Annual Action Plan
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ANNUAL ACTION PLAN
FISCAL YEAR 2025 – 2026
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME)
EMERGENCY SOLUTIONS GRANTS (ESG)
DRAFT
City of Moreno Valley
Grants Division
14177 Frederick St.
Moreno Valley, CA 92552
Annual Action Plan
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Every year the Department of Housing and Urban Development (HUD) allocates federal grant monies to Entitlement Cities (eligible, selected cities with a population exceeding 50,000). The city of Moreno Valley is considered an entitlement city and receives federal funding on an annual basis from HUD for three federal grant programs: Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grants (ESG).
The City of Moreno Valley utilizes these federal grant monies to support programs that provide decent housing, build infrastructure, create economic development opportunities, and provide a variety of social services for low to moderate-income residents. The City’s Five-Year Consolidated Plan (ConPlan) is a comprehensive planning document that provides the framework for the use of CDBG, HOME, and ESG funds to provide community development, housing, and homeless activities. The current Consolidated Plan cycle runs from July 2023 through June 2028. The FY 2025-2026 Annual Action Plan is the third year in the ConPlan cycle.
The FY 2025-2026 Annual Action Plan (AAP) serves as the update to the Consolidated Plan and identifies the distribution of federal funds for specific activities and programs during the program year. Although HUD has not yet released the City’s funding allocations for FY 2025- 2026, the City is using estimated allocations based on the allocations it received last year from HUD. All proposed activities’ budgets will be proportionately increased or decreased from the estimated funding levels to match actual allocation amounts when these are released by HUD.
For FY 2025-2026, the City is estimating receiving approximately $1,957,039 in CDBG funds, $628,174 in HOME funds, and $173,935 in ESG funds; these amounts do not include any unspent funds from prior years as those are identified later in this plan. These funds will support housing, community development and homeless prevention activities. The Annual Action Plan also provides a basis for assessing performance. At the end of the program year, a Consolidated Annual Performance and Evaluation Report (CAPER) provides information on the annual programmatic accomplishments.
2. Summarize the objectives and outcomes identified in the Plan The main objective of the Annual Action Plan is to outline the City’s efforts in meeting the goals that were outlined in its HUD approved Consolidated Plan. The goals as outlined in the City’s 2023-2028 Consolidated Plan are as follows:
• Public Facilities & Infrastructure Activities
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• Fair Housing Activities
• Public Service Activities
• Homeless/Homelessness Prevention Activities
• Housing and Neighborhood Improvement Activities
• Health, Safety, and Public Awareness Activities
• Economic Development Activities
• Slum or Blight Activities
• Historic Preservation Activities
• Planning and Administration
For FY 2025-2026 the City will focus on the following ConPlan goals and outcomes:
• Public Facilities & Infrastructure Activities
• Fair Housing Activities
• Public Service Activities
• Homeless/Homelessness Prevention Activities
• Housing and Neighborhood Improvement Activities
• Planning and Administration
3. Evaluation of past performance
The City chose the goals and projects identified in this plan by revisiting its objectives during a series of public meetings and public hearings as part of its citizen participation plan. Evaluation of the most recently completed fiscal year (FY) projects was also factored into the selection of projects. For example, at the end of FY 2023-2024 the City, through its subrecipients, was able to:
• Provide fair housing services for 3,438 people.
• Assist 72 people with homelessness preventions services. • Rehabilitate 26 households.
• Provide public services that improved the well-being of 58,092 people.
4. Summary of Citizen Participation Process and consultation process The City of Moreno Valley HUD approved Citizen Participation Plan contains the City’s policies and procedures for public involvement in the Consolidated Plan process and the use of Federal grant funds. As part of the City’s Citizen Participation Plan, the City held two (2) public meetings and three (3) public hearings. All citizen participation was accomplished through meetings, published public notices, and online announcements. The City invited residents, non-profit organizations, and surrounding jurisdictions to solicit input on community needs.
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The first public meeting took place on November 26, 2024, to review the goals and objectives to be included in the Annual Action Plan. The first public hearing took place on December 17, 2024, to provide residents with the opportunity to provide comments regarding priority needs in the community. A second public meeting was held on March 25, 2025, to review the subrecipient applications the City received for inclusion in the AAP. A second public hearing was held on April 15, 2025; at this meeting the City Council reviewed the proposed activity selections, and the public was encouraged to provide comments. The proposed Action Plan was available for a 30-day public examination and comment period from April 4, 2025, through May 6, 2025. A final public hearing took place on May 6, 2025, after the close of the public review period. The final public hearing allowed the public an opportunity to comment on the proposed Action Plan before implementation by the City Council.
5. Summary of public comments
To be updated after Public Hearing 3.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted.
7. Summary
See summary noted above.
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Agency Role Name Department/Agency
CDBG Administrator City of Moreno Valley Grants Division ESG Administrator City of Moreno Valley Grants Division HOME Administrator City of Moreno Valley Grants Division Table 1 – Responsible Agencies
Narrative (optional)
The City of Moreno Valley Grants Division is responsible for the development of the Annual Action Plan. The Annual Action Plan was prepared with input from public stakeholders such as local non-profit agencies, social service organizations, and interested members of the public.
Consolidated Plan Public Contact Information
The primary contact concerning this plan is Viviana McDaniel, Grants Division Manager. Primary contacts can be reached at 951- 413-3450 or by email at [email protected].
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City's Citizen Participation process allows residents, local service providers, government entities, and others to provide input during the funding allocation process. A list of organizations, entities, and other participants is included in Table 2 below.
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)) One resource that the City utilizes to assist in coordination with housing providers and health/mental health providers is the City’s participation in the Riverside County’s Continuum of Care (CoC). City staff meet regularly with the CoC. The City’s involvement in the CoC allows for open dialogue with key agencies like the Riverside County Department of Public Social Services, the Riverside County Housing Authority, the Department of Mental Health, the County Adult Homeless Unit, local law enforcement and numerous local service providers. The CoC convenes these organizations with the goal of addressing homelessness, but in the process, also discusses other community needs, such as public housing and emergency services needed in the region. Riverside County’s CoC is active, and the Board consists of higher-level representatives with the authority to implement changes at each of their respective organizations.
The City will continue to be supportive of direct applications for funds from housing providers as well as local Community Housing and Development Organizations (CHDOs). Cooperation with surrounding jurisdictions has been essential in promoting the City’s ability to address a wide variety of community needs including housing rehabilitation, housing programs, public services, and public safety. To facilitate organization and solidarity, the City will continue to work with these entities by attending regular meetings, events, and joint endeavors. The City hopes to work with resources available through affordable housing financial institutions. These private businesses will be included in the annual plans as applicable.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless people (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and people at risk of homelessness.
The CoC’s primary goal is to address homelessness in the region. The group is charged with developing and implementing Riverside County’s five-year plan to end homelessness and address housing in the County. The CoC receives funding to offer homeless services and shelter. Moreno Valley staff regularly attend meetings held by the CoC. In addition, city staff assist in organizing and coordinating the Homeless Point in Time (PIT) Counts. Participating in these counts provides staff with firsthand knowledge of homeless needs through direct
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interaction with potential recipients of homeless services. Data from the homeless count is considered when determining homeless service needs and levels in the City.
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.
The CoC serves as the planning body for the County's submission of the Riverside County Consolidated Application for HUD funds such as ESG. City staff have historically participated in rating grantee applications for ESG funding. The City then consults with the CoC by sharing ESG funding recommendations from staff and requesting feedback. For the ESG activities proposed within the Action Plan, City representatives consulted with the CoC by forwarding a summary of all applications along with Council recommendations and requesting CoC members provide feedback via e-mail. The City took their feedback into consideration in making its final award determination. The administration/operation of HMIS is handled through the County of Riverside. City of Moreno Valley representatives consistently communicate with County HMIS staff and discuss program set-up, training, and discuss ESG reporting requirements.
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.
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Agency/ Group/
Organization
Agency/ Group/
Organization Type
What section of the
Plan was addressed by
Consultation?
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes
of the consultation or areas for improved
coordination?
1 HOUSING
AUTHORITY OF
RIVERSIDE COUNTY
• Housing
• PHA
• Other Government ‐
County
• Housing Need
Assessment
• Public Housing
Needs
• Non‐Homeless
Special Needs
Throughout the year, the City reviews proposed
development sites, the comprehensive plan of the PHA,
and any proposed demolition or disposition of public
housing developments. In reviewing PHA
comprehensive plan the City can determine regional
housing needs as established by the PHA. It is
anticipated this continued relationship with the PHA will allow the City to identify needs and gaps in service to improve service delivery.
2 RIVERSIDE COUNTY
CONTINUUM OF
CARE
• Housing
• PHA
• Services ‐ Housing
• Services‐Persons
with HIV/AIDS
• Services‐Victims of
Domestic Violence
• Services‐homeless
• Other Government ‐
County
• Regional
Organization
• Planning
Organization
• Civic Leaders
• Housing Need
Assessment
• Public Housing
Needs
• Homeless -Needs ‐
Chronically
homeless
• Homeless Needs ‐
Families with
children
• Homelessness
Needs ‐ Veterans
• Homelessness
Needs ‐
Unaccompanied
youth
• Homelessness
Strategy
• Anti‐poverty
Strategy
The City is a member of the regional CoC. As a result of membership, the City regularly consults with various
cities, county, and local homeless service providers
about all matters of homelessness affecting the area.
The City coordinates with the CoC for the Veterans,
Youth, and general Point in Time Homeless Count in
Moreno Valley.
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3 FAIR HOUSING
COUNCIL OF
RIVERSIDE COUNTY,
INC.
• Service‐Fair Housing • Housing Need
Assessment
The City outreached to the Fair Housing Council of
Riverside County (FHCRC) to assist the City in the
development of the Consolidated. FHCRC was also
instrumental in providing the City with key fair housing data to complete the Consolidated Plan and is a
consistent partner of the City.
4 HABITAT FOR
HUMANITY
RIVERSIDE INC.
• Housing • Housing Need
Assessment
• Non‐Homeless
Special Needs
• Anti‐poverty
Strategy
The City regularly engages with the organization and
discusses the coordination of local housing programs for low/moderate income and special needs populations
(elderly and disabled).
5 FAMILY SERVICE
ASSOCIATION OF
WESTERN
RIVERSIDE COUNTY
(FSA)
• Services‐Children
• Services‐Elderly
Persons
• Services‐Persons
with Disabilities
• Services‐Persons
with HIV/AIDS
• Services‐Victims of
Domestic Violence
• Services‐Homeless
• Services‐Health
• Services‐Education
• Services‐
Employment
• Housing Need
Assessment
• 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
The City has had a long relationship with the Family
Services Association (FSA) and meets with the
organization periodically to discuss community needs. It is anticipated that the City will continue to collaborate with FSA on meeting the needs of Moreno Valley
residents.
6 RIVERSIDE
UNIVERSITY HEALTH
SYSTEM‐PUBLIC
HEALTH AND
BEHAVIORAL
HEALTH
• Services‐Health
• Health Agency
• Housing Need
Assessment
• Non‐Homeless
Special Needs
The City reviewed information related to needs
assessment.
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7 RIVERSIDE COUNTY
OFFICE ON AGING
• Services‐Elderly
Persons
• Services‐Persons
with Disabilities
• Housing Need
Assessment
• Non‐Homeless
Special Needs
• Anti‐poverty
Strategy
The City obtained information on the elderly needs
assessment, priority needs, and affordable housing
developments serving seniors and disabled persons.
8 CALIFORNIA
DEPARTMENT OF
PUBLIC HEALTH
• Services‐Health
• Other government ‐
State
• Housing Need
Assessment
• Non‐Homeless
Special Needs
The Departments Health Facilities Consumer System
was consulted for purposes of developing an inventory
of Intermediate Care Facilities for Developmentally
Disabled Persons and Congregate Care Facilities for the Elderly.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting All relevant housing, social services and other entities were consulted. Other local/regional/state/federal planning efforts considered when preparing the Plan are listed in the table below.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
Continuum of Care Riverside County Department of Public Social Services
The CoC plan and the City’s Consolidated
Plan are very consistent in their goals for the
Region and agree that a regional effort is
required.
General Plan City of Moreno Valley The General Plan was consulted to ensure that the goals of the Consolidated Plan align
with the overall City goals.
Housing Element City of Moreno Valley The Housing Element was consulted to review the goals, policies, and programs
related to housing conditions and needs.
Table 3 – Other local / regional / federal planning efforts
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Narrative (optional)
Pursuant to the ConPlan regulations, during the process of developing the Consolidated Plan the City’s consultation process included gathering information on broadband internet service providers, organizations engaged in narrowing the digital divide, agencies whose primary responsibilities include the management of flood prone areas, public land or water resources, and emergency management agencies.
Broadband Internet Service Providers/Organization Engaged in Narrowing the Digital Divide:
The FCC definition of broadband includes download speeds faster than 25 Mbps. The City has three types of internet service providers: cable, DSL, and fiber. The internet service providers include AT&T, Frontier, Spectrum, Mediacom, HughesNet and Time Warner. According to Stanford University, the "digital divide" refers to the growing gap between the underprivileged members of society, especially the poor, rural, elderly, and handicapped portion of the population who do not have access to computers or the internet; and the wealthy, middle class, and young Americans living in urban and suburban areas who have access. RIVCOconnect is a Riverside County initiative, supported by the Riverside County Board of Supervisors and Executive Office, and led by Riverside County Information Technology (RCIT), that seeks to remove the roadblocks that obstruct service providers from building out current infrastructure. RIVCOconnect invites the private sector to deliver broadband services Countywide at speeds of 1 Gbps and above.
Additionally, the Moreno Valley Public Library provides computer labs and online resources to all its patrons .
Management of Flood Prone Areas
The flood prone areas within the City have been mapped by the County of Riverside and the Federal Emergency Management Agency (FEMA). The Riverside County Flood Control and Water Conservation District is responsible for the planning and construction of regional flood control facilities. The City retains the responsibility for designing, construction, and maintenance of local drainage facilities. Four types of flooding conditions could occur in Moreno Valley: flooding in defined watercourses; ponding; sheet flow; and dam inundation flooding. Flood levels within defined water courses vary along many of the drainage paths and floodplains.
Emergency Management Agencies
The City of Moreno Valley Fire Department Office of Emergency Management and Volunteer Services (OEM) is responsible for the four phases of emergency management: mitigation, preparation, response, and recovery. Throughout these phases, OEM collaborates with internal and external first responder and emergency management stakeholders within the Standardized Emergency
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Management System (SEMS) and the National Incident Management System (NIMS) frameworks. OEM assists City departments, businesses, faith-based, and non-governmental organizations in preparing for, responding to, and recovering from emergencies and disasters.
Land or Water Resources
According to the General Plan Conservation Element, water resources include two hydrological groundwater basins in the planning area: The Perris Basin and the San Jacinto Basin. The primary purveyor of water in Moreno Valley since the 1950’s has been the Eastern Municipal Water District. The State Water Project brought additional imported water to Moreno Valley and EMWD’s service area.
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
The City’s citizen participation process and efforts were comprised of those noted in Table 4-Citizen Participation Outreach. Input received during the public participation process contributed to the goal setting for the Consolidated Plan.
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Citizen Participation Outreach
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments not
accepted and reasons
1 Public Meeting No.1 –
Nov. 26, 2024
Non-target/
Broad Community
All interested people
Public Meeting No. 1 was held on Nov.
26, 2024, so that the Finance
Subcommittee could review the FY 25-
26 AAP Objectives and Policies.
No comments received. N/A
2 NOFA –
Dec. 13, 2024
Non-target/
broad
Community
All interested persons
A notice was published to announce
the FY 2025-2026 Notice of Funding
Availability (NOFA).
The notice was published on Dec. 13,
2024. Applications were due on Jan.
31, 2025.
N/A N/A
3 Public Hearing No. 1 –
Dec. 17, 2024
Non-target/
Broad Community
All interested persons
Public Hearing No. 1 was held on Dec.
17, 2024, so that the City Council could
review and adopt the FY 25-26 AAP
Objectives and Policies.
The notice was published in local
newspapers on Nov. 15, 2024.
No comments received. N/A
4 NOFA Technical Assistance
Workshop –
Jan. 09, 2025
Non-target/
broad
Community
All interested persons
A technical assistance workshop was
held to discuss objectives and policies
related to CDBG, HOME and ESG
funding.
The workshop was held on Jan. 09,
2025. The workshop was attended by
17 potential applicants.
All questions were
answered during the
workshop.
N/A
5 Public Meeting No.2 –
Mar. 25, 2025
Non-target/
Broad Community
All interested persons
Public Meeting No. 2 was held on Mar.
25, 2025, so that the Finance
Subcommittee can review the FY 25-
26 AAP applicants.
N/A N/A
6 Public Hearing No. 2 –
April 15, 2025
Non-target/
Broad Community
All interested persons
Public Hearing No. 2 was held on Apr.
15, 2025, so that the City Council could
review the FY 25-26 AAP applicants.
The notice was published in local
newspapers on Mar. 28, 2025.
Comment regarding
effectiveness of housing
programs and their impact
on those not receiving
services but being
impacted by increase costs
and making thing
unaffordable.
N/A
7 Public Hearing No. 3 –
May 06, 2025
Non-target/
Broad Community
All interested persons
Public Hearing No. 3 was held on May
06, 2024, so that the City Council could
review and adopt the FY 25-26 AAP.
The notice was published in local
newspapers on Apr. 4, 2025.
TBD TBD
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
For FY 2025-2026 the city of Moreno Valley anticipates the resources noted in the table below. Although HUD has not yet released the City’s funding allocations for FY 2025-2026, the City is using estimated allocations based on the allocations it received last year.
All proposed activities’ budgets will be proportionately increased or decreased from the estimated funding levels to match actual
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allocation amounts when these are released by HUD. from HUD.
Anticipated Resources
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Program Source
of
Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount
Available
Remainder
of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG
Public
–
Federal
-Acquisition
-Admin and
Planning
-Economic
Development
-Housing
-Public
Improvements
-Public Services
$1,957,039 $0 $75,797 $2,032,836 $3,591,962
A formula‐based
program that annually
allocates funds to
metropolitan cities,
urban counties, and
states for a wide range
of eligible housing and
community
development activities
HOME
Public
–
Federal
-Acquisition
-Homebuyer
Assistance
-Homeowner
Rehab
-Multifamily
Rental New
Construction
-Multifamily
Rental Rehab
-New
Construction for
Ownership
-TBRA
$628,174 $0 $1,084,695 $1,712,869 $2,390,837
A formula‐based
program that provides
allocations to states
and units of general
local governments,
known as participating
jurisdictions. Its
purpose is to retain
and expand the supply
of affordable housing
principally for low‐ and
extremely low‐income
families through
housing rehabilitation,
new construction, first‐
time home buyer
financing, and rental
assistance.
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ESG
Public
–
Federal
Conversion and
Rehab for
Transitional
Housing
-Financial
Assistance
-Overnight Shelter
-Rapid Re‐
Housing (rental
assistance)
-Rental
Assistance
Services
-Transitional
Housing
$173,935 $0 $0 $173,935 $340,840
A formula ‐based
program that allocates
funds to states,
metropolitan cities, and
urban counties to
support emergency
shelters and other
assistance for
homeless individuals
and families.
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.
The City and HUD share an interest in leveraging HUD resources to the maximum extent that it is feasible to address priority needs and associated goals. Volunteer services and private donations provide additional resources to leverage CDBG funds for public service activities.
Some of the City’s potential leveraging resources are listed below:
• Low‐income Housing Tax Credit (LIHTC): The California Tax Credit Allocation Committee (TCAC) allocates federal and state tax credits to affordable housing projects. Corporations provide equity to build the projects in return for the tax credits. • Affordable Housing Sustainable Communities Housing Program: AHSC directs investments to historically under invested communities, giving more Californians access to opportunity. At least 50% of AHSC funding is required by state law to be allocated to affordable housing and projects in, or that provide a benefit to, disadvantaged communities. • Housing Choice Vouchers: The Section 8 rental voucher program provides rental assistance to help very low‐income families afford decent, safe, and sanitary rental housing. The County of Riverside Housing Authority pays the owner a portion of the rent (a housing assistance payment (HAP)) on behalf of the family.
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• Mortgage Credit Certificate Program: Income tax credits are available to first time homebuyers to buy new or existing single‐ family housing. Riverside County administers programs on behalf of jurisdictions in the County. A Mortgage Credit Certificate (MCC) entitles qualified home buyers to reduce the amount of their federal income tax liability by an amount equal to a portion of the interest paid during the year on a home mortgage.
Matching Requirements: Entitlement cities receiving HOME funds are required to contribute a 25% match of non‐HOME funds for every dollar of HOME funds spent. The HOME statute also provides for a reduction of the matching contribution under three conditions: 1. Fiscal distress, 2. Severe fiscal distress, and 3. Presidential disaster declarations. Moreno Valley has been identified by HUD as a fiscally distressed jurisdiction for several consecutive years and has been granted a 50 percent match reduction. The City anticipates that the ‘fiscally distressed’ classification to continue through the Annual Action Plan period.
The Emergency Solutions Grant program has a 100% match requirement that can be met as dollar for dollar or with in-kind services.
During the FY 2025‐2026 application process, the City has requested that ESG applicants be prepared to provide the match that would equal amounts of cash or in‐kind services.
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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
Current land holdings that may be available for affordable housing developments include:
• Day/Alessandro 8.15 acres
• Fir/Heacock 0.90 acres
• JFK/Elm 0.17 acres
• Sheila/Perris 0.18 acre
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Public Facilities and
Infrastructure Improvement
Activities
2025 2026
Non-Housing
Community
Development
Target
Areas
Public
Facilities and
Infrastructure
CDBG:
$1,205,428
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit: 1,315
Persons Assisted
2 Fair Housing Activities 2025 2026 Public Service Citywide Housing Discrimination
CDBG:
$74,000
4,000 Persons Assisted
3 Public Services Activities 2025 2026 Public Service
Citywide;
Target
Areas
Public Service CDBG:
$286,000 1,220 Persons Assisted
4 Homeless/Homelessness
Prevention Activities 2025 2026 Homeless Citywide Homelessness ESG:
$160,890 30 Persons Assisted
5 Housing and Neighborhood
Improvement Activities 2025 2026 Housing Target
Areas
Substandard
Housing HOME: $278,000 12 Households Assisted
6 Economic Development
Activities 2025 2026 Economic
Development Citywide Economic
Development
CDBG:
$150,000 50 Businesses Assisted
7 Planning and Administration 2025 2026 Program
Administration Citywide Planning and
Administration
CDBG: $391,407
ESG: $13,045
HOME: $62,817
Other: 0
Table 6 – Goals Summary
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Goal Descriptions
Goal Name Goal Description
1 Capital Improvement
Activities
Acquisition, design, construction, and installation of needed public facilities and improvements located in CDBG income eligible Target Areas where infrastructure is missing or substandard. Public facilities and improvements may include ADA-compliant ramps and sidewalk improvements, storm drains, and water and sewer lines. Improvements shall facilitate pedestrian activity, eliminate flooding, and provide safer streets within the Target Areas
2 Fair Housing Activities
The promotion of housing choice and support of state and federal fair housing laws to ensure that all residents have access to a decent home in a suitable living environment in the City. Fair Housing activities are met by promoting and affirmatively furthering equitable housing opportunities through education, counseling, enforcement, and training. 3 Public Services Activities
Improving the quantity and quality of public services, principally for low-and- moderate income persons, including the homeless, elderly, and disabled. The following services are identified by order of priority:
1. ‘Basic Needs’ Related Social Services Programs (such as but not limited to emergency food, shelter (homelessness), and utility assistance)
2. Community Public Safety Programs
3. Programs offering Low-Cost Transportation
4. Employment Services/Programs and Job (Skills) Training
5. Free/Low-Cost programs for School-Aged Youth
4 Homeless/Homelessness
Prevention Activities
Improve the quality of life for the city’s homeless and those threatened with homelessness by extending emergency services aimed at assisting, protecting, and improving the living conditions and ultimately stabilizing the housing situation of those individual(s). 5 Housing and
Neighborhood
Improvement Activities
Conserving and improving housing stock through rehabilitation of units occupied by low-and-moderate income households. Activities are designed to: (1) improve existing substandard or deteriorated housing stock that does not meet building, safety, or fire code and (2) achieve the goals identified in the City’s Consolidated Plan. 6 Economic Development
Activities
Expanded economic opportunities through micro-enterprise loan programs and counseling as well as employment and job skills programs to create and retain jobs for low-and-moderate persons. 7 Planning and
Administration
Overall program management, coordination, monitoring, and evaluation of projects funded by CDBG, HOME and ESG funds and the preparation of the Annual Action Plans and CAPERs.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The City of Moreno Valley has selected a variety of proposed activities and activities aimed at meeting the goals and priority needs established in the Consolidated Plan. For HOME, the City has allocated an allowable max of 10% Administration to be utilized for staffing and administration. The mandatory 15% CHDO set aside has also been allocated. The remaining funds will be used to fund Housing and Neighborhood Improvement Activities.
For ESG, the City has allocated the allowable max of 7.5% Administration to be utilized for staffing and administration. The city will then fund activities that address homelessness and homelessness prevention activities.
For CDBG, the City has allocated a maximum 15% Public Service cap for FY 2025-2026. The 20% Administration cap will be utilized for staffing and administration. The remaining 65% will fund other eligible activities
The projects listed below represent all the applications received for funding. Inclusion on this list, at this time, should not be interpreted as receiving funding. Funding recommendations will not be determined until City Council action at the adoption of the final Annual Action Plan an until a final plan is submitted to HUD.
Projects
# Project Name
1 HOME – PROGRAM ADMINISTRATION (2025)
2 HOME – CHDO SET ASIDE (2025)
3 HOME – HABITAT FOR HUMANITY RIVERSIDE: CRITICAL HOME REPAIR (2025) 4 HOME – UNENCUMBERED FUNDS (2025)
5 ESG – PLANNING AND ADMINISTRATION (2025)
6 ESG – PATH OF LIFE MINISTRIES: EMERGENCY SHELTER & RAPID REHOUSING (2025) 7 CDBG – PLANNING AND ADMINISTRATION (2025)
8 CDBG – ASSISTANCE LEAGUE OF RIVERSIDE: OPERATION SCHOOL BELL (2025) 9 CDBG –DIAPER BANK OF THE INLAND EMPIRE: DIAPER BANK PROGRAM (2025) 10 CDBG – FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY: FAIR HOUSING & LANDLORD- TENANT COUNSELING (2025)
11 CDBG – FAMILY SERVICE ASSOCIATION: SENIOR NUTRITION PROGRAM (2025) 12 CDBG – FRIENDS OF MORENO VALLEY SENIOR CENTER: MOVAN (202 5) 13 CDBG – OPERATION SAFE HOUSE: EMERGENCY SHELTER FOR YOUTH (2025) 14 CDBG – RIVERSIDE AREA RAPE CRISIS CENTER dba NORA: BUILDING SAFE COMMUNITIES (2025)
15 CDBG – VOICES FOR CHILDREN: COURT APPOINTED SPECIAL ADVOCATE (CASA) PROGRAM (2025)
16 CDBG – CITY OF MORENO VALLEY CAPITAL PROJECTS DIVISION: SHERMAN AVE.
SIDEWALK IMPROVEMENTS (2025)
17 CDBG – UPWARDS: BOOST PROGRAM (2025)
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing
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underserved needs.
Moreno Valley seeks to meet the federal national objectives of (1) providing benefits to the low and moderate income, (2) removing areas of slum and blight, and (3) meeting urgent or emergency community needs. The City also seeks to prioritize in a way that can assist goals set by the City Council including Revenue Diversification & Preservation, Public Safety, Positive Environment Community Image, and Neighborhood Pride & Cleanliness. Every year, in accordance with HUD’s requirements, Moreno Valley re‐evaluates and updates its program specific Objectives and Policies to ensure they adequately reflect the current needs of the community. The updated Objectives and Policies are adopted at the local level by the City Council for the upcoming program year. CDBG, HOME, and ESG Objectives and Policies primarily focus on: (1) defining the City’s funding priorities, (2) offering activity selection criteria, and (3) providing guidance for staff when reviewing and recommending programs and activities for funding.
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AP-38 Project Summary
Project Summary Information
1 Project Name HOME - PROGRAM ADMINISTRATION (2025)
Target Area City Wide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding HOME: $62,817
Description Comprehensive planning and administration of the HOME grant program.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description 14177 Frederick St., Moreno Valley, CA 92552 Planned Activities
Administration of the HOME program including project
management, various reporting, research, environmental
reviews, completion of the Annual Action Plan, preparation of the CAPER report, on‐site monitoring, etc.
2 Project Name CHDO SET ASIDE (2025)
Target Area CDBG Target Area(s)
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding HOME: $94,227
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Description Mandatory 15% set‐aside
Target Date TBD
Estimate the number and type of
families that will benefit from the
proposed activities
TBD
Location Description TBD
Planned Activities
Mandatory reservation of 15% annual HOME grant for a
CHDO project (to be identified). The City plans to reach out to local CHDO's and attempt to successfully establish or research viable projects for low‐ moderate income
households.
3 Project Name HABITAT FOR HUMANITY - CRITICAL HOME REPAIR (2025)
Target Area Citywide
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding HOME: $278,000
Description
The Critical Home Repair program (CHR) is a one-time
home preservation service that offers interior and exterior repairs designed to assist homeowners living in a single- family home or mobile home secured to the permanent
foundation as their primary residence within the city limit of Moreno Valley. The interior repairs consist of electrical, plumbing, flooring, wall repairs, kitchen repairs, termite work, air conditioning, insulation, bath repairs, heating and furnaces, ceiling repairs, etc. The exterior maintenance includes replacement or repairs of roofing, house trims, siding, awnings, steps, entrance, door, windows, porch
deck, handicap access ramps, weatherization, tree
removal, and any other maintenance to ensure health,
safety and code enforcement compliance.
Target Date 6/30/2027
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Estimate the number and type of
families that will benefit from the
proposed activities
12 households assisted
Location Description 12 households will be assisted through citywide limits.
Planned Activities
Units will be rehabilitated to ensure health, safety, and code enforcement compliance. These may include
activities to repair or replace the interior or exterior electrical, plumbing, floor, roof, etc.
4 Project Name HOME UNENCUMBERED FUNDS (2025)
Target Area Citywide
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding $1,277,825
Description TBD
Target Date No Target Date
Estimate the number and type of
families that will benefit from the
proposed activities
TBD
Location Description TBD
Planned Activities TBD
5 Project Name ESG – PLANNING AND ADMINISTRATION (2025) Target Area City Wide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding ESG: $13,045
Description Comprehensive planning and administration of the ESG grant program.
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Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description 14177 Frederick St., Moreno Valley, CA 92552 Planned Activities
Administration of the ESG program including project
management, various reporting, research, environmental
reviews, completion of the Annual Action Plan, preparation of the CAPER report, on‐site monitoring, etc.
6 Project Name PATH OF LIFE: EMERGENCY SHELTER & RAPID REHOUSING (2025)
Target Area Citywide
Goals Supported Homeless/Homeless Prevention Services
Needs Addressed Homeless/Homeless Prevention Services
Funding ESG: $160,890
Description
This project will assist unsheltered individuals and families from Moreno Valley who are staying at Path of Life
Ministries’ emergency shelters. Emergency Shelter will
provide them with shelter, showers, three meals, and case management services. Case Managers assess Shelter
Guests’ needs and create an Individual Service Plan (ISP), which is reviewed at weekly meetings when progress is
evaluated, and new goals are set. They help them to obtain legal documents, apply for mainstream benefits, get pre- employment training, connect them with community
resources, refer them to medical, mental health, and
substance use providers, and identify viable housing
options.
Target Date 6/30/2027
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Estimate the number and type of
families that will benefit from the
proposed activities
30 Persons Assisted
Location Description Citywide
Planned Activities This project will assist unsheltered individuals and families in the City of Moreno Valley.
7 Project Name CDBG – PLANNING AND ADMINISTRATION (2025) Target Area City Wide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $391,407
Description Comprehensive planning and administration of the CDBG grant program.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description 14177 Frederick St., Moreno Valley, CA 92552 Planned Activities
Administration of the CDBG program including project
management, various reporting, research, environmental
reviews, completion of the Annual Action Plan, preparation of the CAPER report, on‐site monitoring, etc.
8 Project Name CDBG - ASSISTANCE LEAGUE OF RIVERSIDE:
OPERATION SCHOOL BELL (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $25,000
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Description
Operation School Bell is a program provided to
elementary, middle, and high school students with a goal of assisting them in removing barriers to learning. The program provides new school clothes and dental kits to
homeless and economically disadvantaged children.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
440 Persons Assisted
Location Description
Operation School Bell is available to students attending a school in the Moreno Valley School District, as well as students in the Val Verde School District who reside in Moreno Valley.
Planned Activities The program provides new school clothes and dental kits to homeless and economically disadvantaged children.
9 Project Name CDBG – DIAPER BANK OF THE INLAND EMPIRE:
DIAPER BANK PROGRAM (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $17,000
Description
The Diaper Bank of the Inland Empire provides
diapers/wipes to Riverside and San Bernardino County
families with limited access to basic needs.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
150 Persons Assisted
Location Description Diaper Bank of the Inland Empire office, community-based organizations, or via mobile distribution.
Planned Activities
The Diaper Bank of the Inland Empire provides
diapers/wipes to Riverside and San Bernardino County
families with limited access to basic needs.
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10 Project Name
CDBG - FAIR HOUSING COUNCIL OF RIVERSIDE
COUNTY: FAIR HOUSING AND LANDLORD TENANT
COUNSELING (2025)
Target Area Citywide
Goals Supported Public Service Activities
Needs Addressed Housing Discrimination
Funding CDBG: $74,000
Description
The Fair Housing Council of Riverside County Inc. provides housing counseling services that affirmatively promote and protect housing rights and obligations, particularly for those experiencing adverse housing situations. FHCRC
accomplishes its mission by providing Anti-Discrimination and Landlord/Tenant counseling. FHCRC services are
available at no cost Monday through Friday by phone and at our Moreno Valley office. Each client is tracked from intake through resolution. Workshops and outreach are
also conducted
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
4,000 Persons Assisted
Location Description Services from Fair Housing Council of Riverside County is available to persons in the City of Moreno Valley.
Planned Activities
The Fair Housing Council of Riverside County, Inc.
(FHCRC) proposes offering a full menu of fair housing
services which affirmatively address and promote fair
housing rights and obligations.
11 Project Name CDBG – FAMILY SERVICES ASSOCIATION: SENIOR NUTRITION PROGRAM (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
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Funding CDBG: $30,000
Description
FSA’s Senior Nutrition Program provides one nutritionally balanced meal per day, Monday-Friday. The meals are
provided to seniors ages 62 and up and served in a
communal dining room at the Moreno Valley Senior Center.
FSA also delivers meals to homebound individuals, in the city of Moreno Valley, who are unable to attend in person due to illness, disability, or lack of transportation.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
437 Persons Assisted
Location Description
Services will be provided by the Family Services
Association primarily located at the City of Moreno Valley Senior Center.
Planned Activities
Family Service Association (FSA) Senior Nutrition
Program provides seniors with one nutritionally balanced meal Monday ‐ Friday at the Moreno Valley Senior Center.
Meals are also provided through an in‐ home delivery
service to seniors who are unable to get to the center
because of illness, disability, or lack of transportation. 12 Project Name
CDBG - FRIENDS OF MORENO VALLEY SENIOR
CENTER: MOVAN SENIOR TRANSPORTATION
PROGRAM (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $80,000
Description
MoVan provides round trip service for eligible passengers primarily to the Moreno Valley Senior Center as well as medical appointments, legal appointments, banking visits, food distribution pickups, and special City events.
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Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
120 Persons Assisted
Location Description Rides will be offered citywide.
Planned Activities
MoVan transports curb‐to‐curb to the Senior Community
Center as well as to medical/dental/optical appointments, grocery shopping, food distribution pickups and
professional service appointments.
13 Project Name CDBG - OPERATION SAFE HOUSE: EMERGENCY SHELTER FOR YOUTH (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $15,000
Description Direct services will be provided to youth who enter the emergency shelter.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
25 Persons Assisted
Location Description
Services will be provided to run away, homeless, at‐risk youth and their families from the city of Moreno Valley by Operation Safehouse primarily located at 9685 Hayes
Street, Riverside, CA.
Planned Activities Direct services will be provided to youth who enter the emergency shelter.
14 Project Name CDBG -RIVERSIDE AREA RAPE CRISIS CENTER dba NORA: BUILDING SAFE COMMUNITIES (2025)
Target Area City Wide
Goals Supported Public Services Activity
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Needs Addressed Public Services Activity
Funding CDBG: $15,000
Description
The Building Safe Communities program stands at the
forefront of addressing the complex challenges faced by survivors of sexual trauma and their families. The program delivers a holistic and coordinated response that
encompasses hotline support and case management
services that include emergency shelter referrals, mental health counseling, advocacy, support groups, safety
planning, and follow-up support.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
33 Persons Assisted
Location Description
Program delivery will be accomplished through
community‐based workshops and presentations at
Moreno Valley partner sites.
Planned Activities
The Building Safe Communities program stands at the
forefront of addressing the complex challenges faced by survivors of sexual trauma and their families. The program delivers a holistic and coordinated response that
encompasses hotline support and case management
services that include emergency shelter referrals, mental health counseling, advocacy, support groups, safety
planning, and follow-up support.
15 Project Name CDBG - VOICES FOR CHILDREN, COURT APPOINTED SPECIAL ADVOCATE (CASA) PROGRAM (2025)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $30,000
Description Voices for Children’s (VFC) Court Appointed Special Advocate (CASA) program addresses the needs of
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vulnerable children in foster care by providing them with the comprehensive, individualized advocacy of a CASA
volunteer. CASAs are carefully screened and expertly
trained to advocate on behalf of children and youth in
Court at school, and throughout the c
ommunity. They help
children in foster care overcome challenges associated
with the Adverse Childhood Experiences (ACEs) they
have endured, like abuse or neglect, find stable homes, and pursue brighter futures.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
15 Persons Assisted
Location Description The CASA program services will be delivered directly to the youth throughout the city of Moreno Valley.
Planned Activities
Voices for Children’s (VFC) Court Appointed Special
Advocate (CASA) program addresses the needs of
vulnerable children in foster care by providing them with the comprehensive, individualized advocacy of a CASA
volunteer.
16 Project Name
CDBG – CITY OF MORENO VALLEY CAPITAL
PROJECTS DIVISION: SHERMAN AVE. SIDEWALK
IMPROVEMENTS (2025)
Target Area Target Areas
Goals Supported Capital Improvement Activities
Needs Addressed Capital Improvement Activities
Funding CDBG: $1,205,428
Description
This project involves the construction of new concrete
sidewalks, curbs, gutters, and driveway approaches along the north side of Sherman Ave., between Day St and
Grant Ave, within the City's CDBG target areas. The
addition of these sidewalks will enhance access for
pedestrians, improve accessibility, and ensure compliance with ADA standards, increasing residents' quality of life.
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Target Date 6/30/2028
Estimate the number and type of
families that will benefit from the
proposed activities
This project will benefit approximately 1,315 people.
Location Description This project will potentially benefit City residents in the HUD‐CDBG Low/Mod Census Tracts.
Planned Activities
Construction of new concrete sidewalks, curbs, and
gutters will enhance ADA access and provide continuous
enhanced safe paths of travel for Pedestrians along the proposed locations.
17 Project Name CDBG – UPWARDS: BOOST PROGRAM (2025)
Target Area Citywide
Goals Supported Economic Development
Needs Addressed Economic Development
Funding $150,000
Description
The Boost Program in Moreno Valley will provide targeted business and technical assistance to 50 low-to-moderate income microenterprise childcare providers, each
employing fewer than five individuals. Over 12 months,
participants will receive personalized coaching and
access to digital tools, including marketing support,
enrollment automation, and operational management
systems, to streamline operations and improve financial sustainability.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
18 Businesses Assisted
Location Description Citywide
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Planned Activities
The Boost Program in Moreno Valley will provide targeted business and technical assistance to 50 low-to-moderate income microenterprise childcare providers
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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.
The CDBG Target Areas consist of census tracts within the City that are qualified as having a population of 51% or more low to moderate income residents.
Geographic Distribution
Target Area Percentage of Funds
CDBG Target Areas TBD
Citywide TBD
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically When determining the geographic locations where Moreno Valley will allocate their investments, the city staff consider if the activity or program will physically be located within an already designated CDBG Target Area, and in line with whether the program will directly benefit the low‐ to‐ moderate income population in that area. Poverty levels act as a measure of need for an area, providing staff with insight into the state of the population within that area and help guide City representatives to fund services accordingly. City representatives also take public demand into account, recommendations from other city departments (such as Public Works or other departments), reports from CDBG subrecipients which track referrals and measure trends in service levels, recommendations of other local entities like the County partners (the Continuum of Care, Department of Social Services, local Housing Authority, Economic Development Agency) and local non‐profits.
Discussion
Moreno Valley utilizes geographic distribution designations that further describe where the City will focus its programs. An activity can be designated as serving either: (1) 'Citywide", or (2) 'in the CDBG Target Areas'. "Citywide' is a designation used for programs that offer services to the entire community. Many public programs provide services to the entire City, the nature of these program services is often to exclusively serve low‐to‐moderate income persons. If a program is designated as 'CDBG Target Area' it is confined exclusively to the CDBG Target Area. In general, CDBG Target Areas typically include older sections of the City where much of the building stock and infrastructure is deteriorated or fails to meet current standards. Many structures need minor or major rehabilitation with some structures in need of extensive reconstruction. The areas lack adequate drainage systems, water lines, street lighting, and street improvements.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City plans to utilize all programs available (whether City, County, State, or Federal) to meet the affordable housing needs of the community.
One Year Goals for the Number of Households to be
Supported
Homeless 0
Non-Homeless 5
Special-Needs 0
Total 5
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported
Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 5
Acquisition of Existing Units 0
Total 5
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
To address affordable housing, the City typically allocates funds to a home rehabilitation program. Through the Housing Authority of the County of Riverside (HACR), the City offers its residents affordable housing through the County’s Public Housing programs. HACR administers and manages approximately 1,100 Section 8 properties and 66 Public Housing units in Moreno Valley. For the purposes of consistency, the City defines affordable housing consistent with those defined in the HOME regulations as noted in 2 CFR 92.525 for rental housing and 2CFR
92.254 for homeownership.
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AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of Riverside County (HACR) addresses the public housing needs of the cities within Riverside County. The Public Housing Program is intended to provide decent, safe, and sanitary housing for low and moderate‐income families, seniors, and people with disabilities.
Actions planned during the next year to address the needs of public housing.
Moreno Valley residents who received Housing Choice Vouchers (or Section 8) are below 50% of the area median income and approximately 75% of the recipients were below 30% of the area median income. The countywide Section 8 waiting list in the past has been as high as approximately 68,000 families. Based on the large numbers of families waiting for Section 8 assistance, the City supports the HACR goal to: expand the supply of assisted housing by applying for additional rental vouchers via annual competitions for the U.S. Department of Housing and Urban Development (HUD) affordable housing funding available to Public Housing Authorities; improve the quality of assisted housing; leverage private or other public funds to create additional housing opportunities; and expand and promote self‐sufficiency programs. The City actively pursues opportunities for local affordable housing activities as well as non‐housing public service programs that contribute to the overall affordable housing needs of the community and eases the financial burden of its struggling, low‐income residents. To further collaborate, the City of Moreno Valley will continue to review the Riverside County Agency's Action Plan and monitor the affordable housing needs of the area. The City reviews proposed development sites, the comprehensive plan, and any proposed demolition or disposition of public housing developments.
Actions to encourage public housing residents to become more involved in management and participate in homeownership.
The Riverside County Housing Authority encourages public housing residents to become more involved in management and to participate in homeownership opportunities through its Public Housing Resident Initiatives (PHRI). The Riverside County Housing Authority seeks to facilitate the successful transition of residents from public housing residency to economic independence and/or from welfare‐dependence to increased earning capacity or sustained work. This Initiative builds upon the efforts of the local welfare plan and other self‐sufficiency efforts of the Housing Authority and targets public housing residents who are receiving welfare assistance. The goals of the PHRI are to reduce welfare dependence by assisting residents in returning to the work force in a job commensurate with their abilities; reduce poverty by assisting residents in increasing their self‐sufficiency by enhancing their employment or earning potential; and to increase homeownership among public housing residents. Local partners including public agencies and community‐based non-profits, as well as faith‐based organizations provide self‐ sufficiency services including job training, employment opportunities, computer instruction, etc.
The Family Self Sufficiency (FSS) Program was established to assist Section 8 residents and
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enable families to gain economic independence from all governmental assistance. Supportive services offered to participating families include:
• Remedial Education and Classroom Training
• Employment Training and Placement
• Counseling/Case Management
• Credit Counseling and Money Management
• Childcare
• Transportation
The Housing Authority has also established a “Homeownership Program” (HP). The HP assists eligible participants in the Section 8 program, who are also participants of the Family‐Self Sufficiency Program (FSS) by offering a single down payment assistance grant. To maximize the use of resources available to home seekers, the Housing Authority program also targets families who take part in the Riverside County Economic Development Agency’s (EDA) First Time Home Buyer Program (FTHB). In combination, the HP/FTHB partnership enables families to realize their dream of becoming homeowners by providing them with financial assistance and other resources that they would not normally have access to.
If the PHA is designated as troubled, describe the way financial assistance will be provided or other assistance.
Not applicable.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The of the City’s highest priorities for the use of grant funds is to address the emergency shelter and housing needs of homeless persons. In the coming year, Moreno Valley will continue to dedicate funding toward homeless services. The City will assist homeless people with emergency vouchers and other critical support funded through partnership with homeless service providers. It will also continue to subsidize affordable housing development that offers long‐term affordable housing opportunities. With its Emergency Solutions Grant (ESG) entitlement funding, Moreno Valley can offer programs that will help quickly house homeless individuals and prevent loss of housing for those at risk of becoming homeless.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:
• Reaching out to homeless people (especially unsheltered people) and assessing their individual needs
In line with HUD requirements, the City has developed a comprehensive Homeless Strategy that involves reaching out to homeless people, assessing, and addressing their individual emergency/ housing needs. To reach these individuals, the City extends CDBG funding to a variety of public service subrecipients who in turn provide the direct services including street outreach, case management, housing search assistance, emergency housing/motel vouchers, food, and counseling. These social service programs are often the primary source for referrals and assistance to homeless persons.
The homeless population can become aware of available programs through word of mouth and seek out additional services by calling the service provider or traveling to their local office. The City also provides funds for reporting homelessness assistance through the Riverside County’s Homeless Management Information System (HMIS).
Riverside County has worked with the chronic homeless population for several years through the Mental Health Homeless Intervention Team (HIT) program. The HIT Team actively seeks out homeless people, throughout Riverside County, who are living on the streets and/or in unsheltered locations. The teams focus on areas of high homeless concentration. Support workers are trained to recognize symptoms of mental illness and substance abuse. Support workers also possess the interpersonal skills necessary to solicit and provide information in a friendly, respectful, non‐threatening manner. They are familiar with various community resources that serve the homeless population, both public and private. At a minimum, all homeless persons contacted on the streets are provided with information and referrals to programs relevant to their needs. Once the chronic homeless persons have been identified, and if mentally ill and willing to participate, they are enrolled into a series of programs by the Department of Mental
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Health.
• Addressing the emergency shelter and transitional housing needs of homeless people.
Addressing the housing needs of the homeless is the primary objective of the ESG program and one of the City's priorities. ESG funding will be allocated to address the emergency shelter and housing needs of homeless people located in Moreno Valley.
The City’s ESG program allocation will be used to leverage homeless prevention efforts.
ESG will provide additional funding that will be used to assist, protect, and improve living conditions for the homeless and provide for the following eligible activities:
• Outreach to homeless individuals and families living on the street. • Improve the number and quality of emergency shelters for homeless individuals and families.
• Help operate these shelters.
• Provide essential services to shelter residents.
• Rapidly rehouse homeless individuals and families.
• Prevent families/individuals from becoming homeless.
• Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
The City of Moreno Valley will continue to engage with systems that assist efforts for people and families to transition to permanent housing and independent living through a variety of resources involving the continued partnerships and financial support to local nonprofit service providers and participation and support to the Riverside County Continuum of Care. The Riverside County’s Department of Public Social Services (DPSS) is considered the “umbrella” anti‐poverty agency for the region. The goal of self‐ sufficiency for people can be accomplished by moving poor families out of poverty.
DPSS interacts with needy residents on many levels, and assists them through childcare, education, employment, training, health and human services, homelessness, and housing with available mainstream programs.
• Helping low-income individuals and families avoid becoming homeless,
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especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Riverside County CoC has a standing cooperative agreement between various key organizations and agencies that establish county‐wide protocols and procedures intended to prevent people from being discharged from public and private institutions (programs) into homelessness. The agreement includes County Mental Health, Veterans, Sheriff’s, and Children’s Services Independent Living Program, as well as the Southern California Hospital Association, and administrators of the 2‐1‐1 telephone referral program, Community Connect of Riverside County. With the services made available via ESG funding, Community Connect, and other partners can formally register its programs to ensure that the public is referred to appropriate ESG services, among others. City public service providers assist those threatened with homelessness by providing referrals and coordinating with other agencies to locate assistance for the family or individuals. Additionally, Moreno Valley dedicates ESG entitlement funding toward homeless prevention and rapid‐re‐housing efforts.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
As a condition of receiving federal funding for the CDBG and HOME programs, cities must certify that it will take active steps to promote. During the preparation of its last Consolidated Plan, Moreno Valley prepared an Analysis of Impediments (AI) to Fair Housing Choice Report.
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 Key components that the city will engage in to ameliorate and/or remove barriers to affordable housing are as follows:
• When feasible, consider reducing, waiving, or deferring development fees to facilitate the provision of affordable housing.
• Periodically review and revise City development standards to facilitate quality housing that is affordable to lower and moderate-income households. • Monitor all regulations, ordinances, departmental processing procedures and fees related to the rehabilitation and/or construction of dwelling units to assess their impact on housing costs.
• Ensure that water and sewer providers are aware of the City’s intentions for residential development throughout the City.
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AP-85 Other Actions – 91.220(k)
Introduction
The following is a summary of critical components of 'other' necessary actions to be taken, including how the City plans to overcome obstacles to meeting underserved needs, create plans to foster and maintain affordable housing, plans to reduce lead‐based paint hazards, to reduce the number of poverty‐level families, develop institutional structure, and actions planned to enhance coordination between public and private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs.
The primary obstacle in meeting the needs of underserved communities (low‐income families, seniors, homeless, etc.) is the lack of funding available to local public and private agencies.
However, staff have identified the following actions as efforts to address the needs of the City’s underserved communities effectively:
1. Continue to establish partnerships with other agencies to better prioritize and utilize resources, conduct more detailed research and citizen participation each year to prioritize the needs of the underserved, seek out additional resources, and apply for grants where there are opportunities.
2. Formally adjust the programs Objectives and Policies to reflect the updated prioritization and allocate; accordingly, even if it means shifting away from what's been historically funded. Create new programs/temporary emergency programs to address urgent issues.
3. Work hand in hand with subrecipients to adjust budgets, services, and restructure programs to better fit the needs of the underserved.
Actions planned to foster and maintain affordable housing.
Homeownership opportunities for low‐income households will be made available through the City’s Single Family Residential Acquisition, Rehabilitated, and Resale (SFR‐ARR) component of the Neighborhood Stabilization Program. The City of Moreno Valley's affordable housing portfolio includes 29 different multi‐family rental activities. Through the Housing Authority of the County of Riverside (HACR), the City is also able to offer its residents affordable housing through the County's Public Housing programs. HACR administers and manages approximately 86 Section 8 properties in Moreno Valley.
Actions planned to reduce lead-based paint hazards.
City Housing Programs
Moreno Valley offers a Home Repair program. Habitat for Humanity Riverside operates both programs and administers this HOME funded program. All homeowners participating in this grant program receive a copy of the “Protect Your Family from Lead in Your Home,” a lead‐
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based paint disclosure booklet, and are asked to sign an acknowledgment that is included in the loan application. If the unit was constructed after 1978, an exemption form is prepared and placed in the project file. If the home was constructed prior to 1978, a subcontractor provides a lead‐based paint inspection and risk assessment of the property. If the property is found to contain lead‐based paint, mitigation measures are incorporated as a part of the revitalization work.
Countywide Lead Hazard Control Program
While the City of Moreno Valley does not currently have a stand‐alone lead prevention program, the City will continue to work closely with the County of Riverside to address these issues. The County has adopted a regional strategy to control lead hazards. The County’s strategy thoroughly spells out the control methods used once lead-based paint hazards have been identified. It also describes its typical public outreach efforts which include: the distribution of bilingual educational brochures, public presentations, informational booths at the mall and community events, immunization clinics, testing within Target Areas, use of public media for outreach, as well as a “Free Testing Program.”
Actions planned to reduce the number of poverty-level families.
The City strives to reduce the poverty rates of the city’s population and neighborhoods.
Policies to reduce the number of poverty-level families include:
• Anti‐Poverty Policy #1: To continue to support and coordinate with public and private efforts aimed at preventing and reducing poverty level incomes. • Anti‐Poverty Policy #2: To conduct outreach with public and private agencies whose mission is to reduce poverty level incomes.
• Anti‐Poverty Policy #3: Allocate CDBG and ESG funds to projects and activities that will help people and families who have income below the poverty level.
Actions planned to develop institutional structure.
The City of Moreno Valley benefits from a solid institutional structure and relationships with various local public and private agencies. The City will continue to work at strengthening its dialogue with Riverside County agencies such as the Departments of Mental Health and Public Social Services, specifically to address regional homeless issues, and staff will continue to serve on the Continuum of Care Consortium which provides opportunities to work with local public and non‐profit agencies. The City will maintain open dialogue with the Riverside County Housing Authority and focus on the use of resident initiatives in public housing. The City helped form a Non‐Profit Coalition in efforts to increase collaboration amongst service providers and better meet the needs of the community and shall continue to support their efforts. The City will remain a member of the March Joint Powers Authority, created for the repurposing of the March Air Reserve Base. Additionally, the City will continue to coordinate with all the local Chambers of
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Commerce, as well as administer the Business Roundtables, and Nonprofit Roundtables which encourage communication with professionals from a variety of industries including health care, transportation, education, and other local businesses.
Actions planned to enhance coordination between public and private housing and social service agencies.
The City's continually strives to maintain collaborative relationships between governmental and social service agencies to assure the effective delivery of services to low‐income individuals by maintaining open communication with sub‐recipients and other consolidated planning partners; Utilizing technology to share, distribute information, foster and maintain constant contact with community planning partners; and Recommending and participating in committees aimed at filling gaps where they exist.
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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 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0
5. The amount of income from float-funded activities 0
Total Program Income 0
Other CDBG Requirements
1. The amount of urgent need activities 0
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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:
Not applicable. The City does not intend to use HOME funding beyond those noted 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:
The City normally engages in HOME funded rehabilitation and rental activities not homebuyer activities. However, when homeownership programs were developed under the NSP 3 program, leveraged with HOME, the City ensured that Resale or Recapture Requirements were integrated directly into the Affordable Housing Agreement with the development partner. The requirements were delineated within the Conditions, Covenants, and Restrictions (CC&R) in detail and in accordance with 92.254.
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:
Not applicable. The City does not plan to engage in HOME funded acquisition of single‐ family units as described in 24 CFR 92.254(a)(4).
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:
Not applicable. The City has no plans to refinance existing debt secured by multifamily housing rehabilitated with HOME funds during the upcoming program year FY 2024‐2025.
5. If applicable to a planned HOME TBRA activity, a description of the preference for people with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
Not applicable.
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and
91.220(l)(2)(vii)).
Not applicable.
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of people on any basis prohibited by the laws listed under 24 CFR 5.105(a).
Not applicable.
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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance.
Per grant requirements, the ESG standards include:
1. Standard policies and procedures for evaluating individuals and family’s eligibility for assistance under ESG.
2. Policies and procedures for determining and prioritizing which eligible families and individuals will receive homelessness prevention assistance and which eligible families and individuals will receive rapid re‐housing assistance.
3. Policies and procedures for coordination among emergency shelter providers, essential service providers, homelessness prevention and rapid re‐housing assistance providers and mainstream service and housing providers.
4. Standards for determining the share of rent and utilities cost that each program participant must pay, if any, while receiving homeless prevention and rapid re‐housing assistance.
5. Standards for determining how long a program participant will be provided with rental assistance and whether the amount of that assistance will adjust over time.
6. Standards for determining the type, amount, and duration of housing stabilization and/or relocation services to provide a program participant, including the limits, if any, on the homelessness prevention or rapid re‐housing assistance that each program participant may receive, such as the maximum amount of assistance, maximum number of months the program participant receives assistance, or the maximum number of times the program participant may receive assistance.
2. If the Continuum of Care has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
The McKinney‐Veto Homeless Assistance Act requires that communities operate a Continuum of Care (CoC) program designed to assist homeless persons with housing and/or services with the goal of long‐term stability. Riverside County’s Department of Public Social Services (DPSS) has been the lead agency in coordinating the CoC including securing membership and ensuring that CoC’s various legal responsibilities are met. Current members include the County, various entitlement cities, non‐ profit/service providers, homeless people, and members of the public. As a collaborative, the group must assess the needs of the homeless and affordable housing needs then develop a regional plan to address them. They also promote a community‐wide commitment to ending homelessness, provide funding for local efforts to address homelessness, and promote effective use of mainstream programs, including designing and operating a software system called the Homeless Management Information System (HMIS) intended to minimize duplication of services. Moreno Valley consults with the CoC by sharing ESG funding recommendations issued at the City level and requesting feedback from the full CoC membership.
3. Identify the process for making sub-awards and describe how the ESG allocation is available to private nonprofit organizations (including community and faith-based organizations).
The ESG sub‐awards follows the standard annual application process along with the City’s CDBG and HOME programs. The City’s competitive process includes required public notifications and issuance of a Notice of Funding Availability (NOFA). In efforts to reach as many applicants as possible the City advertised in local publication of general circulation, online, and through e‐ mail blasts to interested parties. Moreno Valley also offered an on‐line application workshop aimed at providing program information and application assistance. As part of the application process, in preparation of the Action Plan, the City contracted a third party to collaborate with City Staff as the Technical Review Committee for review of the ESG applications. Each application was reviewed two times, once for completeness and HUD eligibility and once for completion of the City’s formal
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evaluation form. Return applicants’ prior performance in terms of meeting their established goals, expenditure and administrative requirements were evaluated with the input of City's grant management staff. The applications received by the Technical Review Committee were presented to the City Council during Public Hearing No. 2. In line with the City’s policies and objectives, the final project selections shall be made by the City Council via final Public Hearings.
This FY 25-26 the City intends to allocate its ESG funds in the following manner:
• Planning & Administration: $13,045
• Emergency Shelter & Rapid Rehousing: $160,890
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 homeless requirements under 24 CFR 576.405(a) and 91.220 (1)(4) (iv) indicate that the City’s policy making entity must have at least one homeless or formerly homeless individual on its panel.
The City contends that it has met the homeless participation requirement via the consultation process with the CoC. The CoC has a member who is formally homeless and an active participant.
5. Describe performance standards for evaluating ESG.
The City shall work with ESGs subrecipient to form the appropriate performance standards customized for the specific ESG activity being carried out. These standards agreed upon will need to be consistent with ESG regulations, City’s Consolidated Plan, and the adopted ESG written standards. The ESG performance standards shall be included in the subrecipient’s grant agreement.
The City shall also continue to consult with the CoC members to discuss the ESG program, including performance standards.