38077.00180\29167975.12 C2
5 to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant. c. The Consultant understands and accepts that at all times; the Agreement is subject to appropriation of funds by the Milpitas City Council. The Agreement may terminate without penalty, liability or expense of any kind to the City at the end of Agreement term. The City has no obligation to make appropriations for the Agreement in lieu of appropriations for new or other contracts. City budget decisions are subject to the discretion of the Mayor and City Council. Consultant’s assumption of risk of possible non-appropriation is a part of the consideration for the Agreement. This section controls against any and all other provisions of the Agreement.
17. Documents. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.
18. Organization
Consultant shall assign Josh Fournier as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.
19. Limitation of Agreement.
This Agreement is limited to and includes only the work included in the Project described above.
20. Notice
Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to:
CITY:
City of Milpitas
455 E. Calaveras Boulevard
Milpitas, California 95035
Attn: Michael Silveira, City Engineer
CONSULTANT:
Achievement Engineering Corp.
1145 S. Third Street
San Jose, CA 95112
Attn: Josh Fournier, Senior Project Manager
and shall be effective upon receipt thereof.
22. Third Party Rights
Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.
38077.00180\29167975.12 C2
6 23. Equal Opportunity Employment.
Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.
24. Entire Agreement
This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This Agreement may not be modified or altered except in writing signed by both Parties hereto. This is an integrated Agreement.
25. Severability
The unenforceability, invalidity or illegality of any provision(s) of this Agreement shall not render the provisions unenforceable, invalid or illegal.
26. Successors and Assigns
This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.
27. Non-Waiver
None of the provisions of this Agreement shall be considered waived by either party, unless such waiver is specifically specified in writing.
28. Time of Essence
Time is of the essence for each and every provision of this Agreement.
29. City’s Right to Employ Other Consultants
City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.
30. Prohibited Interests
Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no director, official, officer or employee of City, during the term of his or her service
38077.00180\29167975.12 C2
7 with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
31. Wage Theft Prevention
a. Consultant, and any subconsultant it employs to complete work under this Agreement, shall comply with all applicable federal, state and local wage and hour laws. Applicable laws may include, but are not limited to, the Federal Fair Labor Standards Act, the California Labor Code and the Milpitas Minimum Wage Ordinance.
b. BY SIGNING THIS AGREEMENT, CONSULTANT AFFIRMS THAT IT HAS
DISCLOSED ANY FINAL JUDGMENTS, DECISIONS OR ORDERS FROM A COURT OR INVESTIGATORY GOVERNMENT AGENCY, FINDING IN THE FIVE (5) YEARS PRIOR TO
EXECUTING THIS AGREEMENT THAT CONSULTANT OR ITS SUBCONSULTANTS HAS VIOLATED ANY APPLICABLE WAGE AND HOUR LAWS. CONSULTANT FURTHER AFFIRMS
THAT IT OR ITS SUBCONSULTANT(S) HAS EITHER FULLY SATISFIED EACH JUDGMENT,
DECISION OR ORDER, OR, IF ANY JUDGMENT, DECISION OR ORDER HAS NOT BEEN FULLY
SATISFIED, CONSULTANT AFFIRMS THAT IT OR ITS SUBCONSULTANT(S) IS CURRENTLY
SATISFYING SAID JUDGMENT, DECISION OR ORDER THROUGH A PAYMENT OR
ALTERNATIVE PLAN APPROVED BY THE APPLICABLE COURT/GOVERNMENT AGENCY
AND THAT CONSULTANT OR ITS SUBCONSULTANT(S) ARE IN COMPLIANCE WITH SAID PLAN AS OF THE DATE OF EXECUTING THIS AGREEMENT.
c. If at any time during the term of this Agreement, a court or investigatory government agency issues a final judgment, decision or order finding that Consultant or a subconsultant it employs to perform work under this Agreement has violated any applicable wage and hour law, or Consultant learns of such a judgment, decision, or order that was not previously disclosed in its bid/proposal, Consultant shall inform the City no more than fifteen (15) calendar days after the judgment, decision or order becomes final or from the date of learning of the final judgment, decision or order.
Consultant or its subconsultant(s) shall, within thirty (30) calendar days after notifying the City, either (i) fully satisfy any such judgment, decision, or order and provide the City with documentary evidence of satisfying said judgment, decision or order; or (ii) provide the City documentary evidence of a payment or other alternative plan approved by the court/government agency to satisfy the judgment, decision or order.
If the Consultant or its subconsultant is subject to a payment or other alternative plan, the Consultant or its subconsultant shall continue to submit documentary evidence every thirty (30) calendar days during the term of the Agreement demonstrating continued compliance with the plan until the judgment, decision or order has been fully satisfied.
d. For purposes of this Section, a "final judgment, decision, or order" refers to one for which all appeals have been exhausted or the time period to appeal has expired. Relevant investigatory government agencies include: the United States Department of Labor, the California Division of Labor Standards Enforcement, the City, or any other governmental entity or division tasked with the investigation and enforcement of wage and hour laws.
e. Failure to comply with any part of this Section constitutes a material breach of this Agreement. Such breach may serve as a basis for immediate termination of this Agreement and/or any other remedies available under this Agreement and/or law.
f. Notice provided to the City shall be addressed to: Attention: Finance Director, 455 E. Calaveras Blvd. Milpitas, CA 95035. The Notice provisions of this Section are separate from any other
38077.00180\29167975.12 C2
8 notice provisions in this Agreement and, accordingly, only notice provided to the above address satisfies the notice requirements in this Section.
[SIGNATURES ON FOLLOWING PAGE]
38077.00180\29167975.12 C2
9 SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF MILPITAS
AND ACHIEVEMENT ENGINEERING CORP.
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.
CITY OF MILPITAS
Approved By:
Matt Cano
Acting City Manager
Date
Approved As To Form:
Christopher Creech
Assistant City Attorney
Approved:
Luz Cofresí-Howe
Finance Director/Risk Manager
Approved As To Content:
Christian Di Renzo
Public Works Director
ACHIEVEMENT ENGINEERING CORP.
Signature
Arash Firouzjaei
Name
President_______
Title
Date
38077.00180\29167975.12 C2
10 EXHIBIT A
Scope of Services
Consultant shall provide on-call construction inspection, material testing, and staff augmentation services for various projects, including Capital Improvement Projects (CIP) and private development projects within the City. Consultants’ services shall be provided as requested by the City on an as needed basis.
1. GENERAL PROVISIONS
A. Consultant shall perform all services to the satisfaction of the City.
B. All the services furnished by the Consultant under this Scope of Work shall be in accordance with the professional standards and quality which prevail among inspection and materials testing professionals, of similar knowledge and skill engaged in related work throughout California, under the same or similar circumstances. All documentation prepared by Consultant shall provide for a completed project that confirms to all applicable codes, rules, regulations and guidelines which are in effect at the time such a documentation is prepared.
C. All work performed shall be authorized by a project specific Service Order. Each Service Order given by City shall detail the nature of the specific services to be performed by the Consultant, the time limit within which such services must be completed and the compensation for such services. Such details shall include a description of the project for which Consultant s hall perform the services, the location of the project, the type and scope of services to be performed, the format and schedule for deliverables, the schedule of performance, and the schedule of compensation. Consultant shall not perform any services unless authorized by a fully executed Service Order. Any unauthorized services performed by Consultant shall be at no cost to the City.
D. Consultant shall begin work under the service order only after receipt of a fully executed Service Order. Each authorized Service Order issued under this agreement shall be incorporated into the terms and conditions of this agreement.
E. City will assign a Project Manager to facilitate each Service Order authorized. Consultant shall coordinate with the designated Project Manager and/or the Senior Public Works Inspector on the performance of each Service Order.
F. In collaboration with the City Project Manager, consultant shall be responsible for coordinating with all City, Federal, State and local agencies to ensure that all necessary steps are followed to complete the required testing and inspections.
F. Assignment of Personnel. Consultant shall assign only competent personnel to perform services for the City. The Service Order may name any specific personnel who shall be performing services. In the event that City, in its sole discretion, desires the reassignment of any such persons, Consultant shall immediately, upon receiving notice from the City, reassign such person or persons.
2. BASIC SERVICES
A. Consultant shall provide construction inspection and materials testing, and staff augmentation services for various City Capital Improvement Projects and private development projects, as more particularly described in the authorized Project Service Order. The authorized Service Order may include any of the specific construction inspection and materials testing tasks set forth below in Section 3. The authorized Service Order may also include any other related inspection and testing services described and agreed to be performed by the Consultant.
B. Service Initiation
Prepare Service Order – The Consultant shall familiarize themselves with the Project, its scope, and its goals, and, in collaboration with the City’s Project Manager, discuss and develop a proposed scope of services.
The scope of work for Project services shall be consistent with City’s standard form of Service Order. The proposed scope of services shall, at a minimum, include the following: Project Description, Scope of Services including deliverables, and project schedule, and estimated compensation. Consultant shall submit the proposed scope of services to the Project Manager in electronic format.
The City’s Project Manager will review and comment on proposed scope of work, and the parties shall agree on the terms of the final Service Order. Consultant shall not be compensated for work performed in preparing a draft scope of services for a Service Order.
C. Service Implementation
Upon receipt of an authorized Service Order, Consultant shall begin Project services described in the Service Order. For each Project, in addition to the specified services, products and deliverables detailed in the Service Order, Consultant shall perform the following tasks as required:
Project Kick-off Meeting: Prior to the beginning substantive work on a project, Consultant and City shall discuss procedures and notifications for any necessary meeting and communications with City staff; collect available data from the City and establish additional data needs and availability; confirm the format for all project products and deliverables; and address any preliminary project concerns.
Project Coordination Meetings: Consultant shall attend project coordination meeting as required, to perform authorized services and as required by Project Manager.
Project Schedule: Consultant shall prepare and submit a detailed schedule of performance consistent with the schedule contained in the Service Order to the City Project Manager for review and approval. Consultant shall confirm or update
the schedule monthly at a minimum. Any changes to the schedule shall only be permitted with the written approval of City’s Project Manager.
Project Progress Report: Consultant shall submit a monthly report to the Project Manager detailing progress on the Project services.
Project Record: Consultant shall develop and maintain a detailed record of the chronology of the project tasks and milestones completed that are decisive, conclusive or relevant to the outcome of the Project. Consultant shall submit a copy of the Project Record to the Project Manager prior to final payment for services perform on the Project. The Record shall be submitted in electronic format.
Project Documents: Aside from deliverables specified in the Service Order, and before the conclusion of the Project and final payment for services performed on the Project, Consultant shall submit to the Project Manager a copy of all project documents that are decisive, conclusive or relevant to the outcome of the Project.
Such documents may include, without limitation, topographical surveys and mapping, utility mapping, site inventories, base plans, reports and studies, permit applications and permits, environmental documentation, record of meetings, and communication documents. Documents shall be submitted in both paper and electronic format, as available.
3. SPECIFIC CONSTRUCTION INSPECTION & MATERIAL TESTING
SERVICES
A. In addition to any other inspection and testing services contained in the authorized Service Order, the Service Order may incorporate any of the services set forth below in this Section 3 by simply identifying the particular Task, in which case the Task is considered to have been incorporated into the authorized Service Order and Consultant shall perform the Task as set forth herein.
B. Tasks: Listed below are the Tasks which may be included in the Service Order depending on the scope of the project.
Task 1: Review the project scope.
Task 2: Visit the project site, as necessary.
Task 3: Determine the type of inspection/testing/evaluation needed, as discussed with City staff. Prepare a work plan.
Task 4: Perform inspection, sampling and testing. Services shall be performed within 24 hours of notice by the City of required.
o Task 5a: Fill Material Testing
Consultant shall perform these soils compaction tests identified in the Contract Documents, or, if no such tests are identified, those tests needed to determine whether the soil is compacted in conformance with the Standards and Requirements contained in the Contract Documents, such as ASTM D1557 or D2922 and D3017-78 and California Test 216 and 231.
Within one working day of completing each compaction test, Consultant shall provide the City with a written notice describing the test performed and the result of the test, and indicating whether or not compliance with the Standards and Requirements contained in the Contract Documents was achieved. If compliance was not achieved, the written notice should include what corrective action is needed to obtain compliance.
If corrective action is needed, the Consultant shall re-perform the compaction test within one working day of being notified by the City or Project contractor that the necessary corrective action was completed. Within one working day of completing a re-test, Consultant shall provide the City with written notices consistent with the requirements of above.
o Task 5b: Asphalt Testing
Consultant shall perform those asphalt compaction tests identified in the Contract Documents, or, if no such tests are identified, those tests needed to determine whether the asphalt is compacted in conformance with the Standards and Requirements as required in the Contract Documents such as, California Test 375 and 304. In addition, Consultant shall provide full time inspection of asphalt placement, as required, to ensure asphalt is placed in accordance with Caltrans Section 39.
Within one working day of completing each compaction test, Consultant shall provide the City with a written notice describing the test performed and the results of the test and indicating whether compliance with the Standards and Requirements contained in the Contract Documents was achieved. If compliance was not achieved, the written notice should include what corrective action is needed to obtain compliance.
If corrective action is needed, the Consultant shall re-perform the compaction test within one working day of being notified by the City of Project contractor that the necessary corrective action was completed. Within one working day of completing a re-test, Consultant shall provide the City with written notices consistent with the requirements of above.
o Task 5c: Structural Steel and Metals Testing and Inspections
Consultant shall inspect and certify the welding operations at the Project construction site and at the metal fabrication shop as needed to meet the Standards and Requirements contained in the Contract Documents. These services include verifying that the welder certifications, material preparation, welding procedures, structural steel mill certificates and material identifications comply with the Standards and Requirements contained in the Contract Documents. They also include Consultant testing welds in accordance with ASTM standards and pre the Standards and Requirements contained in the Contract Documents. In addition, Consultant shall provide full-time inspection for all structural welds as provided for in the Standards and Requirements contained in the Contract Documents as requiring full- time inspection.
Consultant shall perform special inspection and certification of, but not limited to, welding of bolts, embeds and reinforcing steel, structural steel, anchor / expansion bolts, post-tensioning tendon, steel studs, reinforcing steel stands and rebar, mechanical connectors (splices), and high strength bolting.
o Task 5d: Structural Concrete Testing and Inspection
Consultant shall perform those structural concrete tests and inspections identified in the Contract Documents, or, if no such tests and inspections are identified, those tests and inspections needed to determine if the concrete conforms to the Standards and Requirements contained in the Contract Documents such as ACI 318 and CBC Section 1903 and 1905, and ASTM C31 and C143.
Within one working day of completing each inspection and/or test, Consultant shall provide the City with a written notice describing the inspection and/or test performed and the results, and indicating whether or not compliance with the Standards and Requirements contained in the Contract Documents was achieved. If compliance was not achieved, the written notice must state what corrective action is needed to obtain compliance. If corrective action is needed, the Consultant shall re-perform the inspection and/or test within one working day of being notified by the City or Project contractor.
Task 6: Prepare a report of the inspection and/or testing results and conclusions/recommendations. Upon receipt of the analytical results, Consultant shall prepare a summary letter comparing the analytical data to the governing allowable limits. The Summary Report will include copies of the laboratory reports and a sample location map. The Summary Report will provide conclusions and recommendations. Summary report shall be provided to City staff within in one week of receipt of the analytical results.
Task 7: Assist City in obtaining approvals and/or permits from County, State, and
Federal agencies as required.
4. SPECIFIC INSPECTION STAFF AUGMENTATION SERVICES
Upon request, Consultant shall provide experienced and professional construction inspectors to assist the City’s Public Works Department with inspections. These inspectors would be assigned a variety of construction projects to oversee including City Capital Improvement, Land Development (private), and encroachment permit work. Construction work could include streets, sidewalks, curbs/gutters, streetlights, traffic signals, landscape & irrigation, water, sewer, storm and recycled water. The assigned inspectors would assist the Design & Construction Section and report to the City’s Senior Construction Inspector and the Public Works Division Manager – Engineering.
The augmentation inspection staff should have the following experience and abilities:
Duties may include, but are not limited to:
Sample construction materials for examination & analysis by laboratories. Perform routine field tests and inspections including but not limited to density testing of soils, aggregates and asphalt, concrete, and reinforcing steel. Observe work during construction and upon completion. Review quantities of materials and work performed; review and perform necessary reports for progress payments.
Indicate location of various appurtenances found during construction on plans. Prepare daily construction inspection reports, and activity records as required. Coordinate Contractor requested design alterations between City staff. Review construction plans, specifications, and shop drawings for projects assigned. Attend pre-construction meetings.
Ensure work performed by contractors and materials onsite are in compliance with the approved plans, specifications, codes and ordinances.
Check lines, grade, size, elevation and location of structures for conformance with specifications and regulations.
Inspection experience should include two or more years in the following:
Knowledge of the materials used in the construction of water, sewer and storm systems, roadways, sidewalks, gutters, and other public works infrastructure. Experience in the construction of water, sewer and storm systems, roadways, sidewalks, gutters and other public works infrastructure. Ability to read and interpret plans, specifications, shop drawings and generate “As- built” documents.
38077.00180\29167975.12 C2
11 EXHIBIT B
Schedule of Charges/Payments
Consultant will invoice City on a monthly cycle. Consultant will include with each invoice a detailed progress report that indicates the amount of budget spent on each task. Consultant will inform City regarding any out-of-scope work being performed by Consultant. This is a time-and-materials Agreement.
City of Milpitas On-Call Construction Materials Testing Services
FEE SCHEDULE
Item# Price Unit
POS01 $252 hour
POS02 $252 hour
POS03 $252 hour
POS04 $225 hour
POS05 $189 hour
POS06 $1,444 hour
POS07 $108 hour
POS08 $86 hour
POS09 $248 each
POS10 $216 letter
POS11 $432 letter
POS12 $648 letter
POS13 $1,080 letter
POS14 $2,160 letter
POS15 $630 each
POS16 $162 hour
POS17 $108 hour
POS18 $279 each
POS19 $279 each
POS20 $279 each
POS21 $630 each
POS22 $132 hour
POS23 $162 hour
POS24 $648 each
Price Unit
INS1 $162 hour
INS2 $112 hour
INS3 $112 hour
INS4 $112 hour
INS5 $112 hour
INS6 $116 hour
INS7 $132 hour
INS8 $105 hour
INS9 $144 hour
INS10 $112 hour
INS11 $146 hour
INS12 $132 hour
INS13 $180 hour
INS14 $90 hour
INS15 $105 hour
INS16 $239 hour
INS17 $315 hour
INS18 $116 hour
INS19 $270 hour
INS 20 $180 hour
Price Unit
EQP1 $10 hour
EQP2 $15 hour
EQP3 $32 hour
EQP4 $36 hour
EQP5 $36 hour
EQP6 $36 hour
EQP7 $25 hour
EQP8 $18 hour
EQP9 $68 hour
EQP10 $14 hour
EQP11 $14 hour
EQP12 $63 hour
EQP13 $27 hour
Review of Welding Documents (WPS)
Field Report Review/Preparation of Letter (1 - 2 visits) Field Report Review/Preparation of Letter (3 to 4 visits) Inspections
Special Inspection (Soil, Segmental Retaining Wall, Asphalt) - Group 3 PW Special Inspection (Structural Steel and High-Strength Bolting) ICC - Group 2 PW Special Inspection (Structural Steel Welding) AWS and ICC - Group 2 PW Special Inspection (Structural Wood, Shear Wall Nailing) - Group 2 PW Material Tag and Release - Non-PW
Field Report Review/Preparation of Letter (5 visits)
Field Report Review/Preparation of Letter (10 visits)
Field Report Review/Preparation of Letter (20 visits)
Welder Qualification (each process)
Laboratory Supervisor
Laboratory Technician
Field Supervisor - Site Visit
Special Inspection (Rebar/Tendon Placement, Post Tension, Masonry, Fireproofing) - Group 2 PW Special Inspection (Retrofit Epoxy, Expansion Bolt, Screw Bolt, Proof Load Test) - Group 4 PW Concrete Mix Design Review
Shotcrete Mix Design Review
Special Inspection (DSA Masonry - DSA Shotcrete) - Group 1 PW Concrete Sampling - Group 4 PW
Firestopping - Group 2 PW
Professional & Office Staff
Project Principal
Geotechnical Engineer (G.E.)
Certified Engineer Geologist (C.E.G.)
Registered Professional Engineer (P.E.)
Project Manager
Staff Engineer
Drafting
Administrative
Preparation of CalGreen Sheet
CalGreen Documents Review
Discrepancy Review
Building Pad Certificate Preparation
NACE Level II
NDT Level ΙΙ (UT, MT, PT) - Group 1 PW and Non-PW Shop
NDT Level ΙΙΙ
Pickup & Delivery of Samples
Exploratory & Field Testing Equipment
Structural Steel Material Verification and Shop Welding Inspection - Non-PW Pavement Conditions Index (PCI)
Concrete Core Drilling (Two-man Crew)
Schmidt Hammer
SI - CalGreen
Torque Test
Pull Test
UT
MT
PT
Nuclear Gauge
Sand-cone
Core Drilling Machine
Torvane
Pocket Penetration
Concrete Scanning
Spray Fireproofing
Grout Mix Design Review
Floor Flatness
| Form #: B-13b | Date Prepared: 2014 | Date Revised: 10/21/2024 | Revision #: 33 | 1145 S. Third Street, San Jose, CA 95112
| Ph: (408) 217-9174 | Fax: (408) 217-9632 | www.achieveng.com
City of Milpitas On-Call Construction Materials Testing Services
FEE SCHEDULE
EQP14 $27 hour
EQP15 $83 each
EQP16 $90 hour
EQP17 $39 hour
EQP18 $36 hour
ASTM AASHTO CTM Price Unit
CONC01 C39 T22 521 $45 each
CONC02 C42 T24 - $45 each
CONC03 C138 T121 518 $45 each
CONC04 C78 - 523 $68 each
CONC05 C1140 - - $45 each
CONC06 C94 - - Per Quote each
CONC07 - - - $50 each
CONC08 - - - $1,440 panel
CONC09 - - - $1,890 panel
CONC10 C109 - - $45 each
CONC11 D4832 - - $72 each
CONC12 - - - $50 each
CONC13 D1632 - - $141 each
MASN01 C140 - - $112 hour
MASN02 C109 T106 - $252 each
MASN03 Title 24 - 515 $83 each
MASN04 Title 24 - - $124 each
MASN05 C1019 - - $45 each
MASN06 C109 - - $45 each
MASN07 C780 - - $45 each
MASN08 C140 - - $1,170 set
SOIL01 D4318 T89 - T90 - $171 each
SOIL02 D1140 T88 - $225 each
SOIL03 D2216 T265 - $279 each
SOIL04 D2974 T267 - $333 each
SOIL05 D1557 T180 - $260 each
SOIL06 D1557 T180 - $290 each
SOIL07 D6913 - - $77 each
SOIL08 D1883 T193 - $261 each
SOIL09 D2166 - - $405 each
SOIL10 D5102 - - $66 each
SOIL11 - T291 - $72 each
SOIL12 - T290 - $149 each
SOIL13 - T288 - $243 each
SOIL14 - - 216 $168 each
SOIL15 - T289 - $267 each
SOIL16 D2844 - - $520 each
SOIL17 D2435 - - $914 each
SOIL18 D4829 - 417 $375 each
SOIL19 - - 227 $48 each
SOIL20 - - 229 $113 each
SOIL21 D2850 - Per Quote each
SOIL22 D7181 - Per Quote each
SOIL23 D4767 - Per Quote each
SOIL24 D2419 - $175 each
SOIL25 - - 206 $0 each
SOIL26 - T84 202 $0 each
SOIL27 D3080 - - $485 each
Flexural Test Per Beam Test Only
Masonry
Masonry Mortar Cubes - Compressive Strength Test Only
Shotcrete Panel Test Coring
Concrete Trial Batches
Storage Concrete Beyond 28 days
Coring / Evaluation of Pre-Constructions Panel (3 cores) (Rebar # 8 to 11) Paint Intumescent Device
Concrete Compressive Strength Test(Test Only)
Concrete/Shotcrete Drilled Core Compressive Strength Test Unit Weight of Concrete
High-Strength Bolts Torque Wrench
Laboratory Tests Description
Concrete
Moisture Measurement for Slab per kit
I-Pile Integrity Tester
Skidmore
Coring / Evaluation of Pre-Constructions Panel (3 cores) (Rebar # 3 to 7) NS Grout Test Only
Fine Analysis by Washing
Moisture Content of Soil and Rock
CMU Strength, Unit Weight, Absorption Sampling
Masonry Grout Prism - Compressive Strength Test Only
Sulfate Content
Masonry Mortar Cylinders - Compressive strength Test Only Direct Shear Test
Compaction Report
Triaxial Test UU
Triaxial Test CD
Triaxial Test CU
Sand Equivalent
Organic Content in Soils
Modified Proctor 4”
Modified Proctor 6”
Soil Sieve Analysis Report
PH of Soil
Resistance "R" Value of Untreated Soils
Consolidation of Soil
Durability Index
CBR Compacted Soils
UCS of Cohesive Soil
UCS of Compacted Soil-Lime Mixtures
Chloride Content
Masonry Prism - Compressive Strength Test
Masonry Core - Shear Test
Masonry Core - Compression/Shear Test
Grout CLSM - Compressive Strength Test Only
Soil-Cement Mixture Molding and Compressive Strength Test - Molding and Compressive Test (Sample prep: ASTM D1632, D698, or D1557) Grout for Soil Nails or Tiebacks Compressive Strength Test Only CMU Strength, Unit Weight, Absorption - Test Only
Expansion Index
Evaluating Cleanness
Minimum Soil Resistivity
Specific gravity and Absorption of Coarse Aggregate
Specific gravity and Absorption of Fine aggregate
Soils
Atterberg Limits
| Form #: B-13b | Date Prepared: 2014 | Date Revised: 10/21/2024 | Revision #: 33 | 1145 S. Third Street, San Jose, CA 95112
| Ph: (408) 217-9174 | Fax: (408) 217-9632 | www.achieveng.com
City of Milpitas On-Call Construction Materials Testing Services
FEE SCHEDULE
ASTM AASHTO CTM Price Unit
ASPH1 D4643 T329 370 $260 each
ASPH2 D1188/D2726 T275 308 $66 each
ASPH3 D2041 T209 309 $253 each
ASPH4 D6307 T329 382 $340 each
ASPH5 D6307 T308 382 $340 each
ASPH6 - T312 - $250 each
ASPH7 D3203 T269 - $250 each
ASPH8 - T166 308 $66 each
ASPH9 - T324 - $1,900 each
ASPH10 - T283 371 $1,600 each
ASPH11 D1856 - - $480 each
ASTM AASHTO CTM Price Unit
AGG1 C136 T27 202 $272 each
AGG2 C136 T27 202 $228 each
AGG3 C127 T85 206 $212 each
AGG4 C128 T84 208 $212 each
AGG5 C117 T11 - $238 each
AGG6 C566 T255 226 $50 each
AGG7 C40 T21 213 $146 each
AGG8 C88 104 214 $176 each
AGG9 - - 227 $176 each
AGG10 C131 T96 211 $194 each
AGG11 - - - $350 each
AGG12 D2419 T176 217 $128 each
AGG13 D3744 T210 229 $212 each
AGG14 D4791 - 235 $212 each
AGG15 C1252 T304 234 $212 each
AGG16 D5821 T335 205 $215 each
AGG17 D4791 - 235 $215 each
ASTM AASHTO CTM Price Unit
STL1 A370 - 670 $113 each
STL2 A370 - 670 $140 each
STL3 A370 - 670 $315 each
STL4 A370 - 670 $95 each
STL5 A370 - 670 $225 each
STL6 A370 - 670 $225 each
STL7 A370 - 670 $351 each
STL8 A1034 - 670 $315 each
STL9 - - - $81 hour
STL10 - - - $72 each
STL11 A370 - - $54 each
STL12 A370 - - $81 each
STL13 A370 - 670 $50 each
STL14 A370 - 670 $81 each
STL15 A970 - - $81 each
STL16 A970 - 670 $122 each
STL17 - - 687 $248 each
STL18 - - - $72 each
STL19 - - - $149 each
STL20 - - - $248 each
STL21 - - - $551 each
ASTM AASHTO CTM Price Unit
MISC1
MISC2
MISC3
MISC4 $23 each
MISC5 $270 each
MISC6 $95 hour
Abrasion - LA Rattler
Sieve Analysis of Coarse Aggregates
Binder Content by Ignition Method - CF
Gyratory Compaction
Air Voids Content
Moisture Content of Asphalt Mixture
Bulk Specific Gravity and Density of compacted
Sieve Analysis, Material Finer Than #200 Sieve
Aggregate Soundness (Magnesium or Sodium Sulfate Soundness) Cleanness of Coarse Aggregate
Maximum Specific Gravity and Density of Asphalt Mixtures Soil/Aggregate Moisture
Organic Impurities in Fine Aggregates
Aggregate
Binder Content of Asphalt Mixture
Sieve Analysis of Fine Aggregates
Sand Equivalent
Fine Aggregates Angularity
Flat & Elongated Particles in Aggregate
Sieve analysis of aggregates (combined)
At Cost + 20%Contractor Labor
AWS D1.1 - 3/8" Plate per Position (Tensile Test Only)
Mechanical Splices #9 to #14 (Test Only)
Anchor bolts Tensile Up to 1" (Test Only)
Anchor bolts Tensile 1"to 2" (Test Only)
AWS D1.1 - 3/8" Plate per Position (Bend Test Only)
AWS D1.1 - 1" Plate per Position (Bend Test Only)
Headed Bars Up to #8
Headed Bars #9 to #11
High-Strength Bolt, Nut & Washer for ASTM A325, A490 Skidmore (Test Only) 7 Wires Strands (Test Only)
Crushed Particles Percentage
Travel Time
Rebar Tensile/Bend Test Up to #8
Rebar Tensile/Bend Test #9 to #11
Miscellaneous
Steel
Resistance Butt Welds Splices Up to #9 (Test Only)
Resistance Butt Welds Splices #11 to #14 (Test Only)
Mechanical Splices Up to #8 (Test Only)
Sample Preparation
Hardness Test
Outside Services + 20% Mark Up
Per Diem
Required Notary Stamp
Cancellation/Termination Fee
Rebar Tensile/Bend Test #14
Headed Bars #14
At Cost + 20%
At Cost + 20%
AWS D1.1 - 1" Plate per Position (Tensile Test Only)
Bulk Specific Gravity
Hamburg Wheel Track
Moisture Susceptibility and Tensile Strength Ratio
Binder Recover (RAP)
Durability Index
Anchor bolts Tensile 2" to 3" (Test Only)
Percentage of Flat & Elongated Particles in Coarse Aggregate Asphalt
Specific gravity and Absorption of Coarse Aggregates
Specific gravity and Absorption of Fine Aggregates
| Form #: B-13b | Date Prepared: 2014 | Date Revised: 10/21/2024 | Revision #: 33 | 1145 S. Third Street, San Jose, CA 95112
| Ph: (408) 217-9174 | Fax: (408) 217-9632 | www.achieveng.com
City of Milpitas On-Call Construction Materials Testing Services
FEE SCHEDULE
MISC7 $0.70 mile
MISC8 $1 each
Rates are valid through 2026. Starting January 1, 2027 and every year thereafter, 5% escalations will apply annually for all fees listed.
Mileage*
*Mileage based on current IRS Rates
Enviro-Recycling Fee (Concrete, steel, soil, Aggregate, masonry…) | Form #: B-13b | Date Prepared: 2014 | Date Revised: 10/21/2024 | Revision #: 33 | 1145 S. Third Street, San Jose, CA 95112
| Ph: (408) 217-9174 | Fax: (408) 217-9632 | www.achieveng.com
GENERAL CHARGES
1. 2.
-
-
3. -
-
-
4. 5.
6. -
-
-
7. 8.
9. 10.
11 12
13 Principal Engineer inspection hours will be billed at the rate of 3% of total billed hours.
A 50% (fifty percent) surcharge will be applied for laboratory tests performed on Saturdays or Sundays.
Project Manager inspection hours will be billed at the rate of 8% of total billed hours.
Administration will be billed at the rate of 8% of total billed hours.
Attending any meeting (such as Pre construction Meetings, Progress Meetings, Hearing & Presentation Meetings) will be charged per attendee’s position rate as stated in Appendix "B".
Requests made by CLIENT for management attendance at project site meetings will be charged at standard rate.
In the case of a "No-Show" (when CLIENT or the representative is not at the site at the confirmed scheduled date and time), a "No-Show" fee, per Item 2, will be applied.
Rates are valid through 2026. Starting January 1, 2027 and every year thereafter, 5% escalations will apply annually for all fees listed.
ACHIEVENG requires two (2) business days' notice for scheduling inspectors and/or technicians.
Inspection charges start at the scheduled show-up time at the job site. All inspection hours will be billed in the following increments:
No trip charges, travel time, or mileage will apply within 10 miles of the City of Milpitas from our office. Mileage for travel outside this area for off-site inspections will be charged at a rate on our fee schedule per hour and mile, from the ACHIEVENG office to the requested location.
If the inspection has a discrepancy (failure), extra time has to be charged for Project Manager, Administrative, Special Inspector, or other position for communication and review of the correction. The minimum charges is a sequence of 30 minutes. Minimum of three (3) business days are required to review any received supplemental documents related to discrepancy.
There will be a minimum of a four (4)-hour charge for any ACHIEVENG employee present onsite. Therefore, any work time that is less than four (4) hours, will be billed as four (4) hours.
After the initial three (4) hours, for any time that an ACHIEVENG employee is still needed at a worksite, the work will be charged hour-by-hour up to a maximum of eight (8) hours.
Charges are per inspection - NOT the number of inspectors at the site; the same qualified inspector may perform numerous inspections during their site visit. CLIENT will be billed per inspection, as detailed in Item 2.
When the estimated quantities in the cost sheet are exceeded, the following will be charged:
Any work performed during the following windows will be billed at 1.5 times the unit rate:
Outside of the normal workday hours, 8:00 a.m. to 4:30 p.m. (Monday – Friday).
In excess of eight (8) hours per day during weekdays (Monday – Friday).
Up to eight (8) hours on Saturdays.
Work performed on Sundays, recognized holidays, or more than eight (8) hours on Saturdays will be billed at two (2) times the unit rate. Swing shifts starting after 3:00 p.m. will be charged at an additional 12.5%. | Form #: B-13b | Date Prepared: 2014 | Date Revised: 10/21/2024 | Revision #: 33 | 1145 S. Third Street, San Jose, CA 95112
| Ph: (408) 217-9174 | Fax: (408) 217-9632 | www.achieveng.com
38077.00180\29167975.12 C2
12 EXHIBIT C
Service Order Form Template
19 38077.00180\29167975.8
4/8/19
SERVICE ORDER
CONSULTANT MASTER AGREEMENT
This Service Order is made and entered into by and between the CITY OF MILPITAS, a municipal corporation of the State of California and_____________. CITY a nd CONSULTANT have entered into a Master Service Agreement dated __________which authorizes the proposed services and compensation as outlined below.
SERVICE ORDER
S
e r v i c e O r d e r N o : _ _ _ _ _ _ _ D
a t e : ___________
Service Order estimated Compensation: $______________________ CONSULTANT Firm Name: _____________________________________________ Address: ________________________________________________________ Contact: _________________________________________________________ Phone/Email: _____________________________________________________
PROJECT DESCRIPTION
Project Name & Number:___________________________________________________ Brief Description of Services: _______________________________________________ Exhibit A: Include Full Scope of Services, Schedule of Performance and Compensation as required
APPROVALS
CONSULTANT: _______________________________________ Date: __________ City Project Manager: ______________________________ Date: _________ Appropriation Certification: I hereby certify that an unexpended appropriation is available in the above fund for the above contract as estimated, and that funds are available as of this date of signature.
PW Division Manager - Engineering Signature: ________________________________ Date: _________
CC: Sr. Public Works Inspector
38077.00180\29167975.12 C2
13 EXHIBIT D
Insurance Requirements
Please refer to the insurance requirements listed below. Those that have an “X” indicated in the space before the requirement apply to Contractor’s or Consultant’s Agreement.
Contractor or Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor or Consultant, its agents, representatives, employees or subcontractors.
Contractor or Consultant shall provide its insurance broker(s)/agent(s) with a copy of these requirements and request that they provide Certificates of Insurance complete with copies of all required endorsements.
Contractor or Consultant shall furnish City with copies of original endorsements affecting coverage required by this Exhibit D. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements and certificates are to be received and approved by City before work commences. City has the right to require Contractor’s or Consultant’s insurer to provide complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications.
Commercial General Liability (CGL):
___ Coverage at least as broad as Insurance Services Office (“ISO”) Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury with limits no less than $2,000,000.00 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
_X_ Coverage at least as broad as ISO Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury with limits no less than $1,000,000.00 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
___ Coverage at least as broad as ISO Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury with limits no less than $5,000,000.00 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
Automobile Liability:
_X_ Coverage at least as broad as ISO Form Number CA 0001 covering, Code 1 (any auto), of if Contractor or Consultant has no owned autos, Code 8 (hired) and 9 (non-owned), with limits no less than $1,000,000.00 combined single limit for bodily injury and property damage.
___ Coverage at least as broad as ISO Form Number CA 0001 covering, Code 1 (any auto), with limits no less than $5,000,000.00 combined single limit for bodily injury and property damage.
38077.00180\29167975.12 C2
14 ___ Garage keepers’ extra liability endorsement to extend coverage to all vehicles in the care, custody and control of the Contractor or Consultant, regardless of where the vehicles are kept or driven.
Professional Liability (Errors and Omissions):
_X_ Insurance appropriates to the Contractor or Consultant’s profession, with limit no less than $1,000,000.00 per occurrence or claim, $2,000,000.00 aggregate.
___ (If Design/Build), with limits no less than $1,000,000.00 per occurrence or claim, and $2,000,000.00 policy aggregate.
___ Insurance appropriates to the Contractor or Consultant’s profession, with limit no less than ______ per occurrence or claim, ______ aggregate
Workers’ Compensation Insurance:
_X_ Insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000.00 per accident for bodily injury or disease. (Not required if Contractor or Consultant provides written verification it has no employees)
The Employer’s Liability policy shall be endorsed to waive any right of subrogation as respects the City, its elected and appointed officials, officers, attorneys, agents, and employees.
Builder’s Risk (Course of Construction):
___ Insurance utilizing an “All Risk” (Special Perils) coverage form, with limits equal to the completed value of the project and no coinsurance penalty provisions. If the project does not involve new or major reconstruction, at the option of the City, an Installation Floater may be acceptable. For such projects, a Property Installation Floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment.
The Property Installation Floater shall provide property damage coverage for any building, structure, machinery or equipment damaged, impaired, broken, or destroyed during the performance of the Work, including during transit, installation, and testing at the City’s site.
Contractor’s or Consultant’s Pollution Legal Liability:
___ Contractor’s or Consultant’s pollution legal liability and/or Asbestos Legal Liability and/or Errors and Omissions (if project involves environmental hazards) with limits no less than $1,000,000.00 per occurrence or claim and $2,000,000.00 policy aggregate.
If the Contractor or Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Contractor or Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to City.
Cyber Liability Insurance
___ Cyber Liability Insurance with limits not less than $1,000,000 per claim.
38077.00180\29167975.12 C2
15 Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Contractor or Consultant in this Agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion, and network security.
The policy shall provide coverage for breach response costs as well as regulatory fines and penalties, and credit monitoring expenses with limits sufficient to respond to these obligations.
Surety Bonds:
Contractor shall provide the following Surety Bonds:
____ Bid Bond
____ Performance Bond
____ Payment Bond
The Payment Bond and Performance Bond shall be in a sum equal to the contract price. Bonds shall be duly executed by a responsible corporate surety, authorized to issue such bonds in the State of California and secured through an authorized agent with an office in California.
Other Insurance Provisions:
The insurance policies are to contain, or be endorsed to contain the following provisions:
_X_ Additional Insured Status and Primary/Non-Contributory Language:
Contractor’s general liability and automobile liability policies shall be primary and shall not seek contribution from the City’s coverage and be endorsed to add the City and its elected and appointed officials, officers, attorneys, agents employees and volunteers as additional insureds under such policies using Insurance Services Office form CG 20 10 (or equivalent) on the general liability policy. For construction projects, an endorsement providing completed operations coverage for the additional insured on the general liability policy, ISO form CG 20 37 (or equivalent), is also required.
The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City (if agreed to in a written contract or agreement) before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
___ Loss Payee Status – Builder’s Risk/Course of Construction Insurance (applicable to Construction Contracts only)
Contractor or Consultant may submit evidence of Builder’s Risk insurance in the form of Course of Construction coverage. Such coverage shall name the City as a loss payee as their interest may appear.
_X_ Notice of Cancellation, Suspension or Otherwise Voiding Policies:
Each insurance policy required above shall contain or be endorsed to contain that coverage shall not be suspended, voided, canceled or reduced in coverage or in limits except with thirty (30) days’ prior written notice by certified mail, return receipt requested to the City.
38077.00180\29167975.12 C2
16 _X_ Waiver of Subrogation:
Contractor or Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor or Consultant may acquire against the City by virtue of the payment of any loss under such insurance. Contractor or Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer. The Workers’ Compensation Policy shall be endorsed with a waiver of subrogation in favor of the City for all work performed by Contractor or Consultant, its employees, agents and subcontractors.
___ Completed Operations
For Construction Agreements, Contractor shall maintain insurance as required by this Agreement to the fullest amount allowed by law and shall maintain insurance for a minimum of five (5) years following the completion of this project. In the event Contractor fails to obtain or maintain completed operations coverage as required by this Agreement, the City at its sole discretion may purchase the coverage required and the cost will be paid by Contractor.
THE FOLLOWING PROVISIONS APPLY TO ALL AGREEMENTS
Deductibles and Self-Insured Retentions (“SIR”):
Any deductibles or self-insured retentions must be declared to and approved by City. The City may require the Contractor or Consultant to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. At the option of the City, either (1) the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its elected and appointed officials, officers, attorneys, agents, and employees; or (2) the Contractor or Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.
All SIRs must be disclosed to Risk Management for approval and shall not reduce the limits of liability.
Policies containing any SIR provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the City.
City reserves the right to obtain a full-certified copy of any insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of right to exercise later.
Acceptability of Insurers:
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A-:VII, unless otherwise acceptable to City.
Claims Made Policies: (note - should be applicable only to professional liability, see below)
1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.
38077.00180\29167975.12 C2
17 2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of contract of work.
3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Contractor or Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
4. A copy of the claims reporting requirements must be submitted to the City for review.
5. If the services involve lead-based paint or asbestos identification/remediation, the Contractor’s Pollution Liability Policy shall not contain lead-based paint or asbestos exclusions. If the services involve mold identification/remediation, the Contractors Pollution Liability Policy shall not contain a mold exclusion, and the definition of Pollution shall include microbial matter, including mold.
Subcontractors:
Contractor or Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors.
Subcontractor agrees to be bound to Contractor and City in the same manner and to the same extent as Contractor is bound to City under this Agreement and any other contract documents. Subcontractor further agrees to include the same requirements and provisions of this Agreement, including the indemnity and insurance requirements, with any sub-subcontractor to the extent they apply to the scope of the sub- subcontractor’s work. A copy of the City indemnity and insurance provisions will be furnished to the subcontractor upon request.
Verification of Coverage:
Contractor or Consultant shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor or Consultant’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage or other special circumstances.
Failure to Comply:
Each insurance policy required above shall contain or be endorsed to contain that any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected and appointed officials, officers, attorneys, agents, and employees.
38077.00180\29167975.12 C2
18 Applicability of Coverage:
Each insurance policy required above shall contain or be endorsed to contain that the Contractor’s or Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.
CITY OF MILPITAS
AGENDA REPORT
(AR)
Item Title: Consider a Substantial Amendment to the 2025-2030 Consolidated Plan and the 2025-2026 Annual Action Plan (Staff Contact: Matt Cano, Assistant City Manager, 408-586-3222)
Category: Public Hearings-Community Development
Meeting Date: 4/7/2026
Recommendation:
(1) Conduct the public hearing; (2) Approve a substantial amendment to the 2025- 2030 Consolidated Plan and the 2025-2026 Annual Action Plan; (3) Allocate any new program income earned after this amendment and during the 2025-2030 Consolidated Plan period to: (a) maximize the program administration cap, (b) maximize the public services cap, and (c) use the remainder to fund economic development activities or capital projects and (4) Authorize the City Manager, or designee, to make any necessary changes to the 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan.
BACKGROUND:
For more than 20 years, the City has offered a Community Development Block Grant (CDBG) funded Home Rehabilitation Loan Program which provides low-interest loans to very low- and low-income homeowners.
The fund responsible for holding these rehabilitation loans and repayments is called a revolving loan fund.
This revolving loan fund is separate from the City’s CDBG annual entitlement allocation.
Repayments from home rehabilitation loans must be deposited into the revolving loan fund and, according to U.S. Department of Housing and Urban Development (HUD) guidelines, reallocated promptly. These repayments are considered program income. Most of the City's current loans do not require ongoing payment; instead, balances are typically paid in full when properties are sold.
To reallocate the revolving loan funds, the City must issue a substantial amendment to the current 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan. A substantial amendment is required when changes in fund distribution to a total of 25% or more of the City’s entitlement allocation. In FY 2025-26, the City received two repayments totaling $368,359.55 to the revolving loan fund. After these repayments, there is approximately $2.4M remaining in the fund from 25 remaining loans. It is unknown when these payments will be returned as they are deferred loans.
On May 6, 2025, the City Council reallocated a payment of $675,968.10 to the following uses:
$16,217.05 Program Administration
$12,162.79 FY 2025-26 Public Services
$385,000.00 Rebuilding Together Silicon Valley (RTSV)
$262,588.26 Microenterprise Assistance Program (MEAP)
$675,968.10 Total
ANALYSIS:
This report provides Council with an analysis of the most feasible uses for reallocation of the revolving loan funds. Staff have provided a full summary of eligible and ineligible CDBG activities in Attachment 1.
Calculating Maximum Funding Allocations
Program income is the revenue generated from a CDBG funded activity. Since the City received home rehabilitation loan repayments in the current fiscal year, the repayments are considered program income.
Program income must be factored into the public services and program administration caps.
As CDBG funds obligated for public services are capped at 15 percent and program administration costs are capped at 20 percent, City Council typically allocates the maximum funding amounts to public services and program administration. Activities that fall under capital projects or economic development activities are not subject to caps.
Per CDBG rules, the maximum amount of funding that can be used in each category is as follows:
Category Calculation Maximum Reallocation Amount
Public Services
(Total Entitlement Grant Amount +
Program Income Earned in Prior
Year) * 0.15=
$55,253.93
Program Administration
(Total Entitlement Grant Amount +
Program Income Earned in
Current Year) * 0.20=
$73,671.91
Capital Projects
+
Economic Development Activities
No Caps $239,433.71
To maximize the amount that can go to public services and program administration, staff is recommending allocation by the following categories, which follows City Council direction from May 6, 2025, by maximizing the amount towards public services and program administration and allocating the remainder to capital projects and economic development activities.
Category Recommended Allocation
(of $368K total)
%
Public Services 55,253.93 15%
Program Administration 73,671.91 20%
Capital Projects
+
Economic Development Activities
239,433.71 65%
Each year, staff receives the highest number of applications for public service activities. Due to the funding cap, most subrecipients in this category receive reduced funding awards or no awards at all. It is crucial to reallocate the maximum amount of revolving loan funds to public services, as this could allow additional organizations to receive funding. The total maximum amount that can be reallocated to public services is $55,253.93. City staff will make a recommendation to the City Council for distribution of this funding at the same time as the City Council is presented the FY 2026-27 allocations which are expected to be in May 2026.
The $73,671.91 that can be reallocated to program administration will be used for HUD-required public notices and translations, as well as to cover a higher percentage of personnel and technical assistance costs.
Currently, we have two full-time equivalents (FTEs) dedicated to the programmatic and financial administration of the CDBG Program. Due to limited funding, the FTEs cannot fully charge their actual work hours to the program. Approving this funding would allow more of these operational costs to be appropriately covered.
The remaining $239,433.71 may be used to support a capital project or an economic development initiative.
Capital Projects + Economic Development Activities
Activities that fall under capital projects or economic development activities are not subject to caps. For this reason, staff recommend reallocating the remaining revolving loan fund balance to activities that fall under capital or economic development. Additionally, staff recommends splitting funding 60% for capital projects and 40% for economic development activities as was previously done by council. According to Attachment 2, the two areas that can expend funds by May 2, 2027, without exceeding HUD caps are:
1. Rehabilitation and Preservation (Capital Project)
2. Microenterprise Assistance (Economic Development Activity)
While staff have provided a recommendation which funds both areas based on a previous allocation, the amount for each category is not set and the City Council has flexibility in determining the amount that goes to one or both areas. Additionally, funding one organization over another does not exclude them from receiving support when the entitlement allocations are announced. Finally, after the entitlement allocations are released, the City Council may provide additional funding to organizations that have already received support through the revolving loan fund.
Capital Projects (Rehabilitation and Preservation)
Projects in this area are classified as capital projects and are not subject to funding caps. Revolving loan funds may be used to rehabilitate residential structures. The City has received two qualified applicants ready to begin work immediately: Rebuilding Together Silicon Valley (RTSV) and Terrace Gardens.
Proposed funding for Terrace Gardens will come from revolving loan funds. Approving funding for this Terrace Gardens project will not affect RTSV or the other Terrace Gardens project’s eligibility for entitlement funding which will be decided by the City Council in May 2026.
Economic Development Activities (Microenterprise Assistance)
Projects in this sector fall under economic development and are not subject to funding caps. Revolving loan funds may be used to support private, for-profit microenterprises, including grants and technical assistance. A microenterprise is defined as a commercial enterprise that has five or fewer employees, one or more of whom owns the enterprise. Two applicants have requested funding under economic development: City of Milpitas’ Office of Economic Development and Upwards. The City’s Office of Economic Development applied for its Microenterprise Assistance Program (MEAP), now in its third year of providing grants for business operation costs such as personnel rent, utilities, maintenance, equipment and supplies. Upwards is a repeat applicant to Organization Name Project Description CDBG Fund
Request
Proposed
Funding
Amount
Rebuilding Together
Silicon Valley (RTSV)
Rebuilding Together Silicon Valley preserves
affordable housing by providing critical home
repairs and accessibility modifications for low-
income residents, at no cost to the recipient.
Proposed Served: 30 Households
$216,000 $0
Terrace Gardens
Senior Housing #1
Terrace Gardens is requesting funding to replace
the outdated fire panel and smoke detectors
throughout the senior housing buildings.
Proposed Served: 184 Seniors
$150,000 $143,660.23
Terrace Gardens
Senior Housing #2
Terrace Gardens is requesting funding to replace
the emergency pull cords and central alarm panel
located throughout the senior housing buildings.
Proposed Served: 184 Seniors
$100,000 $0
Capital Projects
Subtotal $466,000 $143,660.23
the City of Milpitas; its BOOST Program offers technical assistance to in-home childcare microenterprises.
Upwards has not previously received funding from the City’s CDBG program.
Proposed funding for MEAP is from revolving loan funds. Funding MEAP does not impact Upwards from receiving entitlement funding if supported by Council.
Given that MEAP is an established program that has proven success in the community, staff recommends funding $95,773.48 of revolving loan funds to the City’s MEAP and supporting Upwards with CDBG entitlement funding.
Summary of Staff Recommendation
The City of Milpitas received thirteen (13) applications during 2026-2027 application period. At this time, the City 2026-2027 entitlement allocation from HUD has not yet been released. Staff will bring entitlement funding to Council in June 2026 for discussion. However, staff recommend that Council allocate all revolving loan funds to ensure the City can meet the timeliness requirement by May 2, 2027, and can fund as many projects as possible outside of entitlement monies.
Staff recommend reallocating the entire revolving loan fund balance of $368,359.55 as follows:
Revolving Loan Fund Balance $368,359.55
Program Administration (73,671.91)
FY 2026-27 Public Services (55,253.93)
Terrace Gardens (Fire Panel Replacement) (143,660.23)
Microenterprise Assistance Program (MEAP) (95,773.48)
Remaining Fund Balance to Reallocate ($0.00)
As Public Services is the CDBG category with the highest number of requests but the smallest cap, staff recommend Council reallocate $55,253.93, which is the maximum allowed. If Council approves this reallocation, an additional $55,253.93 will be available for distribution to organizations at the May CDBG Council meeting.
Staff also recommend the maximum reallocation allowed for program administration, which is $73,671.91. This allocation would cover the costs of the personnel administering the CDBG program in addition to paying for HUD required public notice and translations.
Organization Name Project Description CDBG Fund
Request
Proposed
Funding
Amount
City of Milpitas
The City seeks funding to support local
microenterprises by providing grants that
stimulate economic vitality and help businesses
thrive in Milpitas. The funds requested will also
be used to offer technical assistance to these
microenterprises.
Proposed Served: 40
$160,000 $95,773.48
Economic
Development
Upwards
Upwards' BOOST Program provides specialized
business support and technical assistance to in-
home childcare providers.
Proposed Served: 11
$64,000 $0
Subtotal $224,000 $95,773.48
Lastly, staff recommend reallocating the remaining balance of the revolving loan fund to capital or economic development activities. These categories will enable the City to utilize the funds immediately and meet HUD’s timeliness deadline of May 2, 2027.
Staff would like to clarify that the revolving loan fund and entitlement funding are two separate sources of funding. Providing funding to an organization at this time does not prevent them from receiving support when entitlement allocations are announced. Furthermore, funding an organization now will not affect the eligibility of other capital projects or economic development activities for entitlement funding.
As part of the substantial amendment, staff proposes that any new program income earned after this amendment and during the 2025-2030 Consolidated Plan will be allocated in this manner:
Max Program Administration Cap for Current Program Year (20%) Max Public Services Cap for Following Program Year (15%) Remainder of funds to Economic Development Activities or Capital Projects
FISCAL IMPACT:
The repayment of $368,359.55 received in revolving loan funding will be reallocated to eligible CDBG activities.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
The actions being considered have no potential for causing a significant effect on the environment and are exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3). Further, this action does not meet the definition of a project under CEQA Guideline 15378 as it is a government fiscal activity which does not commit to any project that would result in a potentially significant impact on the environment.
ATTACHMENT(S):
(a) Eligible and Ineligible CDBG Activities
(b) Eligible Potential Projects
(c) Draft 2025-2030 Consolidated Plan & 2025-2026 Annual Action Plan
Eligible and Ineligible CDBG Activities
Eligible CDBG Activities
1. Acquisition of Real Property
2. Disposition
3. Public Facilities and Improvements
4. Clearance and Remediation
5. Public Services
6. Interim Assistance
7. Relocation
8. Loss of Rental Income
9. Housing Services
10. Privately-Owned Utilities
11. Rehabilitation and preservation
12. Construction of Housing
13. Code Enforcement
14. Special Economic Development Activities
15. Microenterprise Assistance
16. Special Activities by Community-Based Development Organizations
17. Homeownership Assistance
18. Planning and Capacity Building
19. Program Administration Costs
20. Miscellaneous Other Activities
Ineligible CDBG Activities
1. Buildings or portions thereof, used for the general conduct of government may not be assisted with CDBG funds. This does not include, however, the removal of architectural barriers involving any such building, which may be assisted under the category of Public Facilities and Improvements.
2. General government expenses. Expenses required to carry out the regular responsibilities of the unit of general local government are not eligible for assistance under this part.
3. Political activities. CDBG funds may not be used to finance the use of facilities or equipment for political purposes or to engage in other partisan political activities, such as candidate forums, voter transportation, or voter registration.
4. Purchase of equipment. The purchase of equipment with CDBG funds is generally ineligible – construction equipment, fire protection equipment, furnishings and personal property.
5. Operating and maintenance expenses. The general rule is that any expense associated with repairing, operating, or maintaining public facilities, improvements, and services is ineligible.
6. New housing construction.
7. Income payments. The general rule is that CDBG funds may not be used for income payments.
Adapted from HUD booklet, Community Development Block Grant Program; A guide to National Objectives & Eligible Activities for Entitlement Communities.
CDBG Activities Eligible Uses
Could City qualify
under this activity
(Y/N)
Potential Projects
Would project meet next timeliness
deadline of May 2, 2027
(Y/N)
Staff Recommend
(Y/N) Staff Reason
1. Acquisition of Real Property
May be used to pay for the cost of surveys
to identify the property to be acquired,
appraisals, the preparation of legal
documents, recordation fees, and other
costs that are necessary to the
acquisition process.
Funds cannot be used to purchase a
building that will be used for the general
conduct of government or political
activities. Construction equipment,
furnishings, operating, and maintenance
expenses are also an ineligible expense.
Y Homeless Shelter N N
The revolving loan fund balance could be used to acquire property for the purpose of a public benefit, such a homeless shelter. The City must demonstrate that at least 51% of the beneficiaries are low-income.
Staff believes that the purchase of property is timely and may take years to accomplish. Given that the City will be untimely for two consecutive years, it would be best to use revolving funds on a project that will expend funds quickly.
Not Recommended
2. Disposition
Real Property must have been acquired
with CDBG funds. City does not have any
eligible properties.
N No applicable properties N N/A
There are no properties that would be eligible for this category.
City Ineligible
3. Public Facilities and Improvements
The City cannot meet the Low/Mod Area
Benefit National Objective (51% of the
census tract area median income is low
and moderate), to satisfy this condition,
the facility awarded funds must benefit a
presumed benefit category.
Y
Homeless Shelter
Safe Parking
N N
Revolving loan funds may be used for facilities improvements by the grantee or other public or private non-profit entities but excludes operating costs of a project. Since the City cannot meet the Low/Mod Area Benefit National Objective (51% of a census tract area median income is low and moderate), to satisfy this condition, the facility awarded funds must benefit a presumed benefit category. Funds may be used to rehabilitate temporary shelters and transitional housing for the homeless. However, no applicants have applied for such work in the current and future year, and it would not make sense to open the application period at this time due to timely expenditure pressures.
Funds could also be used to acquire or rehabilitate parking facilities for the use of safe parking for unhoused residents. However, operating costs will not be covered under this category and will be costly to pursue safe parking. Although possible, staff believes it is not feasible to pursue those options currently due to high cost and need for timely expenditure of revolving loan funds.
Not Recommended
4. Clearance and Remediation
Revolving loan funds may be used for
clearance, demolition, and removal of
buildings and improvements for property
that will be developed for any public
purpose.
* Demolition of buildings and
improvements;
* Removal of demolition products, rubble
and other debris;
* Physical removal of environmental
contaminants or treatment of such
contaminants to render them harmless;
and
*Movement of structures to other sites.
Y
South Main Street
Requirements:
* Cleared property will be
used for an activity that
limits benefits to a
specific group of people,
at least 51% are in the low
and moderate income
category (dilapidated
structure removal and
then building nbhd
center)
* Demolishing to build
affordable housing, of
which at least 51% must
be low and moderate
income clients
N N
Funds could be used to clear rubble and debris for the creation of affordable housing at South Main Street. However, clearance and demolition of buildings is not a project that will expend funds quickly, which can greatly affect the City’s timely expenditure of funds. The cleared property will have to benefit at least 51% low and moderate income clients.
Not Recommended
5. Public Services
The total amount of CDBG funds
obligated for public services activities
must not exceed 15
percent of the annual grant allocation
plus 15 percent of program income
received during the
prior program year.
Y Any Public Service Activity Y Y
Revolving loan funds cannot be used for public service projects as we cannot exceed the 15% annual cap. Except, for when program income is received in the prior program year. In the current program year, we received a Home Rehab Loan payment in the amount of $368,359.55. 15% of the total repayment could be used for public services in the subsequent year ($55,253.93).
Staff Recommend
6. Interim Assistance
CDBG funds may be used to provide
interim assistance where:
-Immediate action is necessary to stop
physical deterioration until something
permanent can be done; or
-Emergency conditions threaten the
public health and safety
The Chief Executive Officer of the state
must make the determination.
N No known applicable
properties N N/A
No applicable activities.
City Ineligible
7. Relocation
CDBG funds may be used for relocation
payments and other assistance to
displaced persons, including:
-Individuals,
-Families,
-Businesses
-Nonprofit organizations, and
-Farm operations.
Where relocation assistance is voluntary,
the initial activity causing the
displacement and subsequent need for
relocation is not required to meet the
same national objective as the relocation
itself. Relocation payments could meet a
national objective based on the purpose
of the re-use of the property or on the
income of the recipients of the relocation
assistance. The classification is the
grantee’s discretion.
Y
South Main Street
N N
Eligibility is subject to the purpose of South Main Street parcels and whether it meets a National Objective.
Not Recommended
8. Loss of Rental Income
CDBG funds may be used to compensate
property owners for the loss in rental
income
incurred while temporarily holding
housing units to be used for the relocation
of individuals
and families displaced by CDBG-assisted
activities.
N No applicable properties N N/A
No applicable activities since families have not been displaced by CDBG-assisted activities.
City Ineligible
9. Housing Services
An activity that provides housing
information, education, and referral
services.
Y No applicable projects N N
Project will be subject to the 15% public service cap.
Staff Recommend
10. Privately-Owned Utilities
Privately owned utilities are those owned
by a private company rather than a public
agency.
The rehabilitation or construction of these
utilities may be undertaken with CDBG
funds under
certain conditions.
- CDBG funds may be used by a UGLG,
subgrantees, and other for-profit and
public entities to
acquire; construct; reconstruct;
rehabilitate; and install the distribution
lines and related
facilities for privately-owned utilities.
-A privately-owned utility refers to service
that is publicly regulated and is provided
through
the use of physical distribution lines to
private properties.
N No applicable projects N N/A
Only for areas with at least 51% of residents fall in the low and moderate income category, Milpitas has no census tracts or survey data to suggest we are compliant with this National Objective.
City Ineligible
11. Rehabilitation and PreservationRevolving loan funds may be used to rehabilitate residential structures. Y
Rebuilding Together
Silicon Valley (RTSV)
Critical Home Repairs
Terrace Gardens Senior
Housing 1 & 2
Y Y
Staff recommend awarding Terrace Gardens funding to replace the oudtated fire panel and smoke detectors, as this is a critical repair and essential for resident safety. Additionally, staff suggests funding RTSV and the remianing Terrace Gardens projects through entitlement funding.
Staff Recommend
12. Construction of Housing
(1) New construction generally not
eligible except for:
- entity is a community based
development organization
- eligible groups include neighborhood-
based organizations
- organizaiton muyst be undertaking a
neighborhood revitalization, community
economic development, or energy
conservation project in order to use CDBG
for new construction
(2) may provide support for development
of new housing
- Acquisition by the grantee or public or
private nonprofit entities;
– Site clearance and assemblage; and
– Site improvements (if in public
ownership).
Y No known applicable
activities. N N
No known applicable projects.
Not Recommended
13. Code Enforcement
Area must have at least 51% of residents
in the low and moderate income and
category, no area in Milpitas qualifies.
Y Staff Salaries and
Overhead Y N
CDBG funds may be used for code enforcement only in deteriorating or deteriorated areas where such enforcement, together with public or private improvements, rehabilitation, or services to be provided, may be expected to arrest the decline of the area.
Project will be subject to the 20% administration cap. Funding cannot replace general funds expenditures.
Not Recommended
14. Special Economic Development
Activities
The term “special economic development
activities” is used in
the CDBG program to identify three types
of activities
* Acquiring, constructing, reconstructing,
rehabilitating, or installing commercial or
industrial buildings, structures, and other
real property equipment and
improvements, including railroad spurs or
similar extensions. These are economic
development projects undertaken by
nonprofit entities and grantees (public
entities).
* Assisting a private, for-profit business.
Assistance may include grants, loans,
loan
guarantees, and technical assistance;
and
* Providing economic development
services in connection with otherwise
eligible CDBG economic development
activities (outreach efforts, screeining of
applicants etc).
Example: Technical assistance to a
business facing bankruptcy
Y No known applicable
activities N N
No known applicable projects.
Not Recommended
15. Microenterprise Assistance
Revolving loan funds may be used to
assist private, for-profit microenterprises
including grants and technical assistance.
A microenterprise is defined as a
commercial enterprise that has five or
fewer employees, one or more of whom
owns the enterprise.
Y
MEAP ( City’s
Microenterprise
Assistance Program)
UPWARDS , For Profit
Organization
Y Y
Revolving loan funds may be used for the City’s Microenterprise Assistance Program (MEAP) or any other economic development activity that assists microenterprises.
Two applicants applied for funding under the economic development umbrella, the City and Upwards. Funding either or both of these projects with revolving loan funds could free up FY 2026-27 entitlement funding for other activities.
Staff Recommend
16. Special Activities by Community-
Based Development Organizations
These are activities designed to assist in
neighborhood revitalization or community
economic development and are carried
out by an organization that qualifies as a
CBDO under the regulations at 24 CFR
Part 570.204.
– In addition to meeting one of the
organizational types listed above, the
entity must be carrying out neighborhood
revitalization, community economic
development or energy
conversation projects.
Y No known applicable
activities N N
No known applicable projects or activities.
Not Recommended
17. Homeownership Assistance
Grantees and their subrecipients may
provide financial assistance to low- and
moderate-income households to assist
them in the purchase of a home
2 ways: direct homeownernship
assistance as a separate and permanent
elgibility category or a public services.
To qualify for direct homeownership:
* Provide up to 50 percent of required
down payment;
*Pay reasonable closing costs;
* Provide principal write-down
assistance;
* Subsidize interest rates;
* Finance acquisition of housing
occupied by the homebuyer; and
* Acquire guarantees for mortgage
financing from private lenders (i.e., assist
homebuyers with private mortgage
insurance).
Y Down Payment
Assistance Program N N
Project will be subject to the 15% public service cap.
Not Recommended
18. Planning and Capacity Building
This activity involves providing technical
assistance
and training directly to businesses on
topics such as business planning or
accounting. This
activity may be undertaken under several
different eligibility categories, assuming
that the
activity will meet a national objective:
– As a part of a special economic
development project;
– To the owner of a microenterprise;
– As a public service; and
– By a Community Based Development
Organization as a part of an eligible
project
Y No known applicable
activities. N N
Activity in this category is subject to 20% administration cap. Funding an activity in this category puts the City at risk of exceeding the administration cap.
Not Recommended
19. Program Administration Costs
Planning and administration costs are
capped at 20 percent of the sum of grant
plus program income that is received
during the program year.
Y CDBG Program
Administration Y Y
Revolving loan funds can be used for program administration when program income is received in the current program year (subject to 20% cap). In the current program year, we received a Home Rehab Loan Payment in the amount of $368,359.55. 20% of the total repayment could be used for program administration in the current year ($73,671.91). Staff recommends allocating $73,671.91 to the current program year to fund CDBG program administration.
Staff Recommend
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Milpitas annually receives Community Development Block Grant Funds (CDBG) from the federal Department of Housing and Urban Development (HUD). As an “entitlement jurisdiction” receiving these block grant funds, the City is required to prepare a Consolidated Plan every five years, which identifies the City’s priority housing and community development needs and goals.
The Consolidated Plan was developed through analysis of current housing market data; an assessment of the housing and supportive service needs of low and moderate income populations; stakeholder and resident consultations through focus groups and community meetings; and a resident survey. The City collaborated with Santa Clara County and other local governments receiving HUD block grants (“entitlement jurisdictions”) in the development of this 2025-29 Consolidated Plan.
This group of jurisdictions, referred to within this document as the “Santa Clara County Entitlement Jurisdictions” or simply “Entitlement Jurisdictions,” includes:
• City of Mountain View
• City of Cupertino
• City of Gilroy
• City of Milpitas
• City of Palo Alto
• City of Sunnyvale
• City of San José
• City of Santa Clara
• Santa Clara Urban County
The Consolidated Plan is implemented through the City’s Annual Action Plans (“Annual Action Plan”), which identifies how annual funding allocations are invested to achieve the City’s priorities and goals.
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Progress in advancing these goals is also evaluated annually in the City’s Consolidated Annual Performance Evaluation Report (CAPER).
Continued in attached text.
Introduction Continued
How to Read this Consolidated Plan
The Consolidated Plan, as required by HUD has five main sections and associated sub-sections. Each section of the Consolidated Plan has a HUD required alphanumeric identifier, for example ES-# (Executive Summary), PR-# (Process), NA-# (Needs Assessment), MA-# (Housing Market Analysis), and SP-# (Strategic Plan). These sections are followed by the first year Action Plan (AP-#).
The entire plan follows the format prescribed by HUD, with bold lettering denoting the HUD prescribed topic areas and questions. Sections include:
1. Executive Summary (ES)—a brief summary of the primary housing and community development needs identified in the Consolidated Plan; an evaluation of past performance of funds; and an overview of the community engagement activities that informed the plan.
2. Process (PR)—a description of the stakeholder consultation and resident engagement that informed the priority housing and community development needs. Detailed engagement findings are presented in a Consolidated Plan appendix.
3. Needs Assessment (NA)— assesses the needs of households at-risk of or experiencing homelessness, low to moderate income families and individuals, elderly residents, victims of domestic violence, persons living with HIV/AIDS, and persons with disabilities.
4. Housing Market Analysis (MA)— provides an overview of the housing market; identifies which households face challenges finding affordable housing; and assesses the business climate and economic development needs.
5. Strategic Plan (SP)— provides five-year priority needs and Goals which will guide investments over the Consolidated Planning period.
6. Annual Action Plan—specifies how the jurisdiction plans to allocate its HUD block grants during the program year.
Introduction Continued Part II
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The City of Milpitas is located in Santa Clara County and is the fifth largest city within the County with a population of 78,216. Milpitas encompasses an area of approximately 18 square miles and is the home to numerous high-tech companies located in the heart of Silicon Valley.
It is a region of high socio-economic stratification, containing many of the wealthiest households in the nation; however, of the 24,480 households in the City, 20% (4,789) are housing cost burdened (i.e., paying more than 30% of their gross income towards housing costs). Between 2010 and 2023, the median household income nearly doubled (91%) from $92,694 to $176,882 as did median property value (94%) increasing to $1,180,900 and median rent more than doubled (102%) to $2,918. Housing costs outpacing income coupled with high interest rates, and inflationary pressure on everyday necessities including food and energy, exacerbates the lack of affordability and likelihood of experiencing cost burden for households in the City of Milpitas.
These statistics highlight a widening gap between the highest earners and the middle and lower income population within the region. Many lower income residents struggle with severe housing costs driven by a tight and competitive housing market that caters to the demands of the highest earning households, driving up the cost of for-sale and rental housing units. In order to maintain housing affordability and meet the needs of a diverse and growing population, the jurisdictions within the County must work to preserve and expand the supply of housing for all income levels. This will be critical to maintaining the wellbeing and economic prosperity of the region. Stakeholders emphasized the negative impact of unaffordable housing on staffing for critical roles in communities across the counties.
The City anticipates an allocation of approximately $2,776,870 in CDBG Entitlement & Program Income funds in the 2025- 2029 Consolidated Plan period based on the 2025 allocations provided by HUD.
The City will hold a public hearing on April 7, 2026, to consider a Substantial Amendment to the 2025- 2029 Consolidated Plan and the 2025-2026 Annual Action Plan.
Introduction Continued Part III
Housing and community development funds provided by the U.S. Department of Housing and Urban Development (HUD) are meant to address the needs of low and moderate income households in the City. The City of Milpitas as defined by HUD, is an “entitlement” community, because it receives annual funding through the Community Development Block Grant (CDBG). The City does not receive HOME Investment Partnerships (HOME) funding and does not participate in the Santa Clara County HOME Consortium. The City invests CDBG funds in housing and community development-related activities to support lower-income individuals and households and/or those with special needs.
CDBG funding helps jurisdictions address their community development needs to support neighborhood revitalization, economic development, and improved housing opportunities and community services.
Specifically, entitlement community grantees are eligible to use CDBG funds for the provision of public services, public facility and infrastructure projects (Capital Improvement Projects), housing
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rehabilitation, energy efficiency improvements, and job creation and retention activities. These eligible activities are principally focused on addressing the needs of the HUD defined low- and moderate-income (“LMI”) households in the community. LMI are households are those whose income do not exceed 80% of the area median family income (AMI), with adjustments for household size and eligible census block groups are typically those where 51% of households are LMI. HUD allows exceptions to the 51% requirement in higher income jurisdictions that do not have a sufficient number of census block groups meeting this threshold. Per HUD, Milpitas is an exception grantee and therefore has a lower census block group eligibility threshold of 37.73% LMI for CDBG activities as of 2024 based on 2020 American Community Survey data.
Federal funds provided through HUD’s CDBG program are intended to primarily focus on activities that will benefit LMI households whose incomes do not exceed 80% of the area median family income (AMI), with adjustments for household size. HUD defines LMI households to include the following three income tiers below:
• Extremely Low-Income: households earning 30% or less than the AMI • Very Low-Income: households earning 50% or less than the AMI • Low-Income: households earning 80% or less than the AMI Moderate-income households, although not labeled in the HUD defined income tiers above, are included within the tier ‘Low-Income’. HUD defines Moderate Income as a household/family whose income is equal to or less than 80% of AMI but greater than Section 8 Very Low Income (50% of AMI) established by HUD.
Based on CHAS 2016-2020 data, within Milpitas, 15,570 or 35% of households are defined as low income, with the following breakdown:
• 13% (2,929 households) are extremely low income;
• 9% (2,070 households) are very low income; and
• 13% (2,894 households) are low income
2. Summary of the objectives and outcomes identified in the Plan The objective of the Consolidated Plan is to gather information from the community and all partners, as well as demographic and economic data to analyze needs and gaps related to affordable housing, homelessness, programs specific to special needs population, and community development. This information is used to make data-driven decisions to establish community priorities, goals and strategies based on current conditions, expected funds, and local capacity. Through data collection, outreach, and analysis presented in this plan, a clear outline of the priority needs within the City is formed, along with the projects and facilities that are most likely to aid in the development of the City’s Consolidated Plan.
Priority needs identified by City Council and through this Consolidated Plan include:
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1. Supportive services for low and moderate income and special needs (seniors, domestic violence survivors, youth) households—the Council emphasized that public services are a high priority need;2
2. Providing safe and transitional shelter to unhoused residents—high priority need;
3. Public improvements in neighborhoods with need—moderate priority;
4. Economic development activities for low and moderate income residents—moderate priority.
The City of Milpitas has therefore identified the following goals for the 2025-2029 Consolidated Plan through extensive data analysis and community outreach:
1. Maintain and preserve existing affordable housing;
2. Provide supportive services for low and moderate income and special populations (seniors, domestic violence survivors, youth) including case management, and legal assistance;
3. Respond to homelessness and risk of homelessness through housing stabilization, supportive services and economic resiliency programs;
4. Invest in infrastructure and public facility improvements that prioritize safety, accessibility and community building;
5. Invest in projects that increase opportunities for workforce development;
3. Evaluation of past performance
The City is responsible for ensuring compliance with all rules and regulations associated with the CDBG entitlement grant program. The City’s Annual Action Plans and Consolidated Annual Performance and Evaluation Reports (CAPER) have provided many details about the goals, projects and programs completed by the City over the past five years. A review of past consolidated annual performance and evaluation reports reveals a strong record of performance in the use of CDBG funds.
The City will meet or exceed the quantitative goals and objectives of its previous Consolidated Plan. The process implemented by the City has been effective with an annual evaluation of funding allocation and a bi-annual review of funding priorities. The City recognizes that the evaluation of past performance is important to ensure the City is implementing activities effectively.
4. Summary of citizen participation process and consultation process The City of Milpitas coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication.
Engagement included:
• A Consolidated Plan website—www.letstalkhousingscc.org—with information about the planning process including a short video; a link to the resident survey and activities to prioritize
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housing and community development needs; and community resources. The website contains a translation feature for easy conversion into multiple languages. • A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website.
• Two virtual regional workshops open to all residents living in and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms.
Interpretation was available in Spanish, Vietnamese and Mandarin. • Three virtual focus groups with stakeholders in housing, supportive services, and community development serving residents throughout the county. After a brief presentation about the Consolidated Plan process—including information on how to circulate the survey and letstalkhousingscc.org website to clients—stakeholders participated in in-depth discussion about priority needs and solutions to needs. Attendees represented affordable housing providers. Service providers serving special needs populations, people with lived experience, legal advocates, childcare service providers, public health agencies, mental health service providers, and others.
• Interviews with the Continuum of Care, and county staff.
Engagement specific to the City of Milpitas included:
• Community meeting with the Community Housing Commission on April 2, 2025. • Public Hearings: A public hearing was held on February 4, 2025, with the Milpitas City Council.
Staff provided background on the Consolidated Plan and the Annual Action Plan and reviewed the applications received for the 2025-2026 program year. Nine members of the public spoke at the hearing representing a micro-enterprise nonprofit, an affordable senior living facility, two supportive service nonprofits that serve domestic violence survivors, a social worker, an organization that provides legal and protective services to low income seniors (through the local senior center), a small business assistance organization, a housing organization, and a citizen.
The YWCA noted a more than 300% increase in domestic violence needs countywide as measured by their services and hotline calls. A second public hearing was held on June 3, 2025, with the Milpitas City Council. Staff provided updates for the Consolidated Plan and Annual Action Plan and proposed 2025-2026 allocation amounts. Eight members of the public spoke at the hearing representing an affordable senior living facility, two supportive service nonprofits that serve domestic violence survivors, an organization that provides necessities to unhoused individuals, an organization that provides legal and protective services to low income seniors (through the local senior center), a small business assistance organization, a housing organization, and a citizen.
• Interviews with nonprofit service providers working with domestic violence survivors and unhoused residents in Milpitas and city staff on economic development, workforce, housing and broadband needs.
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5. Summary of public comments
A summary of all comments received and city staff responses to those comments can be found in the community engagement appendix, as well as Process (PR) sections.
6. Summary of comments or views not accepted and the reasons for not accepting them Not applicable. All comments were accepted.
7. Summary
It is the City’s intent that the FY25-29 Consolidated Plan will help improve the quality of life for the residents in the City of Milpitas. By providing residents and stakeholders with the ability to communicate how the CDBG funds should be allocated and prioritized, we believe the CDBG funds will be allocated in the best interest of the City’s low- and moderate-income residents.
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The Process
PR-05 Lead & Responsible Agencies - 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator MILPITAS Housing
Table 1 – Responsible Agencies
Narrative
The Office of Housing serves as the lead agency in the preparation of the Consolidated Plan as well as the administration of the CDBG program. Per federal law, the preparation of the Consolidated Plan and Annual Action Plan is required by the Department of Housing and Urban Development (HUD). Both the Consolidated Plan and the first-year annual action plan must delineate the priorities and strategies for the use of federal funds.
Every three to five years, as required by HUD, the City of Milpitas must prepare a Consolidated Plan outlining the strategies used to meet a variety of housing and non-housing community needs. The last Consolidated Plan covered a 3 year timeframe in order to better align with the other jurisdictions in Santa Clara County. Therefore, Milpitas will be submitting a five-year Consolidated Plan for 2025-2029 in order to align our Consolidated Plan timeline with the rest of region. The preparation of Milpitas five- year Consolidated Plan provides the analysis and financial resources to address the housing and non- housing community services of those residents that require assistance in housing and a variety of public services to fit their specific needs.
Consolidated Plan Public Contact Information
Michelle Silva
Administrative Analyst City of Milpitas
455 E. Calaveras Blvd. Milpitas, CA 95035
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PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and
91.315(l)
1. Introduction
Public participation plays a central role in the development of the Consolidated Plan. The City of Milpitas coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication. Community outreach included:
• A Consolidated Plan website www.letstalkhousingscc.org with information about the planning process including a short video and presentation; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. The website enabled translation into multiple languages.
• A community survey, available from October to December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website.
• Two virtual regional workshops open to all residents living in and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms.
Interpretation was available in Spanish, Vietnamese and Mandarin. • Three focus groups with stakeholders in housing, supportive services, and community development serving residents throughout the county. After a brief presentation about the Consolidated Plan process including information on how to circulate the survey and letstalkhousingscc.org website to clients, stakeholders participated in in-depth discussion about priority needs and solutions to needs. Attendees represented affordable housing developers, nonprofit housing rehabilitation providers, unhoused service providers, community organizations and advocates for special needs populations, people with lived experience, legal advocates, childcare service providers, and public housing staff. • One-on-one interviews with the Continuum of Care and coordination with the City of San Jose, who receives HOPWA and ESG funding and distributes that funding to the County's public service departments.
• One-on-one interviews with nonprofit service providers working with domestic violence survivors and unhoused residents in Milpitas.
• Community meeting with the Community Housing Commission on April 2, 2025. • Public Hearings: A public hearing was held on February 4, 2025, with the Milpitas City Council.
Staff provided background on the Consolidated Plan and the Annual Action Plan and reviewed the applications received for the 2025-2026 program year. Nine members of the public spoke at the hearing representing a micro-enterprise nonprofit, an affordable senior living facility, two supportive service nonprofits that serve domestic violence survivors, a social worker, an organization that provides legal and protective services to low income seniors (through the local
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senior center), a small business assistance organization, a housing organization, and a citizen.
The YWCA noted a more than 300% increase in domestic violence needs countywide as measured by their services and hotline calls. A second public hearing was held on June 3, 2025, with the Milpitas City Council. Staff provided updates for the Consolidated Plan and Annual Action Plan and proposed 2025-2026 allocation amounts. Eight members of the public spoke at the hearing representing an affordable senior living facility, two supportive service nonprofits that serve domestic violence survivors, an organization that provides necessities to unhoused individuals, an organization that provides legal and protective services to low income seniors (through the local senior center), a small business assistance organization, a housing organization, and a citizen.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
The County of Santa Clara is the lead government agency for coordinating, planning, and distributing funding for homeless programs and services in Santa Clara County. The agency has implemented a coordinated, system-wide response to homelessness, known as the County of Santa Clara Supportive Housing System. This system integrates the efforts of the Continuum of Care (CofC), a consortium of partners who collectively work to prevent and end homelessness, with the County of Santa Clara as the lead partner. The CoC is also responsible for planning and conducting the Point-in-Time (PIT) count every two years.
The County of Santa Clara, through its Office of Supportive Housing (OSH), is responsible for applying for federal and state grants on behalf of the region; coordinating access and referrals to housing programs; setting performance benchmarks; and collecting and managing data on homelessness.
The City of Milpitas is one of many agencies and organizations who interface with the County of Santa Clara Supportive Housing System. While the City does not have direct access to HMIS, it does receive its homeless data from the system, and staff work closely with HMIS staff at the County of Santa Clara to deepen understanding of the data and make suggestions where possible.
Stakeholders that are part of the CoC represent local jurisdictions and include community- and faith- based organizations; the Santa Clara County Housing Authority (SCCHA); governmental departments; health service agencies; homeless advocates; consumers; and research, policy and planning groups. The management information system utilized by the CoC is referred to as HMIS (Homeless Management Information System), which monitors outcomes and performance measures for all the homeless services agencies funded by the County.
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According to the 2023 Point-in-Time (PIT) count, there were a total of 142 homeless persons in Milpitas all of whom were unsheltered underscoring the critical need for shelter and homelessness supportive and preventative services in the City.
The City of Milpitas participates in the Community Plan Implementation Team which includes members of the regional CoC and a range of community stakeholders to evaluate County progress in meeting homeless goals and metrics, identify gaps in homeless services and systems, establish funding priorities, and to pursue a systematic and coordinated approach to addressing and ending homelessness.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The County of Santa Clara is the lead government agency for coordinating, planning, and distributing funding for homeless programs and services in Santa Clara County. The agency has implemented a coordinated, system-wide response to homelessness, known as the County of Santa Clara Supportive Housing System. This system integrates the efforts of the Continuum of Care (CofC), a consortium of partners who collectively work to prevent and end homelessness, with the County of Santa Clara as the lead partner. The CoC is also responsible for planning and conducting the Point-in-Time (PIT) count every two years.
The County of Santa Clara, through its Office of Supportive Housing (OSH), is responsible for applying for federal and state grants on behalf of the region; coordinating access and referrals to housing programs; setting performance benchmarks; and collecting and managing data on homelessness.
Stakeholders that are part of the CoC represent local jurisdictions and include community- and faith- based organizations; the Santa Clara County Housing Authority (SCCHA); governmental departments; health service agencies; homeless advocates; consumers; and research, policy and planning groups. The management information system utilized by the CoC is referred to as HMIS (Homeless Management Information System), which monitors outcomes and performance measures for all the homeless services agencies funded by the County.
The City of Milpitas is one of many agencies and organizations who interface with the County of Santa Clara's Supportive Housing System. While the City does not have direct access to HMIS, it does receive its homeless data from the system, and staff work closely with HMIS staff at the County of Santa Clara to deepen understanding of the data and make suggestions where possible. The City has a contract with WeHOPE for 2 homeless outreach case managers who conduct VI-SPDAT assessments and input data into HMIS. The City works with the CoC to centralize all referrals to shelters through Here4you hotline.
The City of Milpitas is requesting HMIS access in order to better connect residents with services more quickly and is also planning to create a by name list of unhoused residents for more individualized case management and sustainable solutions to homelessness prevention in the City.
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Milpitas participates in the Community Plan Implementation Team which includes members of the regional CoC and a range of community stakeholders to evaluate County progress in meeting homeless goals and metrics, identify gaps in homeless services and systems, establish funding priorities, and to pursue a systematic and coordinated approach to addressing and ending homelessness.
City of Milpitas has consistently collaborated with the County to address the needs of the unhoused population in the city including:
• Participation in the preparation of the 2020-2025 Community Plan to End Homelessness in Santa Clara County. The Plan identifies strategies to address the needs of homeless persons in the county, including chronically homeless individuals and families, families with children, veterans, and unaccompanied youth. Additionally, it also intended to address the needs of person at risk of homelessness.
• Launched a pilot program with a $200,000 revenue agreement from the County to provide weekly hot shower and laundry services to the unhoused residents of Milpitas through a regional nonprofit service provider, WeHOPE, to operate the Dignity on Wheels program, which includes mobile shower, mobile laundry, and connecting unhoused residents with resources.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The City of Milpitas does not receive Emergency Shelter Grant (ESG) funding however the City participates with the CoC to address homeless issues.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Abode Services, inc.
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
2 Agency/Group/Organization Alta Housing (Formerly Palo Alto Housing Corporation)
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
3 Agency/Group/Organization Bay Area Legal Aid
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Service-Fair Housing
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
4 Agency/Group/Organization Santa Clara County Behavioral Health Services Department Harm ReduQion Project
Agency/Group/Organization Type Services - Housing
Services-Health
Services - Victims
Health Agency
Child Welfare Agency
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
5 Agency/Group/Organization BRIDGE HOUSING CORPORATION
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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6 Agency/Group/Organization Caminar
Agency/Group/Organization Type Services - Housing
Services-Health
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
7 Agency/Group/Organization County of Santa Clara Community Agency for Resources, Advocacy, and Services (CARAS)
Agency/Group/Organization Type Services - Housing
Services-Health
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
8 Agency/Group/Organization CASA
Agency/Group/Organization Type Services-Children
Services-Health
Services - Victims
Child Welfare Agency
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
9 Agency/Group/Organization CATHOLIC CHARITIES OF SANTA CLARA COUNTY Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
10 Agency/Group/Organization City of Milpitas Planning and Neighborhood Services
Agency/Group/Organization Type Other government - Local
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
11 Agency/Group/Organization CityTeam
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Victims of Domestic Violence
Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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12 Agency/Group/Organization Santa Clara County Office of LGBTQ Affairs Agency/Group/Organization Type Services - Housing
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
13 Agency/Group/Organization Destination Home
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
14 Agency/Group/Organization Downtown Streets Team
Agency/Group/Organization Type Services - Housing
Services-homeless
Services-Health
Services-Employment
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
15 Agency/Group/Organization EDEN Housing Inc.
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
16 Agency/Group/Organization Golden State Manufactured Homeowners League Inc.
Agency/Group/Organization Type Housing
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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17 Agency/Group/Organization HOUSING TRUST SILICON VALLEY Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
18 Agency/Group/Organization JAMBOREE HOUSING CORPORATION Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
19 Agency/Group/Organization Lived Experience Advisory Board of Silicon Valley (LEABsv)
Agency/Group/Organization Type Housing
Services-homeless
Planning organization
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
20 Agency/Group/Organization NEXT DOOR SOLUTIONS TO DOMESTIC VIOLENCE Agency/Group/Organization Type Housing
Services - Housing
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
21 Agency/Group/Organization Life Moves
Agency/Group/Organization Type Services - Housing
Services-homeless
Services-Health
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
22 Agency/Group/Organization PATH Ventures
Agency/Group/Organization Type Services - Housing
Services-homeless
Services-Health
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
23 Agency/Group/Organization Pride Social South County
Agency/Group/Organization Type Services - Housing
Services-Health
Services-Education
Services-Employment
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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24 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Services - Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
25 Agency/Group/Organization REBUILDING TOGETHER SILICON VALLEY Agency/Group/Organization Type Services - Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Individual stakeholder interview. Anticipated
outcomes and areas for improved coordination
are referenced in relevant sections throughout
this report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
26 Agency/Group/Organization RESOURCES FOR COMMUNITY DEVELOPMENT Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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27 Agency/Group/Organization San Andreas Regional Center Agency/Group/Organization Type Services - Housing
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
28 Agency/Group/Organization Santa Clara County Housing Authority Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Individual Stakeholder Interview. Anticipated
outcomes and areas for improved coordination
are referenced in relevant sections throughout
this report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
29 Agency/Group/Organization Satellite Affordable Housing Associates Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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30 Agency/Group/Organization SENIOR ADULTS LEGAL ASSISTANCE Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
31 Agency/Group/Organization SILICON VALLEY INDEPENDENT LIVING CENTER Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
32 Agency/Group/Organization Somos Mayfair, Inc.
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-Homeless Special Needs
Market Analysis
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
33 Agency/Group/Organization Sourcewise
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
34 Agency/Group/Organization The LGBTQ Youth Space
Agency/Group/Organization Type Services - Housing
Services-homeless
Services-Health
Services-Education
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
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35 Agency/Group/Organization United Way Bay Area
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
36 Agency/Group/Organization Wee Care, Inc. (DBA Upwards) Agency/Group/Organization Type Services-Children
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
37 Agency/Group/Organization Vista Center for the Blind Agency/Group/Organization Type Services - Housing
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group. Anticipated outcomes
and areas for improved coordination are
referenced in relevant sections throughout this
report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
38 Agency/Group/Organization YWCA IN SCV
Agency/Group/Organization Type Housing
Services - Housing
Services-Victims of Domestic Violence
Services-Health
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Individual stakeholder interview. Anticipated
outcomes and areas for improved coordination
are referenced in relevant sections throughout
this report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
39 Agency/Group/Organization WeHOPE
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Individual stakeholder interview. Anticipated
outcomes and areas for improved coordination
are referenced in relevant sections throughout
this report and a comprehensive summary of
stakeholder feedback is provided in the
appendix.
Identify any Agency Types not consulted and provide rationale for not consulting Not applicable. No agency types were intentionally left out of the consultation process. Over twenty agency types were contacted during the consultation process.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Regional
Continuum of Care
Council
The CoC works to alleviate the impact of homelessness in the community through the cooperation and collaboration of social service providers. This effort aligns with the Strategic Plan goal to support activitiesto end homelessness.
City of Milpitas
Housing Element
City of Milpitas Housing Element serves as a policy guide to help the City meet its existing and future housing needs. This effort aligns with the Strategic Plan goal to assist in the creation and preservation of affordablehousing.
Santa Clara County
Hazard Mitigation
Santa Clara County Data from the Hazard Mitigation Plan was used to assess vulnerability to hazards and critical facilities in place to respond in Milpitas.
2023 HIV
Epidemiology
Report
Santa Clara County
Department of
Public Health
Identifies high-risk populations and plans for reducing HIV diagnoses with increased testing and access to PrEP.
Community Plan
to End
Homelessness
Destination Home A five-year plan (2020-2025) to guide governmental, nonprofits, and other community members as they make
decisions about funding, programs, priorities and needs.
Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
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The Consolidated Plan was developed with close coordination with jurisdictional partners in Santa Clara County. The Santa Clara County Office of Supportive Housing (OSH) initiated the collaborative effort by bringing together all entitlement jurisdictions in spring 2024. The jurisdictions issued a joint RFP to hire a consultant team to complete the plans. The entitlement grantee jurisdictions involved in the collaborative effort included: Cupertino, Gilroy, Milpitas, Mountain View, Palo Alto, City of Santa Clara, and Sunnyvale, as well as the urban county.
Collaboration on stakeholder engagement and resident participation to inform the plan began with a meeting to discuss a proposed engagement plan. The jurisdictions provided lists of priority stakeholders and organizations for engagement, to avoid duplication in outreach efforts. Collaborative engagement consisted of two regional open houses held in the evening and virtually to enable both residents and stakeholders to attend; three stakeholder consultation workshops held on varying days and times in December; and a joint community survey, which was promoted widely by the jurisdictions.
The jurisdictions also prepared a joint regional housing market assessment, with jurisdiction-level market data, to enable jurisdictions to compare housing needs and provide uniform market data in the plans.
The Association of Bay Area Governments (ABAG) was invited to participate in a meeting to discuss housing and community development needs. ABAG shared relevant reports for incorporation into the Consolidated Plans.
In addition, the County hosts and jurisdictions attend CDBG Coordinators and Regional Housing Working Group meetings. During these meetings, projects benefitting the homeless and special needs housing are discussed as is pending legislation and local initiatives that impact affordable housing and services for lower income households. Jurisdiction staff also support the countywide biennial Homeless Census.
Results from the Census are used to identify homeless populations throughout the County and to implement strategies and service priorities to address their needs.
Narrative
Santa Clara County Association of Planning Officials (SCAPPO) is a regional meeting for local planning officials to attend, cooperate, and coordinate with one another on regional issues. Items related to the consolidated plan are commonly discussed.
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PR-15 Citizen Participation - 91.105, 91.115, 91.200 (c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
Milpitas coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication.
Engagement that was done in coordination with the County and was targeted to residents included:
• A Consolidated Plan website—www.letstalkhousingscc.org—with information about the Planning process; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. • A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website. • Two virtual regional workshops open to all residents living in Santa Clara County and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms. Interpretation was available in Spanish, Vietnamese and Mandarin. • Public hearings: A public hearing was held on February 4, 2025, with the Milpitas City Council. Staff provided background on the Consolidated Plan and the Annual Action Plan and reviewed the applications received for the 2025-2026 program year. A total of nine public comments were provided. Eight of the public comments received were from prospective applicants summarizing its proposed activities and how the activities would benefit Milpitas residents. A second public hearing was held on June 3, 2025, with the Milpitas City Council. Staff provided updates for the Consolidated Plan and Annual Action Plan and proposed 2025-2026 allocation amounts. A total of eight public comments were provided. Seven of the public comments received were from prospective applicants summarizing its proposed activities and how the activities would benefit Milpitas residents. • On April 1, 2025, the Community Housing Commission (CHC) held a public meeting to review the FY2025-2026 Community Development Block Grant (CDBG) eligible applications received. Applicants were invited to present their proposed programs to the commission. A total of sixteen (16) applications were reviewed and thirteen (13) applicants provided public comment. Once public comment concluded, the commission was invited to provide feedback and rank the priority areas they believe should be funded. Below is the ranking by the CHC of the public services priority areas.
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1. Senior Services
2. Housing Services
3. Homeless Services
4. Disability Services
5. Victims of Domestic Violence
6. Youth/Teen Services
7. Counseling Service
A complete survey analysis and overview of resident engagement were provided in the appendix of this plan. Below are resident respondent demographics and key findings for North Santa Clara County:
• 955 respondents, 79 stakeholders (also residents),
• 28 responses from Milpitas29% have income less than $50k, 32% have incomes less than $100k21% have some type of disability21% identify as Hispanic/Latino, 29% identify as Non-Hispanic White, 14% other race/ethnicity11% are precariously housed, 43% are homeowners, 25% are renters
Survey respondents were asked to identify critical community and economic development needs in Milpitas with the following options having the highest frequency of selection:
• Job training opportunities (43%),
• Help for small businesses (29%)
• Food pantries (25%)
• Mental health services (25%)
• Youth activities (25%);
Section will be updated after the April 7 public hearing.
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Citizen Participation Outreach
Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of comment
s not accepted
and reasons
URL (If
applicable)
1 Consolidated Plan
Website
Non-
targeted/broad
community
N/A 2 comments
received from
County overall.
Comments
referred to lack of
affordable housing
and assistance
programs and
support for
survivors of
domestic violence.
All comments
accepted
letstalkhousing.or
g
2 Consolidated Plan
Website
Non-
targeted/broad
community
1634 total responses
countywide
including 213
stakeholders.
Full survey analysis
provided in
appendix
All comments
accepted
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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of comment
s not accepted
and reasons
URL (If
applicable)
3 Consolidated Plan
Website
Minorities
Non-English
Speaking - Specify
other language:
Chinese,
Vietnamese,
Spanish
Persons with
disabilities
Non-
targeted/broad
community
55 total participants
between the 2
sessions provided.
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the
report.
All comments
accepted
4 Consolidated Plan
Website
Stakeholders 72 total stakeholder
participants across
the 3 sessions
provided.
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the
report.
All comments
accepted
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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of comment
s not accepted
and reasons
URL (If
applicable)
5 Public Hearing Non-
targeted/broad
community
A public hearing was
held on February 4,
2025, with the
Milpitas City Council.
Staff provided
background on the
Consolidated Plan
and the Annual
Action Plan and
reviewed the
applications received
for the 2025-2026
program year. A
total of 50 residents
attended the first
public hearing, and
80 residents
attended the second
public hearing.
First public
meeting: A total of
eight public
comments were
provided. Seven of
the public
comments
received were
from prospective
applicants
summarizing its
proposed activities
and how the
activities would
benefit Milpitas
residents. Second
Public Meeting: A
total of nine public
comments were
provided. Eight of
the public
comments
received were
from prospective
applicants
summarizing its
proposed activities
and how the
activities would
benefit Milpitas
residents.
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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of
comments receive
d
Summary of comment
s not accepted
and reasons
URL (If
applicable)
6 Public Meeting Non-
targeted/broad
community
A community
meeting was held on
April 2, 2025, with
the Community
Housing
Commission. The
public meeting was
held to review the
2025-2026 program
applications, hear
from the applicants,
and rank community
priority areas. The
commissioners
feedback will be
provided after the
meeting. A total of
20 in attendance of
the community
meeting.
Comments are
provided in the
community
engagement
appendix.
All comments
accepted.
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
Needs Assessment Overview
The majority of data utilized in the Needs Assessment section of this Consolidated Plan is provided by HUD for the purpose of preparing the Consolidated Plan. HUD periodically receives custom tabulations of data from the U.S. Census Bureau that are largely not available through standard Census products.
Known as the Comprehensive Housing Affordability Strategy (CHAS) data, it demonstrates the extent of housing problems and housing needs, particularly for low income households. The CHAS data is used by local governments to plan how to spend HUD funds, and may also be used by HUD to distribute grant funds. When CHAS data is not available or appropriate, other data is utilized, including 2010 U.S. Census data and American Community Survey (ACS) 2010, 2018 and 2023 5-year estimates.
The most critical housing needs in Milpitas and the populations most affected, based on the analysis of HUD-provided Comprehensive Housing Affordability Strategy (CHAS) and associated data, include:
• Moderate and severe cost burden are the most significant issues for both renter and owner households in Milpitas, with owners reporting cost burden at a slightly higher rate than renters; • 1,025 renters, or 29% of all renters with incomes less than 100% HAMFI (approximately $180k for a family of four), pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden, an additional 1,155 renters, or 32% of renters in this income group pay more than 30% of their gross household income in housing costs and experience moderate cost burden;
• Owners with incomes below 100% HAMFI report cost burden at a slightly higher rate with 38% reporting severe cost burden (1,259 owners) and 41% (1,350 owners) experiencing moderate cost burden;
• 1,190 renters, or 35% of renters with incomes below 100% HAMFI are living in crowded conditions with 345 of these renters living in severely crowded conditions defined as more than
1.5 people per room;
• Households with the oldest adults (75 years and older) are much more likely to be extremely low income (41% have incomes below 30% of the area median income) than households with adults between 62 and 74 in age and those with young children (15% and 6% are extremely low income respectively);
• Persons with disabilities comprise 8.2% of the total resident population in Milpitas (6,277 persons with disabilities), according to 2023 American Community Survey (ACS) 5 year estimates. The number of households with disabilities totals 4,370. Of these households,
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according to CHAS data, 47% have housing needs—or 2,065 households. The need is high across disability types.
• Reported housing problems exist across race/ethnicity for households at or below 30% AMI, with significant disproportionate housing needs for Black/African American households compared to the jurisdiction as a whole across all income groups.
The current and five-year projected needs by household income and household type, based on CHAS 2016-2020 data are shown in the attached table.
Figure 1 Future Needs
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
This section provides an overview of the housing needs present in the City, including the degree and distribution of “housing problems” within multiple income brackets.
HUD defines housing problems as units or households with one or more of the following characteristics:
• Housing lacking complete kitchen facilities;
• Housing lacking complete plumbing facilities;
• Overcrowded housing, meaning 1-1.5 persons per room (not only bedrooms); or • Cost burdened households—paying more than 30% of income toward housing costs, including utilities.
HUD defines severe housing problems as:
• Severely overcrowded housing with more than 1.5 persons per room • Severely cost burdened households—paying more than 50% of income toward housing costs, including utilities.
The City’s definition of housing in substandard condition utilizes the California Health and Safety Code, Division 13, Part 1.5 Regulation of Buildings Used for Human Habitation, a Substandard Building is one where there exists any of the conditions listed in section 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof.
Population, Household, and Income Growth
Between 2010 and 2023, according to ACS data, the Milpitas’ population increased by 17% (11,426 people) for an annual growth rate of .36%. Household growth was slower, which indicates an increase of larger households. Median income rose by 90.8%--from $92,694 in 2010 to $176,822 in 2023. The strong growth in income compared to modest growth in households indicates displacement of lower income households by higher income households, as well as income growth for existing households.
Demographics Base Year: 2010 Most Recent Year: 2023 % Change Population 66,790 78,216 17%
Households 24,480 25,653 5%
Median Income $92,694.00 $176,822.00 91%
Table 5 - Housing Needs Assessment Demographics
Alternate Data Source Name:
American Community Survey 2010 5-year
Data Source Comments:
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Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 2,929 2,070 2,894 2,360 11,880
Small Family Households 965 955 1,499 1,235 7,525
Large Family Households 160 455 490 505 1,365
Household contains at least one
person 62-74 years of age 744 550 714 460 2,338
Household contains at least one
person age 75 or older 945 294 445 275 365
Households with one or more
children 6 years old or younger 249 505 489 575 2,029
Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
Number of Households Table Overview
This table shows households by income category and household characteristic. Numerically, the largest number of low income households are extremely low income and those with the oldest adults, with incomes lower than 30% of the area median income (or incomes lower than $55,300 per year for a family of 4 in 2024) and with a household member over 75. Forty-one percent of these households are extremely low income.
Extremely low income households represent 13% of all households in Milpitas. Very low income households—those with incomes between 31% and 50% of the area median income—represent 9% of all households, while low income households—50% to 80% of the area median income-- represent 13%.
Large family households are more likely to be lower income than small family households (36% of large family households are low income compared to 28% of small family households), although total households is smaller in numbers than small family households.
By age, households with the oldest adults (75 years and older) are much more likely to be extremely low income (41% have incomes below 30% of the area median income) than households with adults between 62 and 74 in age and those with young children (15% and 6% are extremely low income respectively).
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen facilities 15 10 0 0 25 15 25 0 0 40
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 0 85 125 135 345 10 20 15 105 150
Overcrowded -
With 1.01-1.5
people per
room (and none
of the above
problems)
195 230 210 210 845 10 30 225 75 340
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems)
680 270 75 0 1,025 740 240 224 55 1,259
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 100 415 520 120 1,155 255 240 425 430 1,350
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Zero/negative
Income (and
none of the
above
problems) 175 0 0 0 175 154 0 0 0 154
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
Housing Needs Summary Table Overview
The table below shows the number of households with housing needs, according to HUD’s definitions of need. The greatest needs based on the data in the table are severe cost burden for extremely low income households, both renters and owners, and cost burden for low income households. Specifically,
• 680 renters, or 49% of extremely low income renters, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; • 740 owners, or 48% of extremely low income owners, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; and • 520 renters, or 46% of renters with incomes between 51% and 8% of the area median income, pay 30% of their gross incomes in housing costs and are cost burdened. • 1,025 renters regardless of income are severely cost burdened and 1,155 are cost burdened.
Housing Problems (Households with one of the listed needs
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing problems 890 595 410 350 2,245 780 315 459 235 1,789 Having none of four
housing problems 505 545 725 595 2,370 754 619 1,299 1,180 3,852
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Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Household has
negative income, but
none of the other
housing problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 400 460 480 1,340 250 240 369 859
Large Related 90 190 40 320 64 120 130 314
Elderly 345 59 60 464 560 139 160 859
Other 100 150 200 450 159 40 35 234
Total need by
income
935 859 780 2,574 1,033 539 694 2,266
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
Cost Burden Table Overview
The table below isolates the housing problem of cost burden and shows the number of households facing burden by household type. Overall, 2,574 renters and 2,266 owners at less than 80% AMI in Milpitas face cost burden. Extremely low income renters who are cost burdened (with incomes of 30% of the area median income and less) total 935 and account for 36% of those burdened. There are 1,033 extremely low income owners who are cost burdened comprising 46% of those burdened.
By household type, large, related households have the highest share of households who are burdened for incomes at 50%AMI and lower, however, there are fewer large households in Milpitas. Extremely low income elderly households report cost burden at 54%. This compares to 67% of small households, and a very high 96% of large households.
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4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 190 190 205 145 0 350
Large Related 0 0 25 25 60 10 0 70
Elderly 270 45 0 315 350 105 25 480
Other 0 90 40 130 155 0 0 155
Total need by
income
270 135 255 660 770 260 25 1,055
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
Severe Cost Burden Table Overview
The table below isolates the housing problem of severe cost burden and shows the number of households facing burden by household type.
Overall, 660 renters and 1,065 owners in Milpitas face severe cost burden. For both renters and owners, most severely cost burdened renters are not surprisingly those with incomes below 30% of the area median income. Owners who are severely cost burdened are most likely to be extremely low income elderly households, who are struggling to afford property taxes, insurance, and the costs of maintaining their homes.
By household type, elderly households represent all of households who are extremely low income and severely cost burdened.
5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 155 305 255 310 1,025 20 55 85 165 325
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Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Multiple, unrelated
family households 0 20 40 35 95 0 20 155 15 190
Other, non-family
households 40 0 40 0 80 0 0 0 0 0
Total need by
income
195 325 335 345 1,200 20 75 240 180 515
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present 0 0 0 0 0 0 0 0
Table 12 – Crowding Information – 2/2
Data Source
Comments: Data not available.
Describe the number and type of single person households in need of housing assistance.
According to 2023 American Community Survey (ACS) 1 year estimates, there are a total of 4,096 single person households in the City of Milpitas which represents 16% of total households in Milpitas. Single person households likely face affordability challenges and are at an increased risk of displacement and housing instability due to the limited availability of affordable housing in Milpitas and countywide.
Additionally, according to an analysis of demographic data for households enrolled in the County’s Rapid Rehousing (RRH) programs between September 2023 and August 2024, for example, single adults comprised the largest share of households enrolled in RRH programs at 58% (1,026 single adult households). Single person households also have a need for prevention services that respond to immediate needs, as demonstrated by the large share of singe adult households served by the Emergency Assistance Network Homelessness Prevention Services (EAN HP) program. According to the County’s OSH, between December 2022 and November 2023, half (50%) of households who received EAN HP were single adult households.
It is important to note that the majority of persons who participated in the survey following the 2023 January Point-in-Time (PIT) count self-reported living alone at the time they became homeless with 79% reporting that they were living in a single person household. (This represents a total of 798 homeless single person households in Santa Clara County in 2023.)
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Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
Residents with a disability. In 2023, there were a total of 6,793 residents with disabilities living in the City of Milpitas (9% of the total resident population), according to 1 year ACS estimates. Persons with disabilities often live on fixed or limited incomes and have a limited ability to work which means that they require access to housing assistance and affordable housing to avoid housing instability and homelessness. These needs are demonstrated by the large number of individuals who self-reported having a disability during the 2023 Point-in-Time (PIT) count. According to the PIT survey, a total of 522 homeless persons self-reported having at least one disabling condition (or 52% of survey participants).
Psychiatric or emotional conditions are common challenges with 31% reporting that they experience these challenges, followed by 29% with post-traumatic stress disorder; 26% with drug or alcohol addictions; 25% with a chronical health problem or medical condition; 21% with a physical disability; 9% with an intellectual or developmental disability; and 3% with an HIV/AIDS-related illness.
Additionally, a large number of individuals self-reporting a chronic health conditions when enrolling in rapid re-housing (RRH) programs. (Almost half of single adult households reported chronic health conditions during the 2023 to 2024 reporting period.) These data demonstrate the need to provide these households with access to RRH programs which include rental housing subsidies, case management, and connections to supportive services.
Survivors of domestic violence. Data on the number of persons experiencing domestic violence, dating violence, sexual assault, and/or stalking are available at the County level. Domestic violence, trafficking, and unsafe housing conditions place households at significant risk of housing instability, financial insecurity, and homelessness. According to the 2023 PIT survey, 8% of homeless persons entered homelessness because they were fleeing domestic violence.
What are the most common housing problems?
Housing cost burden greater than 50% of income represents the greatest of housing problems. Of the eligible households, 660 renter occupied households and 1,065 owner households who have incomes between 0-30% AMI experience a housing cost burden greater than 50% of their current income.
Are any populations/household types more affected than others by these problems? Extremely low income elderly households are the most impacted by severe cost burden and represent all of the households in this category for renters.
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Low to moderate income renter households are more likely than LMI owner households to experience crowing, particularly single family households. At 50-80% AMI, larger multifamily owner households experience more crowding than other types of owner households.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Extremely low to low income households with severe cost burden, and/or crowding are at the greatest risk of being unhoused. Households who are older and living on fixed incomes, and households with disabilities are particularly vulnerable. To understand the characteristics of persons experiencing homelessness and captured in countywide 2023 Point-in-Time (PIT) are also useful. Of those experiencing homelessness in January 2023:
People of all ages experience homelessness in the county. About half (49%) homeless persons were middle-aged (35 to 54) and 29% were age 55 and older. Twenty-two percent (22%) were under age 35 and less than 1% were under 18 years. Around a quarter (26%) reported experiencing their first episode of homelessness as a young adult (18 to 24).
White residents (47%) comprised the largest share of the homeless population followed by individuals who identify as a different racial group (18%), Black (15%), multiracial (7%), and/or Asian (6%). Less than 5% of homeless persons identified as other races. Forty-one percent were of Hispanic ethnicity.
Men were more likely to be homeless: 66% self-identified as male compared to 32% of females.
Additionally, only 3% self-reported that they were currently pregnant while homeless.
Demographics for the County’s homeless population are only provided at the County level and do not provide insight on the at-risk populations living in the City of Milpitas. As such, it is useful to supplement these analyses by comparing the distribution of households with extremely low incomes (below $25,000/year) in Milpitas by race and ethnicity to the distribution of the overall homeless population by race and ethnicity.
According to 2023 5 year American Community Survey (ACS) estimates, 7% of the City’s total households have incomes below $25,000/year or 1,840 households within this income range. Of these households:
Asian households (75%) comprise the largest share followed by Hispanic households (12%), White households (11%), and households who identify as a different racial group (7%).
The distribution of Milpitas households earning below $25,000/year by race and ethnicity varies significantly from the distribution of the County’s homeless population by race and ethnicity which shows Asian persons comprising only 6% of the total homeless population in the County of Santa Clara
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with White residents, Hispanic residents, and residents of different racial groups comprising much larger shares of the total population experiencing homelessness.
Households receiving Rapid Rehousing Assistance whose Assistance is Ending According to an analysis of data for households enrolled in the County’s Rapid Rehousing (RRH) programs between September 2023 and August 2024:
• Single adults comprised the largest share of households enrolled in RRH programs during this time at 58% (or 1,026 single adult households) followed by households with children (37% or 641 households) and households without children (5% or 88 households). • Almost half (48%) households enrolled in RRH programs identify as Hispanic or Latino followed by non-Hispanic White (22%) and Black or African American (19%). Nine percent (9%) households in RRH identify as American Indian or Alaska Native and/or as Asian or Asian American.
• Households enrolled in RRH programs self-reported having a mental health disability (31%), chronic health condition (26%), substance use disorder (15%), and/or developmental disability (8%). Incidences of disability are much higher among veterans, single adults, and reentry clients.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
The City of Milpitas defines at-risk populations as any household that is unable to pay for or is struggling to afford their monthly rental obligation in our jurisdiction. The HUD definition for populations at imminent risk of homelessness are individuals or households that will lose their primary nighttime residents in 14 days provided that no subsequent residence has been identified and the person/family lacks the resources or support networks to obtain permanent housing.
The Santa Clara County Continuum of Care (CoC) uses a similar definition for populations at-risk of homelessness and housing instability. Households at-risk of homelessness are defined by the CoC as those that are currently housed but are at risk of losing their housing; or the household is unsafe to remain in their current housing. “At-risk” is defined as being within 14 days of losing housing or missing a rent payment while the designation of “unsafe” refers to survivors of domestic violence, dating violence, sexual assault, stalking, sexual harassment, and human trafficking and are afraid to return to their residence.
The County’s CoC serves at-risk households through the Homeless Prevention System (HPS) and uses the Vulnerability Index—Service Prioritization Decision Assistance Tool (VI-SPDAT) to identify the most vulnerable populations and to prioritize the groups with the highest needs for appropriate and available housing and supportive services. The County’s CoC also reviews local data and national trends regarding at-risk groups to identify risk factors and uses these factors to leverage the Prevention Re-Housing
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Vulnerability Index Service Prioritization Decision Assistance Tool (Prevention-VI-SPDAT) which assess household eligibility for the County’s HPS.
The Prevention-VI-SPDAT scores income and financial health; history of homelessness; eviction risk; abuse and/or trafficking; interaction with emergency services including criminal justice; and acuity of mental and physical needs. The criteria developed for the HPS include: low income, self-report of imminent risk of homelessness or unsafe housing situations, and a Prevention-VI-SPDAT score of eight or greater. These factors and criteria are in line with the self-reported causes and conditions of homelessness and the characteristics of individuals accessing homeless services, programs, and homeless prevention assistance in Santa Clara County.
In 2024, for example, individuals who accessed the County’s Homelessness Prevention (HP) programs reported that the primary reason for requesting assistance was due to income loss (38% or 1,141 people). Other reasons for accessing HP programs included: change in family composition (17%), income reduction (16%), medical emergency (13%), unexpected major expense (6%), and had to leave current living situation (5%).
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
In 2024, 3,014 households who accessed the County’s Homelessness Prevention (HP) programs reported that the primary reason for requesting assistance was due to income loss (41% or 1,226 households).
Other reasons for accessing HP programs included: change in family composition (17%), income reduction (16%), medical emergency (13%), unexpected major expense (6%), and had to leave current living situation (5%).
Housing instability factors are also evident in the 2,067 households enrolled in prevention programs between December 2022 and November 2023. When asked why they were seeking assistance, households cited reasons including income loss (37%), income reduction (15%), change in family composition (13%), medical emergency (12%), and unexpected major expense (5%). Of the 833 households enrolled in the EAN-HP program, the top reasons for seeking assistance included: income loss (30%), income reduction (15%), medical emergency (13%), moving from temporary arrangement to permanent housing (12%), and unexpected major expense (8%).
¾ The County has a proven process for moving unhoused individuals through the CoC system and helping them attain housing. Limited funding relative to need is a major barrier. On average, there are more than 1,200 people on a wait list to enter the care system and obtain any type of shelter and it can take 30-45 days to get off of the wait list. County staff indicated that the system timing is so long that often by the time someone is contacted for placement, they can no longer be located.
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During the stakeholder workshops conducted to inform the City’s Consolidated Plan, stakeholders working in the City of Milpitas shared that the shortage of affordable housing in the city is the primary factor contributing to housing instability in Milpitas. When asked which resident groups are impacted the most by the lack of affordable housing, stakeholders identified extremely low income households, seniors and elderly persons, and persons with disabilities as the most vulnerable to instability and homelessness.
Discussion
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NA-15 Disproportionately Greater Need: Housing Problems - 91.205(b) (2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
According to HUD, a disproportionate need exists when any group has a housing need that is 10 percentage points or more than the jurisdiction or the household category as a whole. This section assesses the needs of racial and ethnic groups with disproportionately high needs.
The tables below show housing needs for households by area median income range and by race and ethnicity. The data indicate that:
• For 0-30% AMI households, needs are significant across racial and ethnic groups: however, Black/African American households have extreme disproportionate need to the jurisdiction as a whole with 100% of the 99 households indicating a housing need versus 69% of the jurisdiction as a whole;
• For 31-50% AMI households, disproportionate needs persist for Black households when compared to non-Hispanic White households but are similar to the jurisdiction as a whole and disproportionate needs for Hispanic households emerge at 13% higher than the jurisdiction as a whole ;
• For 51-80% AMI households, disproportionate needs become more prevalent for Black households (87%) compared to 63% for the jurisdiction;
• For moderate income, 81-100% AMI households disproportionate needs widen for Black households (86%) compared to 48% for the jurisdiction.
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0%-30% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,020 904 0
White 220 190 0
Black / African American 99 0 0
Asian 1,380 554 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 280 135 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,565 509 0
White 154 149 0
Black / African American 45 34 0
Asian 875 260 0
American Indian, Alaska Native 0 10 0
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Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Pacific Islander 35 0 0
Hispanic 440 55 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,814 1,079 0
White 235 219 0
Black / African American 100 15 0
Asian 1,229 635 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 225 115 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,130 1,230 0
White 160 210 0
Black / African American 25 4 0
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Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Asian 850 780 0
American Indian, Alaska Native 0 10 0
Pacific Islander 10 0 0
Hispanic 75 200 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
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NA-20 Disproportionately Greater Need: Severe Housing Problems: 91.205 (b) (2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
According to HUD, a disproportionate need exists when any group has a housing need that is 10 percentage points or more than the jurisdiction or the household category as a whole. This section assesses the needs of racial and ethnic groups with disproportionately severe housing problems or needs.
The tables below show severe housing needs for households by area median income range and by race and ethnicity. The data are similar to moderate housing need and indicate that:
• For 0-30% AMI households, the share of households experiencing severe needs disproportionately high for Black/African American households with all households reporting at least one sever housing problem;
• Similarly, for 31-50% AMI households, Hispanic households have severe needs that are disproportionate to non-Hispanic White households in the city at 14% higher; • For 51-80% AMI households, no households have disproportionate need by race/ethnicity. • At the moderate income level (81-100% AMI), Black/African American households have extremely disproportionate needs at 86% versus 25% for the jurisdiction. 0%-30% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,670 1,259 0
White 150 260 0
Black / African American 99 0 0
Asian 1,120 804 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 250 165 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 910 1,164 0
White 104 199 0
Black / African American 40 39 0
Asian 445 690 0
American Indian, Alaska Native 0 10 0
Pacific Islander 35 0 0
Hispanic 285 210 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 869 2,024 0
White 95 359 0
Black / African American 30 80 0
Asian 644 1,220 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 90 250 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 585 1,775 0
White 55 315 0
Black / African American 25 4 0
Asian 435 1,200 0
American Indian, Alaska Native 0 10 0
Pacific Islander 0 10 0
Hispanic 70 210 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
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NA-25 Disproportionately Greater Need: Housing Cost Burdens - 91.205 (b) (2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
This section assesses disproportionately greater needs of cost burden. A household is considered cost burdened when paying more than 30% of its gross household income toward housing costs, including utilities, and is severely cost burdened when paying more than 50% of its income toward housing costs.
Among households in Milpitas with incomes less than 100% AMI (approximately $184,000 annual income), 47% or 4,789 households are cost burdened. Of these cost burdened households, 2,505—or 52%—pay between 30% and 50% of their incomes in housing costs; another 2,284—or 48%—pay more than 50%. Black households are disproportionately likely to experience severe cost burden (greater than 50% of income on housing), with 21% of Black households burdened compared to 12% in the city overall. Hispanic households are disproportionately likely to experience moderate cost burden at 41%, compared to 29% in the jurisdiction overall. Severe cost burden is an indicator of homelessness risk and, as such, Black households have higher risks of homelessness than other race/ethnicities.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 15,507 3,715 2,539 374
White 2,370 440 354 20
Black / African American 460 80 145 0
Asian 10,965 2,660 1,560 269
American Indian, Alaska
Native 40 0 0 0
Pacific Islander 15 45 0 0
Hispanic 1,250 430 435 75
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion
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NA-30 Disproportionately Greater Need: Discussion - 91.205 (b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? Yes, as discussed above,
• Black households are disproportionately likely to experience severe cost burden compared to the jurisdiction overall, with 21% of Black households burdened compared to 12% overall.
Severe cost burden is an indicator of homelessness risk and, as such, Black households have higher risks of homelessness than other races.
• Hispanic households are disproportionately likely to experience moderate cost burden, with 41% severely burdened, compared to 29% in the jurisdiction overall.
By race, ethnicity, and income:
• For 0-30% AMI households, needs are significant across racial and ethnic groups: however, Black/African American households have extreme disproportionate need to the jurisdiction as a whole with 100% of the 99 households indicating a housing need versus 69% of the jurisdiction as a whole;
• For 31-50% AMI households, disproportionate needs persist for Black households when compared to non-Hispanic White households but are similar to the jurisdiction as a whole and disproportionate needs for Hispanic households emerge at 13% higher than the jurisdiction as a whole ;
• For 51-80% AMI households, disproportionate needs become more prevalent for Black households (87%) compared to 63% for the jurisdiction;
• For moderate income, 81-100% AMI households disproportionate needs widen for Black households (86%) compared to 48% for the jurisdiction.
If they have needs not identified above, what are those needs? Black households have historically experienced the housing market differently due to historical practices. Very low income households are challenged by rent increases, excessive fees, poor condition of housing. Nonprofit organizations to assist these households are supported by the City of Milpitas.
Providing affordable housing including access to housing opportunities that can create wealth, such as homeownership through downpayment assistance, financial counseling and additional BMR programming is also needed.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
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No.
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NA-35 Public Housing - 91.205 (b)
Introduction
Santa Clara County Housing Authority administers a variety of federal rental assistance programs for use in the County of Santa Clara. These programs are targeted toward low-, very low-, and extremely low-income households, more than 80% of which are extremely low-income families, seniors, veterans, persons with disabilities, and formerly homeless individuals.[1] In Santa Clara County, the vast majority of federal publicly supported housing is provided through the Section 8 voucher program as SCCHA RAD transitioned all of its previous public housing inventory and currently only 4 units of traditional public housing units remain. Housing voucher programs include:
1) Housing Choice Voucher (HCV) Program which allows households to find a privately owned unit on their own paying approximately 30% of their monthly income towards rent and SCCHA paying the balance to the property owner; and 2) Project Based Vouchers (PBV) Program Project that are attached to individual units in the publicly assisted housing inventory managed by SCCHA.
SCCHA also manages special purpose voucher programs that serve other targeted populations including the Veteran’s Affairs program, Family Unification and Disability programs. Some SCCHA special programs combine housing assistance with savings incentives and other include case management services provided in collaboration with community service agencies.
As of January 2025, there are approximately 18,000 voucher holders across the county with the majority living in the City of San Jose (70%). The total waiting list for all vouchers is always open and is currently at 42,872 which includes both HCV and PBV. Households are optionally on both lists and therefore duplicative. Additionally, eligibility is not verified until the household is selected, therefore the total waiting list number is considerably larger than the actual unduplicated number of households actively seeking a housing voucher. The waiting list household characteristics include 41% families with children, 20% elderly, 18% with disabilities and 2% veterans. The waiting list is operated on a lottery basis and there is a preference for families who have lived and worked in the county for the past 5 years and for veterans. PBV units are tracked for accessibility features and a lottery is drawn to match the needed features with tenants.
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Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 0 755 157 598 17 4 0
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Alternate Data Source Name:
Public Housing Data 2025
Data Source Comments: Data is for Milpitas residents only.
Introduction Continued
In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance.[2] The Moving to Work program has 60 different initiatives with the goal of improving outcomes and experiences for both residents and landlords. Administrative streamlining has had an effect including paperwork timing and inspections which helps get people into units more quickly. This streamlining also helps with recruiting landlords to the program as they benefit from the consistency of payments.
The tables below show the number of participants in publicly supported housing by program managed by SCCHA in the City of Milpitas, characteristics and race/ethnicity of voucher holders.
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Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 23,835 5,461 28,659 35,450 20,975 Average length of stay 0 0 0 0 0 0 0 0
Average Household size 0 0 0 0 0 0 0 0
# Homeless at admission 0 0 0 67 59 8 6 0
# of Elderly Program Participants
(>62) 0 0 0 306 8 298 7 0
# of Disabled Families 0 0 0 361 73 288 3 0
# of Families requesting accessibility
features 0 0 0 10,212 692 9,267 212 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Alternate Data Source Name:
Public Housing Data 2025
Data Source Comments: Data is for Milpitas residents only.
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Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 262 115 147 6 2 0
Black/African American 0 0 0 107 21 86 6 0 0
Asian 0 0 0 346 5 341 2 2 0
American Indian/Alaska
Native 0 0 0 23 11 12 1 0 0
Pacific Islander 0 0 0 11 3 8 2 0 0
Other 0 0 0 6 2 4 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Alternate Data Source Name:
Public Housing Data 2025
Data Source Comments: Data is for Milpitas residents only
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 183 79 104 3 1 0
Not Hispanic 0 0 0 572 78 494 14 3 0
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*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Alternate Data Source Name:
Public Housing Data 2025
Data Source Comments: Data is for Milpitas residents only.
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination, based on a disability, in programs and activities conducted by HUD, or that receive financial assistance from HUD. Currently, 17% of HCV participant families report a disability, countywide. Additional data on the needs of those in units or on the waitlist is unavailable. However, here is some context on how SCCHA addresses the most immediate needs of public housing tenants, during the intake and recertification process.
The SCCHA 2022 Administrative Plan Section 1.8 defines a disability as “A physical or mental impairment that substantially limits one or more of the major life activities of an individual.” [1] The applicant or participant must have a record of such impairment or being regarded as having such impairment.
Section 1.8 also discusses the PHA’s policy on reasonable accommodations, to address the immediate needs of public housing tenants either seeking an affordable accessible unit or accommodation to an existing unit:
“Requests for reasonable accommodations will be assessed on a case-by-case basis. If the HA finds that the requested accommodation creates an undue administrative or financial burden, the HA will present an alternate accommodation that will still meet the need of the person. If no alternate accommodation exists, the HA may deny the request. If the disability and/or need for the accommodation is not readily apparent, the HA will require written verification of the disability and/or need for the accommodation from a knowledgeable professional or reliable third party. The HA will provide a written decision to the person requesting the accommodation within 15 days of the date that the verification is received. If a person is denied the accommodation or feels that the alternative suggestions are inadequate, they may request an informal hearing to review the HA’s decision.” What are the number and type of families on the waiting lists for public housing and section 8 tenant-based rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of public housing and Housing Choice voucher holders?
The County’s rental market continues to be a challenge for leasing units to Housing Choice Voucher holders as they face high rents and reluctance from landlords to lease units despite the illegality of income source discrimination. Among other efforts to address this issue, SCCHA is continuing to promote the use of Project-Based Vouchers and actively participates in countywide efforts to increase the affordable housing supply. An initiative of the MTW program to address the issue of landlord participation is the provision of an incentive of $1500 bonus to new landlords and $1500 to landlords who re-rent to a new voucher holder. SCCHA has also created an owner/service department to serve landlords in the program to address issues of payments and any tenant issues.
In 2025, SCCHA will start using the Small Area Median Income so that vouchers will have more value and help people get into some of these higher opportunity areas in the county. They are also working on a
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Housing Mobility Pilot Program with the goal of moving families with Housing Choice Vouchers to higher income and opportunity areas in the county. As part of the Housing Mobility Pilot Project, SCCHA conducted focus groups with families to identify policies that are barriers to being successful in the program. The program will help them find a unit in a high opportunity area, provide security deposit and application fee assistance. They are currently identifying 100 families to participate in the program who are current voucher holders.
Services regularly requested by tenants include:
• General financial assistance for emergencies;
• Security deposit assistance;
• Digital services, broadband, training and devices.
SCCHA applied for a digital equity grant through HUD which was not successful but will continue to seek out funding opportunities to address this important gap as it is often referenced as a high priority need for senior residents in particular impacting access to resources.
How do these needs compare to the housing needs of the population at large The needs of public housing and Section 8 tenant-based rental assistance households as identified by SCCHA staff are consistent with the needs of the lower income population across the County based on results of the Santa Clara Housing and Community Survey for this plan, resident engagement workshops and stakeholder input on behalf of residents they serve.
Discussion
Please see discussion above.
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NA-40 Homeless Needs Assessment - 91.205 ( c )
Introduction:
A total of 9,903 individuals were counted as experiencing homelessness in Santa Clara County in the 2023 Point in Time (PIT) count—75% of which were unsheltered (7,401 unsheltered people) and 25% were sheltered homeless (2,502 people). As shown in the attached figure, homelessness rose significantly between 2017 and 2019.
Of the entitlement jurisdictions within Santa Clara County, as of the 2023 PIT count:
• Cupertino had the lowest population of homeless persons at only 48 people (less than 1% of the County counted unhoused population)—all of which were unsheltered homeless and represented 1% of the County’s unsheltered homeless population. • Gilroy had the largest population of homeless persons at 1,048 residents (11% of the County population) and the largest population of unsheltered homeless persons at 817 people (11% of the County’s unsheltered homeless population; and 78% of homeless persons in Gilroy).
• Milpitas had a total homeless population of 142 persons (1% of the County population), all of which were experiencing unsheltered homelessness. The City’s unsheltered homeless population represented 2% of unsheltered persons overall. • Mountain View had the second largest homeless population at 562 people (6% of the County population), most of which were unsheltered homeless (75% of the City’s homeless population; and 6% of the County’s unsheltered population). • Palo Alto had a total homeless population of 206 persons (2% of the County’s population), almost all of which were unsheltered (91% of the City’s homeless population; and 3% of the County’s unsheltered population).
• Santa Clara City had a total homeless population of 461 persons (6% of the County’s population), almost all of which were unsheltered (90% of the City’s homeless population; and 6% of the County’s unsheltered population). • Sunnyvale had a total homeless population of 471 persons (5% of the County’s population) and a comparatively smaller unsheltered population (68% of the City’s homeless population; and 4% of the County’s unsheltered population)..
As shown in the table below, there were a total of 142 individuals experiencing homelessness in Milpitas in 2023, a reduction of nearly half from 2022. Of these individuals, none were sheltered in 2023 highlighting the need for some type of emergency shelter in Milpitas.
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Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s)
and Child(ren) 67 298 0 0 0 0
Persons in Households with Only
Children 99 12 0 0 0 0
Persons in Households with Only
Adults 5,738 1,445 0 0 0 0
Chronically Homeless Individuals 1,913 920 0 0 0 0
Chronically Homeless Families 108 240 0 0 0 0
Veterans 128 351 0 0 0 0
Unaccompanied Child 658 106 0 0 0 0
Persons with HIV 0 0 0 0 0 0
Table 26 - Homeless Needs Assessment
Data Source Comments:
Santa Clara County Office of Supportive Housing. Data is for all of Santa Clara County.
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Homelessness Trend Santa Clara County
Indicate if the homeless population is: Has No Rural Homeless
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Of the total homeless population (2023) in Santa Clara County, 3,166 individuals were chronically homeless (32% of the population); 12% were families; 8% were unaccompanied youth; and 5% were veterans. Three percent (3%) of homeless persons self-reported that they were pregnant while experiencing homelessness. Data for the County’s homeless population are provided in greater detail below by sub-population including chronically homeless persons, veterans, and unaccompanied youth. Families with children are discussed in the following prompt.
Chronically homeless individuals. In 2023, a total of 3,166 individuals (32% of the total homeless population) were chronically homeless in Santa Clara County, representing an overall 12 percentage point increase from 2022.
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Most persons (46%) counted during the 2023 PIT reported experiencing only one episode of homelessness in the past three years while 17% reported experiencing two episodes of homelessness and 15% reported experiencing three episodes of homelessness. When asked the duration of their current episode of homelessness, 65% reported that they had been homeless for over one year; 29% reported being homeless for one month to 11 months; and only 7% reported being homeless for 30 days or less.
First time homelessness. Sixty-six percent (66%) of homeless persons in Santa Clara County in 2023 reported that they were not experiencing homelessness for the first time, over half (52%) of which reported becoming homeless for the first time between the ages of 25 years and 59 years.
Veterans. In 2023, a total of 508 veterans (479 veteran households) were counted as experiencing homelessness in Santa Clara County. Of these households and individuals, 26% were experiencing sheltered homelessness while 74% were living in unsheltered conditions. Additionally, between September 2023 and August 2024, there were a total of 358 veterans (20%) enrolled in the County’s RRH programs. Veterans were significantly more likely than other target populations to self-report disabilities with 52% reporting a mental health disability followed by a chronic health condition (40%), substance use disorder (23%), and developmental disability (7%).
The County’s Veteran Master List, which is monitored by the Veterans Administration (VA) for outreach purposes, shows that there are 321 unhoused veterans in the County of Santa Clara who are accessing services but may not be on any housing queue. Nearly half (47%) of veterans on the Master List score in the PSH level of intervention based on their most recent assessment score.
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 0 0
Black or African American 0 0
Asian 0 0
American Indian or Alaska
Native 0 0
Pacific Islander 0 0
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 0 0
Not Hispanic 0 0
Data Source
Comments: Overview of homelessness by race/ethnicity is provided below.
Categories of Homeless Continued- Youth
Unaccompanied youth. A total of 764 unaccompanied youth (644 households) were experiencing homelessness in Santa Clara County in 2023. Of unaccompanied youth in the County, only 14% were sheltered while 86% were experiencing unsheltered homelessness (a much larger share than other unsheltered special needs populations in the County). Only 12% of survey participants reported that they were in foster care at the time they were experiencing homelessness. Additionally, between September 2023 and August 2024, there were a total of 322 youth and youth adults (18%) enrolled in the County’s RRH programs (formerly homeless youth) in which 21% self-reported a mental health disability followed by chronic health condition (8%), developmental disability (8%), and substance use disorder (6%).
Stakeholders who participated in the workshops to inform the Consolidated Plans explained that youth populations are particularly vulnerable to long-term housing instability and chronic homelessness when they are kicked out of their homes because many do not have a credit or rental history and often have limited work histories—if any. Service providers noted that this is a huge barrier and challenge for youth living in Santa Clara County, especially for young adults that have children of their own. They emphasized that the need far outweighs the capacity of what the County can provide and recommended that County staff work to decrease staff turnover rates and better support the agencies and organizations that provide crucial services to support these vulnerable populations.
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
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Families with children. At the most acute level of families needing housing assistance are those experiencing homelessness. A total of 1,226 people in families with children (365 households) were homeless in Santa Clara County in 2023. The majority of families with children were occupying shelters (81%). Additionally, between September 2023 and August 2024, there were a total of 549 families with children (31%) enrolled in the County’s rapid re-housing (RRH) programs. Of families enrolled in RRH, 21% self-reported having a mental health disability; 15% a chronic health condition; 8% a substance use disorder; and 4% a developmental disability.
There are currently 5,455 households currently in the Community Housing Queue waiting for permanent housing placement. Of these, 678 (12%) are households with children.
Since the 2022 PIT results, the number of homeless families in Santa Clara County increased by 36%— however, the Office of Supportive Housing (OSH) notes that this likely mirrors the results of the Heading Home campaign which was launched in October 2021 to reach “functional zero” for unhoused families by 2025. According to OSH, the program has yielded significant results with 1,550 families with children (over 5,000 people) able to obtain permanent housing; 2,313 families served by HPS; 774 new units of affordable and supportive housing for families opened or started construction; and 848 additional family units obtained funding and will open by 2027.
The most needed assistance for families, according to the stakeholders who participated in the Plan development, are more childcare options and subsidies to support adults in families obtain work, and housing options for women and children fleeing domestic violence (DV). Stakeholders repeatedly mentioned the severe shortage of shelter beds, transitional housing, and permanent supportive housing for DV families throughout the County.
Families of veterans. The PIT data for 2023 show a total of 479 veteran households experiencing homelessness in the County of Santa Clara (only 26% of which were sheltered). The Veteran Master List, which is monitored by the Veterans Administration (VA) for outreach purposes, shows that there are 321 unhoused veterans in the County of Santa Clara who are accessing services but may not be on any housing queue. It is unclear how many are living with families.
Veterans in Santa Clara County have a need for permanent supportive housing (PSH) programs especially given the large share of veterans self-reporting disabilities. Of veterans enrolled in RRH between September 2023 and August 2024, for example, over half (52%) self-reported having a mental health disability and 40% reported having a chronic health condition. Almost a quarter (23%) self- reported having a substance use disorder and 7% reported having a developmental disability.
Additionally, almost half (47%) of veterans on the VA’s Master List score in the PSH level of intervention based on their most recent assessment score. Veterans have also been successful in exiting RRH programs to PSH programs with ongoing subsidies. According to an analysis of RRH program data by OSH, over 350 veterans were enrolled in Supportive Services for Veterans Families (SSVF) RRH programs between September 2023 and August 2024. Of those who exited their programs, 146 veterans (64%) exited to a PSH program with an ongoing VASH housing subsidy.
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Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Homelessness in Santa Clara County varies by race and ethnicity. According to data in the Homeless Management Information System (HMIS) for 8,325 households who completed the VI-SPDAT housing assessment in CY2024 (an indicator of homelessness), Hispanic/Latina/e/o residents comprised the largest share of people experiencing homelessness at 51% of the total in 2024. White (Non- Hispanic/Latina/e/o) comprised the second largest share (24%) followed by Black, African American, or African (15%), American Indian, Alaska Native or Indigenous (8%), Asian or Asian American residents (6%), and Native Hawaiian/Pacific Islander residents (3%).
The County’s program enrollment data from the Homeless Management Information System (HMIS) also provides insight on the nature and extent of homelessness by race and ethnicity. Between December 2022 and November 2023, households served by HPS identified as Hispanic (63%), White (58%), and/or Black or African American (13%). Less than 10% identified as other racial groups. Sixty- percent (60%) of households served by EAN-HP identified as White followed by those who identify as Hispanic (57%) and Black or African American (15%). Less than 10% identified as other racial groups.
According to HUD’s CoC Analysis tool—which provides homelessness and poverty counts at the CoC and state level by race and ethnicity—racial and ethnic minorities in Santa Clara County are overrepresented among the CoC’s homeless population compared to the total resident population. For example:
• Only 2% of the total resident population living in poverty identify as Black or African American— yet 14% of total homeless persons (including unsheltered persons) identify as Black or African American. These residents also comprise a disproportionate share of families with children experiencing homelessness at 13%.
• Only 1% of the total resident population identify as American Indian or Alaska Native—however, 14% of homeless persons (including unsheltered persons) identified as American Indian/Alaska Native. These residents also comprise a disproportionate share of families experiencing unsheltered homelessness at 15%.
• Twenty-five percent (25%) of the total resident population identify as Hispanic or Latino—yet 47% of homeless persons identify as Hispanic. Families with children who identify as Hispanic comprise a disproportionate share of families with children experiencing homelessness overall at 70%.
According to the City’s Housing Element, Hispanic or Latino renters in Milpitas are particularly vulnerable to housing instability and homelessness as these residents disproportionately work in front- line positions that are vulnerable to lay-offs and other disruptions. The 2023-2031 document cites data from the California Department of Housing and Community Development (HCD) which show 33% of COVID-19 rent relief applicants from Milpitas identifying as Hispanic or Latino—more than double the share of the City’s total population of Hispanic or Latino residents.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
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Information on the nature and extent of unsheltered and sheltered homelessness is found in the survey administered in the weeks following the 2023 PIT Count. When asked where they were staying on the night of January 24, 2023 almost one in five (17%) respondents reported that they were living outdoors in streets or parks followed by individuals living in a van (12%), tent (11%), camper/RV (10%), or in their automobile/car (9%). Respondents were also asked why they were not using any type of shelter service in which respondents explained that shelters are full; too crowded; there are too many rules; germs or bugs; there is nowhere for them to store their staff; and/or because they cannot stay with their partner/family.
Discussion:
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction
This section describes the characteristics of the special needs populations living in the City of Milpitas including their housing and supportive service needs. The special needs populations considered in this section include: elderly households, persons with disabilities, large households, female-headed households, and survivors of domestic violence.
Describe the characteristics of special needs populations in your community:
Elderly persons. For the purposes of this analysis, elderly persons are defined as persons 60 years or older. According to 1 year American Community Survey (ACS) estimates, elderly persons comprised 24% of the total resident population in Milpitas in 2023 (18,196 elderly persons). Of total residents age 60 and over, 8% had incomes below the poverty level in 2023 (1,454 elderly persons in poverty). This is higher than the City’s poverty rate overall at 6% but lower than poverty rates for elderly persons in Santa Clara County overall at 10% in 2023.
People with disabilities. In 2023, there were a total of 6,793 residents with a disability in Milpitas which represents 9% of the total resident population during this time. The most common disabilities include:
independent living difficulties (23%) and ambulatory difficulties (21%). Around half (51%) residents age 75 and older had some type of disability and 16% of residents age 65 to 74 had some type of disability in 2023.
Large households. Large households are defined by the U.S. Census Bureau as households with five persons or more. In the City of Milpitas, large households comprise 12% of total households (2,996 large households) which is a slightly higher share than the County where large households comprise 10% of total households. The City’s average household size is also larger than the County at 2.92 people (Milpitas) in 2023 compared to the County overall at 2.76 people on average.
Female-headed households. According to American Community Survey 2023 5-year estimates, female- headed households comprise 10% of total households in Milpitas in 2023 (or 2,669 female-headed households). Of these households, 31% have children under 18 years living with them. Female-headed households and single mothers tend to pay a disproportionately higher ratio of their income on living expenses, specifically for their housing and to cover the costs of childcare. To avoid displacement or homelessness, many households often end up overcrowded to share space and rent. This is evidenced
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by the average household size for single female householders at 3.76 people compared to overall households in Milpitas at only 2.92 people per household (on average).
Survivors of domestic violence. California state-wide data on human trafficking from the National Human Trafficking Hotline indicates 1,334 identified cases of human trafficking involving 2,122 survivors.
Of those cases, 1,023 were related to sex trafficking, 131 were related to labor trafficking, and 63 cases involved both sex and labor trafficking. For cases statewide in which demographic information was collected, 86% were female and 80% were adults 18 or older.
What are the housing and supportive service needs of these populations and how are these needs determined?
Elderly persons.
Elderly persons and households face unique housing challenges as many seniors live on fixed incomes which makes accessing housing (especially in high cost and high demand markets) challenging. With limited incomes, elderly residents may not be able to access the type of housing or care they need or are unable to make repairs or accessibility improvements to their homes. These households are also more likely to need access to public transportation as many of these individuals cannot or no longer drive but need access to medical appointments, grocery stores, and other services/facilities.
During the stakeholder workshops conducted to inform the City’s Consolidated Plan, service providers working in Milpitas shared that elderly persons and seniors often face the greatest barriers accessing housing resources and are more likely than other resident groups to need assistance navigating the service delivery system. Without help applying for benefits or looking for housing, providers explained that these households are vulnerable to long-term instability and/or homelessness because they often do not have the incomes required to rent units in Milpitas or surrounding communities.
People with disabilities. People with disabilities in Milpitas likely face independent living challenges—in addition to affordability and accessibility challenges. Stakeholders working with residents with disabilities indicated a number of challenges associated with securing apartments with adequate accessibility features and difficulty with requesting accommodation.
Large households. Large households (specifically those with low incomes) are underserved by the City’s housing market due to the shortage of deed-restricted affordable units with two or more bedrooms for lower income families. According to the City’s Housing Element, most new multifamily housing developments do not include units with three or more bedrooms which has created a critical housing gap for families with five or more household members and caused a large portion of these households to experience housing problems. With a limited supply of housing that meets their household and affordability needs, many large households in Milpitas are forced to live in overcrowded environments or overpay for their housing.
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Female Headed Households. These households tend to have lower median incomes which places them at greater risk of housing instability and homelessness especially as housing prices increase and the costs of childcare rise. According to 2023 ACS 1 year estimates, the median income for female-headed households was $77,901 per year compared to overall families at $189,186 per year. Household incomes for single mothers are even lower at only $53,495 per year.
Survivors of domestic violence. Experience with domestic violence (including fleeing from domestic violence) is one of the leading causes of housing instability and homelessness. Of those who participated in the survey following the PIT count, for example, 8% self-reported that the primary reason they became homeless was because they were fleeing domestic violence and 6% reported that they experienced domestic violence or abuse while they were homeless in Santa Clara County.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
According to the County of Santa Clara Public Health Department Infectious Disease and Response Branch report from November 2021, a total of 6,778 residents had been diagnosed with HIV and reported to the County as of December 31, 2020. The number of new HIV diagnoses has been relatively stable since 1999, averaging about 150 new diagnoses each year.
In 2020, 115 individuals were reported as newly diagnosed, down from prior years likely due to COVID.
The more recent county HIV Epidemiology 2022 Annual Report counts 3,770 residents in the County living with HIV, including 2,754 (73%) first reported with HIV in the county and 1,016 (27%) out of jurisdiction cases. Of these cases, 165 individuals were newly diagnosed with HIV in 2022.
Of these 89% were male, 72% were between 25 and 44 years old, and 61% were Hispanic. The biggest challenges for residents living with HIV/AIDS is a higher likelihood of getting ill due to viral suppression (highest among young adults and Asian and Pacific Islanders), a lower mortality rate, and co-infection or transmittal. Geographically, residents living with HIV/AIDS are concentrated in the central part of the County, mostly in the central part City of San Jose, with moderate concentrations in Alum Rock and in northwest San Jose. The rate among males was nearly seven times the rate among females (per 100,000 people) and rates were highest for people ages 45 to 64 years and for Black/African American residents.
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Not applicable.
Discussion:
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See discussion above.
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NA-50 Non-Housing Community Development Needs - 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
This section assesses non-housing community development needs, largely informed by stakeholder consultation, resident workshops and the community survey. The community survey also included responses from 213 stakeholders countywide working across jurisdictions. A complete survey analysis and overview of citizen participation including stakeholder consultation is provided in the Appendix.
The attached figure 5 shows the frequency of responses from Milpitas residents on most critical community and economic development needs.
Respondents were asked to select the most critical community and economic development needs that included public facilities, public improvement and public services. Public facilities related options were overall selected less frequently than public service related options and ranked as follows among the 26 choices provided for Milpitas respondents only:
#3: Food Pantries
#12: Senior centers
#20: Community centers
#26: Developed parks/playgrounds
In regional community meetings and stakeholder focus groups, stakeholders emphasized the need countywide for nonprofit facilities, community centers, and youth centers, which were frequently mentioned as essential for fostering social connections and providing key services. Participants highlighted the importance of improving childcare infrastructure, including affordable and accessible childcare options, as well as creating safe spaces for special populations including seniors, and youth.
Enhancements to public spaces, such as improved trails, parks, and ecological design were also prioritized with calls for better walkability, bike and pedestrian infrastructure, and ADA-compliant facilities.
Stakeholder feedback through virtual workshops and individual interviews highlighted the critical need for emergency shelter within the city and recommendations for Milpitas and for the city to proactively engage with peer communities to identify solutions that have worked in similar communities which could include motel conversions, safe parking, and tiny homes.
How were these needs determined?
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Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities.
Figure 5: Community Development Needs
Describe the jurisdiction’s need for Public Improvements:
Similar to public facilities options, survey respondents’ ranking for public improvements were not selected as frequently as public services in response to identifying the most critical community and economic development needs in Milpitas as shown in the previous table. The top 3 ranking for public improvement related options for Milpitas City among the 26 choices offered is:
#10: Neighborhood cleanups
#11: Sidewalks, streetlights and other neighborhood improvements #17: Access to public transportation
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Stakeholders and residents participating in the regional virtual workshops identified Milpitas main street in particular as needing more economic development initiatives and street improvements.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities.
Describe the jurisdiction’s need for Public Services:
Among Milpitas respondents, public services related options ranked the highest in response to community and economic development needs and community development outcomes that residents would like to see as a result of the HUD block grant funding. The ranking of public services among 26 community and economic development options were as follows:
#1: Job training
#4: Mental health services
#5: Youth activities
#6. Childcare
#7: Financial counseling
#8: Public resource navigation assistance
#9: Supportive services for low income and special populations (people with disabilities) Stakeholders in regional workshops frequently stressed the importance of mental health services, legal assistance, and homelessness prevention, particularly for seniors, transition-age youth, and unhoused families. Attendees noted the need for expanded domestic violence services, including shelters and education programs, and support for immigrants, such as language services, citizenship classes, and navigation assistance for new arrivals. Case management, housing navigation, and rental assistance were also mentioned as critical tools to keep vulnerable populations housed. There was also a focus on senior and youth services. Broader calls included improving access to multi-language services,
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addressing tenant-landlord issues, and ensuring support systems for special populations. Stakeholders also indicated that limited dental and vision screening services exist across the county for low income residents is having an impact on children’s ability to succeed in school.
Regional workshop attendees also highlighted the need for robust support in education access, job training, and skill development, with calls for programs that enhance economic mobility and create better job opportunities. A strong emphasis was placed on small business development, including access to microbusiness assistance, business grants, and loans, particularly for minority-owned and start-up enterprises. Participants advocated for expanding resources like adult education, financial literacy, and professional development, with targeted support for underserved communities, such as Spanish- speaking programs. Consideration of hours that programs are offered to accommodate full time workers wishing to upskill was also referenced as a barrier to accessing workforce development programs in the county.
For Milpitas specifically, stakeholders and residents indicated that more proactive data sharing coupled with improved navigation of services related to unhoused residents or residents at risk of being unhoused is needed in coordination with nonprofits could be helpful.
Lastly, throughout the engagement process, a greater need for regional collaboration and sharing of best practices between local jurisdiction staff and nonprofit service providers was repeatedly referenced as critical to effectively targeting public improvement and service needs. With limited resources and significant need, stakeholders indicated that increased opportunities for convening to share information would maximize opportunities and result in greater impact directed where it is most needed across the region.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Located at the southern end of the San Francisco Bay, the City of Milpitas has become an integral part of high tech Silicon Valley since becoming incorporated in 1954. Based on 2023 American Community Survey 5-year estimates, Milpitas has an estimated population of 78,216. The City is a strong employment center with a diverse population, quality schools, conveniently located neighborhood parks, and a variety of retail options. Milpitas is often called the “Crossroads of Silicon Valley” with most of its 13.6 square miles of land situated between two major freeways, state route 237, and a county expressway. The City is served by Valley Transportation Authority (VTA) light rail and a BART extension that opened in 2020.
To support the City of Milpitas Consolidated Plan, a regional and jurisdictional housing market analysis was conducted and primary findings are referenced throughout. The MA section reviews housing stock, affordability, provision of publicly assisted housing, the housing needs of special populations, barriers to affordable housing development, in addition to needs for broadband service and displacement risks caused by natural hazards.
Introduction continued in attached text.
Rental Market
The median rent in Milpitas, as of 2023, was $3,001 per month according to the American Community Survey (ACS). Costar, which tracks rents for larger multifamily properties, reports a slightly lower median of $2,901 in 2024. Median contract rent increased by 102% between 2010 and 2023, according to data required by HUD. Median gross rent increased by 26% between 2018 and 2023 to $3,001.
According to CHAS 2016-2020 data, renters are more likely than owners to report living with at least one housing condition:[1]49% of renter households live with at least one condition, compared to 32% of all owner households. Based on American Community Survey 5 year estimates for 2018 and 2023, renters in Milpitas are also more likely to be cost burdened, as shown below. Cost burden has decreased slightly since 2018, despite rising housing costs, which suggests some displacement of lower and moderate income households for higher income housheolds who can manage rising costs.
Rental gaps—which occur when demand from renter households outweighs the supply of affordable rental units—exists for renters until they have incomes of $75,000 and higher (approximately 30% AMI).
Milpitas needs and additional 1,184 rental units or subsidies affordable to renters with incomes of less than $75,000: there are 2,417 renters with incomes under $75,000 and 1,233 units affordable to them.
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Households earning up to $75,000/year must often rent higher priced units, becoming cost burdened and putting pressure on the supply of units at higher price points. Cumulatively, shortages in affordable rental units affect households earning up to and more than $100,000.
North County respondents to the resident survey who reported being displaced within the past 5 years indicated that high and increasing rents were the primary reason for displacement followed by eviction for being behind on rent signaling a critical need for more affordable rental opportunities and rental assistance to prevent eviction. Twenty-four percent of North Santa Clara County resident respondents indicated they had been displaced within the past 5 years.
Figure 6 Cost Burden
Introduction Continued
Primary findings from this section include:
• Milpitas households have some of the highest incomes in the county. The median household income is $176,882, compared with $154,954 for the county overall and $95,521 for California.
Both owners (median $200,076) and renters (median $153,234) have median incomes higher than the county overall.
• 39% of Milpitas households have 2 or more workers, with 15% having 3+ workers. Milpitas has the highest share of households with 2+ workers of all jurisdictions in Santa Clara County.
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Milpitas also has a high share of residents who commute outside of the city or county for work:
65% work outside of the city and 16% work outside of the county. • Milpitas has been a leader in housing production compared to other jurisdictions in the county:
housing units grew by 24% between 2013 and 2023 compared to just 10% for the county overall. Milpitas also has greater diversity of housing stock compared to other jurisdictions with just 47% of housing stock comprised of single family detached homes. • The median gross rent in Milpitas was $3,112 per month in 2023, higher than the county overall ($2,781) but lower than Cupertino and Palo Alto. Half of the city’s renters cannot afford the median rent.
• Milpitas’ median home value in 2024 is $1.4 million—unaffordable to the majority of renters.
In sum, Milpitas’ market caters to very high income households rather than essential workforce. The city’s focus on housing production and diversity in housing stock helps to temper the effects of high price and rent growth. The city should continue to prioritize production of affordable housing to respond to the shortage of workforce housing and unmet demand.
Stakeholders identified priority needs in Milpitas as:
• Support for home-based, microenterprise childcare, which is a huge need in the city and significantly underfunded.
• Supportive services in general; most services are concentrated in San Jose and there is no easy way to access, no reliable transportation.
• Rental and utility assistance and housing navigation services, especially for seniors who have limited skills to search online.
• Supportive services and transitional/safehouse beds for residents fleeing domestic violence.
Recommended priority activities to respond to needs include:
• Assisting very low income households with supportive services, including childcare and rental assistance to help maintain housing stability.
• Supporting the creation of new affordable rental housing, including transitional housing for residents experiencing or at-risk of homelessness and those fleeing domestic violence. • Supporting the preservation of affordable rental housing. • Helping renters achieve homeownership is a lower priority due to the very high cost of ownership housing relative to the incomes of low and moderate income renters.
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Figure 7 Rental Gaps
For Sale Market
According to Zillow data, in 2024, the median for sale home price in Milpitas was approximately $1.4 million. As shown in attache figure 6, Milpitas median home prices that are similar to San Jose and lower than the county and other neighboring communities, but higher than the state of California.
Losses in purchase affordability due to rising prices and interest rates in the past five years have significantly limited accessibility of homeownership for the county’s workforce. As shown in the table below, purchase affordability gaps—which occur when demand from potential first-time homebuyers outweighs the supply of affordable homes for sale—exist for renters until they have incomes exceeding $150,000. An estimated 48% of Milpitas’ potential first-time homebuyers earn less than $150,000, but approximately 6% of owner-occupied units are valued within their affordable price range. Due to data limitations, it is not possible to show mismatches in supply and demand at higher income levels.
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Figure 8 Regional Sales Trend
Figure 9 Purchase Affordability Gap
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MA-10 Housing Market Analysis: Number of Housing Units - 91.210(a)&(b)(2) Introduction
Between 2013 and 2023, Milpitas added the most housing units among neighboring entitlement communities and countywide in the number of housing units added, with a 24% increase. From 2018 to 2023, the pace of housing unit production slowed slightly to 9%.
As shown in attached figure 11, Milpitas has a moderate inventory of multifamily buildings with 5+ units at 29% and is on the lower end among jurisdictions for inventory of single family detached homes at 44% and a larger share of townhomes. Overall, the city has a balanced portfolio of housing types.
All residential properties by number of units
Property Type Number %
1-unit detached structure 11,861 46%
1-unit, attached structure 5,068 20%
2-4 units 1,519 6%
5-19 units 1,787 7%
20 or more units 5,032 20%
Mobile Home, boat, RV, van, etc 496 2%
Total 25,763 100%
Table 27 – Residential Properties by Unit Number
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
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Figure 10 Housing Production
Figure 11 Housing Type
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Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 13 1% 950 15%
1 bedroom 93 4% 2,006 32%
2 bedrooms 2,363 95% 3,303 53%
3 or more bedrooms 0 0% 0 0%
Total 2,469 100% 6,259 100%
Table 28 – Unit Size by Tenure
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
Sunnyhills Apartments located in Milpitas is a 171-unit apartment complex with 149 project based rental assistance units, renewed contract in 2023 for 5 years. Details on income level and type of families served are below.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
Sunnyhills Apartments, provides 149 Section 8 units that require periodic renewal of the subsidy contract with HUD. The contract was set to expire in 2023, but the owner indicated intent to renew it for another five years. There are also plans to add 44 new units on-site, with seven of those being affordable to extremely low-income seniors.
The Housing Element outlines the following actions that Milpitas will take to preserve at-risk housing:
• Continue to monitor the status of Sunnyhills annually; • If a Notice of Intent (NOI) is filed to opt out of low-income use, ensure the property owner adheres to the noticing requirements (three-year, one-year, and six-month); • Establish contact with public and non-profit organizations to inform them of the potential conversion status of Sunnyhills Apartments and determine interest in purchasing and/or managing the units;
• Offer funding and technical assistance and support to organizations regarding financing to acquire or replace these units, if available;
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• Ensure tenants of at-risk units are properly notified by property owners should a NOI to opt out of low-income use is filed, as well as provide education and support regarding tenant rights and conversion procedures.
• Provide information on Section 8 vouchers available through the Santa Clara Housing Authority, and other housing opportunities in the City for lowerâ¿ÂÂÂincome households; • Assist tenants to obtain priority status on the Section 8 Waiting List; • Continue funding and administering a City Rent and Mortgage Relief Program for households and individuals at risk of eviction, homelessness, or foreclosure and seek available funding to supplement or expand the program;
• Evaluate and identify more permanent funding options for the Sunnyhills apartments to ensure long-term housing stability and affordability by the end of 2026.
These actions align with Housing Element Goal HE-2, which aims to maintain high-quality residential neighborhoods and preserve existing housing resources, including affordable units.
The City of Milpitas is also committed to the preservation of mobile home parks as an affordable housing option. This is reflected in their Housing Element through several policies and programs. One of the goals is to maintain high-quality residential neighborhoods and preserve existing housing resources, including units affordable to lower- and moderate-income households. Policy HE 2.8 specifically aims to preserve Milpitas’s mobile home parks as an affordable housing option. To achieve this, the City has implemented Program 13: Mobile Home Rent Control. This program ensures the continuation of the Mobile Park Home Rent Control Ordinance, which regulates rental rates and the rights and responsibilities of both tenants and property owners within the three mobile home parks in Milpitas.
The City also utilizes the services of nonprofit partners to administer the rent mediation process.
Does the availability of housing units meet the needs of the population? As shown in the gaps analysis using 2023 ACS 5-year estimates, there is currently a 1,184-unit gap for renter households between 0%-50% AMI (approximately $75,000 or less annual income). As noted during the citizen participation process, there is a significant lack of housing available to lower income populations. At this time, the demand for affordable housing is greater than the availability of the units.
Describe the need for specific types of housing:
As discussed in the Needs Assessment, those in need of affordable housing include people at -risk of homelessness, homeless individuals, seniors, people living with HIV/AIDS, people with disabilities. As identified throughout the City’s community engagement efforts, there is an urgent need for homeless shelters, transitional housing and emergency funds and/or legal and emergency financial assistance to prevent eviction.
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Discussion
Milpitas also has quantified objectives for new construction in the 2023-2031 Housing Element aiming to build 843 units for both extremely low-income and very low-income households, 970 units for low- income households, 1,131 for moderate-income households, and 2,927 for above-moderate income households, totaling 6,713 new units.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The City of Milpitas is among a group of neighboring communities comprising the North County who host the highest home values and rents in the region. In the North County, Milpitas median home values are on the lower end and roughly similar to San Jose City based on 2024 Zillow data, however, are still extraordinarily high at almost $1.5 million. As shown in the figure below, between 2018 and 2023, median renter income actually surpassed rising rental costs: renter income rose by 77% while rents rose by 39%. The reality of rising costs of everyday necessities and energy costs coupled with displacement of lower income renters in the City, however, necessitate caution in concluding that the City is affordable to all households based on income and rental data alone. Although home values rose more slowly than rents, the income required to afford homeownership increased by 61%, primarily due to high interest rates, making homeownership out of reach for most renter households. Additionally, rising home insurance rates due to climate change related risk will continue to exacerbate the lack of homeownership affordability in Milpitas and regionally.
Median contract rent increased by 102% between 2010 and 2023, according to data required by HUD.
Median gross rent increased by 26% between 2018 and 2023. The vast majority of rental units rent for more than $3,000 per month.
According to American Community Survey 5-year estimates, Milpitas home value increased 94% to from 2010 to 2023 to almost $1.2 million. Based on the most recent Zillow data for 2024, however, the median for sale home price in Milpitas City was nearly $1.5 million. As previously mentioned, Milpitas’ median home value, although extremely high, is actually lower than the median home values of neighboring entitlement jurisdictions and for the County.
Cost of Housing
Base Year: 2010 Most Recent Year: 2023 % Change
Median Home Value 608,000 1,180,000 94%
Median Contract Rent 1,445 2,918 102%
Table 29 – Cost of Housing
Rent Paid Number %
Less than $500 295 6.2%
$500-999 216 3.2%
$1,000-1,499 402 7.5%
$1,500-1,999 707 12.7%
$2,000 or more 8,141 70.3%
Total 9,761 99.9%
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Table 30 - Rent Paid
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
Figure 12 Affordability Change
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 500 No Data
50% HAMFI 1,375 219
80% HAMFI 2,665 443
100% HAMFI No Data 732
Total 4,540 1,394
Table 31 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 2,383 2,694 3,132 4,011 4,425
High HOME Rent 2,058 2,206 2,649 3,052 3,385
Low HOME Rent 1,613 1,728 2,073 2,396 2,672
Table 32 – Monthly Rent
Data Source Comments:
Is there sufficient housing for households at all income levels?
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The rental affordability gap conducted to support the Consolidated Plan found that the City of Milpitas needs 1,184 rental units affordable to renters with incomes of less than $75,000: there are 2,417 renters with incomes under $75,000 and 1,233 units affordable to them and therefore sufficient housing does not exist for households at all income levels.
Purchase affordability gaps—which occur when demand from potential first-time homebuyers outweighs the supply of affordable homes for sale—exist for renters until they have incomes exceeding $150,000. An estimated 48% of Milpitas’ potential first-time homebuyers earn less than $150,000, but approximately 4% of owner-occupied units are valued within their affordable price range.
How is affordability of housing likely to change considering changes to home values and/or rents?
High interest rates and increasing home insurance rates are likely to continue to be a barrier to homeownership in the region. Extremely high insurance rates will also impact the ability for affordable housing developers to pursue projects with sufficient affordability to address the need in the region.
Building materials price increases and/or construction labor shortages will also continue to drive housing prices higher.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The Fair Market Rent and the area median rent are comparable. This allows Housing Choice Voucher holders to rent properly sized units.
Discussion
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MA-20 Housing Market Analysis: Condition of Housing - 91.210(a) Introduction
HUD defines housing “conditions” similarly to the definition of housing problems previously discussed in the Needs Assessment. These conditions are:
1. More than one person per room
2. Cost burden greater than 30%
3. Lack of complete plumbing
4. Lack of complete kitchen facilities
Condition of Units
Most of the housing stock in Milpitas is in good condition with 70% of owners and 56% of renters reporting no negative conditions which is positive given the age of housing. Renters are more likely than owners to occupy housing units with condition challenges, with 41% in units with one condition, compared to 28% of owners.
Milpitas has a large inventory of older housing units with almost half of owned units and nearly a third of rental units being built before 1980. These units have the highest risk of lead based paint hazards.
Based on CHAS data, 20% of both owned and rented units have children present who are at risk of exposure to lead paint. Interviews with Rebuilding Together, a regional housing rehabilitation nonprofit serving Milpitas, indicated that the need for lead remediation is often identified when evaluating applications for home rehabilitation assistance and substantial cost and few qualified contractors in the region.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
The City defines substandard housing consistent with the State of California:
According to the California Health and Safety Code, Division 13, Part 1.5 Regulation of Buildings Used for Human Habitation, a Substandard Building is one where there exists any of the conditions listed in section 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof.
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Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 4,149 28% 4,120 41%
With two selected Conditions 156 1% 279 3%
With three selected Conditions 27 0% 37 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 10,330 70% 5,615 56%
Total 14,662 99% 10,051 100%
Table 33 - Condition of Units
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 3,713 25% 4,589 46%
1980-1999 4,198 29% 2,412 24%
1950-1979 6,678 46% 2,949 29%
Before 1950 73 0% 101 1%
Total 14,662 100% 10,051 100%
Table 34 – Year Unit Built
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 6,751 46% 3,050 30% Housing Units build before 1980 with children present 2,885 20% 1,580 16% Table 35 – Risk of Lead-Based Paint
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments:
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 0 0 0
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Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 36 - Vacant Units
Alternate Data Source Name:
American Community Survey 2023 5-Year Estimates
Data Source Comments: 1050 Total vacant units, data on rehab suitability is not available
Vacant Units Narrative
The City of Milpitas identifies vacant property as having potential for future residential development, as outlined in its 2023-2031 Housing Element. Key points regarding vacant property in the Housing Element include:
• Sites Inventory: The City maintains an inventory of land suitable for residential development, which includes vacant sites. This inventory is used to demonstrate that there is enough appropriately zoned land to meet the Regional Housing Needs Allocation (RHNA).
• Opportunity Sites: Some of the identified sites in the inventory are categorized as Opportunity Sites, which are vacant or underutilized sites currently zoned for residential or mixed-use that are likely to be redeveloped during the eight-year planning period. The inventory includes 35 vacant sites as opportunity sites.
• Rezone Sites: The inventory also includes Rezone Sites, some of which are vacant sites currently zoned 'C2 General Commercial' within the Gateway-Main Street Specific Plan area8. There are 177 vacant sites listed under rezone sites.
To determine the additional capacity for housing, the City has mapped its vacant and underutilized sites zoned for housing using GIS data. The City plans to maintain an up-to-date inventory of available sites for residential development, including vacant sites, and provide this information to prospective developers. These vacant properties are considered crucial for meeting the city's housing needs across various income.
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Describe the need for owner and rental rehabilitation based on the condition of the jurisdiction's housing.
<TYPE=[text] REPORT_GUID=[F8DC4D3147433947165558A235C46686] PLAN_SECTION_ID=[1313801000]>
Estimate the number of housing units within the jurisdiction that are occupied by low or moderate income families that contain lead-based paint hazards. 91.205(e), 91.405 Data is not available to definitively indicate the number of units occupied by low- or moderate-income families with LBP hazards, however, as nearly half of owner occupied units and almost a third of renter occupied households were built prior to 1979, we can estimate that there are still homes in Milpitas that could have occupants at risk of LBP. Rebuilding Together is a strong advocate and partner to Milpitas and assesses all homes in the rehabilitation program for lead-based paint presence and conducts the requisite remediation.
Discussion
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MA-25 Public And Assisted Housing - 91.210(b)
Introduction
SCCHA assists approximately 17,000 households through Section 8 Vouchers for housing. SCCHA also develops, controls, and manages affordable rental housing properties throughout the County. SCCHA’s programs are targeted toward LMI households, and more than 80% of their client households are extremely low-income families, seniors, veterans, persons with disabilities, and formerly homeless individuals.
SCCHA has used Low Income Housing Tax Credit financing to transform and rehabilitate 535 units of public housing into SCCHA-controlled properties. The agency is an active developer of affordable housing and has either constructed, rehabilitated, or assisted with the development of more than 30 housing developments that service a variety of households, including special needs households. Over ten years ago, SCCHA entered into a ten-year agreement with HUD to become a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance.
Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 181 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 37 – Total Number of Units by Program Type
Alternate Data Source Name:
Public Housing Data 2025
Data Source Comments: Data is for Milipitas residents only
Describe the supply of public housing developments:
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Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
n/a. Milpitas does not have any public housing.
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Public Housing Condition
Public Housing Development Average Inspection Score
N/A 0
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
N/A
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
As previously referenced, SCCHA has been a Moving to Work agency since 2008, during which time the agency has developed 31 MTW activities. The vast majority of its successful initiatives have been aimed at reducing administrative inefficiencies, which in turn opens up more resources for programs serving LMI families. The following is excerpted from SCCHA’s August 2014 Board of Commissioner’s report:
“SCCHA’s Family Self Sufficiency (FSS) Program is designed to provide assistance to current SCCHA Section 8 families to achieve self-sufficiency. When a family enrolls in the five-year program, HPD’s FSS Coordinator and LifeSTEPS service provider help the family develop self-sufficiency goals and a training plan, and coordinates access to job training and other services, including childcare and transportation.
Program participants are required to seek and maintain employment or attend school or job training. As participants increase their earned income and pay a larger share of the rent, SCCHA holds the amount of the tenant’s rent increases in an escrow account, which is then awarded to participants who successfully complete the program. SCCHA is currently in the initial stages of creating a pilot successor program to FSS under the auspices of its MTW flexibility called Focus Forward.” Every year, SCCHA provides a report to HUD on the previous year’s activities in its FSS program.
Discussion:
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MA-30 Homeless Facilities and Services - 91.210(c)
Introduction
This section discusses homeless facilities and services available for the homeless population.
Facilities Targeted to Homeless Persons
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren) 0 100 0 0 0
Households with Only Adults 0 0 42 8 0
Chronically Homeless Households 0 32 0 0 0
Veterans 0 0 0 18 0
Unaccompanied Youth 0 0 17 0 0
Table 39 - Facilities Targeted to Homeless Persons
Data Source Comments: Santa Clara County Office of Supportive Services
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons Mainstream services to support Milpitas residents including those that are used to complement services targeted to homeless persons and families are summarized below.
• The Living Wage Employment Initiative is a program that serves the CoC area (including Milpitas) by engaging previously homeless persons in job training, job fairs, and connects individuals to living-wage employment opportunities that lead to careers in high growth industries. • Child Advocates of Silicon Valley connects court-appointed special advocates (CASAs) to foster children that make a long-term commitment to supporting the children by providing crucial mentorship.
• Project Sentinel serves residents in Milpitas by providing access to housing education, and counseling services and by investigating housing complaints and enforcing suitable and legal housing actions.
• Evergreen Valley College (EVC) provides Amazon Web Services Cloud Practitioner Programming over a series of four classes which will cover cloud-based computing, emerging technologies, and clean technologies. EVC also coordinates wraparound services for program participants which include academic counselors and industry connection mentors, food assistance, emergency grant vouchers, and assistance purchasing a laptop/textbooks. • Milpitas Youth Force is a community service that supports low income youth and develops a workforce pipeline to City careers and careers in the private industry (e.g., Tech and Advanced Manufacturing). The program also provides wraparound services, stipends for professional attire, transportation passes, career coaches, and industry mentorships. • The Rising Sun Center for Opportunity Climate Careers developed a two-part program to address climate change by employing local youth to provide energy efficiency services to residential households. The City is considering uses ARPA funds to expand an externship program that may be coordinated with the City’s Climate Action Plan for two to four staff positions.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
The City of Milpitas provides homeless services including those targeted to chronically homeless individuals and families, families with children, veterans, and unaccompanied youth. These services include:
Consolidated Plan MILPITAS 107
OMB Control No: 2506-0117 (exp. 09/30/2021)
• Hope for the Unhoused is a mobile service center that serves as a weekly “one-stop shop” for homeless persons and families to access food, water, clothing, tenants/sleeping bags, hygiene kits, and device recharging kits (among other basic need items). The center also provides unhoused persons access to VI-SPDAT assessment, medical care, and case management services (including documentation/ID, Social Security, EBT, VA, etc.) • Project WeHope provides mobile shower facilities and laundry services. • CityTeam’s Hope on Wheels is a food truck that offers warm meals to unhoused persons and families.
• The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and provides medical services to homeless individuals including primary care and urgent care.
The program also manages a Medical Respite Program for homeless persons discharged from hospitals and a Backpack Homeless Health Care Program for homeless persons in encampments.
While the City (and County) provide access to services and resources that meet the needs of homeless persons, the City identifies no homeless shelters or facilities within Milpitas. The closest homeless shelter for residents experiencing homelessness is located within San Jose which is approximately 10 miles from the City of Milpitas.
The City is taking steps to address the lack of resources available within City limits that meet the needs of homeless persons and families by drafting a local plan that will address and target homelessness by providing permanent supportive housing (PSH) units at 1000 Hillview Court and at 355 Sango Court.
Consolidated Plan MILPITAS 108
OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-35 Special Needs Facilities and Services - 91.210(d) Introduction
This section describes the supportive housing needs of special needs populations in the City of Milpitas including the facilities and services available within City limits to meet their unique housing and service needs. The special needs populations considered here include elderly and senior households, persons with disabilities, persons with addictions, public housing residents, and survivors of domestic violence.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Elderly persons. According to 1 year American Community Survey (ACS) estimates, elderly persons comprised 24% of the total resident population in Milpitas in 2023 (18,196 elderly persons). Elderly persons and seniors in Milpitas are at an increased risk of displacement, housing instability, and homelessness as many of these households live on fixed incomes and experience higher poverty rates than overall households. These households need access to housing assistance (including emergency assistance), accessible housing options near transportation, and access to affordable health services.
Elderly persons are served by Seniors Adults Legal Assistance (SALA) which provides free legal services to seniors in Santa Clara County and in the City of Milpitas including legal services related to public benefits, long-term care, alternatives to institutionalization, elder abuse, long-term care insurance, incapacity planning, probate, simple wills, and other housing- or landlord-related issues. Elderly and senior households in the City of Milpitas that cannot live independently are served by the Catholic Charities of Santa Clara County which investigates and resolves complaints for seniors (and adults with disabilities) living in long-term care facilities.
Persons with disabilities. Lack of housing that is affordable and accessible to persons with disabilities who are at the highest risk of unnecessary institutionalization is one of the primary barriers to meaningful community integration. Many individuals with disabilities rely on Supplemental Security Income (SSI) as their sole source of income, but the federal SSI benefit is so low that many affordable housing units are out of reach. Instead, permanent supportive housing units should either be affordable to extremely low-income households or have income-based rents such as those available with Project- Based Voucher (PBV) units. To support the needs of residents with disabilities in Milpitas, the Silicon Valley Independent Living Center (SVLIC) administers a housing service project to assist individuals with disabilities in acquiring the knowledge and skills they need to secure and maintain affordable and accessible housing in the city.