
(All for Kids,
formerly
Children’s
Bureau: 500
persons)
137 Persons
(All for Kids,
formerly
Children’s
Bureau: 137
persons)

27.40% 100 Persons
(All for Kids,
formerly
Children’s
Bureau: 100
persons)
137 Persons
(All for Kids,
formerly
Children’s
Bureau: 137
persons)
137.00%
Preserve
Existing &
Create New
Community &
Public Facilities
Homeless
Non‐H ousing
Community
Development
CDBG:
$166,836
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
5,000 Persons
(Various Public
Improvement
Projects)
0 Persons
(No
community /
public facility
projects
funded in FY
2025/26)

0.00% 0 Persons
(No
community/
public facility
projects
funded in FY
2025/26)
0 Persons
(No
community/
public facility
projects
funded in FY
2025/26)

0.00%
Provide Needed
Infrastructure
Improvements
Non‐Housing
Community
Development
CDBG:
$286,860
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
5,000 Persons
(ADA
Improvements
to Curbs and
Ramps: 2,271
persons;
Various TBD
Public
Facilities: 2,729
persons)
2,271 Persons
(ADA
Improvements
to Curbs and
Ramps: 2,271
persons)

45.42% 2,271 Persons
(ADA
Improvements
to Curbs and
Ramps: 2,271
persons)
2,271 Persons
(ADA
Improvements
to Curbs and
Ramps: 2,271
persons)
100.00%
Planning for
Housing and
Community
Development
Administra‐
tion
CDBG:
$1,077,252

HOME:
$251,265
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

2025/26 CAPER 9
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 services and infrastructure), 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 assistance, as determined through the Consolidated Plan needs assessment, consultation, and public participation process; 2) which activ ities 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 2025/26 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 12 rehabilitation projects within the year and achieved this target by completing 18. 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 42 households, and the City almost met this objective by providing assistance to 40 households, achieving 95% of the goal.

The City did not establish a performance goal for the creation of new rental units during FY 2025/26. However, the City committed $234,321.63 in HOME funds through the FY 2025/26 Annual Action Plan for an affordable housing development project to be undertaken in partnership with a Community Housing Development Organization (CHDO). No eligible projects were identified or proposed during the program year. As a result, the funds remain available for future eligible HOME activities. The City may use the funds for tenant‐ based rental assistance, subject to HUD approval of a CHDO reserve (CR) waiver or reserve the funds for a future affordable housing development opportunity.

The last program under the category of Affordable Housing is the Special Code Enforcement Program. The City had a goal to inspect 600 housing units under State and local health, safety, and building codes, and met 144% of the goal.
2025/26 CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)

Public service allocations amount ed to the maximum allowable under CDBG regulations (15 percent of the annual allocation). The City allocated $38,941 to All for Kids, formally known as the Children’s Bureau after school program; $19,725 to Pathways to Independence, $19,725 to Project Hope Alliance, $14,921 StandUp for Kids Street Outreach; $ 38,941 to Robyne’s Nest; and $29,334 to the Senior Services Care Management Program.

In its efforts to address homelessness, the City significantly exceeded its goal by assisting 538 individuals out of the proposed 112, achieving over 480 % 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 moderate ‐income persons, All for Kids, formerly the Children’s Bureau, met its target of 100 by providing free after ‐school programming to 137 children in the Oak View neighborhood. Finally, the City met 131% of it’s goal to assist 100 elderly persons through the City’s Senior Services Care Management Program.

One non‐housing community development project was funded in FY 2025/26 ‐ the ADA Curb Cuts in Maintenance Zone 3 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 2025/26, this initiative has enhanced access to street intersections for 2,271 individuals.

Additionally, the City allocated $174,641 for a “to be determined” public facility improvement project, with the funds intended to remain available if a project request arose during the year.

No project request was received, and the funds were subsequently reprogrammed in the FY 2026/27 Annual Action Plan.

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.
2025/26 CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -10 - Racial and Ethnic C omposition of F amilies Assisted

Describe the families assisted (including the racial and ethnic status of families assisted).

CDBG HOME TOTAL
White 2,164 591 2,755
Black or African American 33 41 74
Asian 328 32 360
American Indian or American Native 14 12 26
Native Hawaiian or Other Pacific Islander 14 6 20
Other Multi Racial 254 30 284
TOTAL 2,807 712 3,519
Hispanic 541 165 706
Not Hispanic 2,266 547 2,813
Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative

D
uring FY 2025/26, the City assisted a total of 3,519 households through CDBG and HOME ‐ fu
nded activities, including 2,807 households through CDBG and 712 through HOME. Of the households assisted, 2,755 (78.3%) identified as White, followed by 360 (10.2%) identifying as Asian, 284 (8.1%) identifying as Other Multi
‐R
acial, 74 (2.1%) identifying as Black or African
American, 26 (0.7%) identifying as American Indian or Alaska Native, and 20 (0.6%) identifying as Native Hawaiian or Other Pacific Islander. With respect to ethnicity, 706 households (20.1%) identified as Hispanic, while 2,813 (79.9%) identified as Not Hispanic.

2025/26 CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -15 - Resources and Investments

Identify the resources made available.

Source of Funds Source
Resources Made
Available
Amount Expended
During Program Year
CDBG public ‐ federal $1,513,761.37
HOME public ‐ federal $886,829.39
HOME-ARP Public‐Federal $0
Table 3 - Resources Made Available

Narrative

During the fiscal year 2025/26, 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, 077,252. In addition to this, there was $403,509.37 in unspent funds from prior years, and program income of $33,000 (includes 2025 and 2026 receipts), resulting in a total of $1,513,761.37 available for CDBG activities.

For the HOME Investment Partnerships Program, the entitlement amount for FY 2025/26 was $502,538.46. This was supplemented by $ 125,000 in receipted program income and $259,290.93 in uncommitted prior year funds, bringing the total available HOME funding to $886,829.39. These funds will be utilized to advance the City's housing objectives for the fiscal year.

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

I
n FY 2025/26, the majority of funds were allocated to projects and programs available citywide, covering a range of activities such as public services, homeowner rehabilitation, tenant‐b
ased rental assistance, housing services, homeless supportive services, and 2025/26 CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
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. Th ese accessibility improvements benefit persons with disabilities citywide.

A total of XX 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 67,625 residents, of whom 45,300, or 66.99 %, are classified as low‐ or moderate‐income.

2025/26 CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)

SPECIAL CODE ENFORCEMENT TARGET AREA
TOTAL POPULATION V. LOW AND MODERATE-INCOME POPULATION
2016-2020 HUD LOW MOD INCOME SUMMARY DATA

Census Tract Total Persons Total LMI Persons Percentage 0992121 1,195 900 75.30%
0992122 1,385 895 64.60%
0992123 1,710 1,120 65.50%
0992124 1,250 890 71.20%
0992141 1,055 645 61.10%
0992142 725 395 54.50%
0992144 770 510 66.20%
0992161 1,000 575 57.50%
0992164 840 620 73.80%
0992204 1,490 825 55.40%
0992353 1,945 1,045 53.70%
0992404 2,145 1,405 65.50%
0992421 1,220 640 52.50%
0992432 1,765 930 52.70%
0992442 1,615 970 60.10%
0993052 2,120 1,755 82.80%
0993061 1,985 1,140 57.40%
0993062 885 600 67.80%
0993063 665 485 72.90%
0993065 810 435 53.70%
0993094 1,050 850 81.00%
0993102 1,240 910 73.40%
0993113 765 460 60.10%
0994021 2,615 1,975 75.50%
0994022 2,735 2,245 82.10%
0994024 1,720 1,320 76.70%
0994062 3,095 2,025 65.40%
0994101 1,160 600 51.70%
0994103 2,810 2,165 77.00%
0994112 2,480 2,055 82.90%
0994113 1,430 1,285 89.90%
0994114 1,005 655 65.20%
0994121 2,045 1,360 66.50%
0994163 2,675 1,420 53.10%
0994171 2,535 1,535 60.60%
0994183 1,890 1,510 79.90%
0995081 1,475 795 53.90%
0995083 1,930 1,615 83.70%
0995084 1,160 610 52.60%
0996041 1,945 1,085 55.80%
0997022 1,800 1,050 58.30%
0997031 1,490 995 66.80%
TOTAL 67,625 45,300 66.99%

2025/26 CAPER 15
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.

Th
e City is required to provide a 25 percent match for HOME funds drawn down for eligible HOME activities, excluding funds used for administrative costs and program income. To satisfy this requirement, the City has historically leveraged other local resour ces, including former redevelopment tax increment revenues and, more recently, bond financing, in connection with HOME
‐a
ssisted affordable housing acquisition and rehabilitation projects.

These prior leveraging efforts have generated a surplus of HOME matc h credits, which the City may use to satisfy future match requirements.

A
s of the end of the 2025 Federal fiscal year (October 1, 2024 – September 30, 2025), 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‐ov er 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, 2025 – September 30, 2026) 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

2025/26 CAPER 16
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

2025/26 CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
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

2025/26 CAPER 18
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

2025/26 CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -20 - Affordable Housing

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 15 12
Number of Non‐Homeless households to
be provided affordable housing units 15 21
Number of Special‐Needs households to
be provided affordable housing units 12 7
Total 42 40
Table 11 – Number of Households

One-Year Goal Actual
Number of households supported through
Rental Assistance 42 40
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 42 40
Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Th
e City allocated a total of $602,254.76 in HOME funds to support three tenant ‐b
ased rental
assistance programs during FY 2025/26. Families Forward received $200,000 to provide rental assistance to households with children and exceeded its goal of assisting 15 households by serving 21 families by year ‐e
nd. Mercy House received $200,000 to assist individuals experiencing or at risk of homelessness, including veterans and victims of domestic violence.

The program met 80% of its goal of 15 households (served 12 households) during the fiscal year. The Mobile Home Rental Assistance Program received $202,254.76 to assist senior 2025/26 CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
mobile homeowners with space rent. Although the program established a goal of assisting 12 households, 7 households were enrolled by the end of FY 2025/26.

Discuss how these outcomes will impact future annual action plans.

For
future Annual Action Plans, the City will continue to balance long‐te rm affordable housing
development with programs that address residents’ immediate housing needs. The Huntington Beach 2025/26–2029/30 Consolidated Plan established a goal of developin g two housing units through acquisition, rehabilitation, or new construction by June 30, 2030.

Although no new units were developed during FY 2025/26, the City has four remaining years within the Consolidated Plan period to achieve this goal. At the same time, the strong performance and demand for tenant
‐b
ased rental assistance demonstrate the continued
need for resources that help residents remain housed and address immediate housing cost burdens. Future Annual Action Plans will consider these outcomes when allocating HOME resources, with continued support for rental assistance while pursuing opportunities to support affordable housing development when feasible.

I
nclude the number of extremely low -income, low -income, and moderate -income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual TOTAL Extremely Low‐i ncome 39 32 71
Low‐i ncome 14 6 20
Moderate‐i ncome 5 2 7
Total 58 40 98
Table 13 – Number of Households Served

Narrative Information

During the program year, Huntington Beach completed the following housing activities for which household income and family size information was collected to determine eligibility:
•
18 single‐fa
mily residential rehabilitation projects were completed using CDBG funds through the City’s rehabilitation grant and loan programs. •
40 households received HOME ‐f
unded tenant ‐b
ased rental assistance, providing
assistance to households experiencing housing cost burdens and helping them maintain stable housing.
2025/26 CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
• 40 households also received CDBG ‐funded housing services in connection with the HOME‐funded tenant‐based rental assistance program.

2025/26 CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -25 - Homeless and Other Special Needs

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

During FY 2025/26, the City of Huntington Beach addressed homelessness through a coordinated, multidisciplinary approach led by the Homeless and Behavioral Health Division, Outreach Social Workers, and the Homeless Task Force. Outreach staff engaged indivi duals, families, seniors, veterans, and youth who were experiencing or at risk of homelessness. Staff assessed barriers to housing stability and connected clients with shelter, housing resources, vital documents, family reunification services, behavioral health support, and the Coordinated Entry System. Outreach staff also collaborated with community groups, faith ‐based organizations, nonprofit partners, and the City’s Community Prosecutor to strengthen referral networks and address issues that could affect housing eligibility.

The City’s Homeless Task Force, consisting of one lieutenant, one sergeant, and four specially trained officers, worked closely with Outreach Social Workers using a trauma ‐informed approach focused on community engagement and public safety. The team conduc ted field‐ based outreach, facilitated reunification and relocation efforts, and helped individuals access appropriate housing and supportive services.

During FY 2025/26, the City supported four CDBG ‐funded programs that provided outreach, assessment, and supportive services to homeless and at‐ risk youth and young adults.

Pathways to Independence received $19,725 and assisted 51 homeless young women through education, housing, mentoring, therapy, and supportive services. Project Hope Alliance received $19,725 and provided outreach and wraparound case management services to 120 homeless youth, including academic support, transportation, technology access, a nd referrals. Robyne’s Nest received $38,941 and assisted 23 homeless youth with housing support, tutoring, counseling, mentoring, and life skills training, exceeding its goal of 20 youth. StandUp for Kids received $14,921 and assisted 16 homeless and at‐ risk youth through street outreach, providing food, clothing, hygiene supplies, mentoring, and referrals to supportive services.

In addition, individuals seeking assistance at the City’s Navigation Center were assessed by the Homeless Task Force and connected to appropriate resources. During FY 2025/26, the 2025/26 CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Navigation Center, supported by HOME‐ARP funds awarded in prior years, provided services to 328 individuals experiencing homelessness.

Together, these efforts demonstrated the City’s continued commitment to identifying and assessing individuals experiencing homelessness and connecting them with services and resources to support their transition toward housing stability.

Addressing the emergency shelter and transitional housing needs of homeless persons

The City of Huntington Beach addressed the emergency shelter and transitional housing needs of individuals experiencing homelessness through a combination of emergency shelter, interim housing, supportive services, and permanent housing solutions.

The Huntington Beach Navigation Center served as the City’s primary emergency housing facility, providing 164 beds for individuals, couples, and non ‐binary residents. The Center operated at approximately 92 percent capacity and provided service ‐enriched sh elter intended to help residents transition out of homelessness. Eligibility was generally limited to individuals with established ties to Huntington Beach, allowing the City to prioritize assistance for local residents. Services included transportation assistance, housing navigation, homeless court programs, employment resources, recreational activities, mobile medical services, and specialized services for veterans. The Pathways Project further supported housing stability through coordinated case management and connections to community resources and permanent housing.

The City also operated HB Oasis, which was launched in FY 2021/22 through a partnership with the State of California Homekey Program, the County of Orange, National CORE, and American Family Housing. The project involved the acquisition and rehabilitation of the former Quality Inn & Suites at 17251 Beach Boulevard and provided interim housing for up to 62 individuals and households within Orange County’s Central Service Planning Area. HB Oasis provided transitional housing, property management, case management, and supportive services using trauma ‐informed, evidence‐based practices, with an emphasis on connecting residents to permanent housing.

In May 2024, HB Oasis transitioned from interim housing to permanent supportive housing.

The conversion included renovations to add kitchenettes and the use of project‐ based vouchers to promote long‐term housing stability for residents.

2025/26 CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
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

During FY 2025/26, the City of Huntington Beach continued its efforts to prevent homelessness among low‐income households and individuals at risk of becoming homeless.

The City participated in the Orange County Continuum of Care System, which coordinated resources and services for individuals and families experiencing or at risk of homelessness, including those with housing, health, social service, employment, education, and other supportive service needs.

The City also supported several tenant‐based rental assistance programs to help households remain stably housed. Families Forward received $200,000 to assist households with children, while Mercy House received $200,000 to assist income‐eligible households, including veterans and victims of domestic violence. An additional $202,254.76 was allocated to the Mobile Home Tenant‐Based Rental Assistance Program to help senior mobile homeowners with space rental costs. Collectively, these programs assisted 40 households during the fiscal year.

Although the City did not receive Emergency Solutions Grants (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) funding and therefore was not required to establish a formal discharge coordination policy, it continued to recognize the importance of preventing homelessness among individuals leaving publicly funded institutions and systems of care. The City worked with the Orange County Housing Authority and the Continuum of Care Homeless Issues Task Force to coordinate resources and address discharg e planning and housing stability for individuals at risk of homelessness.

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

During FY 2025/26, the City of Huntington Beach continued to implement a range of strategies to help individuals and families experiencing homelessness transition to permanent housing 2025/26 CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
and independent living, reduce the length of time they experienced homelessness, connect them with affordable housing opportunities, and prevent returns to homelessness. These efforts included emergency shelter, supportive services, case management, street outreach, housing navigation, and tenant‐based rental assistance, with services targeted to chronically homeless individuals, families, veterans, and unaccompanied youth.

The Huntington Beach Navigation Center served as the City's primary emergency shelter and provided 164 beds for individuals experiencing homelessness. The Center provided case management, housing navigation, and access to supportive services designed to he lp participants obtain more stable housing. In addition to shelter, participants had access to transportation assistance, employment resources, medical services, homeless court programs, recreational activities, and specialized services for veterans. The City continued to operate the Center in partnership with community organizations and service providers, with the goal of helping participants move from homelessness toward permanent housing.

The City also continued planning for the future redevelopment of the Navigation Center site.

The City had partnered with Jamboree Housing to explore a permanent development that would incorporate supportive housing and shelter services. The City's strategic plan identified the transition of the Navigation Center to a facility incorporating shelter and supportive housing as a long ‐term priority, with Jamboree responsible for pursuing funding and developing the project. The project remained dependent on securing sufficient funding before design and construction could proceed.

The City also continued to build on the success of HB Oasis, which was initially established through the State's Homekey Program as interim housing for individuals and households experiencing homelessness. The former motel property at 17251 Beach Boulevard was converted to provide 62 units of interim housing with supportive services. In May 2024, HB Oasis transitioned to permanent supportive housing, providing a longer‐term housing option for formerly homeless residents.

In addition to shelter and housing development efforts, the City supported programs that helped individuals overcome barriers to obtaining and maintaining housing. CDBG ‐funded programs provided outreach, case management, mentoring, and supportive services to homeless and at‐risk youth and young adults. The City also continued to support tenant‐based rental assistance, which assisted 40 households during FY 2025/26 and helped eligible households remain housed by reducing their rental cost burden.

Together, these efforts demonstrated the City's continued focus on moving individuals and 2025/26 CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
families from homelessness to permanent housing while also preventing homelessness from recurring. The City's approach combined immediate shelter and supportive services with longer‐term housing opportunities and rental assistance to address both the immed iate and ongoing housing needs of vulnerable residents.

2025/26 CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -30 - Public Housing

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, 711 households in Huntington Beach receive Section 8 vouchers from OCHA, including 108 families, 166 disabled individuals, and 437 elderly households.

Additionally, OCHA administers various other voucher programs, including 3 7 Continuum of Care, 12 Family Self‐ Sufficiency, 18 Family Unification, one Non‐Elderly Disabled, 108 Portability, 105 Veterans Affairs Supportive Housing, and 23 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.

2025/26 CAPER 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -35 - Other Actions

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.

During FY 2025/26, the City of Huntington Beach continued to use existing land use regulations, development incentives, and housing programs to reduce barriers to the development and preservation of affordable housing. The City recognizes that the limited availability of developable land, high development costs, and the challenges associated with higher‐density infill development can constrain the production of affordable housing. The City continued to address these challenges through existing zoning provisions, density bonus opportunities, affordable housing requirements, and financial assistance programs.

The City's Inclusionary Housing Program and Housing Trust Fund continued to provide mechanisms for incorporating affordable housing into residential development and generating resources for affordable housing activities. The City also continued to implement the State Density Bonus Law, which provides qualifying afford able housing developments with increased residential density and other incentives and concessions that can improve project feasibility.

The City also maintained existing land use planning tools that provide opportunities for residential and mixed ‐use development. The Beach and Edinger Corridors Specific Plan and Downtown Specific Plan allow for residential development in designated areas a nd provide opportunities for higher ‐density and mixed ‐use development. These plans provide opportunities for residential infill in areas where vacant residential land is limited.

The City also continued to administer its CDBG and HOME programs to address financial barriers to housing. During FY 2025/26, HOME funds supported tenant‐based rental assistance and affordable housing activities, while CDBG funds supported homeowner rehabilitation and other housing and community development activities. These programs helped reduce housing cost burdens, preserve existing housing, and assist lower ‐income households in maintaining stable housing.

The City was also evaluating additional strategies to reduce governmental constraints to affordable housing through its proposed 6th Cycle Housing Element. Because the Housing Element remained in draft form and had not been adopted and certified by the State HCD 2025/26 CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
during FY 2025/26, the proposed programs and policies were not reported as completed actions during the program year. The draft Housing Element identified potential strategies involving affordable housing overlays, development fee assistance, streamlined p rocessing, additional density incentives, and other regulatory tools that could further facilitate affordable housing development if adopted and implemented.

Actions taken to address obstacles to meeting underserved needs.

During FY 2025/26, the City of Huntington Beach continued to address the primary obstacles to meeting underserved needs, including the high demand for housing and supportive services and the limited availability of funding. The City used its CDBG and HOME resources to prioritize activities that directly addressed these needs, while coordinating with nonprofit organizations, housing providers, and other public agencies to maximize available resources and service capacity.

The City directed HOME funds toward tenant‐ based rental assistance, affordable housing development, and housing services, while CDBG funds supported housing rehabilitation, code enforcement, homeless and youth services, and other community development acti vities.

During the program year, HOME ‐funded tenant ‐based rental assistance assisted 40 households, including families with children, veterans, victims of domestic violence, and senior mobile homeowners. The City also completed 18 single‐family residential rehabilitation projects, helping preserve existing housing and address health and safety deficiencies for lower‐income homeowners.

The City continued to support individuals and families experiencing or at risk of homelessness through emergency shelter, outreach, case management, housing navigation, and supportive services. CDBG‐funded programs served homeless and at‐ risk youth and you ng adults, while the Huntington Beach Navigation Center provided emergency shelter and connections to housing and supportive services. These activities helped address immediate housing needs while connecting residents to longer‐term housing solutions.

The City also continued to use CDBG resources to improve neighborhood conditions through special code enforcement and infrastructure improvements. These activities helped preserve the existing housing stock, address deteriorating conditions, and improve the quality of life in areas with greater community development needs.

Because available federal resources were insufficient to meet all identified needs, the City continued to leverage partnerships with nonprofit organizations, housing providers, and 2025/26 CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
regional agencies to expand the reach of its programs and services. The City also participated in the regional Orange County Continuum of Care and coordinated with other public and community‐based organizations to address homelessness and housing needs tha t extend beyond municipal boundaries.

Overall, the City's FY 2025/26 approach focused limited federal resources on activities that provided direct assistance to vulnerable households, preserved existing housing, prevented and addressed homelessness, and improved neighborhood conditions. These strategies will continue to guide the allocation of CDBG and HOME resources in future Annual Action Plans as the City works to address the ongoing gap between available resources and the level of need in the community.

Actions taken to reduce lead-based paint hazards.

During FY 2025/26, the City of Huntington Beach continued to implement HUD's lead ‐based paint requirements for federally assisted housing activities to protect residents, particularly young children, from lead ‐based paint hazards. The City's federally fund ed residential rehabilitation activities were carried out in accordance with the requirements of 24 CFR Part 35 and applicable CDBG and HOME regulations. The City's agreements require property owners and tenants of pre ‐1978 properties to receive information regarding the potential presence and hazards of lead‐based paint and the health risks associated with exposure.

Lead‐based paint requirements were incorporated into the City's Housing Rehabilitation Loan Program and other federally assisted residential rehabilitation activities. As part of the rehabilitation process, projects were evaluated for applicable lead‐based paint requirements, and when lead hazards were identified, the City required appropriate treatment, interim controls, or abatement based on the results of the evaluation and the level of federal assistance. The City's rehabilitation program also incorpora ted lead‐based paint inspection and abatement documentation into its loan processing and construction management activities.

The City also required appropriate lead hazard notification and clearance procedures when applicable to federally assisted rehabilitation projects. These measures helped ensure that rehabilitation activities did not create or leave unresolved lead ‐based paint hazards and that residents were provided with information regarding lead safety.

Actions taken to reduce the number of poverty-level families.

2025/26 CAPER 31
OMB Control No: 2506-0117 (exp. 09/30/2021)
During FY 2025/26, the City of Huntington Beach continued to address the causes and effects of poverty by supporting programs that reduced housing cost burdens, preserved affordable housing, prevented homelessness, and connected low ‐income residents with s upportive services. These efforts complemented the City's broader economic development initiatives, which focused on business retention and expansion, investment, job creation, tourism, and strengthening the local economy.

The City's Economic Development Division continued implementing the City's economic development strategies to promote business retention, attraction, and expansion and encourage investment and job growth in Huntington Beach. The City's updated Economic Development Strategic Plan, adopted in 2024, provided a framework for strengthening the local economy through business development, tourism and cultural initiatives, responsive government, and communication and collaboration.

The City's CDBG and HOME programs also contributed directly to reducing the financial pressures experienced by low ‐income households. During FY 2025/26, the City used HOME funds to provide tenant‐ based rental assistance to 40 households, including families with children, veterans, victims of domestic violence, and senior mobile homeowners. By reducing housing costs, these programs helped participating households retain more of their limited income for other essential expenses and reduced their risk of homelessness.

The City also invested CDBG resources in activities that preserved existing housing and helped low‐income residents remain stably housed. Eighteen single ‐family residential rehabilitation projects were completed through the City's homeowner rehabilitation programs, addressing health, safety, and property deficiencies while helping preserve the existing affordable housing stock. CDBG ‐funded housing services also supported households receiving tenant‐ based rental assistance.

In addition, the City continued to fund services designed to address barriers that can contribute to persistent poverty and homelessness. CDBG ‐supported programs provided outreach, case management, mentoring, housing assistance, and other supportive services to homeless and at‐risk youth, families, and other vulnerable residents. The City also supported homeless services through the Huntington Beach Navigation Center, which provided emergency shelter, housing navigation, case management, and connections to employment, health, and other supportive resources.

The City also continued to comply with applicable Section 3 requirements for covered HUD ‐ funded projects, providing opportunities for training, employment, and contracting to low ‐ 2025/26 CAPER 32
OMB Control No: 2506-0117 (exp. 09/30/2021)
and very low‐income persons to the greatest extent feasible.

While the City did not directly fund economic development activities with CDBG or HOME funds during FY 2025/26, the City's combined approach of supporting economic growth through its Economic Development Division and using federal housing and community development resources to reduce housing costs, preserve housing, prevent homelessness, and provide supportive services helped address the underlying economic challenges faced by low‐ and moderate‐income residents.

Actions taken to develop institutional structure.

As the recipient of federal CDBG, HOME, and HOME ‐ARP funds, the City maintained an institutional structure for the administration and oversight of its HUD programs. The City's Community Enhancement Division served as the lead entity for grant administration and coordinated the development and submission of the Consolidated Plan, Annual Action Plan, CAPER, HOME‐ARP Allocation Plan, Regional Analysis of Impediments to Fair Housing Choice, and other required HUD reports and documents.

During FY 2025/26, the City continued to coordinate with nonprofit organizations, affordable housing developers, advocacy groups, neighborhood organizations, City departments, private‐sector partners, and other public agencies to implement the priorities identified in the 2025–2029 Consolidated Plan. This collaborative approach helped leverage community resources, strengthen service delivery, and address gaps in housing and supportive services for low‐ and moderate‐income residents.

The City also used public notices, community workshops and meetings, its website, and other outreach methods to provide residents and stakeholders with information and opportunities to participate in the development and implementation of its HUD ‐funded programs. These efforts supported continued community participation and coordination in carrying out the City's Consolidated Plan strategies.

Actions taken to enhance coordination between public and private housing and social service agencies.

During FY 2025/26, the City of Huntington Beach continued to strengthen coordination among City departments, public agencies, nonprofit organizations, housing providers, and social service agencies to address the needs of homeless individuals, low ‐income h ouseholds, seniors, youth , and other residents with special needs. The City coordinated with internal 2025/26 CAPER 33
OMB Control No: 2506-0117 (exp. 09/30/2021)
departments, including the Police, Library Services, Community Services, and Public Works Departments, as well as numerous community‐based organizations and regional agencies.

Key partners included Mercy House, Families Forward, Colette's Children's Home, AMCAL, Jamboree Housing, National CORE, Community SeniorServ, Project Self‐Sufficiency, StandUp for Kids, Robyne's Nest, Project Hope Alliance, Pathways to Independence, the Fa ir Housing Foundation, the Orange County Housing Authority, 2 ‐1‐1 Orange County, and OC Community Services through the Orange County Continuum of Care. These partnerships supported the delivery of emergency shelter, housing assistance, homelessness prevention, outreach, case management, senior services, fair housing education, and other supportive services.

The City also worked with affordable housing developers and service providers to expand and preserve housing opportunities. For example, the City continued its partnership with Jamboree Housing and other organizations involved in affordable housing develop ment and supportive services. The City's HOME program also supported partnerships with organizations such as Families Forward and Mercy House to provide tenant ‐based rental assistance to Huntington Beach households experiencing housing instability.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice.

In May 2025, the City of Huntington Beach, together with 20 other Orange County jurisdictions and the County of Orange, adopted the 2025 –2029 Orange County Regional Analysis of Impediments to Fair Housing Choice (AI). The AI identified several priorities for affirmatively furthering fair housing, including increasing awareness of fair housing rights, reducing housing cost burdens, expanding affordable housing opportunities, increasing access to housing in areas of opportunity, addressing homelessness, and p reserving and improving lower‐resource neighborhoods. During FY 2025/26, the City continued to implement actions consistent with these priorities.

Increasing knowledge of fair housing . The City continued its partnership with the Fair Housing Foundation to provide fair housing education, counseling, and assistance to residents experiencing housing discrimination or other fair housing concerns. The City also continued to make fair housin g information available to the public through its housing programs and online resources. Funding for Fair Housing Foundation services was included in the City's HOME program administration budget for the following program year, demonstrating the City's con tinued commitment to maintaining fair housing education and enforcement services. The City's Housing Element also identifies continued coordination with fair housing 2025/26 CAPER 34
OMB Control No: 2506-0117 (exp. 09/30/2021)
organizations as an AFFH strategy.

Reducing housing cost burdens and preventing homelessness. The City continued to use HOME funds for tenant‐based rental assistance (TBRA), which directly addressed one of the primary impediments identified in the AI —the high cost of housing relative to household income. During FY 2025/26, the City allocated $602, 254.76 to three TBRA programs operated by Families Forward, Mercy House, and the City's Mobile Home Rental Assistance Program.

Collectively, these programs assisted 40 households, including families with children, households experiencing or at risk of home lessness, veterans, victims of domestic violence, and senior mobile homeowners. The City also provided CDBG ‐funded housing services in support of the TBRA programs. These activities helped eligible households maintain housing and reduced the risk of displacement and homelessness.

Expanding affordable housing opportunities. The City continued to pursue the preservation and development of affordable housing as part of its broader AFFH strategy. The City's Housing Element identifies the development of affordable housing in high‐resource and high‐ opportunity areas, affordable h ousing overlay zoning, tenant‐ based rental assistance, and neighborhood preservation as strategies to expand housing choice and reduce barriers to housing opportunity. During FY 2025/26, the City maintained HOME resources for affordable housing development and continued to administer residential rehabilitation programs that preserved the existing housing stock for lower ‐income households. The City also maintained its online Affordable Housing Viewer to improve public access to information about affordable housing opportunities.

Addressing homelessness and increasing access to housing. The City continued to support a continuum of housing and supportive services for individuals and families experiencing homelessness. The Huntington Beach Navigation Center provided emergency shelter, case management, housing navigation, and connections to supportive services intended to help residents transition to permanent housing. The City also supported CDBG ‐funded outreach and supportive service programs serving homeless and at‐ risk youth, including Pathways to Independence, Project Hope Alliance, Robyne's Nest, and StandUp for Kids. These programs provided outreach, case management, housing assistance, and other services intended to reduce the length of time individuals experienced homelessness and help prevent a return to homelessness.

Preserving and improving neighborhoods. The City continued to invest CDBG resources in activities designed to preserve housing and improve neighborhood conditions. The Homeowner Rehabilitation Loans and Grants Program assisted lower ‐income homeowners 2025/26 CAPER 35
OMB Control No: 2506-0117 (exp. 09/30/2021)
with health and safety repairs and deferred maintenance, helping preserve existing housing and allowing residents to remain in their homes. The City also continued its Special Code Enforcement Program to address substandard properties, eliminate blight, an d improve neighborhood conditions. These activities supported the AI goal of preserving and revitalizing lower‐resource areas and improving residents' access to safe, decent housing.

Overall, the City's FY 2025/26 activities addressed several of the impediments identified in the 2025–2029 AI by improving access to fair housing information and services, reducing housing cost burdens, supporting households at risk of homelessness, preser ving existing affordable housing, and providing housing and supportive services to vulnerable populations. The City will continue to incorporate the AI's priorities into future Annual Action Plans, including continued funding for fair housing services and tenant ‐based rental assistance, preservation of the existing housing stock, support for affordable housing development, and efforts to expand housing opportunities throughout the community.

2025/26 CAPER 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -40 - Monitoring

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 2025/26 ; however, staff will pick up monitoring of subrecipients in early 2026/27.

The City also performs project monitoring of all rent restricted affordable units assisted with HOME, CDBG, and t he 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, reconstruction, or rehabilitation of community and private facilities, infrastructure projects, and affordable housing developments to make a good faith effort to hire women or minority ‐based businesses and to require equal employment opportunity for all individuals 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 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER). A notice was published in The Wave on August 27, 2026, indicating a public review period from August 28, 2026, through September 15, 2026. The 2025/26 CAPER was available in hard copy at Huntington Beach City 2025/26 CAPER 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 15, 2026.

2025/26 CAPER 38
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR -45 - CDBG

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, 2025 , and June 30, 2026, the City of Huntington Beach submitted one minor amendment to its FY 2025/26 Annual Action Plan. On May 9, 2026 , the City submitted an amendment increasing the allocation for the Mobile Home Tenant‐Based Rental Assistance Program from $101,999.26 to $202,254.76, which raised the performance goal from 6 to 12 housing units.

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.

2025/26 CAPER 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR - 50 - HOME

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 June 2025, eight 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
Monitoring of HOME‐assisted projects for FY 2025/26 will resume in Fall 2026.

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 June 2025 , 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. 2025/26 CAPER 40
OMB Control No: 2506-0117 (exp. 09/30/2021)

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics.

Huntington Beach had a total of $ 86,720.16 in HOME program income in FY 2025/26, 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 $86,720.16 for the following activities:

• $43,332.16 on IDIS #729 2024 Families Forward Tenant‐Based Rental Assistance • $43,388.00 on IDIS #731 2024 Mobile Home Tenant‐Based Rental Assistance (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 milestone in the city’s efforts to reduce homelessness through innovative housing solutions.
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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 2025/26, this initiative provided space rent assistance to 22 senior households, offering meaningful relief to a population that often struggles with fixed incomes and rising housing costs.

2025/26 CAPER 42
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR - 58 – Section 3

Identify the number of individuals assisted and the types of assistance provided.

Total Labor Hours CDBG HOME
Total Number of Activities 0 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‐s ite 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. 2025/26 CAPER 43
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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

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APPENDIX 1 : 2025 CDBG Financial Summary Report (IDIS PR26 Report)

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APPENDIX 2 : 2025 CDBG Activity Summary by Selected Grant Report

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APPENDIX 3 : 2025 CDBG -CV Financial Summary Report

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APPENDIX 4 : Proof of Publication

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APPENDIX 5 : Public Comments