Agenda packet, first session — Modesto City Council, May 24, 2022 (part 3 of 3)

DISCUSSION:

The City of Modesto’s Program Year (PY) 2022-2023 Annual Action Plan represents the third (3rd) plan of the City of Modesto’s 2020-2024 Consolidated Plan. The PY 2022-2023 AAP identifies the expected resources to be available and the projects to be funded during the program year to address community priority needs as identified in the Consolidated Plan.

Program Allocations
HUD has not released its final allocation, so in order to develop the City’s plan, staff estimates its allocation based on the allocation from last year. Prior to being presented to the City Council, the report will be amended to present the actual allocations. The following amounts include estimates of our Program Year 2022-2023 grant allocations:

CDBG: $1,836,974
ESG: $ 158,817
HOME: $1,013,807
TOTAL $3,009,598
CDBG funds support a range of eligible projects to benefit low- and moderate-income individuals, families, and neighborhoods. CDBG eligible project categories include, but are not limited to public services, affordable housing, homebuyer assistance, acquisition of real property, construction and improvements of public facilities, special economic development activities, and program administration in support of the implementation the eligible activities and Annual Action Plan development process.

CDBG funds must be allocated to eligible activities within the allowable project categories to support the goals and objectives identified within the Consolidated Plan to address community needs. The following CDBG project categories have been proposed in the AAP:

CDBG Project Categories
 Program Planning and Administration: Program funds will pay for eligible planning and administration expenses incurred in the development and implementation of funded projects.
 Housing Rehabilitation Administration Activity Delivery: Activity delivery costs for the delivery and implementation of the City’s Housing Rehabilitation Program.  Section 108 Loan Repayment: Program funds will be used to pay the annual loan repayment of the City’s CDBG Section 108 Loan.
 Economic Development: Eligible economic development activities including but not limited to small business loans for job creation/retention and/or microenterprise assistance.
 Public Facilities: Support public facilities projects in low/moderate income neighborhoods including the following projects:
o Senior Playground
o Martin Luther King Jr. Splash Pad
 Affordable Housing – Acquisition, Rehabilitation: Acquisition and/or rehabilitation of properties for conversion into affordable housing units. Projects may include:
o Hotel/Motel Conversions
o Acquisition of new affordable housing units
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 Housing Rehabilitation: Provide assistance to eligible homeowners for health and safety related home repairs.
 Public Services: Support local non-profit service providers by providing CDBG grants for the delivery of essential public services to low/moderate income individuals and families.

Revolving Loan Fund Activities
Affordable Housing – Owner Occupied Housing Rehabilitation Public Services
Up to fifteen percent (15%) of the overall CDBG allocation may be used to fund CDBG public service grants awarded to eligible organizations that serve low- and moderateincome residents. For program year 2022-2023, the City allocated $300,000 for public service activities and awarded to eligible non-profit organizations via a competitive grant application process.

Emergency Solutions Grant (ESG)
The ESG program supports essential services to individuals experiencing homelessness and families through street outreach, rapid re-housing assistance, homeless prevention, homeless management information system support, and operation of emergency shelters. The City awards ESG grants to eligible organizations that aid individuals and families experiencing homelessness and those at risk of experiencing homelessness. For program year 2022-2023, the City allocated $150,000, for eligible activities and awarded to eligible non-profit organizations via a competitive grant application process.

HOME Investment Partnerships Program (HOME)
The HOME program supports projects that purchase, construct, and/or rehabilitate affordable housing to low income individuals. The HOME program provides funding for the following types of projects:
 Program Planning and Administration
 0 Vine Street
 Parque Rio
 Affordable Housing – Rehabilitation and Construction
 City Owned Properties
 Church Properties
 Community Housing Development Organization (CHDO) Set-Aside  CHDO Operating Support
Citizen Participation Process
In accordance with HUD Citizen Participation requirements, the public is afforded an opportunity to comment, for a minimum of 30 days, on the proposed Annual Action Plan. Any public comments received in writing or at public meetings, will be considered by the City when preparing the Annual Action Plan. A summary of the comments, including a notation as to whether or not the comment was accepted and the reasoning behind the inclusion or exclusion, will be included within the Citizen Participation section of the Annual Action Plan. #17..
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Citizen participation is a key element of the Annual Action Plan process. HUD regulations require the City to provide ample opportunity and means for the populations served by the grants, as well as the general public, to provide feedback on the goals, priorities and the specific type of activities expected to be funded in the City’s Program Year 2022-2023 Annual Action Plan.

A series of community meetings were held during the months of April and May 2022 to provide information about the City’s HUD programs and discuss the PY 2022-2023 Annual Action Plan.

The following is a list of the community meetings. In order to minimize the spread of COVID-19, the meetings accommodated in-person and virtual audiences based on the request of the stakeholder organization that hosted the meeting:

Date Time Location
April 4, 2022 3:30 pm Airport Neighborhood Community Collaborative (Virtual)
April 20, 2022 5:30 pm West Modesto People of Action Committee (Hybrid)
April 21, 2022 9:00 am California Community Builders (Hybrid) April 21, 2022 2:30 pm Stanislaus Community System of Care (Virtual) May 11, 2022 5:30 pm Stanislaus Homeless Alliance (In-Person) May 12, 2022 12:00 pm CH&CDC Meeting (Virtual)
May 24, 2022 5:30 pm City Council Public Hearing (Hybrid) The public review period opened on April 24, 2022 and is scheduled to close with a public hearing at the Council meeting on May 24, 2022, and no comments have been received to-date.

Any comments received during the public review period will be incorporated into the final Program Year 2022-2023 Annual Action Plan that is submitted to HUD. A copy of the Draft Program Year 2022-2023 Annual Action Plan is provided as Attachment 3.

As per the City’s Administrative Directive 7.2 on Grant Management, grant applications over $1,000,000 with no match requirements must be approved by Council. This item satisfies that requirement for these annual grants.

FISCAL IMPACT:

There is no impact to the General Fund. The U.S. Department of Housing and Urban Development Department (HUD) requires all recipients that receive entitlement funding to prepare and submit an Annual Action Plan as its application for each year’s funding allocation.

Failure to comply will jeopardize the funds the City receives each year from the Community Development Block Grant program, the HOME Investment Partnerships program, and the Emergency Solutions Grant program. In Program Year 2022-2023, the City will receive approximately $2.9 million from the three federal programs.

COMMITTEE RECOMMENDATION:

This item was presented to the Citizens’ Housing & Community Development Committee on May 12, 2022 and was forwarded to the City Council for approval.

RECOMMENDED COUNCIL ACTION:
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Staff Recommendation:

Resolution approving the City of Modesto Program Year 2022-2023 Annual Action Plan for use of Community Development Block Grant Programs, Emergency Solutions Grant, and HOME Investment Partnerships Program funding received from the U.S. Department of Housing and Urban Development and authorizing the City Manager, or his designee, to negotiate and execute any related program agreements, contracts or other documentation required for implementation of the Program Year 2022-2023 Annual Action Plan, and authorizing the City Manager to submit applicable documentation and provide technical alterations, as required by HUD, incorporate comments received prior to the close of the public comment period, and to make the necessary steps to implement the provision of this resolution.

Resolution approving the allocation of funds outlined in the program year 2022-2023 annual action plan budget to reflect proposal submitted to the U.S. Department of Housing and Urban Development and authorizing the City Manager, or his designee, to take the necessary steps to implement the provisions of this resolution.

Approved by:

Jaylen French,
Director of Community and Economic Development
Joseph P. Lopez, City Manager
Attachments:

1. Resolution

2. Budget Resolution

3. Program Year 2022-2023 Annual Action Plan
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-xxxx
RESOLUTION APPROVING THE CITY OF MODESTO PROGRAM YEAR 2022- 2023 ANNUAL ACTION PLAN FOR USE OF COMMUNITY DEVELOPMENT

BLOCK GRANT PROGRAMS, EMERGENCY SOLUTIONS GRANT, AND

HOME INVESTMENT PARTNERSHIPS PROGRAM FUNDING RECEIVED
FROM THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

AND AUTHORIZING THE CITY MANAGER, OR HIS DESIGNEE, TO

NEGOTIATE AND EXECUTE ANY RELATED PROGRAM AGREEMENTS,

CONTRACTS OR OTHER DOCUMENTATION REQUIRED FOR
IMPLEMENTATION OF THE PROGRAM YEAR 2022-2023 ANNUAL ACTION

PLAN, AND AUTHORIZING THE CITY MANAGER TO SUBMIT APPLICABLE

DOCUMENTATION AND PROVIDE TECHNICAL ALTERATIONS, AS

REQUIRED BY HUD, INCORPORATE COMMENTS RECEIVED PRIOR TO

THE CLOSE OF THE PUBLIC COMMENT PERIOD, AND TO MAKE THE

NECESSARY STEPS TO IMPLEMENT THE PROVISION OF THIS

RESOLUTION
WHEREAS, as a U.S. Department of Housing and Urban Development (HUD) entitlement community, the City of Modesto is required to develop an Annual Action Plan that describes proposed activities funded with Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) funds, and
WHEREAS, the City of Modesto’s Program Year (PY) 2022-2023 Annual Action Plan represents the third (3rd) plan of the City of Modesto’s 2020-2024 Consolidated Plan, and
WHEREAS, the PY 2022-2023 AAP identifies the expected resources to be available and the projects to be funded during the program year to address community priority needs as identified in the Consolidated Plan, and WHEREAS, CDBG funds support a range of eligible projects to benefit low- and moderate-income individuals, families, and neighborhoods, and #17..
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WHEREAS, CDBG funds must be allocated to eligible activities within the allowable project categories to support the goals and objectives identified within the Consolidated Plan to address community needs, and
WHEREAS, up to fifteen percent (15%) of the overall CDBG allocation for public service activities may be used to fund CDBG Public Services grants awarded to eligible organizations that serve low- and moderate-income residents, and WHEREAS, the ESG program supports essential services to homeless individuals and families through street outreach and engagement, rapid re-housing assistance, homeless prevention, homeless management information system support, and provision of vital services in emergency shelters, and
WHERES, the HOME program supports projects that purchase, construct, and/or rehabilitate affordable housing for rent or homeownership to low income individuals, and
WHEREAS, citizen participation is a key component of the Annual Action Plan process, and
WHEREAS, HUD regulations require the City provide ample opportunity and means for the populations served by the grants, as well as the general citizenry, to provide input on the goals and priorities and the specific type of activities to be funded in the City’s Program Year 2022-2023 Annual Action Plan, and WHEREAS, a series of community meetings were held during the month of April and May 2022 to provide information about the City’s HUD programs and discuss the PY 2022-2023 Annual Action Plan, and
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WHEREAS, any comments obtained from the community meetings will be incorporated into the Program Year 2022-2023 Annual Action Plan, and WHEREAS, in Program Year 2022-2023, the City will receive approximately $3 million from the three federal programs, and WHEREAS, on May 12, 2022 the CH&CDC reviewed, approved and forwarded the proposed Program Year 2022-2023 Annual Action Plan to Council for review and approval, and
WHEREAS, in compliance with the Citizen Participation Plan requirements, a 30-day public period to review and comment on the draft documents opened April 24, 2022 and will close with a public hearing at the City Council meeting on May 24, 2022.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves the City of Modesto Program Year 2022-2023 Annual Action Plan for use of the Community Development Block Grant, HOME Investment Partnerships Program, and Emergency Solutions Grant funds.

BE IT FURTHER RESOLVED that the City Manager, or his designee, is authorized to negotiate and execute any related program agreements, contracts, or other documentation required for implementation of the Program Year 2022-2023 Annual Action Plan authorization.

BE IT FURTHER RESOLVED that the City Manager, or his designee, is authorized to submit all applicable documentation and provide technical alterations, as required by HUD, and to incorporate comments received prior to the close of the public comment period.
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The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of May, 2022, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:

AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: ________________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-xxxx

RESOLUTION APPROVING THE ALLOCATION OF FUNDS OUTLINED IN THE PROGRAM YEAR 2022-2023 ANNUAL ACTION PLAN BUDGET TO REFLECT PROPOSAL SUBMITTED TO THE U.S. DEPARTMENT OF

HOUSING AND URBAN DEVELOPMENT AND AUTHORIZING THE CITY

MANAGER, OR HIS DESIGNEE, TO TAKE THE NECESSARY STEPS TO

IMPLEMENT THE PROVISIONS OF THIS RESOLUTION
WHEREAS, each year the City of Modesto receives Community Development Block Grant (CDBG), HOME Investment Partnership Grant (HOME) and Emergency Solutions Grant (ESG) funds from the U.S. Department of Housing and Urban Development (HUD), and
WHEREAS, the CDBG and HOME grant programs also generate program income and revolving loan fund income which further fund the grant programs and are to be used under similar rules and regulations as grant funding, and WHERAS, HUD requires these amounts to be presented to the City Council each year in an Annual Action Plan (AAP), and
WHEREAS, the Program Year 2022-23 Annual Action Plan proposed budget submitted to the U.S. Department of Housing and Urban Development, which is attached hereto as Exhibit A, and incorporated herein by reference, and WHEREAS, funding availability and specific project and activity budgets consistent with the AAP are managed in HUD’s online Integrated Disbursement and Information Management (IDIS) system and the City’s financial system simultaneously, and
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WHEREAS, according to HUD rules and regulations, substantial amendments to an AAP must be presented to the City Council for approval, while unsubstantial amendments, remaining consistent with the AAP, can be made in IDIS by City staff, and WHEREAS, funding availability and specific project and activity budgets consistent with the AAP are managed in HUD’s online Integrated Disbursement and Information Management (IDIS) system and the City’s financial system simultaneously, and
WHEREAS, synchronization of the City’s financial system and IDIS necessitates budget adjustments within the City’s financial system, and WHEREAS, budget adjustments are necessary to revise CDBG, HOME and ESG budgets included in the City of Modesto 2022-23 Annual Operating, Multi-Year and Capital Improvement Budgets, and
WHEREAS, budget amendments performed under the authority of this resolution will be presented to the Finance Committee and the Council as part of the existing Monthly Budget Adjustment Report process, and
WHEREAS, the authority of this resolution will not be used to satisfy any HUD rules or regulations requiring information to be presented to the City Council or the public.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves the allocation of funds outlined in the Program Year 2022-2023 Annual Action Plan proposed budget which is attached hereto as Exhibit A, and incorporated herein by reference.
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BE IT FURTHER RESOLVED, that the City Manager, or his designee, is hereby authorized to take the necessary steps to implement the provisions of this resolution.

The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 24th day of May, 2022, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:

AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST: ________________________________
DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY: ____________________________________
JOSE M. SANCHEZ, City Attorney
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EXHIBIT A
The following is a breakdown of City of Modesto Program Year 2022-2023 grant allocations:

CDBG: $1,836,974
ESG: $ 158,817
HOME: $1,013,807
TOTAL $3,009,598
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Prepared by:

Community and Economic Development Department
DRAFT
Draft
Annual Action Plan
Fiscal Year 2022-2023
City of ModestoConsolidated Plan
2020-2024 - Year 3
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Contents
Executive Summary............................................................................................................................................3 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) .............................................................................3 Expected Resources.........................................................................................................................................27 AP-15 Expected Resources – 91.220(c)(1,2) ................................................................................................27 Annual Goals and Objectives...........................................................................................................................35 AP-20 Annual Goals and Objectives.............................................................................................................35 Projects ............................................................................................................................................................38 AP-35 Projects – 91.220(d) ..........................................................................................................................38 AP-38 Project Summary ...............................................................................................................................40 AP-50 Geographic Distribution – 91.220(f)..................................................................................................46 Affordable Housing ..........................................................................................................................................47 AP-55 Affordable Housing – 91.220(g) ........................................................................................................47 AP-60 Public Housing – 91.220(h)................................................................................................................49 AP-65 Homeless and Other Special Needs Activities – 91.220(i).................................................................52 AP-75 Barriers to affordable housing – 91.220(j) ........................................................................................62 AP-85 Other Actions – 91.220(k) .................................................................................................................66 Program Specific Requirements.......................................................................................................................71 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ...........................................................................71 #17..
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Modesto’s Program Year (PY) 2022-2023 Annual Action Plan (AAP) represents the third (3 rd) year
plan of the City of Modesto’s 2020-2024 Consolidated Plan (the Consolidated Plan). The PY 2022-2023 AAP identifies activities to be undertaken during the program year to address community priority needs identified in the Consolidated Plan. Further, the PY 2022-2023 AAP identifies the expected resources to be available and the activities to be funded during the program year.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The following priority needs were established based upon on data from the Consolidated Plan’s Needs Assessment, Market Analysis, public meetings, and community survey results.

1. Affordable Housing

2. Addressing and Preventing Homelessness

3. Enhance Infrastructure and Public Facilities

4. Public Services

5. Community and Economic Development
Activities carried out during Program Year 2022-2023 will serve to advance these priority needs with the end goal of improving the lives of low-and-moderate income families and individuals.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

The City utilizes resources identified in the expected resources section of this Plan to carry out projects and activities. The City of Modesto identified a number of projects in the PY 2021-2022 Annual Action Plan in an attempt to address the community needs as identified in the Consolidated Plan. Through these activities, the City of Modesto continued to take an active role in promoting and producing affordable housing, addressing the social and economic needs of low- and moderate-income individuals, and serving the special needs populations within the City of Modesto.
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The Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), the HOME Investment Partnership (HOME), provided operating funds for many local programs, allowing the City to make progress towards the goals outlined in the Consolidated Plan.

Housing programs funded through the CDBG, ESG and HOME Programs assisted in stabilizing neighborhoods by providing affordable housing rehabilitation and enforcing City building codes that are designed to assure the community’s housing stock is safe and sanitary. CDBG and ESG funded public service programs strove to alleviate the problem of gaps in human service needs throughout the City by offering various programs such as emergency rental assistance and homeless case management. In light of continuing decreases in funds and increased construction costs, staff and subrecipients continue to explore alternative strategies to provide decent affordable housing, create economic development opportunities, and ensure suitable living environments.

The City is proud to highlight the following projects it took part on via partnerships with local service providers (note: these projects may be completed or currently underway):

1. The “Camp2Home” program designed bring homeless individuals out of the cycle of homelessness through job readiness, case management, job placement, and housing placement. To date this initiative has has made contact through the ESG Street Outreach team with 2,397 contacts with 2,100 contacts accepting services and 432 sheltered. Once sheltered they are further engaged in work programs with Downtown Streets Team which has successfully placed 33 individuals into employment with 13 in permanent full-time positions. The ultimate goal of Camp2Home is housing placement to date 19 individuals have been permanently housed.

2. Homeless Engagement Street Outreach mapping through Camp2Home outreach has helped fuel City resources for strategic engagement through determining gaps in services.

3. 1,198 low-income individuals were assisted through our partner agencies with CDBG funds to provide a wide range of public services.

4. 842 low-income individuals were assisted through our partner agencies with ESG funds to address homelessness.

5. VOLT Scholarship Program assisted 20 individuals with education in an industry-led advanced manufacturing training center.

6. Provided loan/grant assistance to 12 eligible owner-occupied households for health and safety improvements in their homes
The United States Congress passed the CARES Act – H.R. 748(CARES Act) on March 27, 2020. The bill provided $5 billion for CDBG and $4 billion for ESG to rapidly respond to COVID-19 and the economic, housing, and homelessness impacts caused by it. The City was awarded the following allocations:
• CDBG-CV 1 – $1,118,269.00
• CDBG-CV3 – $1,267,503.00
• ESG-CV1 – $567,410.00
• ESG-CV3 – $3,360,962.00
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Each allocation was awarded as a sperate tranche of funding with the same guidelines, waivers, and spending deadlines that was afforded through the CARES Act. CARES Act funds were programmed through an amendment (s) to the City’s PY 2019-2020 Annual Action Plan. The City is actively implementing activities that will help the residents of the City respond to, prepare for, and/or prevent COVID-19 including advancing Consolidated Plan priorities and goals.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The City offers a variety of engagement methods for both stakeholders and the public to participate in the Annual Action Plan process. To transparently and safely interact with the community, the City conducted all Citizen Participation community meetings/engagement via virtual meetings or hybrid meetings due to COVID-19 restrictions. The City makes all attempts to encourage communitywide participation, including low- and moderate-income neighborhoods. Meetings were held at different times and in collaboration with active community groups in an effort to accommodate the needs of low-income residents, particularly persons with Limited English Proficiency community needs.

Spanish-speaking translators were made available at all meetings. Limited English Proficiency assistance is accommodated for other languages upon advance notice.

All community meetings were open to the public. A meeting notice listing all the meetings and the public hearing were distributed via email and published in the Modesto Bee. The draft AAP was made available online at: https://www.modestogov.com/1850/Annual-Action-Plans and hard copies were made available for review at the City of Modesto Community and Economic Development Department at 1010 10th street, Suite 3100, Modesto CA.

The City takes an active role in gathering public feedback for the AAP. The details of the engagement process are outlined in the next section, Process, and are highlighted below:
• Public community meetings
• Stakeholder meetings and presentations
See section AP-12 for a summary of Citizen Participation community meetings held.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

See AP-12 Participation for a summary of comments received.

6. Summary of comments or views not accepted and the reasons for not accepting them #17..
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Pending end of public comment period.

7. Summary
The City of Modesto’s Program Year (PY) 2022-2023 Annual Action Plan represents the third ( 3 rd) year plan
of the City of Modesto’s 2020-2024 Consolidated Plan. The PY 2022-2023 AAP identifies activities to be undertaken during the program year to address community priority needs.

Because of the sensitivity to COVID-19 pandemic, this year the City conducted all Citizen Participation community meetings/engagement via virtual and in-person depending on the comfort level of the community groups. The City makes all attempts to encourage communitywide participation, including lowand moderate-income neighborhoods. Meetings were held at different times and in collaboration with active community groups in an effort to accommodate the needs of low-income residents, particularly persons with Limited English Proficiency community needs. #17..
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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency MODESTO, CA
CDBG Administrator MODESTO, CA Community & Economic
Development Department
HOME Administrator MODESTO, CA Community & Economic
Development Department
ESG Administrator MODESTO, CA Community & Economic
Development Department
Table 1 – Responsible Agencies
Narrative (optional)
The City of Modesto’s Community and Economic Development Department, Community Development Division is the lead agency responsible for preparation of the Consolidated Plan and for administration of each grant program and its associated funding source(s). Primary oversight of the City’s HUD entitlement grant programs comes from the Citizens’ Housing and Community Development Committee (CH&CDC). This committee is appointed by the City Council and is comprised of representatives from the City Council, Planning Commission, Culture Commission, Housing Rehabilitation Loan Committee, Human Relations Commission and/or Citizens Redevelopment Advisory Commission and several citizens-at-large. Generally, the citizens-at-large represent low-income and racial minority groups. The CH&CDC makes funding recommendations to the City Council regarding HUD CDBG, HOME, ESG, and/or State funded programs related to housing and community development.

The CH&CDC meets approximately once a month. These are meetings that are publicly noticed, are open to the public and are generally held at Tenth Street Place, 1010 Tenth Street, Modesto, California, but due to the COVID-19 pandemic they were held virtually. Public comments are both encouraged and welcomed.

To avoid a perceived conflict of interest, any CH&CDC member who is also a member of a board of directors or is employed by an agency that applies for or receives CDBG, ESG, HOME, or other HUD funding, is ineligible to vote on funding decisions involving their respective agencies. #17..
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Consolidated Plan Public Contact Information
The following are various ways in which an interested party can contact the City of Modesto CEDD staff with comments regarding the City’s Consolidated Plan:
• Telephone: (209) 577-5211
• Hearing Impaired dial, the California Relay Service Number: Dial 711, and then ask for 209-577-5211
• Email: [email protected]
• In person: City of Modesto, Community & Economic Development Department 1010 Tenth Street, 3rd Floor, Modesto, California, 95354 • Mail: City of Modesto, Community & Economic Development Department Community Development Division, P.O. Box 642, Modesto, California 95353 • By web form: https://www.modestogov.com/FormCenter/Community-EconomicDevelopment-Departmen-5/Public-Comments-for-HUD-documents-98 AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City follows the City Council approved Citizen Participation Plan which serves as the guide for engaging with citizens and consultation with respective entities. The City of Modesto encourages citizen participation in the Annual Action Plan process and views itself as an active partner; directly engaging with the public and facilitating opportunities for citizens and stakeholders to engage with the process.

The City of Modesto consulted with various organizations and service providers. Consultation with service providers not only takes place during the development of the Annual Action plan but occurs throughout the year as part of the City’s engagement in the Community System of Care, Stanislaus Homeless Alliance, and other local community forums. The City realizes that consultation and collaboration with stakeholders and service providers is key in ensuring that meaningful dialogue takes place so that the best strategy to address underserved needs is set in place and HUD resources are used effectively.

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(l))
The City is an active member of several committees and working groups that represent organizations in housing and social services. For example, the City regularly attends the Stanislaus #17..
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Community System of Care – CSOC (the local Continuum of Care) meetings (note: the CSOC and CoC may be referenced interchangeably throughout this document). The CSOC is comprised of service providers from multiple sectors including but not limited to affordable housing, private and governmental health, mental health, youth services, senior services, and lived experience). These meetings are held monthly and work to address potential issues and gaps in the service delivery system and create a transparent and collaborative service delivery systems for the entire County.

The City also has both inter/intradepartmental coordination through regular meetings and discussions. The Community Development Division (CDD) regularly meets with sub-recipients and partners of HUD funded programs. Similarly, the City also engages in Memorandums of Understanding (MOUs) to clearly dictate program goals and reporting requirements to ensure all governmental and non-governmental organizations involved in HUD-funded programs understand expectations.

The City works closely with the Stanislaus Regional Housing Authority (SRHA) as well as the Stanislaus County Affordable Housing Corporation (STANCO). This working relationship is evident through consistent productive partnerships on affordable housing projects, rehabilitation and maintenance of existing affordable/subsidized housing projects and shelters, and regular communication to address needs and shifting trends in the community.

The City works closely with the Stanislaus County Department of Behavioral Health and Recovery Services (BHRS) in the system delivery of housing services. BHRS provides Housing Support Services Program provides an array of support services for individuals facing barriers that include low income, severe mental illness, substance abuse, and other disabling conditions. The program offers a combination of affordable housing and support services designed to help individuals and families use housing as a platform for wellness and recovery following a period of homelessness, hospitalization, or incarceration. The goal of Housing Support Services is to assist individuals in obtaining employment, independent living skills, recovery and increased self-sufficiency. In addition, BHRS provides Employment Support Services to individuals with psychiatric disabilities who are working towards Employment and Housing goals. The program provides an opportunity for individuals with severe mental health disabilities to work in the community. Often times, BHRS and City’s HUD funding resources are leveraged together when partnering with local affordable housing developers such as the SRHA and STANCO.

The City also coordinates with the Stanislaus County Community Services Agency (CSA) which is responsible for the administration of multiple housing and homeless programs associated with the administration of the General Assistance, CalWORKs, Welfare to Work, Child Welfare, and Adult Services programs. The housing and homeless programs include the Housing Assistance Program #17..
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(HAP), the Transitional Housing Plus Program (THP+), the Housing Support Program (HSP), the Housing Disability Advocacy Program (HDAP), the Homeless Emergency Aid Program (HEAP), and Homeless Housing, Assistance, and Prevention Program. As with BHRS, the City partners with housing developers and CSA in the delivery of services and/or affordable housing projects to serve the target populations.

The City of Modesto is an active participant in the monthly Hospital Discharge Planning managed by the Hospital Council for Northern and Central California. The purpose of this group is to assist local healthcare providers and homeless service providers communicate to ensure that safe, equitable, and responsible discharge planning when someone who is homeless is discharges with the appropriate level of care to the correct facility type. These calls over the past year have identified several gaps in the local service delivery and our currently working collaboratively to identify long-term solutions.

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 City is an active member of the Stanislaus County CoC as well as the Stanislaus Homeless Alliance (SHA). The CoC and the SHA support all service delivery mechanisms as they relate to working to end and address homelessness.

The City regularly coordinates with the CoC, the SHA, as well as individual stakeholders including during the development of this Annual Action Plan. Coordination with the CoC consists of:
• Meetings with the CoC at large as well as the CoC subcommittees such as the CoC Executive Committee, NOFO Review Committee, Homeless Management Information System (HMIS) Governance Committee., Point-In-Time (PIT) and Housing Inventory Count (HIC) Committee, Coordinated Entry System Committee, Regional Coordinating Committee, Vulnerable Populations Committee, , Funding and Resource Committee, and Housing Planning & Development Committee.
• The City of Modesto participates in weekly Coordinated Entry meetings in an effort to fill vacant housing units in the community.
• The City regularly coordinates with service providers including but not limited to Community Housing and Shelter Services, BHRS, CSA, SRHA, STANCO, Family Promise, HAVEN, Children’s Crisis Center, CASA, The Salvation Army, and County Veterans Services in efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and #17..
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persons at risk of homelessness. Coordination with these entities occurs via monitoring meetings, CoC meeting interactions, client service referrals, and or/program planning. • The City participates in monthly calls between hospital management representatives and homeless shelter providers in an effort to improve the discharge process of homeless individuals from hospitals and respective systems.
• The City participates in the monthly project development meetings to establish a regional Interim Care facility to help with homeless placement for individuals with higher level medical needs.
• The City’s Community Development Division actively participated in the Modesto Housing Plan to address regulation and zoning for Affordable and other types of Housing. • The City regularly meets with Latino Emergency Council to increase awareness within the Latino community and service providers.
• The City consults regularly with the local community groups and neighborhood collaboratives when forming funding priorities.
• Through the newly developed Camp2Home program, the City continues to coordinates with law enforcement in the implementation of the Community Health and Assistance Team (CHAT) to conduct street outreach and connect homeless individuals to shelter and supportive services.
• The Camp2Home program further developed collaboration with the City of Modesto, ACES Emergency Shelter, the Salvation Army, Family Promise, Modesto Gospel Mission, Downtown Streets Team, Community Housing and Shelter Services (CSOC member providers), and Workforce Development for a comprehensive approach to breaking the cycle of homelessness through job training, placement, and housing while protecting those most vulnerable to the COVID-19 pandemic.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS Consultation with the CoC occurs by having members of the CoC participate on the City’s CDBG/ESG application scoring committee to determine how to best allocate CDBG and ESG program funds, and they evaluate the outcomes of the projects and activities assisted. Award recommendations are then vetted through the CoC and CH&CDC committees for endorsement and forward to City Council.
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The City of Modesto uses the system performance measures captured annually by HMIS to evaluate the outcomes of projects assisted with ESG funds. The performance measures help evaluate the performance to determine the most effective services and assist with future allocation of ESG funds.

The City collaborates with the CoC for continued management of the Homeless Management Information System (HMIS). HMIS allows agencies and providers to identify and document gaps in service as well as maintaining accurate data regarding housing and service needs as seen from the community. The CoC encourages greater participation from non-HUD funded organizations into HMS by providing assistance with HMIS data entry and free licensing. The data reviewed and tracked include length of homelessness, returns to homelessness, number of sheltered homes persons, employment and income growth for persons, homeless for the first time, and exit and retention to permanent housing.

The City participates in monthly HMIS Subcommittee meetings. These meetings serve to provide guidance and information to end users with regards to system implementation according to HUD’s HMIS Data and Technical Standards. The subcommittee reviews system updates and changes, review and update policy and procedures, review data quality, system performance, and any HUD or related updates. In addition, ongoing training is provided with focus on User Policies and Responsibilities, federal reporting, data quality, coordinated entry, along with agency office hours and one on one support.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities #17..
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1 Agency/Group/Organization Stanislaus Regional Housing Authority Agency/Group/Organization Type Housing
PHA
Services – Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Consulted via ongoing collaboration of
housing projects that the City has well as
coordination during CSOC (CoC) meetings.

Anticipated outcomes include the
identification of gaps and services and
continued partnership in delivery of
affordable housing projects and services with
the end goal of serving low income and
homeless households in the most effective an
efficient manner.
2 Agency/Group/Organization Haven Women's Center
Agency/Group/Organization Type Services-Victims of Domestic Violence What section of the Plan was addressed by
Consultation?
Housing Needs - Victims of Domestic
Violence
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

The CSOC seeks to improve the coordination
of housing and human services to address
social problems, reduce chronic
homelessness, and increase the supply of
affordable housing.
3 Agency/Group/Organization STANISLAUS COUNTY
Agency/Group/Organization Type Other government - County 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 Strategy
COVID-19 Pandemic Services
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
City and County staff collaborate on an
ongoing basis to address homeless needs in
the community.

The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

The CSOC seeks to improve the coordination
of housing and human services to address
social problems, reduce chronic
homelessness, and increase the supply of
affordable housing.
4 Agency/Group/Organization THE SALVATION ARMY - MODESTO CA Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

As one of the largest homeless services
providers, located in and serving Modesto,
this agency provides insight on the needs and
issues the homeless population are facing.

The anticipated outcome is that the City and
County governments continue to work
closely with this agency to increase its
capacity with the goal of delivering effective
and efficient services to the homeless
population as well as improving program
related requirements.
5 Agency/Group/Organization THE DISABILITY RESOURCE AGENCY FOR

INDEPENDENT LIVING (DRAIL)
Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

The CSOC seeks to improve the coordination
of housing and human services to address
social problems, reduce chronic
homelessness, and increase the supply of
affordable housing.
6 Agency/Group/Organization Stanislaus County Community Services Agency
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-homeless
Services-Health
Other government – County
What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
Non-Homeless Special Needs
Anti-poverty Strategy
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

The CSOC seeks to improve the coordination
of housing and human services to address
social problems, reduce chronic
homelessness, and increase the supply of
affordable housing.
7 Agency/Group/Organization Turning Point Community Programs Agency/Group/Organization Type Housing
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

As the operator of the Outreach and
Engagement Center and Housing Assessment
Team, the anticipated outcome is that the
City and County governments continue to
work closely with this agency to increase its
capacity with the goal of delivering effective
and efficient services to the homeless
population as well as improving program
related requirements.
8 Agency/Group/Organization Community Impact Central Valley Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The agency was consulted during the
formulation of the annual action plan and
over the course of the year as part of the
ongoing collaboration and coordination effort
of the CSOC.

As a housing provider serving persons with
HIV/AIDS, the CSOC seeks to improve the
coordination of housing and human services
to address social problems, reduce chronic
homelessness, and increase the supply of
affordable housing.
9 Agency/Group/Organization West Modesto King Kennedy Neighborhood Collaborative and People of Action Council
Agency/Group/Organization Type Services-Children
Services-homeless
Services-Education
What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The neighborhood collaborative was
consulted during the formulation of the
annual action plan and over the course of the
year as part of the ongoing community
collaboration.

Anticipated outcomes include ongoing
collaboration with neighborhood groups and
working together to address and solve social
and neighborhood problems via HUD
programs and other community resources.
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10 Agency/Group/Organization Airport Neighborhood Collaborative Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth–
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The neighborhood collaborative was consulted during
the formulation of the annual action plan and over
the course of the year as part of the ongoing
community collaboration.

Anticipated outcomes include ongoing collaboration
with neighborhood groups and working together to
address and solve social and neighborhood problems
via HUD programs and other community resources.
11 Agency/Group/Organization City of Turlock
Agency/Group/Organization Type Other government - Local Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted during the formulation of
the annual action plan and over the course of the
year as part of the ongoing collaboration and
coordination effort of the CSOC.

As a member of the CSOC and an entitlement
community of CDBG and HOME funds, the City seeks
to improve the coordination of regional housing and
human services to address social problems, reduce
chronic homelessness, and increase the supply of
affordable housing.
12 Agency/Group/Organization Parent Resource Center
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted during the formulation of
the annual action plan and over the course of the
year as part of the ongoing collaboration and
coordination effort of the CSOC.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and increase
the supply of affordable housing.
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13 Agency/Group/Organization United Way
Agency/Group/Organization Type Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and
increase the supply of affordable housing.
14 Agency/Group/Organization United Samaritans Foundation Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and
increase the supply of affordable housing.
15 Agency/Group/Organization PROJECT SENTINEL
Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Fair Housing
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Briefly describe how the
Agency/Group/Organization was consulted.

As the fair housing provider in Stanislaus County,
the anticipated outcome is to continue coordination
with this agency to provide essential fair housing
services to the community.
16 Agency/Group/Organization Modesto Police Department/Law Enforcement Agency/Group/Organization Type Services - Victims
Other government - Local
Services - Law Enforcement
What section of the Plan was addressed by
Consultation?
Anti-poverty Strategy
General Services
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and
increase the supply of affordable housing.
17 Agency/Group/Organization CHILDREN'S CRISIS CENTER
Agency/Group/Organization Type Services-Children Services-homeless What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and
increase the supply of affordable housing.
18 Agency/Group/Organization Opportunity Stanislaus
Agency/Group/Organization Type Services-Employment
What section of the Plan was addressed by
Consultation?
Economic Development
Anti-poverty Strategy
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Briefly describe how the
Agency/Group/Organization was consulted.

Anticipated outcomes are to continue to
collaborate to continue to provide economic
development opportunities for low income persons
and/or provide assistance to small businesses.
19 Agency/Group/Organization Family Promise of Greater Modesto Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

The CSOC seeks to improve the coordination of
housing and human services to address social
problems, reduce chronic homelessness, and
increase the supply of affordable housing.
21 Agency/Group/Organization Stanislaus Homeless Alliance Agency/Group/Organization Type Regional Oversight - Homelessness What section of the Plan was addressed by
Consultation?
Homelessness Needs - Unaccompanied youth
Homelessness Needs – Youth
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
The agency was consulted during the formulation of
the annual action plan and over the course of the
year as part of the ongoing collaboration and
coordination effort of the CSOC. To ensure that the
efforts and programs that are provided to the City
residents meet the needs of the region as a whole.
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22 Agency/Group/Organization Stanislaus County Hospital & Shelter Partners Agency/Group/Organization Type Regional Oversight - Homelessness What section of the Plan was addressed by
Consultation?
Homelessness Needs - Unaccompanied youth
COVID-19 Pandemic Services
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
This is a group of partner agencies and hospitals
that meet to discuss and coordinate hospital and
medical facility discharge policies and issues for
homeless individuals.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting No agency or organization was specifically left out of the consultation process. #17..
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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?
General Plan City of Modesto The plan outlines community growth strategies and the need to include housing and services among those
strategies
Housing Element City of Modesto Goals of the City’s Housing Element of the General Plan were considered when preparing the Annual
Action Plan. The goals of the Annual Action Plan
address some of the housing needs identified in the
Housing Element.

Continuum of Care
Consolidated
Application
Stanislaus
County
The goals of the CoC’s annual submissions to HUD are
similar in that they address the coordination, needs
and goals of housing service providers and
participating jurisdictions.

Stanislaus 2021
Regional Strategic
Plan to Address
Homelessness
Stanislaus
Community
System of Care
(CoC)
The City’s Strategic Plan addresses homelessness via
various funded projects/activities including ESG, CDBG, or HOME funds.

Strategic Plan City of Modesto The City of Modesto’s Strategic Plan includes efforts on how to address homelessness and affordable
housing.

Public Housing Agency
(PHA) Plan
Stanislaus
Regional
Housing
Authority
Both include the need to increase affordable housing
stock and integrate quality services
Permanent Local
Housing Allocation
Plan
City of Modesto Plan includes a five-year funding strategy in conjunction with our Consolidated Plan to increase
permanent affordable housing to the City of Modesto
as part of the State of California’s Building Homes and Jobs Act (SB2, 2017)
Action Plan for
Preventing and Ending
Homelessness in
California
State of
California –
Homeless
Coordinating
and Finance
Council
This Action Plan orients the State’s efforts to drive
purposeful, meaningful, and measurable progress
toward preventing and ending homelessness in
California, motivated by a vision of a future in which
homelessness in California
Table 3 – Other local / regional / federal planning efforts Narrative (optional)
The City’s Strategic Plan and Annual Action Plans align with the overall vision and goals of each of the plans identified in Table 3. Collaboration with these plans and lead organizations ensure we continue on the path to improving living conditions in Modesto. #17..
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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting In order to ensure maximum participation in the AAP process among all populations and special needs groups and to ensure that their issues and concerns are adequately addressed, the City of Modesto has a Citizen Participation Plan (CPP) in place. The community outreach process included virtual and hybrid community meetings (due to COVID-19), CH&CDC public meetings, and a City Council Public Hearing.

All community meetings are open to the public, and in addition to newspaper publications, notices of the meetings were distributed via e-mail, and hard copy posting. Community meetings provide a forum for citizens to participate in matters related to the City’s HUD Programs as well as provide staff an opportunity to review policy issues and obtain public feedback.

In compliance with Citizen Participation requirements, the City encourages citizen participation among all community sectors including but not limited to low and moderate income persons, residents from blighted areas predominantly low and moderate income neighborhoods, areas where CDBG funds are proposed for use, minorities, non-English speaking persons, persons with disabilities, public housing residents, and local and regional institutions including the CoC, businesses, developers, and non-profit organizations, among others.

The public comment period was held from April 4, 2022 through May 10, 2022. During the Citizen Participation process, a number of community meetings were held to inform community groups of the 2022-2023 Annual Action Plan (AAP) and the programs offered by the various funding sources covered under the AAP. Comments received at meetings were considered for goal setting. An AAP publication announcing the AAP citizen participation process was published in the Modesto Bee in both Spanish and English. Dates, times and locations of community meetings as well as public hearings were published through these mediums and are summarized in Table 4 below. #17..
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Citizen Participation Outreach
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
1 News Paper Ad –
Modesto Bee
• Nontargeted/broad
community

N/A N/A

3. Email - CSOC Listserv • Homeless
• Homeless Service
Providers

N/A N/A

4. Email - City of
Modesto Listserv
• Nontargeted/broad
community

N/A N/A

5. Email - SHA Listserv • Nontargeted/broad
community

N/A N/A

6. Virtual Community
Meeting - West
Modesto Community
Collaborative with
California
Community Builders
• Minorities
• Non-English
Speaking – Spanish
• Low to Moderate
Income residents
• Residents of Public
and Assisted
Housing
12 Individuals
City Response: This
City is committed to
engaging the
appropriate
departments to
provide project
updates.

The community would like to
see more targeted updates and
communications regarding
rehab programs. There is an
overall concern about the
concentration of affordable
housing in the already
disadvantaged neighborhoods.
7 Virtual Community
Meeting - West
Modesto Community
Collaborative with
California
Community Builders
• Minorities
• Non-English
Speaking – Spanish
• Low to Moderate
Income residents
• Residents of Public
and Assisted
Housing
12 individuals
City Response: This
program with start
producing all
engagement materials
in English and Spanish
when provided to the
public. The City
engaged the Local Fair
housing organization
and the Rental
Inspection program
lead.

This meeting focused on the
needs and concerns of the
Hispanic community of west and
south Modesto. The community
would like to see a more
concentrated effort to provide
information in Spanish. They
are also concerned about
landlord and tenant right
education.
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
8 Virtual Community
Meeting – Stanislaus
Community System
of Care
• Minorities
• Non-English
Speaking -
• Persons with
disabilities
• Nontargeted/broad
community
Residents of Public
and Assisted Housing
50+ Individuals and
stakeholders
No Comments Received

9. Virtual Community
Meeting - Airport
Neighborhood
Collaborative
• Minorities
• Non-English
Speaking – Spanish
• Low to Moderate
Income residents
• Residents of Public
and Assisted
Housing
25 Individuals and
Stakeholders
City Response: The
City engaged the Local
Fair housing
organization and the
Rental Inspection
program lead.

This community is concerned
about landlord education and
enforcement.

10. Virtual Community
Meeting – Stanislaus
Homeless Alliance
• Minorities
• Non-English
Speaking – Spanish
• Low to Moderate
Income residents
• Residents of Public
and Assisted
Housing

TBD TBD
10 Virtual Community
Meeting – CH&CDC
• Nontargeted/broad
community

TBD TBD
11 Public hearing – City
Council
• Minorities
• Non-English
Speaking -
• Persons with
disabilities
• Nontargeted/broad
community
• Residents of Public
and Assisted
Housing
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During Program Year 2022-2023, the City of Modesto anticipates receiving $1,889,332 of Community Development Block Grant (CDBG) program funds, $940,800 of HOME Investment Partnerships (HOME) Program funds, and $162,119 of Emergency Solutions Grant (ESG) funds.

The table below is a summary of expected resources in PY 2022-2023 Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 2 Expected Amount
Available
Remainder of
ConPlan $
Narrative
Annual Description
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG PublicfederalAcquisition,
Admin and
Planning,
Economic
Development,
Housing,
Public
Improvements,
Public Services
$1,861,885 $5,585,655 Expected
Uses: Program
Administration
; Public
Services;
Housing
Programs; Fair
Housing
Enforcement;
Public Facility
Improvements
Homeless
Services
HOME public -
federal
Acquisition,
Multifamily
rental new
construction,
Multifamily
rental rehab,
New
construction
$940,800 $2,822,400 Expected
Uses: Rental
Housing
Rehabilitation
Rental
Housing New
Construction
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Program Source of
Funds
Uses of Funds Expected Amount Available Year 2 Expected Amount
Available
Remainder of
ConPlan $
Narrative
Annual Description
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid rehousing (rental
assistance)
Rental
Assistance
Services
Transitional
housing
$162,119 $486,357 Expected
Uses:

Homeless
Services
Homeless
Prevention
Rapid ReHousing
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Program Source of
Funds
Uses of
Funds
Expected Amount Available Year 2 Expected
Amount
Available
Remainder
of ConPlan
Narrative
Description
One-Time
Allocation:
$
Program
Income: $
Remaining
Resources:
$
Total:
$
CDBG-CV Publicfederal
Activities
for the
preparatio
n,
response,
and
preventio
n of
COVID-19
$2,385,503 $0 $0 Programs developed
with this funding are
for the preparation,
response, and
prevention of COVID19, and are assessed
continually to meet
the community’s
needs.

ESG-CV Publicfederal
Activities
for the
preparatio
n,
response,
and
preventio
n of
COVID-19
$3,960,962 $0 $0 Programs developed
with this funding are
for the preparation,
response, and
prevention of COVID19, and are assessed
continually to meet
the community’s
needs.
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Program Source
of Funds
Uses of
Funds
Expected Amount Available Year 2 Expected
Amount
Available
Remainder
of ConPlan
Narrative
Description
One-Time
Allocation:
$
Program
Income: $
Remaining
Resources:
$
Total:
$
HOME-ARP Publicfederal
Acquisition,
Multifamily
rental new
constructio
n,
Multifamily
rental
rehab, New
constructio
n
Noncongregate
shelters
$2,385,503 $0 $0 Programs under this
funding source are
being assessed for
Community need.
#17..
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Leveraging HUD resources allows the City to use local, state and other funds to combine with federal resources to maximize reach and impact of the City’s HUD funded programs. Through the vetting of project applications for HUD funding, the City emphasizes the importance of leveraging to potential applicants. The City uses a project scoring system that places higher weight and rewards project applicants with higher level of leveraged funds. During the project planning phase and prior to project award, the City verifies that leverage funds pledged in the project application have been awarded/committed to the respective applicant/project. The City continues to search for other Federal and State funding to use a leverage. Among some of the City’s leverage resources, the City receives a Permanent Local Housing Allocation from the State as well as per project grants such as the State’s Homekey grant programs that will further supplement Federal funding to assist with addressing the goals outlined in the 2020-2024 Consolidated Plan and this Annual Action Plan.

The following are the HUD matching requirements for the ESG and HOME programs:

ESG Match Requirements:

For the ESG program, the City requires that ESG sub-recipients provide a dollar-for-dollar match for PY 2022-2023 ESG funds received. Typically, the City is able to generate significantly more match than the amount required through its allocation of CDBG funds for ESG activities and primarily through the cash and non-cash contributions provided by ESG sub-recipients as a result of the generosity of their donors, supporters, and other funders.

Cash contributions mean cash expended for allowable ESG costs, while noncash contributions mean the value (using a method reasonably calculated to establish fair market value) of any real property, equipment, goods, and services contributed to an ESG activity, provided that if these had to be paid with ESG funds, the costs would have been allowable.

Specific sources of cash contributions include: private individual donors, CDBG funds, local fundraising cash, state funds, local funds, foundation grants, and in-kind contributions (value of in-kind contributions must be reasonable and the method used to establish value must be provided).

HOME Match Requirements:

The City requires a 25% HOME match requirement that are met through the contributions or layers of funds that the developers provide for each HOME -assisted project. The match #17..
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includes private financing, waiver or deferral of development fees approved by the City Council, Tax Credit Allocations, and any other eligible source.

State Housing and Community Development Sources
In addition to federal resources, the State of California provides funding for affordable housing development, homebuyer programs, transit-oriented development, special needs housing, and infrastructure. Most projects that the City supports are through partnerships with local organizations who leverage significant amounts of resources. The following is a list of sources that, through such partnerships, the City has either directly or indirectly accessed in the past or seeks to access in the future:
• Low-Income Housing Tax Credit Program: administers both federal and State programs that encourage private investment in affordable housing. • Permanent Local Housing Allocation (PLHA) Program: funding for new affordable housing units for those households between 30-120% AMI. • Affordable Housing and Sustainable Communities (AHSC) Program: funding for Green House Gas reducing-transit oriented affordable housing development and transportation-related infrastructure.
• No Place like Home (NPLH) - To acquire, design, construct, rehabilitate, or preserve permanent supportive housing for persons who are experiencing homelessness, chronic homelessness or who are at risk of chronic homelessness, and who need mental health services.
• HomeKey – HCD administered funding that provides opportunity for state, regional, and local public entities to develop a broad range of housing types, including but not limited to hotels, motels, hostels, single- family homes and multifamily apartments, adult residential facilities, and manufactured housing, and to convert commercial properties and other existing buildings to Permanent or Interim Housing for the Target Population. • Mental Health Services Act (MHSA): State funds administered at the county level to serve low-income mental health services clients.
• Housing Related Parks Program: Competitive funding for Parks that support affordable housing projects.
• Homeless Emergency Aid Program (HEAP): a $500 million block grant program designed to provide direct assistance to cities and counties to address the homelessness crisis #17..
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throughout California. HEAP funds are intended to provide funding to Continuums of Care (CoCs) and large cities with populations over 330,000, so they may provide immediate emergency assistance to people experiencing homelessness or those at imminent risk of homelessness.
• California Emergency Solutions and Housing (CESH) Program: provides funds for a variety of activities to assist persons experiencing or at risk of homelessness as authorized by SB 850.
• Homeless Housing, Assistance, and Prevention Program (HHAP): HHAP is a block grant program designed to provide jurisdictions with one-time grant funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Discussion
One of the challenges in building new affordable homes is acquiring land suitable for housing.

In 2019, the State of California took several actions to make state and local public lands available for affordable housing development including:
• An executive order to make excess state land available for affordable housing • Connecting affordable housing developers to local surplus land and strengthening enforcement of the Surplus Lands Act
• Requiring cities and counties to inventory and report surplus and excess local public lands to include in a statewide inventory and to report on all land suitable for suitable and available for housing development.
• Requires local agencies to have a centralized inventory and provide it to requesting parties without charge.
• State requires that land that can be zoned for emergency shelters can also be used for supportive housing
The City is currently working on the identification of appropriate City owned properties to meet this requirement with the intent to continue to add to the City’s affordable housing stock.

During this year, the City implemented a new asset management system to aid in the identification of property that can be utilized for affordable housing. The intent is to transfer eligible properties to non-profit organizations to utilize the properties for low income households or rehabilitate the units and sell them to a low-income household. #17..
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This past year, the City transferred ownership of a parcel owned by the City’s successor housing agency (previously the Redevelopment Agency) to Archway EAH II, LP for the development of 74 affordable housing units for low and very low-income families. This project is leveraging state, federal, tax credit, and private funds. This project is expected to be completed by early 2023.
#17..
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
# Goal Name Start
Year
End
Year
Category Needs
Addressed
Funding* Goal
Outcome
Indicator
1 Improve the
Condition and
Increase Supply
of Affordable
Housing
2020 2024 Affordable
Housing
Non-Housing
Community
Development
Affordable
Housing

TBA TBA
2 Work Towards
Addressing and
Preventing
Homelessness
2020 2024 Homeless Addressing and
Preventing
Homelessness

TBA TBA
3 Enhance
Infrastructure
and Public
Facilities
2020 2024 Non-Housing
Community
Development
Enhance
Infrastructure
and Public
Facilities

TBA TBA
4 Access to Jobs,
Education, and
Other Economic
Development
Services
2020 2024 Non-Housing
Community
Development
Public Services
Community and
Economic
Development

TBA TBA
5 Administration 2020 2024 NA
Table 5 – Goals Summary
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Goal Descriptions
1 Goal Name Improve the Condition and Increase Supply of Affordable Housing Goal
Description
Through the Needs Assessment, the Market Analysis, public meetings, consultations with stakeholders, and survey results, the lack of affordable housing in the City consistently stood to be the number one issue. The activities tied to this goal will work to preserve and expand the supply of affordable housing. 2 Goal Name Work Towards Addressing and Preventing Homelessness Goal
Description
Homelessness has become an issue for the region as a whole, and because Modesto is the County Seat and the center for most supportive services, the goal of working towards ending homelessness is a goal for the HUD funding. The activities tied to this goal will support getting individuals and families out of homelessness as well as preventing from individuals and families from becoming homeless. The City is engaged in both supporting those agencies that provide services to those that are homeless as well as providing support in housing options across the spectrum: emergency shelters, transitional shelters, rapid re-housing, and permanent supportive housing.
3 Goal Name Enhance Infrastructure and Public Facilities Goal
Description
The investment in publicly owned facilities and infrastructure improves the community and neighborhoods in which they serve. This investment directly impacts housing development and economic growth of communities. The activities tied to this goal will improve parks, streets, sidewalks, lighting, ADA accessibility, among other activities that serve residents.
#17..
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4 Goal Name Access to Jobs, Education, and Other Economic Development Services Goal
Description
In an effort to stimulate the economic growth, the City proposes to address its economic goals through various programs. As the cost of living rises, there is a need to assist low- and moderate-income households increase their incomes. Job training and educational opportunities afford low- and moderate-income households an opportunity to increase their earning. The City will continue to explore new partnerships with businesses, developers and service providers to address community and economic development goals.
5 Goal Name Administration
Goal
Description
Funding for the administration of the CDBG, ESG, and HOME programs. #17..
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Projects
AP-35 Projects – 91.220(d)
Introduction
Projects
Introduction
The projects to be undertaken in the 2022 program year (July 1, 2022 to June 30, 2023 are summarized below. The City will utilize funds available to address the goals outlined in this Consolidated Plan. The specific projects will target affordable housing opportunities through acquisition, rehabilitation and construction of housing. In addition, the City will provide public services including homelessness services and economic development activities. The City will also provide enhancements to public facilities and infrastructure. The City will continue its efforts to prepare, prevent, and respond to the COVID-19 pandemic.

Projects
Project # Project Name
1 PROGRAM PLANNING AND ADMINISTRATION
2 HOUSING REHABILITATION ADMINISTRATION ACTIVITY DELIVERY (14H) 3 SECTION 108 LOAN REPAYMENT
4 ECONOMIC DEVELOPMENT
5 PUBLIC FACILITIES
6 AFFORDABLE HOUSING - AQUISITION, REHABILITATION, HOMELESSNESS 7 PUBLIC SERVICES
8 HESG - ENTITLEMENT 2021
9 AFFORDABLE HOUSING - OWNER OCCUPIED REHABILITATION
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The priority needs described in the Strategic Plan are:
• Affordable housing
• Addressing and preventing homelessness
• Enhance infrastructure and public facilities
• Public services
• Community and Economic development
#17..
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The funding allocation priorities remain closely connected to these identified needs. Those projects that demonstrate potential to create further progress in addressing these needs will be prioritized.

Beginning in 2020, COVID-19 challenged communities across the nation and required localities to respond to the immediate challenges for the response to COVID-19. In PY 2022, any activities related to the prevention, preparation, and response to COVID-19 will be funded through any of the identified projects in the AP-35 Projects table, but will only utilize funding directly to the CARES Act grants.

In the funding of all projects, and in providing assistance to specific beneficiaries, the City will ensure:
• Documentation of the low- and moderate-income status of individuals/households, or • The area where a project benefit will be realized has a population where at least 51% of the residents are low-and moderate-income, or
• A slum and blight project meet the criteria for such projects. The availability of funding from both federal and State sources is a key determinant of the City’s ability to address identified needs. Budget problems at both the Federal and State levels make funding for housing programs uncertain. Partly to make the most of limited resources, the City has formed partnerships with a variety of governmental, non-profit, and service agencies to combine resources to implement programs related to housing and community development needs. • For CARES Act funded project the City requires written justification the use of funds is required to prepare for, prevention of, and/or response to COVID-19 and that there is no duplication of benefit.

The primary obstacle in addressing underserved needs is the limited financial resources made available to address the needs. Prioritization of funding and associated needs requires that some needs expressed by communities may not be addressed in a given program year.

Other obstacles in addressing needs are:
• Limited services to support the diverse population
• High and increasing cost of land throughout the County present obstacles by further limiting the quantity of projects the City can take on given finite financial resources to acquire land that is becoming increasingly expensive
• Increasing rental rates across the City presents an obstacle in that fewer households may be able to be supported given the funding allocated. The money spent on rental assistance may not go as far given increasing rental costs.
• Coordination gaps between service providers and agencies providing housing o Coordination continues to improve as the CoC becomes more efficient • Prevailing wage requirements increase construction costs for housing, thus increasing the cost of affordable housing development, potentially limiting the number of affordable housing developments in the City
• Resident perceptions of various services may hinder them from accepting assistance • Current housing market and economic conditions
• Education and dissemination of information to low- and moderate-income residents is a potential obstacle. Although the City has excellent relationships with neighborhood associations #17..
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and organizations within the different districts in the City, there remains an obstacle of reaching the right people to ensure knowledge of programs available to them.

AP-38 Project Summary
Project Summary Information
No
.

Project
Goals
Support
ed
Needs Addressed Fun
ding
1 PROGRAM PLANNING AND ADMINISTRATION
Description
This project will fund administrative
expenses related to the planning and
administration of CDBG and HOME
activities including but not limited to
development of HUD plans, contract
development, project monitoring, and
enforcement of federal regulations.

Target Date for Completion 06/30/2023
Estimate the number and type of families that will
benefit from the proposed activities
(additional information for this discussion may be
available on the AP-36 Project Detail screen)
N/A
Location Description
(additional information for this discussion may be
available on the AP-36 Project Detail screen)
N/A
Planned Activities
(additional information for this discussion may be
available on the AP-36 Project Detail screen)
Activities under this project is for the
general administration for CDBG and
HOME activities.
2 HOUSING REHABILITATION

ADMINISTRATION ACTIVITY DELIVERY
(14H)
Improve Quality and
Increase Affordable
Housing
Affordable Housing
Description
Activity delivery costs related to carrying out housing rehabilitation activities (rental and owner occupied).

Target Date for Completion 06/30/2023
Estimate the number and type of
families that will benefit from the N/A
#17..
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proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
N/A
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Activity delivery costs related to carrying out housing rehabilitation activities (rental and owner occupied).

Examples include appraisal, architectural, engineering, and other professional services; preparation of work
specifications and work write-ups; loan processing; survey, site and utility plans; application processing; and other fees. 3 SECTION 108 LOAN REPAYMENT
Description Planned repayment of Section 108 Loan Principal/interest Target Date for Completion 06/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
N/A
Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
N/A
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Planned repayment if Section 108 loan principal/interest. 4 ECONOMIC DEVELOPMENT
Access to Jobs,
Education, and Other
Services
Community and
Economic
Development
Description
Partnerships with businesses, developers and service
providers to address community and economic development goals including but not limited to the creation and retention of full-time equivalent jobs through grant and loan
programs. Matrix Code: 18A - Direct Financial Assistance to #17..
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For-Profit Businesses Regulatory Citation: 570.203(b)
National Objective: 570.208(4)
Target Date for Completion 06/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Citywide
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Partnerships with businesses, developers and service
providers to address community and economic development goals including but not limited to the creation and retention of full-time equivalent jobs through grant and loan
programs.
5 PUBLIC FACILITIES Enhance Infrastructure
and Public Facilities
Enhance Infrastructure
and Public Facilities
Description
Improve the physical structures throughout the City in CDBG program eligible areas including but not limited to
construction or rehabilitation of public facilities and/or improving infrastructure conditions in LMA neighborhoods.

Matrix Code: 03A-04 Regulatory Citation: 570.201(c)
National Objective: 570.208(a)(1)
Target Date for Completion 06/30/2025
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Estimated number of individuals served with this project is 4690.

Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
LMA neighborhoods within Modesto
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Community Centers, park improvements, homeless facilities, and/or other eligible public facilities.
#17..
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6 AFFORDABLE HOUSING -

AQUISITION, REHABILITATION,

HOMELESSNESS
Improve Quality and
Increase Affordable
Housing
Affordable Housing
Addressing and
Preventing
Homelessness
Description
Use CDBG funds for acquisition and/or rehabilitation of property for affordable housing, disability
access/improvements, first time homebuyers, lead based
paint services, energy efficiency improvements and similar projects. Use HOME funds to leverage funding for the
construction and/or rehabilitation of new affordable rental housing units through partnerships with the State, the
housing authority, and using tools such as land banking, the revolving loan fund, and housing set-aside funds. Matrix Code: 01-02; 11-19E Regulatory Citation: 570201(a) or (c) National Objective: 570.208(a)(3)
Target Date for Completion 06/30/2025
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
There is an estimated 117 units created by this activity.

Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Citywide
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Acquisition, Rehabilitation, Construction of affordable housing units
7 PUBLIC SERVICES
Improve Quality and
Increase Affordable
Housing
Work Towards Ending
Homelessness
Access to Jobs,
Education, and Other
Services
Addressing and
Preventing
Homelessness
Public Services
Community and
Economic
Development
Description
Partner with local public service providers to provide
essential public services to Modesto residents. Matrix Code:
03T - 05Z Regulatory Citation: 570201(e) National Objective:
570.208(a)(2)
#17..
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Target Date for Completion 06/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Assist over 2,500 individuals below 80% of AMI through
public service activities
Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Citywide
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
General Public Service Activities
8 HESG - ENTITLEMENT 2022
Work Towards Ending
Homelessness
Administration
Addressing and
Preventing
Homelessness
Description
General Administration and Partner with local non-profits to provide essential services and outreach to individuals and households at risk for homelessness.

Target Date for Completion 06/30/2024
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Assist over 1900 individuals and families at risk for
homelessness
Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Citywide
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Administration, Street Outreach, HMIS, Rapid Re-housing, and Homeless Prevention.
9 AFFORDABLE HOUSING - OWNER

OCCUPIED REHABILITATION
Improve Quality and
Increase Affordable
Housing
Affordable Housing
#17..
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Description
Provide direct financial assistance eligible households through the Homeowner Rehabilitation Program to address health and safety repairs. Matrix Code: 14A Regulatory
Citation: 570.202(a)(1) National Objective: 570.208(a)(3) LMH
Target Date for Completion 06/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
This project is estimated to serve approximately 20
households.

Location Description
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Citywide
Planned Activities
(additional information for this
discussion may be available on the
AP-36 Project Detail screen)
Homeowner Rehabilitation
#17..
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed HUD allows for the designation of priority areas that may be a primary focus of revitalization efforts. For the purpose of the Consolidated Plan, priority areas are loosely defined and are not strict and do not require any specific allocation of resources, matching, or partnerships. At this time, the City does not have nor plan to pursue any official HUD designated geographic based priority areas. The City funds program activities City-wide based on the low/mod block groups and/or on a limited clientele National Objective basis as defined by HUD on specific program eligibility (CDBG, HOME, and ESG) and in accordance with the priority needs listed in this section.

Rationale for the priorities for allocating investments geographically The City of Modesto will use a place-based strategy during the planning period. The geographic distribution of funding is predicated somewhat on the nature of the activity to be funded. It is the City’s intent to fund activities in the areas most directly affected by the needs of low-income residents and those with other special needs. The Annual Action Plan directs investment geographically to an area benefit neighborhood. The area benefit category is the most commonly used national objective for activities that benefit a residential neighborhood. An area benefit activity is one that benefits all residents in a particular area, where at least 51% of the residents are low- and moderate-income persons. Public infrastructure improvements are an area benefit activity when they are located in a predominately low- and moderate-income neighborhood. Where possible, the City of Modesto will distribute CDBG funds throughout the low- and moderate-income block groups located throughout the six city council districts.

Discussion
No additional discussion.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City understands the importance of approaching affordable housing from multiple angles: both preserving and maintaining existing affordable housing stock as well as continually looking for opportunities to develop new affordable housing.

The City offers affordable housing programs to support and assist households in obtaining or maintaining their home. The following is a non-exhaustive list of ways that the City promotes affordable housing opportunities:
• The City utilizes affordability covenants on affordable housing units to ensure units remain affordable for a certain extended period of time.
• To mitigate the negative effects of public policies that may pose barriers to affordable housing, the City of Modesto has policies in its impact fee program for affordable housing. The current Capital Facility Fees (CFF) Policies and Procedures provide, with respect to very low- and lowincome housing exemptions, the total number of housing exemptions granted are not to exceed two percent (2%) of the cumulative total CFF program housing units. • The CFF Policies and Procedures also allow a Community Housing and Development Organization (CHDO) to submit an application and request CFF be waived on new affordable units for households earning sixty (60%) or less of the Area Median Income. • The City of Modesto is reviewing pro-housing policies as part of the Housing Plan to determine they have adopted many of these policies to promote housing in the community, and be competitive in State funding sources.
• Whenever possible, the City uses HUD resources to partner with local affordable housing developers and/or other public agencies to build affordable housing projects. This Action Plan identifies any such projects to be planned or carried out this Program Year.

The following are the City’s One Year Goals for Affordable Housing activities to be supported:

One Year Goals for the Number of Households to be Supported Homeless 27
Non-Homeless 99
Special-Needs 9
Total 135
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One Year Goals for the Number of Households Supported Through Rental Assistance 106
The Production of New Units 8
Rehab of Existing Units 20
Acquisition of Existing Units 1
Total 135
Discussion
• Rental Assistance (households; homeless/ non-homeless): 106 Households ▪ Community Housing and Shelter Services (CHSS) and Downtown Streets will assist a minimum of twenty-five 25 homeless households with Rapid Rehousing Rental Assistance
▪ Turning Point will assist 2 households with Rapid Rehousing Rental Assistance. ▪ CHSS will assist a minimum of 27 non-homeless households with Homeless Prevention Rental Assistance.
▪ Family Promise will anticipates serving 52 households with Homeless Prevention Rental Assistance.
• Production of new Units (households): 8 Units
▪ 416 E. Coolidge will provide 8 new units
• Rehab of Existing Units (households): 20 Units
▪ The City will assist 20 households via the City’s owner-occupied housing rehabilitation program.
• Acquisition of Existing Units: 1 unit
▪ The City will work with local partners and look for opportunities to acquire additional properties to provide affordable housing opportunities. #17..
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AP-60 Public Housing – 91.220(h)
Introduction
In Stanislaus County, public housing needs, housing choice vouchers, and other specific HUD funds and services are addressed by two housing authorities:
• The Stanislaus Regional Housing Authority (the Housing Authority), also serving Alpine, Amador, Calaveras, Inyo, Mariposa, Mono, Stanislaus, and Tuolumne Counties. • The Riverbank Housing Authority administered by the Stanislaus Regional Housing Authority.

Public housing sites can range from large apartment buildings to single-family houses. Housing Choice Vouchers (HCV, also often called the “Section 8” program) are a portable rent subsidy vouchers that can be used to pay for a portion of rent in private rental housing units. Project-Based Section 8 vouchers are private rental units in which the current occupant receives subsidized rent through the Housing Authority.

Housing Authorities are subject to the same state and federal fair housing laws as other housing providers and cannot discriminate on the basis of state or federally protected classes. Housing Authorities must also follow any local fair housing ordinances and may have additional tenant protections added by HUD.

Actions planned during the next year to address the needs to public housing The Housing Authority has been designated as a “high performing” public housing authority by HUD since 2008. This designation is given to public housing authorities (PHAs) that score above a 90 out of 100 points. PHA projects are assessed based on a physical inspection (40 points), financial condition (25 points), management system (25 points), and timely use of capital funds (10 points). The total PHA score is then created out of the average score for all projects weighted by the number of units.

Like many public housing authorities across the country, the housing authorities in Stanislaus County lack an adequate supply of funding for units and/or vouchers to meet the affordable housing needs within their service areas. This is reflected by long or closed waiting lists for potential units. In Stanislaus County, the average waiting time for a public housing unit is 10 years. Waiting lists for housing choice vouchers are only open occasionally and, even then, sometimes only for select applicants.

PHAs complete both an annual plan and a 5-year plan to help prioritize projects, development, funding, and programs. For 2019-2023, the HACS listed the following goals and objectives (among others) that help affirmatively further fair housing and increase housing choice:

1. Depending on the availability of federal and state funding, increase the inventory of affordable rental housing within the jurisdiction of the Housing Authority of the County of Stanislaus for extremely low to moderate income households.
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Objectives:
• Housing Choice Voucher Program – Continue to expand upon existing marketing and outreach efforts to attract new landlord participants to the Housing Choice Voucher Program. • Development – Leverage private or other public funds to create additional housing opportunities. • Development – Subject to the availability of funding, develop or acquire 500 affordable housing units over the next five years.

2. Conserve and upgrade the Affordable Housing Inventory in Stanislaus County.

Objectives:
• Public Housing – Implement Asset-Based Community Development (ABCD) initiatives to engage and unite residents, associations and institutions from within each community for more sustainable communities and economic development.
• Administration – Partner with county and/or city in efforts to improve housing stock and create stable, viable neighborhoods.

3. Increase assisted housing choices.

Objectives:
• Housing Choice Voucher Program – Provide voucher mobility counseling at initial family briefings and during annual reexaminations.
• Housing Choice Voucher Program – Continue to maintain the 2‐tiered Benefit Payment Standard (BPS) to ensure families have the ability to locate affordable housing in less poverty concentrated neighborhoods.
• Housing Choice Voucher Program ‐ Continue to seek funding for the Individual Development & Empowerment Accounts (IDEA) and Workforce Initiative Subsidy for Homeownership (WISH) programs for graduating Family Self‐Sufficiency (FSS) Program Participants.

The City will continue to leverage opportunities and funding to address needs outlined in the City’s Consolidated Plan and remain cognizant of goal and objective overlaps with the HACS.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The Housing Authority has a Resident Advisory Board (RAB) which represents the residents assisted by the Housing Authority. The RAB assists in the development of the Housing Authority five-year Plan.

Resident involvement will continue to be supported in an effort to enhance the service delivery by taking into account input from those with lived experience.

Efforts to improve communications with residents and program participants include: on site resident training/informational meetings, regular newsletters and flyers. The Housing Authority has implemented a “curbside” appearance program. The focus of the program is the exterior of buildings, parking areas, #17..
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play grounds and other areas of the complexes. Rodent and insect problems are addressed when residents report a problem and/or on Annual Inspections. In an effort to better education residents concerning these problems, information is regularly provided through the HACS newsletter. These actions have assisted the Housing Authority in creating an atmosphere which emphasizes customer satisfaction and communication
The Housing Authority provides homeownership resources to participants in the Housing Choice Voucher Program. The Family Self-Sufficiency (FSS) Program has established partnerships with a variety of community resources to refer participants for services including pre- and post-secondary education, health care, childcare, employment development, supported employment, and small business development including micro-loans. The FSS Program also encourages families to participate in financial wellness programs including financial literacy and credit repair with an emphasis on long-term financial stability for the purposes of homeownership. Supportive services are provided through the Stanislaus County Assistance Project, the Stanislaus County Department of Mental Health, or Stanislaus County Integrated Services Agency.

These actions have assisted the Housing Authority in creating an atmosphere which emphasizes customer satisfaction and communication.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The PHA is not designated as troubled; since 2008, the Housing Authority of the County of Stanislaus (HACS) has been designated as a “high performing” public housing authority by HUD. This designation is given to public housing authorities (PHAs) that score above a 90 out of 100 points. PHA projects are assessed based on a physical inspection (40 points), financial condition (25 points), management system (25 points), and timely use of capital funds (10 points). The total PHA score is then created out of the average score for all projects weighted by the number of units.

In fact, in 2021, the Stanislaus Regional Housing Authority was recognized by the HUD San Francisco Field Office by the 2021 Innovation, Creativity, and Visionary Award for their current projects. Projects like the conversion of a local motel into a new home office named “The 1612” that also includes 8 1- bedroom units and 142 studio apartments for workforce housing. #17..
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Modesto participates in the County-wide Continuum of Care (CoC) to develop and implement regional goals and strategies to address and end homelessness. The CoC released its 2021 Regional Strategic Plan to Address Homelessness approved September 30, 2021. During 2021 and 2022 the CoC has been working to further define the implementation of this plan and its governing to ensure that it meets the needs of all the populations in the region. This City is an integral part of the implementation committee. A primary function and goal of the CoC is to increase housing stability and decrease incidents of homelessness in Stanislaus County by targeting services and funds to populations most in need, meeting both the immediate and long-term needs of households experiencing homelessness, and avoiding the duplication of services by coordinating with service providers and the CoC.

Along with this adopted plan, in recent years the CoC has been strategized through working groups and with continuing the coordination with Stanislaus Homeless Alliance (SHA), a regional body of politically elected individuals that represent their various regions. This revamping of the CoC includes a partnership with HomeBase resulting in a more efficient CoC application and NOFA process with aims to increase CoC funding.

In 2020-2022, the COVID-19 pandemic produced a unique set of public health challenges and intensified community crises that existed long before the coronavirus. The COVID-19 challenges became evident on homelessness and affordable housing making it more difficult to deliver homeless and housing services due to the health implications by continuing to provide homelessness and housing services in traditional ways.

In response to COVID-19, the US Congress passed the CARES Act in March 2020 which provided several rounds of CDBG and ESG funding as well as the American Rescue Plan of 2021 with the intent that communities do everything possible to prevent, prepare for and respond to coronavirus.

In March 2021, US Congress also passed the American Rescue Plan Act of 2021 which provided emergency rental assistance to help families keep up on their rent and remain in their homes, provide mortgage assistance for homeowners behind on their mortgage payments, and emergency housing vouchers among other assistance types.

In the coming year, the City will continue its partnerships with the CoC, local service providers, private businesses, financial institutions, and agencies with the goal of reducing and ending homelessness via street outreach, homeless prevention, and rapid rehousing in the midst of continuing to address COVID19.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:

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needs
The City of Modesto has actively participated in CSOC's planning process to move individuals and families from homelessness to permanent housing and independent living through a network of housing linked to supportive services.

The City continues to work with the CoC in the implementation of the continuum-wide Coordinated Entry System (CES) to assess individual needs of homeless individuals and match the right services to the households given their individual circumstance; this includes taking into consideration special needs in both housing and supportive services.

The CoC formed a CES Task Force that continues to meet regularly to assist with the continued evolution and implementation of the CES and address any issues that arise. The CoC will provide continued training for participating service providers and continue developing any necessary tools to effectively manage the system. This matching of appropriate needs is the most effective use of resources with an end goal of minimizing bottlenecks in the service delivery system.

In the coming year, the City will continue to partner with the following organizations or programs which conduct street and assessment of the needs of homeless individuals within the community:

1. Camp2Home: Through the Camp2Home initiative, Modesto created a unique set of partnerships and funding that creates a continues streamlined process that will bring individuals out of the cycle of homelessness. These partnerships include:

CHAT Team is a collaborative partnership with the Modesto Police Department and the CARES Team that funds Street outreach and COVID response to the unsheltered homeless individuals within the community.

The Downtown Streets Team (DST) and a partnership with the local ACES and Berberian Shelters is aimed at reducing the number of people living in poverty and provide housing opportunities to homeless individuals. DST employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beatification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend.

SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities DST serves in. This model serves as an access point for job opportunities with business in the community. The case management at this level of the program has created on-going partnerships with workforce development, for-profit and nonprofit businesses to consider hiring Camp2Home graduates. Those successfully placed in #17..
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employment will move on to housing placement.

DST and CHSS partnership allow the individuals that placed in full time employment to also receive rapid rehousing opportunities with continued case management to ensure success in housing and employment.

2. Center for Human Services (CHS): CHS conducts street outreach to unsheltered homeless youth.

CHS’ goal, through street outreach, is to engage with homeless youth and connect them to resources including housing at CHS’ Hutton House, a runaway and homeless youth shelter (ages 13-17), or Pathways, a transitional living place for older youth (ages 18-21). In 2021, CHS will begin operations of the Youth Navigation Center (see page 53 for a description of the Youth Navigation Center). This Youth Navigation Center will enhance current outreach efforts and services for the youth population with everything being available at one location.

3. Community Assessment, Response, and Engagement (CARE) Multidisciplinary (MDT) personnel strategy: The CARE team is a joint strategy from the City of Modesto as well as Stanislaus County. The CARE team is made up of staff that are capable of engaging individuals and households in crisis, distressed in the moment for any number of reasons relating to mental or physical health. The CARE team conducts regular outreach and engagement with what are most often the “hard to reach” individuals and households. The CARE team activity is tracked in detail through the CoC and its reporting. The City will continue to be a partner in the CARE team program in efforts to increase outreach and engagement to homeless households and individuals.

4. Hospital Council’s Stanislaus County Partnership with the goal of streamlining hospital discharges to Emergency Shelters that are ready and equipped to handle the level of care needed for an individual client. This is to alleviate homeless individuals being discharged to the street.

Addressing the emergency shelter and transitional housing needs of homeless persons Given Modesto is the county seat of Stanislaus County and the largest City within, Modesto is also the central point for many of the CoC’s related supportive services. The City funds shelter activities to the maximum extent possible through CDBG Public Services and ESG funds.

The City partners with shelter providers in Modesto such as The Salvation Army to provide emergency shelter and low barrier shelter services to homeless individuals. The Access Center Emergency Shelter will provide low-barrier (drug and alcohol testing are not required to enter) to reduce barriers for individuals choosing to enter an emergency shelter. ACES is designed to allow homeless individuals to enter with pets, partners, and possessions, which are often-cited impediments individuals have when entering a homeless shelter.
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With respect to housing, the City will partner with local service providers to serve the population as needed and to provide funding whenever possible for the operation of transitional living facilities and emergency shelters such as:

Center for Human Services-Youth Navigation Center: Center for Human Services has been successfully serving transitional aged youth who are in crisis or experiencing homelessness through the following programs:
• Center for Human Services – Pathways Program: Pathways is a 16-bed transitional living program that addresses the need for shelter and support services for homeless youth 18 to 21 years of age. Shelter is provided up to 21 months. The Pathways Program provides basic life skills, interpersonal and jobs skills training, assistance with obtaining medial insurance and assistance related to advancing educational opportunities. • Hutton House is an emergency shelter for runaway, homeless, and youth in crisis who are ages 13-17.
• Low Barrier Shelter ages 18-24 is A 24-bed facility that provides emergency shelter for young adults ages 18-24 who are or may become homeless with Daily Check-In 6pm – 8pm.

Children’s Crisis Center of Stanislaus County (CCC) provides child care and shelter services to abused, neglected, and at-risk children in the community.
• Audrey’s, Guardian, Marsha’s, Sawyer, and Verda’s Houses provides shelter for children who may be involved in a family crisis or a conflict situation.

Homeless Prevention and Rapid Re-Housing Program (HPRP) provides rental assistance in conjunction with intensive case management.

Community Housing and Shelter Services (CHSS) provides opportunities to households with and without children to obtain and maintain permanent housing.

Community Impact of Central Valley (CICV) provides services to individuals with HIV/AIDS through the Housing Opportunities for Persons with AIDS Program (HOPWA).

Family Promise of Greater Modesto provides shelter at church sites and case management support for finding permanent affordable housing.

Haven Women’s Center of Stanislaus County provides shelter services and outreach to homeless women and children in the South Stanislaus County area and within the City. Services include those for victims of domestic violence.

The Stanislaus Regional Housing Authority administers 222 Shelter Plus Care Certificates and HUD-VASH vouchers which help provide permanent supportive housing to homeless veterans.

Miller Pointe is a 15-unit permanent rental housing project serving very low-income households. #17..
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Meadow Glen is a 32-unit permanent rental supportive housing serving very low-income foster youth aged out of foster care.

The Modesto Men’s Gospel Mission and Women’s Mission provides a limited stay of seven nights on the floor, and three nights out, and also serves two meals a day.

Mission Emergency Shelter provides beds for temporary shelter to house up to 100 unaccompanied adult men and women and up to 90 women and children for a maximum stay of fourteen days.

New Life Program Residential is an on-site program, operated by the Modesto Gospel Mission, for up to 41 unaccompanied adult men and women who need specialized help to return to societal living. This program is operated by the Modesto Gospel Mission.

The Salvation Army Modesto Corps provides an array of services to the homeless. • The Access and Emergency Shelter - provides 184 low-barrier year-round beds to unaccompanied homeless adult men and women.
• The Berberian Emergency Shelter provides 164 cold weather beds to unaccompanied homeless adult men and women and up to 30 year-round beds to homeless persons with special medical needs.
• The Berberian Transitional Living Facility provides 20 beds for homeless male and female veterans and 20 beds for unaccompanied homeless males and females for up to 24 months.

Stanislaus County Affordable Housing Corporation (STANCO): STANCO operates transitional housing facilities that provide housing opportunities for homeless persons with mental disabilities. The City of Modesto provided funding for STANCO in 2019 for transitional housing of five (5) beds. The City will continue to look for partnership opportunities with STANCO and other providers to meet emergency and transitional shelter needs of residents.

Stanislaus County Affordable Housing Corporation (STANCO) operates eight properties for permanent affordable housing and conducts outreach to place people in supportive housing. STANCO also operates 33 transitional beds for homeless families with children and 37 beds for unaccompanied adult homeless males and females.

STANCO Transitional Housing
o California – 36 beds and 4 units
o Garden Gate – 3 beds and 1 unit
o Ricardo – 3 beds and 1 unit
o Locust – 3 beds and 1 unit
o Garvey – 13 beds
o REST House - 5 beds
STANCO Permanent Supportive Housing
o 24 beds
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Bennett Place contains 18 units that are reserved for persons who have a serious mental illness (SMI) or serious emotional disturbance (SED) and are homeless or at risk for homelessness.

Turning Point Community Programs provides integrated, cost-effective mental health services, employment and housing for adults, children and their families that promote recovery, independence and self-sufficiency.

Turning Point Respite Center at Garden Gate provides a safe home-like environment for up to 12 homeless mentally ill persons nightly.

Salvation Army Veteran Emergency Shelter: provides shelter services to homeless individuals who are U.S. Veterans.

Catholic Charities provides a variety of programs and services with a new office location as of 2019 in Modesto. Catholic Charities provides transportation services, housing and case management services, low-cost healthcare, and childcare as well as immigration and legal services.

There is a total of 757emergency shelter beds in Modesto. The emergency shelter beds available in Modesto are from the following organizations:

Modesto Emergency Shelter Beds
Agency Number of Beds
Center for Human Services 7
Children’s Crisis Center 35
Community Housing and Shelter Services (CHSS) 180
Family Promise 14
Haven Women’s Shelter 13
Modesto Gospel Mission 135
Salvation Army – Berberian Shelter 180
Salvation Army – ACES Shelter 182
Turning Point 11
TOTAL 757
Source: Stanislaus Homelessness Alliance Affordable Housing Presentation Note: This numbers listed above are the maximum capacity available. These may not all be available at all times due to external factors such as COVID-19 restriction or Voucher availability.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming #17..
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homeless again
The CoC continues to hone in on system processes and address gaps in the service delivery system to ensure that specific vulnerable sub-populations do not fall through the cracks. As the CoC partnerships grow and each entity becomes more understanding of their role as well as the roles of other agencies, the system will yield more effective results for those individuals and families that are experiencing homelessness. The Coordinated Entry System (CES) is an effective tool in minimizing the number of days someone experiences homelessness. As stated in the Coordinated Entry System Policies and Procedures Manual, the CoC works to assess households for the individual needs and make matches to available housing interventions. The case conferencing teams meet every other week to work through the households that have completed assessments. Each household experiencing homelessness or chronic homelessness is offered a standard assessment tool to ensure fairness and equitable access to available services and housing options across the continuum. Most recently, the COC has increased the contract for Turning Point to increase the numbers of case managers in our community to assist with those on our Coordinated Entry list in being ‘housing ready’.

The delivery of wrap-around services is critical to the long-term success of those individuals and families that have experienced homelessness but are now housed. Through the CoC, there are housing supports made available, offering financial assistance, security deposits, legal services, credit repair, utility payments, counseling, among others. It is understood by the CoC and its partners that the end goal is not to simply find housing, but to maintain stable housing.

The City of Modesto’s Homelessness Prevention and Rapid Re-Housing (HPRP) activities include the allocation of ESG funds for all household types including but not limited to chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth so they may receive security deposit assistance. The City Camp2Home Program also assists with selfsufficiency and employment to ensure the individual has the means to live independently.

The City of Modesto, its ESG subrecipients, the CoC, and other partners have been especially strategic in creating opportunities that will stably house and promote the self-sufficiency of these subpopulations of persons experiencing homelessness. ESG subrecipients have also had to find strategic ways to assist clients find housing and keep their housing. The following are recent strategies that have been implemented locally in which the City will continue to be a partner in as its strategy at helping homeless individuals transition from homelessness to housing:

Empire Migrant Center:

Supported by the FOP movement, the Stanislaus County Community Services Agency’s (CSA) partners with the Housing Authority, STANCO, and CHSS to house homeless families during the cold-weather months in vacant family units at the Empire Migrant Center. The Empire Migrant Center located at 5132 South Avenue is used as a cold-weather shelter for homeless families. The Empire Migrant center consists of 90 single family dwelling units used for farmworker housing during project from April to #17..
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October each year. This project allowed CSA to use 22 of the 90 units to place homeless families in these units during the months of December 2021 through March 2022. This project will be a multi-year partnership allowing CSA to place homeless families each winter in housing and provide case management services with a goal to permanently house homeless households.

Youth Navigation Center:

The Center for Human Services provides a wide range of services that strengthen and support youth and families. One of the biggest projects currently being developed is a Youth Navigation Center. The Youth Navigation Center is located in Modesto and is a one stop service hub providing a continuum of services for young people (13-24 years old) who are experiencing crisis, housing instability, and/or homelessness.

The Youth Navigation Center has created a space that moved all existing services, moved to the new location in November 2021, creating a clear pathway for youth/young adults to strengthen the chances for dealing with crisis and housing instability. Most importantly, this Center established a coordinated system of care for this vulnerable population and will serve youth within Stanislaus County. When this project opened in November 2021 it immediately started serving individuals with the following services:
• Street outreach and engagement services
• Homeless prevention & diversion services
• Coordinated entry and assessment
• Crisis/Drop-in and Shelter for 13-17-year-old individuals (8 beds) • Crisis/Drop-in and Low-Barrier Shelter for 18-24-year-old individuals (24 beds) • Pathways Program: Transitional Housing for 18-24-year-old individuals (15 beds) • Access to housing services including permanent housing slots designed for youth with diverse circumstances
• On-site education and employment services
Downtown Streets Team:

Another key effort led in Modesto aimed at reducing the number of people living in poverty and provide housing opportunities to homeless individuals is the Downtown Streets Team (DST). Downtown Streets Team employs a volunteer Structured Daily Activity (SDA) model in which those experiencing or at risk of homelessness volunteer on beautification projects within Modesto and Stanislaus County. Incentives for volunteering include, but are not limited to, intensive case management, employment navigation, service connection, and a non-cash basic needs stipend.

The DST model is designed to help “Team Members” (clients) activate skills and attributes that are necessary to move toward employment, housing, and overall a better quality of living, but which are, through the experience of homelessness, often suppressed. These include things like maintaining a schedule, teamwork, accountability, self-confidence and more. Through the SDA model, Team Members rebuild all of these as well as regain a sense of pride in and stewardship of their community. In addition, Team Members gain valuable experience that they can list at the top of their resume to overcome long experience gaps.
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SDA projects are generally beautification projects, which includes basic tasks such as litter cleanup in the community. Thus, the model inherently provides a public service and a public benefit in the communities DST serves in.

Homeless Employment Litter Program
Similar to the Downtown Streets team project, the City has a partnership with Ready to Work (a nonprofit organization which creates opportunities where individuals who are either experiencing or atrisk of homelessness gain employment support while generating clean streets) and the California Department of Transportation (CalTrans) to initiate the Homeless Employment Litter Program (HELP). This partnership will result in the employment of homeless individuals to pick up litter around our city streets and state highways around Modesto RTW has been very successful in transitioning individuals into full-time employment and permanent housing. Along with market level compensation, employees will receive an employment plan to help secure graduation from the program, as well as assistance with resume building, filling out applications, interviewing and much more. Complementary to a more beautiful city, the goal is to develop a platform that will give individuals all the tools needed to become self-sufficient.

Camp2Home Program: The Camp2Home strategy is a program adopted by the City in 2020. The goal of the Camp2Home program is to implement a homeless action plan that reduces encampments in public spaces, ensures the provision of supportive services and identifies strategies for permanent housing. Through this program, the City formed a partnership with the ACES Emergency Shelter, Downtown Streets Team, and Community Housing and Shelter Services (CSOC member providers) to implement a comprehensive approach to breaking the cycle of homelessness through street outreach and engagement, emergency shelter, job training, placement, and housing.

Helping low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The Stanislaus 2021 Regional Strategic Plan to Address Homelessness identifies quantifies the data in the community to identify those most at risk, gaps in service, and proactive steps for jurisdictions and nonprofits to focus efforts to help individuals from entering homelessness. Discharge planning from these institutions is a key part of the strategy in addressing homelessness throughout the County moving forward. Acknowledging that further collaboration among public institutions and other system of care providers needs to occur so that no individual or family is discharged into homelessness, the CoC continues to work on these issues through awareness campaigns and coordinated efforts to align services and resources among CoC partners. Furthermore, homelessness prevention assistance, while scarce, is provided through an ESG sub-recipient (Community Housing and Shelter Services). Again, foster care youth and those exiting the foster care system will be served through the City partnership #17..
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with the Housing Authority and the Youth Navigation Center (Center for Human Services).

The City of Modesto will continue collaborative efforts with the CoC to improve services to the homeless and those at risk of becoming homeless. The following are key highlights of the work that has been conducted and will continue to be implemented in our community to assist individuals and families avoid becoming homeless:

Homeless Discharge Coordination:

The City of Modesto is actively engaged in homeless discharge coordination from health care facilities.

Since April 2019, the Hospital Council of Northern California has coordinated monthly meetings with representatives from local hospitals, homeless shelters, public agencies, and stakeholder groups to plan for the discharge of homeless individuals from health care facilities to comply with SB 1152. The objective has been to create a community standard of care and greater connection and cooperation between discharging and receiving providers of services for the homeless.

Homeless Prevention and Rapid Rehousing:

The City will continue to partner with local service providers by providing ESG funds used to assist with homeless prevention assistance to persons or families at risk of losing their housing. ESG funds will also be provided to rapidly rehouse persons who are homeless. Assistance will be provided with intensive case management services to reduce the risk of persons falling back into the cycle of homelessness.

Foster care/youth facilities
One of the biggest youth service providers in Stanislaus County is the Center for Human Services (CHS).

The City has an ongoing partnership with CHS in the planning and programing of services for youth terming out of foster care to prevent homelessness among this population. A prime example is the recent partnership with CHS on the first Youth Navigation Center to be located in Modesto which will provide a one-stop-shop service hub for youth experiencing or in danger of homelessness.

Corrections/Law Enforcement:

As part of the Coordinated Entry efforts, the City works with law enforcement agencies such as Modesto Police Department and Stanislaus County Sheriff and Probation Departments in discharge planning to avoid discharge of inmates into homelessness.

Emergency Rental Assistance Program (ERAP)
On December 21, 2020, Congress passed the Consolidated Appropriations Act of 2021 and $25 billion was allocated to the U.S. Treasury for an Emergency Rental Assistance Program (ERAP) to assist households that are unable to pay rent and utilities. Funds were provided directly to States, U.S.

Territories, local governments, and Indian tribes. The U.S. Treasury issued approximately $1.1 billion to California jurisdictions with a population of 200,000 or more and an additional $1.5 billion to the State of California.

The City of Modesto received approximately $6.3 million from the federal government and $6.8 from the State of California for distribution to those who are eligible and can demonstrate a need. In 2021, #17..
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the of the ERAP funding not allocated to Modesto Residents by the local programs was reallocated to the State of California to continue serving the residents of Modesto. https://housing.ca.gov/covid_rr/dashboard.html
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The City’s 2015-2023 Housing Element contains an analysis of the barriers that may exist in the development and/or preservation of affordable housing. Many factors may work independently to inhibit affordable housing, but more often there is an intersection of barriers that may impede affordable housing development and/or perseveration. Some of those barriers may include market mechanisms and circumstances, government codes and regulations, physical constraints, and environmental constraints.

Of those types of barriers, below is a summarized list of specific barriers:
• Market barriers
o Construction costs
o Land and labor costs
o Loan/Credit issues for households
• Governmental barriers
o Land use and zoning regulations
o Permit fees
o Residential development standards
o Parking requirements
o Development permit procedures
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o Building codes
• Environmental barriers
o Natural disasters
There are a number of codified policies in Modesto that may contribute to the current lack of affordable housing.

Development Fees:
• Zoning Change Fee
o Should a development or housing unit be proposed for a site where it is not consistent with the General Plan and/or should a project be proposed for a site it is not currently permitted by zoning, a fee of up to $6,332 is required depending on the zoning change needed.
o These costs could potentially stifle the development of housing in areas where it may otherwise be reasonable
▪ Given a low supply of housing affordable to low- and/or moderate-income households, these costs may inhibit housing choice for those households • Impact Fee, land dedications, site improvements
o The costs to integrate necessary infrastructure (streets, sidewalks, storm drains, etc.) are bore by the developer, but are ultimately passed on to the consumer o These costs contribute to pricing out low- and/or moderate-income households for affordability reasons
o The City may provide fee waivers in some cases and/or fee deferrals in others allowing construction to move forward with less up-front costs
• School district fees
o School fees are currently $4.08 per square foot; however, the State has authorized that this rate will increase to $4.79 per square foot for projects in development after July 1, 2022.
o These adds significant costs to larger developments, contributing to the pricing out of low- and/or moderate-income households
The City of Modesto regularly analyzes City building codes, market constraints, and housing/nonhousing development policies, be it through the Consolidated Plan process, the Analysis of Impediments update, or the Housing Element update. The City acknowledges that outdated building codes and land use policies inhibit the development of housing for all income levels and the City understands the importance of regularly analyzing how local policies and ordinances impact the housing market for those households earning less than 80% of the area median income.

This year the City has embarked on a comprehensive look at how the City’s codes can be adjusted to plan for the future. The City is doing this with the creation of a Housing Plan to establish a vision for the future of Modesto's residential neighborhoods, and for expanded housing opportunities throughout Modesto. This plan was developed by community guided feedback throughout the process, the Housing Plan will inform the City’s long-term planning and policy decisions and promote greater housing, #17..
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diversity and opportunities. The planning process will occur using an innovative and engaging approach as outlined below.
• Analyze Land Characteristics and Identify Future Housing Sites: This process helps to identify appropriate candidate locations for new residential development. “Testing” of various housing product types on sites with different shapes and sizes will help assess the viability and practicality of potential development. It includes creation of three-dimensional visualizations, offering examples of what the community would like to see built. Financial feasibility analysis and zoning recommendations will also be explored and evaluated. • Community Engagement to Better Plan and Design Future Housing Sites: City of Modesto staff want to hear from all interested parties, stakeholders and underrepresented communities to ensure their needs and desires are heard. Staff has developed a list of key local housing advocates and community members who will have an opportunity to make their views known early in the process. These people and organizations will be encouraged to spread the word about the Housing Plan to help engage the broadest range of people possible.

Beginning in March 2022, the City is taking a look with the intent to prepare a comprehensive update to the Urban Area General Plan, which guides City decisions about growth, development, transportation, jobs, housing, parks, shopping, services, and more. The last time Modesto’s General Plan was updated comprehensively was in 1995. This update process will look toward the City’s long-term future to reflect the issues, ideas, and aspirations of today, and plan ahead toward the year 2050.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City works to remove barriers to the development and/or preservation of affordable housing through the following efforts:
• Providing funding for land acquisition, secondary financing, and infrastructure costs; • Assisting qualified households to purchase homes utilizing the Homebuyer Assistance Program:
• Exemption or deferral of Capital Facilities Fees for projects providing low-income housing; • Using the adopted streamlining process for environmental review; HEROS • Continuing to work with non-profit housing agencies in the provision of supportive services and programs; and
• Using streamlined application review and permit processing.

To mitigate the negative effects of public policies that serve as barriers to affordable housing, the City of Modesto has policies in its impact fee program for affordable housing. The current Capital Facility Fees (CFF) Policies and Procedures provide, with respect to very low- and low-income housing exemptions, #17..
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the total number of housing exemptions granted are not to exceed two percent (2%) of the cumulative total CFF program housing units. The CFF Policies and Procedures also allow a Community Housing and Development Organization (CHDO) to submit an application and request CFF be waived on new affordable units for households earning sixty (60%) or less of the Area Median Income.

In 2017, the State of California passed a15-bill housing package aimed at addressing the state’s housing shortage and high housing costs. Specifically, SB 2, which is part of the 15-bill housing package, established a permanent source of revenue intended to increase the affordable housing stock in California.

In 2019, the State of California released a Notice of Funding Availability (NOFA) to all local governments in California for the SB2 Planning Grants Program (PGP). The PGP program is intended for the preparation, adoption, and implementation of plans that streamline housing approvals and accelerate housing production.

In response to the NOFA, the City of Modesto applied for and was awarded $625,000. Funds will be partially used for the development of an Affordable Housing Plan (AHP) which will consist of two primary components:

1. The first is identification of opportunity sites for affordable housing, along with an analysis of potential barriers and/or constraints related thereto. This is intended to maximize residential development potential on sites that have meaningful capacity for residential development.

Existing barriers to new residential development will be identified and examined. Strategies to reduce or eliminate these barriers will be documented.

2. The second primary component of this AHP will consist of a series of zoning code amendments intended to facilitate housing development at new locations / sites / zoning districts where residential land uses may not be allowed under the current code. Zoning code amendments, in addition to other available remedies, will also be prepared to reduce / eliminate the barriers identified as described above.

The SB2 Planning grant will play a significant role in assisting the City address affordable housing needs and any barriers currently in place. At the end of 2021, the City conducted extensive community outreach to both engage and educate stakeholders, citizens, and elected officials on the barriers and potential strategies to help alleviate or eliminate barriers to affordable housing development in the future.

In 2020, the State of California released a non-competitive Notice of Funding Availability (NOFA) to all local entitlement communities California for the SB2 Permanent Local Housing Allocation (PLHA). The PLHA program is intended to assist local government to fund workforce affordable housing.

In response to the NOFA, the City of Modesto awarded $949,747 in 2020 and in 2021 the City was successfully awarded through the annual NOFA an additional $1,507,287. According the City’s PLHA #17..
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allocation plan the City will use this funding for the development of both affordable rental housing and permanent supportive housing.

All of the goals from the City’s 2015-2023 Housing Element are relevant to the Consolidated Plan, and several goals are explicitly aimed at removing barriers to the development of housing within the City.

Goal Number 4 of the Housing Element is “Ensure land use and zoning procedures accommodate housing,” stating that the City will work to track changes in Housing Law as to be consistent with supportive of State and Federal laws. The goal also aims to review local regulations periodically for the ability to accommodate projected housing demands. Goal number 5 is “Reduce government constraints,” with the aim of continuing to identify any development fees, impact fees, and other municipal costs that may unduly constrain housing production.

The City is also a partner in the development of the Regional Analysis of Impediments to Fair Housing Choice (AI) for Stanislaus County. The AI will analyze public policies, strategies, and housing market practices that could potentially create barriers to affordable housing for households within the City. The AI will also identify actions to be taken in order to alleviate any barriers identified.

AP-85 Other Actions – 91.220(k)
Introduction:

Actions planned to address obstacles to meeting underserved needs In alignment with local efforts and initiatives, the City's primary focus in 2022-2023 will be to use HUD resources to address the Consolidated Plan goals, all of which are high priority:
• Improve the Condition and Increase Supply of Affordable Housing • Work Towards Addressing and Preventing Homelessness
• Enhance Infrastructure and Public Facilities
• Access to Jobs, Education, and Other Economic Development Services This action plan identifies projects the City will undertake in pursuit of progress towards those goals outlined above.

Actions planned to foster and maintain affordable housing Because there is a housing shortage in Modesto, one of the City’s main strategies will be to use HUD funds to assist with property acquisition for new construction and/or conversion into affordable housing. The City will use projects identified via future request for proposals and/or over the counter project proposals to maximize the use of HUD funds with the end goal of adding affordable housing #17..
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units to the maximum extent possible.

Actions planned to reduce lead-based paint hazards
The Market Analysis section of the 2020-2024 Consolidated Plan estimates that 8,820 owner-occupied low-income households and 8,400 renter-occupied low-income households are living in units built before 1980. Because lead-based building materials was banned in 1979, this is the best available estimate of the number of households that may have lead-based materials to abate.

The City of Modesto has adopted policies which will continue to be implemented in its housing programs. The City’s lead-based paint policy complies with HUD requirements relating to lead-based paint hazards. In alignment with HUD’s requirements, lead-based paint remediation actions will depend on the level of subsidy provided on a project by project basis.

City staff provides the HUD approved “Protect Your Family from Lead in Your Home” pamphlet to homeowners when lead-based paint is found or presumed to be present. Homeowner Rehabilitation Program Policies & Procedures adhere to 24 CFR 35.100 Subpart J 35.930(b), 24 CFR 35.100 subpart J

35.930(c), and 24 CFR 35.100 subpart J 35.930(d). Contractors who are working in homes where leadbased paint is found or presumed to be present provides to the homeowners EPA pamphlet “The LeadSafe Certified Guide to Renovate Right” prior to construction activities.

Housing rehabilitation projects will be subject to federal regulations for Lead-Based Paint and contractors must be certified in safe work practices when completing the rehabilitation work. Costs related to lead-based paint inspections, clearance and abatement will be included in the City’s housing rehabilitation loan program which is paid from entitlement funds. #17..
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The following is the City’s lead-based policy for reduction of lead paint hazards:

Subsidy Amount
<$5,000 $5,000-$25,000 >$25,000
Approach to
Lead Hazard
Evaluation and
Reduction
“Do No Harm”: Use
lead safe work
practices
Identify and control
Lead hazards
Identify and Abate Lead
Hazards
Homeowner
Notification
Yes Yes Yes
Lead Hazard
Evaluation
Presume Presence of
LBP (alternative: Paint
testing of surfaces to
be disturbed by
rehabilitation)
Paint testing of
surfaces to be
disturbed by
rehabilitation AND
Risk assessment
Paint testing of surfaces to be
disturbed by rehabilitation
AND Risk assessment
Lead Hazard
Reduction
Repair surfaces
disturbed during
rehabilitation, use
lead-safe work
practices, clearance
test of work site upon
completion.

Interim controls,
lead- safe work
practices, clearance
test of unit upon
completion.

Complete abatement, leadsafe work practices, clearance test of unit upon completion.

Actions planned to reduce the number of poverty-level families Affordable housing is identified as the highest need in the City’s 2020-2024 Strategic Plan. In order to address need for additional affordable housing the City of Modesto works with local affordable housing developers in efforts to identify new projects and/or ways to enhance the supply of affordable housing.

Section AP-55 of this Action Plan outlines the City’s 2022-2023 affordable housing goals for this year.

The City will enter community partnerships that provide economic development opportunities for low income households. Partnerships such as those with Opportunity Stanislaus, Bay Valley Tech, the local economic development and workforce agency, will seek to leverage any funds available to the city (federal and/or state) for the economic advancement of low-income families with the end goal to get them out of poverty levels. Opportunity Stanislaus developed the VOLT Institute, located in Modesto, to offer training for maintenance and technology positions. VOLT was developed in consultation with local #17..
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businesses to address their needs for machine maintenance and continuing education among their workforce.

In response to the global pandemic and the efforts to increase the earning potential for the City of Modesto residents; the City partnered with Opportunity Stanislaus – VOLT Institute to offer scholarships to low income students to further the educational and ultimately job marketability for low income residents. In response to the 2nd year of the pandemic and to further the educational opportunities for low-income residents; the City partnered with Bay Valley Tech to bring its code academy to the City of Modesto. This program will include a new 16-week Digital Skills Bootcamp. The bootcamp will offer tuition-free training for 30 low-income and underserved Modesto residents.

The City works closely with the Economic Development Division in the the creation of additional CDBG special economic development programs to assist existing small businesses with loans or grants that will result in the creation of jobs for low income individuals and/or assist low income persons with the creation of microenterprise businesses as another strategy at reducing the number of poverty-level families.

Actions planned to develop institutional structure
The City of Modesto, through its engagement in local initiatives, is engaged in the Coordinated Entry system. Coordinated entry (also known as coordinated assessment system) is a consistent, community wide process to match people experiencing homelessness or at-risk of homelessness to community resources that are the best fit for their situation. In a community using coordinated entry, homeless individuals and families complete standard triage assessment survey that identifies the best type of services for that household. Participating programs accept referrals from the system, reducing the need for people to traverse the county seeking assistance at every provider separately. The process helps prioritize housing and homeless assistance based on vulnerability and severity of service needs to ensure that people who need assistance the most can receive it in a timely manner. The process also provides information about service needs and gaps to help plan assistance and identify needed resources in our community.

The intent of coordinated entry is to engage the entire geographic area through Access Points. Access Points are places–either virtual or physical–where an individual or family in need of assistance accesses the coordinated entry process. People experiencing homelessness can complete the assessment survey to participate in coordinated entry and are matched with community resources that best fit their situation. All locations and methods offer the same assessment approach and referrals using uniform decision-making processes. The Access Points in Stanislaus County include: 1) A centralized physical location (Access Center) in Stanislaus County where housing and support services, among others are provided, 2) 211 hotline system that screens and directly connects people to services, 3) Continuum of Care partners that provide assessments using the same tool county-wide, 4) A specialized Multidisciplinary Outreach and Engagement Team that scouts the geographic area to provide access to those who might not want to engage at a physical access point. #17..
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The City works closely with the Stanislaus County Department of Behavioral Health and Recovery Services (BHRS) in the system delivery of housing services. BHRS provides Housing Support Services Program provides an array of support services for individuals facing barriers that include low income, severe mental illness, substance abuse, and other disabling conditions. The program offers a combination of affordable housing and support services designed to help individuals and families use housing as a platform for wellness and recovery following a period of homelessness, hospitalization or incarceration. The goal of Housing Support Services is to assist individuals in obtaining employment, independent living skills, recovery and increased self-sufficiency. In addition, BHRS provides Employment Support Services to individuals with psychiatric disabilities who are working towards Employment and Housing goals. The program provides an opportunity for individuals with severe mental health disabilities to work in the community. Often, BHRS and City HUD funding resources are leveraged together when partnering with local affordable housing developers such as the SRHA and STANCO.

Actions planned to enhance coordination between public and private housing and social service agencies
City of Modesto relies primarily on its (A) close consultation with the CSOC, which is made up of representative stakeholders and (B) monthly meetings with its public and private housing development partners, which include local private CHDOs (e.g., Habitat for Humanity, Stanislaus County and Stanislaus Affordable Housing Corporation, and Great Valley Housing Development Corporation (GVHDC), the Stanislaus Regional Housing Authority, and BHRS to enhance coordination in the areas of community housing and social services.

The City of Modesto relies on non-profit organizations and for-profit developers to build and acquire, develop, and rehabilitate affordable units. The City of Modesto will continue to work closely with these entities to ensure that each year as many new affordable units are developed or made available.

The City of Modesto also relies on the non-profit service sector to provide emergency shelter and transitional and special needs housing. The City of Modesto will continue to support eligible organizations and their activities with local, state and federal funding as it’s made available and upon their governing entity’s approval.

Discussion:

No additional discussion.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $ 42,396

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
$ 0.00

3. The amount of surplus funds from urban renewal settlements $0.00

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $0.00

5. The amount of income from float-funded activities $0.00 Total Program Income $254,884
Other CDBG Requirements

1. The amount of urgent need activities $0
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City of Modesto does not use form of investment within the local HOME program other than those identified in Section 92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

When HOME funds are used for homebuyer activities, the City will follow the following guidelines:

Pursuant to 24 CFR 92.254(a)(5)(ii), the City requires that HOME funds be recaptured if the property #17..
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does not continue to be the principal residence of the buyer for the duration of the Affordability Period secured by an Affordable Housing Covenant. The Recapture Provision shall apply to a HOME assisted property only when a Direct HOME Subsidy is provided to a homebuyer.

Per, 24 CFR 92.254(a)(5)(ii)(A), In establishing recapture requirements, the City of Modesto is subject to the limitation that when the recapture requirement is triggered by a sale (voluntarily or involuntarily) of the housing unit, and there are no net proceeds or the net proceeds are insufficient to repay the HOME investment due, the City of Modesto will only recapture the net proceeds, if any.

The net proceeds are the sales price minus superior loan repayment (other than HOME funds) and any closing costs.

Of the recapture options described in 92.254(a)(5)(ii)(A), the City of Modesto will use a the “Shared Net Proceeds” option as outlined in 24 CFR 92.254(a)(5)(ii)(A)(3). With this option, if the net proceeds are not sufficient to recapture the entire HOME investment, the City and original homebuyer will share the net proceeds.

To calculate the amount of net proceeds (or shared appreciation) to be returned to the City the following formula will be applied:

HOME investment x Net proceeds = HOME amount to be recaptured HOME Investment + Homeowner Investment
To calculate the amount of net proceeds (or shared appreciation) to available to the homebuyer the following formula will be applied:

HOME investment x Net proceeds = HOME amount to be recaptured Direct HOME Subsidy + Homeowner Investment
Since the HOME rule limits recapture to available net proceeds, the City will only recapture what is available from net proceeds. In this case, the City is not required to repay the difference between the total direct HOME subsidy and the amount the City is able to recapture from available net proceeds.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

When HOME funds are used for resale or recapture, the City will follow the following guidelines:

Pursuant to 24 CFR 92.254(a)(5)(ii), the City requires that HOME funds be recaptured if the property does not continue to be the principal residence of the buyer for the duration of the Affordability Period secured by an Affordable Housing Covenant. The Recapture Provision shall apply to a HOME assisted property only when a Direct HOME Subsidy is provided to a homebuyer.

The Recapture provision will ensure that the City of Modesto recoups all or a portion of the HOME assistance to the homebuyers, if the housing does not continue to be the principal residence of the family for the duration of the affordability period.
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Per, 24 CFR 92.254(a)(5)(ii)(A), In establishing recapture requirements, the City of Modesto is subject to the limitation that when the recapture requirement is triggered by a sale (voluntarily or involuntarily) of the housing unit, and there are no net proceeds or the net proceeds are insufficient to repay the HOME investment due, the City of Modesto will only recapture the net proceeds, if any.

The net proceeds are the sales price minus superior loan repayment (other than HOME funds) and any closing costs.

To calculate the amount of net proceeds (or shared appreciation) to be returned to the City the following formula will be applied:

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City does not intend to use HOME funds for refinancing activities.

Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) The City, in consultation with Continuum of Care stakeholders, developed policies and procedures for providing ESG assistance. The policies and procedures adopted are in accordance with HUD and HCD guidelines.

Standards for providing ESG homelessness prevention and rapid re-housing assistance include targeting households with dependent children and persons experiencing homelessness connected to or eligible to receive (within 6 months) assistance from mainstream benefits and services.

The City’s ESG policies may be accessed at the following website:
https://www.modestogov.com/DocumentCenter/View/6198/Section-5---Emergency-Solutions- #17..
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Grants

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

The CoC continues to work with partners and stakeholders in the implementation of the Coordinated Entry System (CES) process. Coordinated Entry (CE) is a consistent, community wide intake and placement process through which people experiencing homelessness are efficiently connected to available housing services within the community. With Coordinated Entry, homeless individuals and families complete standard triage assessment survey that identifies the best type of services for that household. Participating programs accept referrals from the system, reducing the need for people to traverse the county seeking assistance at every provider separately. The process helps prioritize housing and homeless assistance based on vulnerability and severity of service needs to ensure that people who need assistance the most can receive it in a timely manner. The process also provides information about service needs and gaps to help plan assistance and identify needed resources in our community. The community has worked hard to improve on this process and ensure that we are assisting poverty-level families not only with prioritizing them for their housing needs but assessing all other needs. Now that these needs are assessed case managers will continue reaching out to the members to connect to applicable services until housing becomes available.

The intent is to provide coordinated entry to the entire geographic area through Access Points.

Access Points are places–either virtual or physical–where an individual or family in need of assistance accesses the coordinated entry process. People experiencing homelessness can complete the assessment survey to participate in coordinated entry and are matched with community resources that best fit their situation. All locations and methods offer the same assessment approach and referrals using uniform decision-making processes. The Access Points in Stanislaus County include: 1) A centralized physical location (Access Center) in Stanislaus County where housing and support services, among others are provided, 2) 211 hotline system that screens and directly connects people to services, 3) Continuum of Care partners that provide assessments using the same tool county-wide, 4) A specialized Multi-disciplinary Outreach and Engagement Team that scouts the geographic area to provide access to those who might not want to engage at a physical access point.

Currently, the CoC holds meetings every other week for Coordinated Entry meetings/conference calls with housing/service providers where the list of homeless individuals who have been vetted through the CES process is reviewed for gauging individual housing readiness. Each individual is assessed as to housing readiness and is placed in any housing available within the community.

The Coordinated Entry System Policies and Procedures Manual was updated in August 2021. The manual outlines a process that consists of four (4) phases:

1. Assessment
a. During this phase all community members experiencing homelessness or chronic homelessness are to be assessed by a Housing Assessor and their Standardized Assessment (uniform community assessment forms) score is placed a community queue #17..
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for housing.

2. Housing Match and Prioritization
a. The Case Conferencing Team will meet to review the community housing queue and begin to match eligible participants with housing opportunities. These Case Conferencing Teams meet weekly or more frequently based on need.

3. Documentation and Housing Navigation
a. In this phase, official eligibility documentation, as standardized by the CoC, are gathered to prepare a household for an available housing intervention. The Housing navigator works with Housing Providers to guide a household through the referral and move-in process.

4. Housing Placement
a. This phase includes ensuring that the households is ready for move-in and documenting client acceptance and move-in date in HMIS.

For the full Coordinated Entry Policies and Procedures Manual, please find it at this link -> https://csocstan.com/coordinated-entry-system-ces-policies-and-procedures-manual/

3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).

The City of Modesto competitively awards ESG funding through an RFP process. This RFP process conforms to the City of Modesto’s rigorous procurement policies, including public noticing and utilizing its Neighborly online based grant management system. The funding priorities as it relates to ESG are funding emergency shelter to the maximum extent possible and prioritizing rapid re-housing and homelessness prevention.

The RFP Process is undertaken through the following steps:

1. The City publishes a Notice of Funding Availability (NOFA)

2. The City holds are technical workshop for those organizations planning to apply for funds

3. The City conducts a technical review on all applications received

4. The City submits technical review notifications

5. Following technical review notifications, the City allows organizations one week to appeal their technical review determination

6. Grant presentations are made to the Modesto Grant Review Committee

7. Award notifications are made

8. Associated projects and planned activities are included in the Annual Action Plan that is presented to City Council

9. Sub-recipient grant agreements are finalized

4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.

The City of Modesto works very closely with the CoC which is made up of a representative group of diverse stakeholders, including persons experiencing homelessness and those who at one time in #17..
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their lives had experienced homelessness. The CoC bylaws, amended in December 16, 2021, identify the CoC Council Members. Those bylaws state that “2 people who are or have experienced homelessness” are to be members of the CSOC council, elected/appointed by the general membership of the CSOC.

Alongside working with the CSOC, the City regularly participates in Stanislaus Homeless Alliance (SHA) discussions when developing policies and funding recommendations regarding facilities and services funded under ESG.

5. Describe performance standards for evaluating ESG.

To develop performance standards and evaluate outcomes of projects and activities assisted by ESG funds, the City of Modesto uses performance measures captured annually by HMIS to evaluate the outcomes of projects assisted with ESG funds. The performance measures will help evaluate the performance to determine the most effective services and assist with future allocation of ESG funds.

These include: length of homelessness, returns to homelessness, number of sheltered homes persons, employment and income growth for persons, homeless for the first time, and exit and retention to permanent housing.

Discussion
The City of Modesto consults closely and regularly with the CoC and its HMIS, ESG/HPRP, and Supportive Housing Program (SHP) subcommittees, which develop policies and procedures for these programs and has played an active role in building the service infrastructure to sustain and improve the coordinated entry system. This consultation includes but is not limited to reports and presentations that are placed on the CoC monthly meeting agendas, weekly coordinated entry meetings to place individuals in housing, and ongoing coordination amongst service providers related to housing placement of homeless individuals.
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OFFICE OF THE CITY CLERK

NOTICE OF SPECIAL MEETING
Please take notice that a special Closed Session meeting of the Council of the City of Modesto has been called pursuant to Section 2-1.02 of the Modesto Municipal Code to be convened on
TUESDAY, MAY 24, 2022 at 4:00 PM
and after the regularly scheduled meeting in the Tenth Street Place, Chambers Conference Room, Basement Level, 1010 Tenth Street, Modesto, California.

Any and all of the following agenda items are subject to action being taken by the Modesto City Council.

The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:

CLOSED SESSION

PUBLIC EMPLOYEE PERFORMANCE EVALUATION
(Pursuant to Section 54957 of the Government Code)
Title: City Attorney
CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCEA Negotiator: Christina Alger
Employee Organization: Modesto City Employees Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCMA Negotiator: Christina Alger
Employee Organization: Modesto Confidential & Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPOA Negotiator: Christina Alger
Employee Organization: Modesto Police Officers’ Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPNSA Negotiator: Christina Alger
Employee Organization: Modesto Police Non-Sworn Association #18..
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CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) –MPMA Negotiator: Christina Alger
Employee Organization: Modesto Police Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCFFA Negotiator: Christina Alger
Employee Organization: Modesto City Firefighters Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – Unrepresented Negotiator: Christina Alger
Employee Organization: Unrepresented Management and Confidential Employees May 19, 2022

BY ORDER OF THE CHAIR
/S
Diane Nayares-Perez, CMC, City Clerk
Posted pursuant to Government Code Section 54956 on the bulletin board at Tenth Street Place on at by
date time signature
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TO: THE CLERK OF THE CITY OF MODESTO
RE: CLOSED SESSION
Pursuant to Section 2-1.02 of the Modesto Municipal Code, you are hereby authorized and empowered to call a special Closed Session meeting of the Council of the City of Modesto to be convened on
TUESDAY, MAY 24, 2022 at 4:00 PM
and after the regularly scheduled meeting in the Tenth Street Place, Chambers Conference Room, Basement Level, 1010 Tenth Street, Modesto, California.

Any and all of the following agenda items are subject to action being taken by the Modesto City Council.

The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:

CLOSED SESSION

PUBLIC EMPLOYEE PERFORMANCE EVALUATION
(Pursuant to Section 54957 of the Government Code)
Title: City Attorney
CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCEA Negotiator: Christina Alger
Employee Organization: Modesto City Employees Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCMA Negotiator: Christina Alger
Employee Organization: Modesto Confidential & Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPOA Negotiator: Christina Alger
Employee Organization: Modesto Police Officers’ Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPNSA Negotiator: Christina Alger
Employee Organization: Modesto Police Non-Sworn Association #18..
- 418 -
CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) –MPMA Negotiator: Christina Alger
Employee Organization: Modesto Police Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCFFA Negotiator: Christina Alger
Employee Organization: Modesto City Firefighters Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – Unrepresented Negotiator: Christina Alger
Employee Organization: Unrepresented Management and Confidential Employees May 19, 2022

BY ORDER OF THE CHAIR
/S
_________________________
SUE ZWAHLEN, Mayor
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Modesto City CouncilMay 24, 2022

Modesto City Council
May 24, 2022