Draft
Annual
Action Plan
PROGRAM YEAR 2026 – 2027
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
HOME INVESTMENT P ARTNERSHIPS PROGRAM (HOME)
EMERGENCY SOLUTIONS GRANTS (ESG)
2026-27
City of Moreno Valley
City of Moreno Valley- Grants Division - 14177 Frederick St. - Moreno Valley, CA 92552 DRAFT
ATTACHMENT 1
Annual Action Plan
2 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 Program Year (PY) 2026-2027 Annual Action Plan is the fourth year in the ConPlan cycle.
The PY 2026-2027 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 PY 2026-2027, the City is using estimated allocations based on the allocations it received last year from HUD. If the City’ actual allocation is less than the estimated amount, the City will adjust funding for activities with funding caps (administrative and public service) to stay within the caps and decrease the difference from any capital improvement activities. If the City’ actual allocation is more than the estimated amount, the City will adjust funding for its administration activity and allocate the excess amount to any capital improvement act ivities funded. activities with funding caps (administrative and public service) to stay within the caps and decrease the difference from any capital improvement activities. For PY 2026-2027, the City is estimating receiving approximately $1,896,326 in CDBG funds, $623,155 in HOME funds, and $171, 737 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.
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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 PY 2023-2028 Consolidated Plan are as follows:
• Public Facilities & Infrastructure Activities
• 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 PY 2026-2027 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
• Economic Development 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 program year projects was also factored into the selection of projects. For example, at the end of PY 2024-2025 the City, through its subrecipients, was able to:
• Provide fair housing services for 3,704 people.
• Assist 81 people with homelessness prevention services. • Rehabilitate 21 households.
• Provide public services that improved the well-being of 4,692 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.
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As part of the City’s Citizen Participation Plan, the City held 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.
The first public hearing took place on December 2 , 2025, to provide residents with the opportunity to provide comments regarding priority needs in the community. A second public hearing was held on April 21, 2026; 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 3, 2026, through May 5, 2026. A final public hearing took place on May 5, 2026, 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
TBD
6. Summary of comments or views not accepted and the reasons for not accepting them TBD
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.
Consolidated Plan Public Contact Information
The primary contact concerning this plan is Joe Barron, 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 provid e input during the funding allocation process. A list of organizations, entities, and other participants is included in the table 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/behavioral 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 Behavioral 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 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 Ho using 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 persons (particularly chronical ly homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City of Moreno Valley coordinates closely with the Riverside County Continuum of Care (CoC) to address the needs of homeless persons and those at risk of homelessness. The CoC leads regional efforts to prevent and end homelessness through the development and implementation of Riverside County’s strategic plan and the administration of funding for housing and supportive services.
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City staff actively participate in CoC meetings and regional planning efforts to ensure alignment between local and countywide strategies. Through this coordination, the City supports a system of care that prioritizes assistance for chronically homeless individuals and families, families with children, veterans, and unaccompanied youth. These efforts emphasize rapid rehousing, permanent supportive housing, and access to emergency shelter and supportive services.
In addition, the City collaborates with the CoC in the planning and implementation of the annual Homeless Point-in-Time (PIT) Count. Participation in the PIT Count provides valuable, firsthand insight into the characteristics and needs of the local homeless population. Data collected is used to inform funding decisions, identify service gaps, and target resources to populations with the greatest needs.
The City also supports coordinated entry and referral systems established by the CoC, helping to connect individuals and families at risk of homelessness to prevention resources, housing assistance, and supportive services. Through these coordinated effort s, Moreno Valley works to reduce the length of time individuals experience homelessness and to prevent households from becoming homeless.
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 City of Moreno Valley consults with the Riverside County Continuum of Care (CoC) in the allocation of Emergency Solutions Grant (ESG) funds, the development of performance standards, the evaluation of outcomes, and the administration of the Homeless Management Information System (HMIS). The CoC serves as the regional planning body for the Consolidated Application for HUD funding, including ESG, and provides guidance to ensure alignment with countywide priorities and best practices.
In determining ESG allocations, City staff participate in the review and rating of funding applications and coordinate with the CoC by sharing funding recommendations and proposed activities. The City provides the CoC with summaries of applications and City Council fu nding recommendations and solicits feedback to inform final funding decisions. CoC input is considered to ensure that ESG resources are targeted toward effective, evidence-based strategies that address identified needs.
The City also coordinates with the CoC in the development and application of performance standards for ESG- funded activities. These standards emphasize measurable outcomes such as reducing the length of time individuals and families experience homelessness, increasing exits to permanent housing, and improving housing stability. ESG subrecipients are evaluated based on these performance measures, consistent with CoC and HUD expectations.
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Administration and operation of HMIS are managed by the County of Riverside in coordination with the CoC. City staff work clo sely with County HMIS administrators to support program set -up, ensure compliance with data collection and reporting requirements, and facilitate training for ESG subrecipients. Ongoing communication with HMIS staff helps ensure data quality and enables the City to evaluate program performance and outcomes effectively.
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 DRAFT
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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
• Serv
ices-Pers
ons with
HIV/AIDS
• Serv
ices-Victi
ms of
Domestic Violence
• Serv
ices-homel
ess
• Othe
r 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-pov
erty 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.
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
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).
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Table 2 – Agencies, groups, organizations who participated
• Anti-poverty Strategy
5 FAMILY SERVICE
ASSOCIATION OF
WESTERN RIVERSIDE
COUNTY (FSA)
• Services-Children
• Services-Eld erly
Persons
• Serv
ices-Pers
ons with
Disabilities
• Serv
ices-Pers
ons with
HIV/AIDS
• Serv
ices-Victi
ms of
Domestic Violence
• Serv
ices-Homel
ess
• Serv
ices-Heal
th
• Serv
ices-Edu
cation
• Serv
ices- Empl
oyment
• Housing Need
Assessment
• Homeless Needs ‐
Chronically homeless
• Homeless Needs ‐
Families with children
• Homelessness Needs ‐
Veterans
• Homelessness -Needs ‐
Unaccompanied youth
• Homelessness
Strategy
• Non-Homel
ess 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-PU BLIC
HEALTH AND
BEHAVIORAL HEALTH
• Services-Health
• Health Agency
• Housing Need
Assessment
• Non-Homeless Special
Needs
The City reviewed information related to needs assessment. 7 RIVERSIDE COUNTY
OFFICE ON AGING
• Services-Elderly
Persons
• Services-Pers ons with
Disabilities
• Housing Need
Assessment
• Non-Homeless Special
Need
s
• 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.
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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 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
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/Organizations Engaged in Narrowing the Digital Divide:
The FCC definition of broadband includes download speeds faster than 100/20 Mbps standard. The City has three types of internet service providers: cable, DSL, and fiber. The internet service providers include AT&T, Frontier, Spectrum, and HughesNet. 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 DRAFT
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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 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 the Citizen Participation Outreach table below. Input received during the public participation process contributed to the goal-setting for the Annual Action 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 Hearing No. 1 –
Dec. 02, 2025
Non-target/
Broad Community
All interested persons
Public Hearing No. 1 was held on Dec. 02, 2025,
so that the City Council could review and adopt
the PY 26-27 AAP Objectives and Policies.
The notice was published in local newspapers on
Oct. 31, 2025.
No comments received. N/A
2 NOFA –
Dec. 12, 2025
Non-target/
broad
Community
All interested persons
A notice was published to announce the PY 26-27
Notice of Funding Availability (NOFA).
The notice was published on Dec. 12, 2025.
Applications were due on Jan. 30, 2026.
N/A N/A
3 NOFA Technical Assistance
Workshop –
Jan. 08, 2026
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. 08, 2026. The
workshop was attended by 20 potential
applicants.
All questions were answered during the
workshop.
N/A
4 Public Hearing No. 2 –
Apr. 21, 2026
Non-target/
Broad Community
All interested persons
Public Hearing No. 2 was held on Apr. 21, 2026, so
that the City Council could review the PY 26-27
AAP applicants.
The notice was published in local newspapers on
Mar. 27, 2026.
TBD TBD
5 Public Hearing No. 3 –
May 05, 2026
Non-target/
Broad Community
All interested persons
Public Hearing No. 3 was held on May 05, 2026,
so that the City Council could review and adopt
the PY 26-27 AAP.
The notice was published in local newspapers on
Apr. 3, 2026.
TBD TBD
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c) (1,2)
Introduction
For PY 2026-2027 the city of Moreno Valley anticipates the resources noted in the table below.
Anticipated Resources
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Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 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
$1,896,326 $0 $360,698 $2,257,024 $1,713,601
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
$623,155 $110,546 $1,552,408 $2,699,160 $1,144,064
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-inc
ome
families through housing
rehabilitation, new
construction, first-tim
e
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
$171,737 $0 $74,876 $246,613 $157,963
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
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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 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. Federal funds, including CDBG and HOME, are used as gap financing to support affordable housing and community development activities that would not otherwise be financially feasible. These funds leverage additional private, state, and local investment by m aking projects viable and competitive for other funding sources. Some of the City’s potential leveragin g 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 and Sustainable Communities (AHSC) Program: AHSC provides grants and/or loans to integrate affordable housing with sustainable transportation and community benefits, directing investments to historically underinvested communities. At least 50% of AHSC funding is required by state law to support affordable housing and projects that benefit disadvantaged communities. AHSC remains an active funding source as of 2026. • Housing Choice Vouchers (Section 8): Administered by the County of Riverside Housing Authority, the program provides rental assistance to help very low-income families afford decent, safe, and sanitary rental housing. The Housing Authority pays a portion of the rent (HAP) on behalf of the family.
• Former Redevelopment Agency (RDA) Housing Funds: These funds provide gap financing for acquisition, predevelopment, construction, and rehabilitation, helping projects attract additional federal, state, and private investment.
• Permanent Local Housing Allocation (PLHA): PLHA funds expand housing opportunities for low - and moderate-income households by supporting the development and preservation of affordable housing in the City.
• Prohousing Incentive Pilot: This program provides targeted local funding to encourage new affordable housing production.
Le
veraging Impact: By coordinating federal resources, including the Community Development Block Grant, the HOME Investment Partnerships Program, and the Emergency Solutions Grants, with state, local, and private funding sources, the City maximizes program impact. These funds are used strategically to support housing development, public services, and homelessness assistance, thereby attracting additional investment. Matching Requirements: Entitlement cities receiving HOME funds are required to contribute a 25% match of non -HO
ME 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.
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Severe fiscal distress, and 3. Presidential disaster declarations. HUD has identified Moreno Valley 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.
Th
e 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 -20 26 application process, the City has requested that
ESG applicants be prepared to provide a match that equals amounts of cash or in-kin d 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
• 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
2026 2027
Non-Housing
Community
Development
Target
Areas
Public Facilities
and
Infrastructure
CDBG:
$1,493,759
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: TBD Persons Assisted
2 Fair Housing Activities 2026 2027 Public Service Citywide Housing
Discrimination
Public Service
CDBG:
$74,500
TBD Persons Assisted
3 Public Services Activities 2026 2027 Public Service
Citywide;
Target
Areas
Public Service CDBG:
$209,500 TBD Persons Assisted
4 Homeless/Homelessness
Prevention Activities 2026 2027 Homeless Citywide Homelessness ESG:
$246,613 TBD Persons Assisted
5 Housing and Neighborhood
Improvement Activities 2026 2027 Housing Target
Areas
Substandard
Housing HOME: $278,000 TBD Households Assisted
6 Economic Development
Activities 2026 2027 Economic
Development Citywide Economic
Development
CDBG:
$100,000 TBD Businesses Assisted
7 Planning and Administration 2026 2027 Program
Administration Citywide Planning and
Administration
CDBG: $379,265
ESG: $12,880
HOME: $62,155
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. Fair Housing Activities
2. ‘Basic Needs’ Related Social Services Programs (such as but not limited to emergency food, shelter (homelessness), and utility assistance)
3. Programs offering Low-Cost Transportation
4. Free/Low-Cost programs for School-Aged Youth
5. Community Public Safety Programs
6. Employment Services/Programs and Job (Skills) Training
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.
DRAFT
Annual Action Plan
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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 P Y 202 6-2027. 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 and until a final plan is submitted to HUD.
Projects
# Project Name
1 HOME – PLANNING AND ADMINISTRATION (2026)
2 HOME – CHDO SET ASIDE (2026)
3 HOME – HABITAT FOR HUMANITY RIVERSIDE: CRITICAL HOME REPAIR (2026) 4 HOME – UNENCUMBERED FUNDS (2026)
5 ESG – PLANNING AND ADMINISTRATION (2026)
6 ESG – HOMELESSNESS PREVENTION & HMIS (2026)
7 ESG – PATH OF LIFE MINISTRIES: EMERGENCY SHELTER (2026) 8 CDBG – PLANNING AND ADMINISTRATION (2026)
9 CDBG – ASSISTANCE LEAGUE OF RIVERSIDE: OPERATION SCHOOL BELL (2026) 10 CDBG – DIAPER BANK OF THE INLAND EMPIRE: DIAPER BANK PROGRAM (2026) 11 CDBG – FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY: FAIR HOUSING & LANDLORD-TENANT COUNSELING (2026)
12 CDBG – FAMILY SERVICE ASSOCIATION: SENIOR NUTRITION PROGRAM (2026) 13 CDBG – FRIENDS OF MORENO VALLEY SENIOR CENTER: MOVAN SENIOR TRANSPORTATION PROGRAM (2026) 14 CDBG – OPERATION SAFE HOUSE: EMERGENCY SHELTER FOR YOUTH (2026) 15 CDBG – RIVERSIDE AREA RAPE CRISIS CENTER dba NORA: BUILDING SAFE COMMUNITIES (2026) 16 CDBG – VOICES FOR CHILDREN: COURT APPOINTED SPECIAL ADVOCATE (CASA) PROGRAM (2026) 17 CDBG – CITY OF MORENO VALLEY CAPITAL PROJECTS DIVISION: PAVEMENT REHABILITATION FOR VARIOUS LOCAL STREETS (2026)
18 CDBG – GRID ALTERNATIVES INLAND EMPIRE: CITY OF MORENO VALLEY LOW -INCOME ENERGY ASSISTANCE PROGRAM (2026)
19 CDBG – UPWARDS: BOOST PROGRAM (2026)
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Annual Action Plan
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Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City of 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
-ev
aluates 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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Annual Action Plan
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AP-38 Project Summary
Project Summary Information
1 Project Name HOME - PROGRAM ADMINISTRATION (2026)
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding HOME: $62,315
Description Comprehensive planning and administration of the HOME grant program.
Target Date 6/30/2027
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-si
te
monitoring, etc.
2 Project Name CHDO SET ASIDE (2026)
Target Area N/A
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding HOME: $93,473
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
- mod
erate income
households.
DRAFT
Annual Action Plan
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3 Project Name HABITAT FOR HUMANITY - CRITICAL HOME REPAIR (2026)
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 single-family homes or mobile homes secured to a
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.
Target Date 6/30/2028
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 12 unduplicated households
Location Description Citywide
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 (2026)
Target Area Citywide
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding HOME: $1,852,315
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
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Annual Action Plan
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Planned Activities TBD
5 Project Name ESG – PLANNING AND ADMINISTRATION (2026) Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding ESG: $12,880
Description Comprehensive planning and administration of the ESG grant program.
Target Date 6/30/2027
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-si
te
monitoring, etc.
6 Project Name ESG – HOMELESSNESS PREVENTION & HMIS (2026) Target Area Citywide
Goals Supported Homeless/Homeless Prevention Services
Needs Addressed Homeless/Homeless Prevention Services
Funding ESG: $19,733
Description The City of Moreno Valley will administer ESG funds for Homelessness Prevention (HP) and HMIS activities. The HP component will focus on housing stability through case
management, resource coordination, landlord
engagement, and referrals to employment and
mainstream services. The City will also oversee HMIS to ensure accurate data collection, reporting, and
coordination among providers. The project aims to
prevent homelessness and support effective service
delivery and outcomes tracking.
Target Date 6/30/2027
DRAFT
Annual Action Plan
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Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 15 unduplicated individuals.
Location Description 14177 Frederick St., Moreno Valley, CA 92552 Planned Activities This project will provide homelessness prevention services to individuals and families in the City of Moreno Valley.
7 Project Name PATH OF LIFE: EMERGENCY SHELTER (2026)
Target Area Citywide
Goals Supported Homeless/Homeless Prevention Services
Needs Addressed Homeless/Homeless Prevention Services
Funding ESG: $214,000
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 shelter, showers, three meals, case
management, and Enhanced Care Management (ECM)
services that address individuals’ complex health
conditions by connecting them with accelerated health
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 obtain legal documents,
apply for mainstream benefits, get pre-employment
training, connect them with community resources, refer
them to medical, mental health, and substance abuse
providers, and identify viable housing options. This
funding will increase vital case management. Path of Life will also administer ESG funds for Homelessness
Prevention (HP) and HMIS activities. The HP component
will focus on housing assistance and housing stability
through case management, resource coordination,
landlord engagement, and referrals to employment and
mainstream services.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 16 unduplicated individuals.
Location Description Citywide
Planned Activities This project will assist the unsheltered and provide homelessness prevention services to individuals and
families in the City of Moreno Valley.
8 Project Name CDBG – PLANNING AND ADMINISTRATION (2026) Target Area Citywide
DRAFT
Annual Action Plan
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Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $379,265
Description Comprehensive planning and administration of the CDBG grant program.
Target Date 6/30/2027
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-si
te
monitoring, etc.
9 Project Name CDBG - ASSISTANCE LEAGUE OF RIVERSIDE: OPERATION SCHOOL BELL (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $25,500
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 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 425 unduplicated individuals.
Location Description 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.
10 Project Name CDBG – DIAPER BANK OF THE INLAND EMPIRE: DIAPER BANK PROGRAM (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $17,500
DRAFT
Annual Action Plan
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Description The Diaper Bank of the Inland Empire provides diapers/wipes to families with limited access to basic
needs.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 165 of unduplicated individuals.
Location Description Citywide
Planned Activities Diaper and Wipe Distribution
11 Project Name CDBG - FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY:
FAIR HOUSING AND LANDLORD TENANT COUNSELING
(2026)
Target Area Citywide
Goals Supported Public Service Activities
Needs Addressed Housing Discrimination
Funding CDBG: $74,500
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 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 4,000 unduplicated individuals.
Location Description Citywide
Planned Activities Fair Housing and Tenant and Landlord Mediation Services.
12 Project Name CDBG – FAMILY SERVICES ASSOCIATION: SENIOR NUTRITION PROGRAM (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $30,000
Description Family Service Association’s (FSA) Senior Nutrition Program provides one nutritionally balanced meal per
day, Monday-Friday, to seniors ages 62 and up. These
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meals are served in a communal setting at the Moreno
Valley Senior Center. FSA does not limit or turn away any senior who comes to the center for a meal. 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 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 439 unduplicated individuals.
Location Description Services will be provided by the Family Services Association, primarily located at the City of Moreno
Valley Senior Center.
Planned Activities Senior Nutrition
13 Project Name CDBG - FRIENDS OF MORENO VALLEY SENIOR CENTER:
MOVAN SENIOR TRANSPORTATION PROGRAM (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $75,500
Description MoVan is a non-ADA 12 passenger plus two wheelchair capacity van that transports seniors 60+ and disable
adult Moreno Valley residents round trip services to and from the Moreno Valley Senior Center, food distribution pick-ups, senior day trips, and special City events.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 100 unduplicated individuals.
Location Description Citywide
Planned Activities Senior Transportation.
14 Project Name CDBG - OPERATION SAFE HOUSE: EMERGENCY SHELTER FOR YOUTH (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $15,000
Description Funds will support up to 21 days of emergency shelter per youth, including three meals and two snacks daily,
individual group, and family counseling, on-site
education, recreation, life skills development, and
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structured aftercare services. Youth will receive daily counseling support, participate in at least two group
sessions per week, and engage in educational
programming five days per week while in the shelter.
Services are designed to stabilize youth in crisis, improve emotional well-being, strengthen family connections
when appropriate, and support safe exits into stable
living environments.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 25 unduplicated individuals.
Location Description 9685 Hayes Street, Riverside, CA.
Planned Activities Direct services will be provided to youth who enter the emergency shelter.
15 Project Name CDBG -RIVERSIDE AREA RAPE CRISIS CENTER dba NORA:
BUILDING SAFE COMMUNITIES (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
Funding CDBG: $15,500
Description This program delivers a holistic and coordinated crisis response encompassing 24/7 hotline support, forensic
medical exam support, and emergency shelter referrals,
in addition to trauma-informed case management
including mental health counseling, advocacy, support
groups, safety planning, and follow-up support. With
CDBG funding, NORA will provide crisis response services to 70 individuals in Moreno Valley, providing at least
25% of those individuals with safety planning and basic needs assessments, and an additional 15% with mental
health counseling.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 70 unduplicated individuals.
Location Description Moreno Valley partner sites.
Planned Activities Crisis Response & Support Services
16 Project Name CDBG - VOICES FOR CHILDREN, COURT APPOINTED SPECIAL ADVOCATE (CASA) PROGRAM (2026)
Target Area Citywide
Goals Supported Public Services Activity
Needs Addressed Public Services Activity
DRAFT
Annual Action Plan
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Funding CDBG: $30,500
Description Voices for Children (VFC) ensures that children living in foster care who have experienced abuse or neglect have
a consistent, trained advocate who promotes their
safety, stability, and well-being. VFC recruits, screens, and trains community volunteers to serve as Court
Appointed Special Advocates (CASAs), who provide
individualized advocacy in court, in school, and across every system a child encounters. CASAs help reduce the
long-term effects of trauma and Adverse Childhood
Experiences (ACEs), strengthen educational and health
outcomes, and support a child’s path to permanency and
long-term stability.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 17 unduplicated individuals.
Location Description 11870 Pierce Street, Ste. 260 – Riverside, CA Planned Activities Advocacy & Support Activities
17 Project Name CDBG – CITY OF MORENO VALLEY CAPITAL PROJECTS DIVISION: PAVEMENT REHABILITATION FOR VARIOUS
STREETS (2026)
Target Area Target Areas
Goals Supported Capital Improvement Activities
Needs Addressed Capital Improvement Activities
Funding CDBG: $1,408,759
Description This project will provide new pavement construction and pavement rehabilitation for 23 local streets located within the City’s HUD-CDBG target areas. The work will address streets that are severely distressed by removing existing 2-inch asphalt pavement surface and replacing it with a new asphalt surface of equal thickness. These
improvements will restore safe and reliable road
conditions, extend the useful life of neighborhood streets, and enhance the overall appearance of the surrounding
communities. By investing in essential infrastructure
within HUD-CDBG target areas, the project will support
safer travel for residents, improve access for emergency and service vehicles, and contribute to the long-term
neighborhood stability.
Target Date 6/30/2028
DRAFT
Annual Action Plan
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Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 2,780 of unduplicated individuals.
Location Description This project will potentially benefit City residents in the HUD-CDBG Low/Mod Census Tracts.
Planned Activities Street Rehabilitation Project
18 Project Name CDBG - GRID ALTERNATIVES: CITY OF MORENO VALLEY LOW-INCOME ENERGY ASSISTANCE PROGRAM (2026)
Target Area Citywide
Goals Supported Housing and Neighborhood Improvement Activities Needs Addressed Substandard Housing
Funding CDBG: $85,000
Description GRID Alternatives will install solar electric and battery systems in Moreno Valley for seven (7) low-income
homeowners earning no more than 82% of AMI. These
installations will also benefit GRID’s job trainees and volunteer participants with opportunities to gain hands - on experience. Each solar installation generates impact outcomes that include long-term financial and wellbeing benefits for low-income families; hands-on experience
for job trainees and volunteers; and environmental
benefits for the community through the reduction in
greenhouse gas emissions.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 7 unduplicated households
Location Description Citywide
Planned Activities Solar Installation Program
19 Project Name CDBG – UPWARDS: BOOST PROGRAM (2026)
Target Area Citywide
Goals Supported Economic Development
Needs Addressed Economic Development
Funding CDBG: $100,000
Description The Boost Program will provide targeted business and technical assistance to 35 LMI microenterprise childcare providers. Over 12 months, participants will receive
personalized coaching and access to digital tools,
including marketing support, enrollment automation,
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and operational management systems, to streamline
operations and improve financial sustainability. By
stabilizing and growing local childcare businesses, Boost enhances economic opportunities, improves access to
quality, affordable childcare and strengthens the
community’s overall economic resilience.
Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
Proposed to assist 35 unduplicated businesses
Location Description Citywide
Planned Activities Microenterprise Support
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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 $1,408,759
Citywide $469,000
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 considers 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- m oderate 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
-pr
ofits.
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-mo
derate 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 ne ed 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 will utilize all available resources, including City, County, State, and Federal programs, to address the affordable housing needs of the community. These coordinated efforts support the development, preservation, and accessibility of housing for low- and moderate-income households.
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 needs, the City prioritizes investment in housing preservation and rehabilitation activities. Funding is typically allocated to a housing rehabilitation program that assists low- and moderate -income homeowners with necessary home repairs, helping to preserve the existing housing stock, improve living conditions, and prevent displacement.
In addition, the City partners with the Housing Authority of the County of Riverside (HACR) to expand access to affordable housing. Through HACR, residents benefit from the Housing Choice Voucher Program (Section 8) and Project -Based Voucher units, includi ng Rental Assistance Demonstration (RAD) Project- Based Voucher (PBV) sites located within Moreno Valley. HACR administers approximately 1,100 Housing Choice Voucher units and 66 RAD PBV units within the City, providing ongoing rental assistance to very low-income households.
For consistency, the City defines affordable housing in accordance with the HOME Investment Partnerships Program regulations at 24 CFR 92.252 (rental housing) and 24 CFR 92.254 (homeownership).
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AP-60 Public Housing – 91.220(h)
Introduction
The City of Moreno Valley supports access to safe, decent, and affordable housing through partnerships with the Riverside County Housing Authority (HACR) and its affiliated programs. Public Housing units previously administered by HACR are now part of the Housing Choice Project -Based Voucher Program, which provides housing opportunities for low - and moderate-income families, seniors, and individuals with special needs. HACR’s 469 public housing units were converted to Project- Based Vouchers through HUD’s Rental Assistance Demonstration Program in October 2016. These multifamily developments were initially funded by the U.S. Department of Housing and Urban Development (HUD) and are managed by the non -profit Riverside County Housing Corporation in partnership with the Riverside Housing Development Corporation, with ongoing HUD subsidies.
In addition, the Section 8 Tenant-Based and Project-Based Voucher programs assist lower-income households with rental support, helping residents secure housing that is affordable, safe, and sanitary.
The City collaborates with HACR to ensure residents have access to these programs and supportive resources that promote housing stability.
Actions planned during the next year to address the needs of public housing The Housing Authority converted all of its public housing stock to long- term project- based Section 8 contracts through the Rental Assistance Demonstration (RAD) Project- Based Housing Voucher program.
The conversion was completed during Fiscal Year 2016 -2017, and as of October 1, 2016, the HACR no longer owns any public housing units in the City of Moreno Valley.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Although there are no Public Housing units in Moreno Valley, the Riverside County Housing Authority administers the Family Self- Sufficiency (FSS) Program, which supports Section 8 and Project -Based Housing Voucher participants in achieving economic independence through employment, financial education, and supportive services. The FSS Program aligns with broader local and regional efforts to promote workforce participation and economic mobility, serving assisted households through structured DRAFT
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support that helps participants transition toward sustained employment and increased earning capacity.
Supportive services offered through the FSS Program include:
• Remedial education and classroom training
• Employment training and job placement assistance
• Counseling and case management
• Credit counseling and money management education
• Childcare assistance
• Transportation support
The Housing Authority also offers a Homeownership Program (HP), which enables eligible FSS participants to transition from rental assistance to homeownership by applying voucher assistance toward mortgage payments and related housing costs. Participants must meet eligibility requirements, including first-time homebuyer status, income and employment thresholds, and completion of housing counseling.
In addition, eligible households may access the Riverside County Housing and Workforce Solutions First - Time Homebuyer (HOME FTHB) Program, which provides down payment assistance in the form of a deferred second mortgage. The program requires homebuyer educ ation and is subject to a 15 -year affordability period.
Together, these programs provide a coordinated pathway for assisted households to increase self- sufficiency and achieve long-term housing stability through homeownership.
If the PHA is designated as troubled, describe the manner in which 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
One of the City’s highest priorities for the use of grant funds is to address the 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 partnerships with homeless service providers. It will also continue to subsidize affordable housing development that offers long-te
rm affordable housing opportunities. With its Emergency Solutions Grant (ESG) and Community Development Block Grant Funds (CDBG) entitlement funding, Moreno Valley can implement programs that provide rapid, proactive support to house individuals experiencing homelessness and prevent housing loss among those at risk.
Describe the jurisdictions one -year goals and actions for reducing and ending homelessness including:
• Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
In line with HUD requirements, the City has established one -year goals and actions focused on reducing and ultimately ending homelessness by strengthening outreach efforts and improving service coordination, particularly for unsheltered individuals. The City prioritizes proactive engagement to identify persons experiencing homelessness, assess thei r individual needs, and connect them to appropriate housing and supportive services.
To support these efforts, the City funds a network of public service subrecipients that provide street outreach, case management, housing navigation, emergency shelter and motel vouchers, food, and counseling. These programs serve as primary access points for individuals experiencing homelessness and play a critical role in conducting needs assessments and facilitating placements into temporary and permanent housing solutions.
Complementing these services, the City conducts bi -weekly Homeless Quality of Life Operations throughout its boundaries to directly reach unsheltered individuals in the field. These coordinated efforts involve Maintenance and Operations, the Riverside County Sheriff's Department, Riverside University Health System – Behavioral Health, Path of Life Ministries, and Park Maintenance.
Through on-site engagement, the City is able to meet individuals where they are located, conduct real-time needs assessments, provide immediate resources, and connect them to shelter, behavioral health services, and longer-term housing assistance.
Individuals experiencing homelessness may learn about available programs through outreach efforts, word of mouth, or by directly contacting service providers and visiting local offices. In Riverside County, individuals can also access services through the Coordinated Entry System (CES) by dialing 2-1-1, which serves as a centralized access point for housing assessments, referrals, and DRAFT
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supportive services.
To further strengthen system coordination, the City supports participation in the Homeless Management Information System (HMIS), which enables service providers to collect and share client-level data, track outcomes, and coordinate care across agencies. This integrated approach helps ensure a more efficient and effective regional response to homelessness.
• Addressing the emergency shelter and transitional housing needs of homeless persons 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 Cit y’s ESG program allocation will support a coordinated response to homelessness by complementing prevention services provided by partner agencies, rather than directly funding homelessness prevention activities.
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:
o Outreach to homeless individuals and families living on the street. o Improve the number and quality of emergency shelters for homeless individuals and families.
o Help operate these shelters.
o Provide essential services to shelter residents.
o Rapidly rehouse homeless individuals and families.
o Through its partners, 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
To prevent returns to homelessness, individuals and families exiting homelessness are connected to ongoing supportive services and mainstream resources. System performance and outcomes are tracked through the Homeless Management Information System, which supports data-driven decision-making and strengthens the overall effectiveness of the regional homeless response system.
The City of Moreno Valley works in partnership with the Riverside County Continuum of Care homeless services system, led by the Riverside County Office of Homeless Services, to help homeless persons —particularly chronically homeless individuals and familie s, families with DRAFT
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children, veterans and their families, and unaccompanied youth —transition to permanent housing and independent living. Through this coordinated system, individuals are assessed and prioritized via the Coordinated Entry System (CES) to ensure rapid connection to appropriate housing interventions.
The City of Moreno Valley supports local nonprofit service providers that promote housing stability, self-sufficiency, and access to affordable housing. Path of Life Ministries (POLM) provides outreach and emergency shelter for unsheltered individuals, all owing stays up to 90 days with supportive services and referrals to permanent housing. Operation Safehouse offers up to 21 days of emergency shelter for youth, including meals, counseling, education, life skills, and aftercare services to stabilize youth and support safe transitions to stable living. Through HUD Community Planning funds, The Salvation Army provides hotel vouchers, rapid rehousing, transportation, case management, and family support, assessing residents’ needs and developing individualized service plans to ensure continuity of care and long-term stability. These combined efforts reduce the length of homelessness and help prevent recurrence.
• Helping low-income individuals and families avoid becoming homeless, 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 establishes county -wi
de 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 t
elephone referral program, Home Connect Riverside, and University Health System - Behavioral Health. With the services made available via ESG funding, Home 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 at risk of homelessness by providing referrals and coordinating with other agencies to locate assistance for families or individuals. Additionally, Moreno Valley dedicates ESG entitlement funding toward homeless prevention and rapid-rehousing efforts, when possible.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
As a condition of receiving federal funding through the CDBG and HOME programs, cities are required to certify that they will take active steps to promote the production and availability of affordable housing.
In compliance with this requirement, the City of Moreno Valley prepared an Analysis of Impediments (AI) to Fair Housing Choice as part of its most recent Consolidated Plan, identifying barriers to fair housing and strategies to address them.
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 as follows:
• Development fees: When feasible, the City will consider reducing, waiving, or deferring development fees to encourage the provision of affordable housing. • Development standards: The City will periodically review and revise development standards to support the construction of quality housing that is affordable to lower - and moderate-income households.
• Regulatory review: The City will monitor all regulations, ordinances, departmental procedures, and fees related to the rehabilitation or construction of dwelling units to assess their impact on housing costs and identify opportunities for improvement. • Zoning and land use policies: The City will evaluate zoning ordinances and land use controls to ensure they allow a range of housing types, including multi -family, accessory dwelling units (ADUs), and mixed-use development, which can increase affordable housing opportunities. • Coordination with utilities and infrastructure providers: The City will work closely with water, sewer, and other infrastructure providers to ensure they are aware of residential development plans, facilitating timely service provision and supporting housing growth. • Incentives for affordable housing development: The City may explore additional incentives, such as density bonuses, expedited permitting, or reduced parking requirements, to further encourage the production of affordable units.
Interagency and community collaboration: The City will coordinate with local agencies, nonprofit organizations, and developers to identify challenges, share best practices, and implement policies that reduce barriers to housing affordability.
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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 -base
d paint hazards, to reduce the number of poverty -lev
el
families, develop institutional structure, and actions planned to enhance coordination between public and private housing and social service agencies.
Acti
ons planned to address obstacles to meeting underserved needs To effectively serve the City’s underserved populations —including low -income families, seniors, and individuals experiencing homelessness—the City has identified several key actions:
1. Strengthen partnerships and resource coordination: Collaborate with public and private agencies to maximize the use of existing resources, conduct ongoing research and community engagement to identify current needs, and pursue additional funding opportunities and grants.
2. Update program priorities and develop new initiatives: Adjust program objectives and policies to align with the most pressing needs, reallocating resources as necessary, and establish new or temporary programs to respond to urgent issues affecting underserved populations.
3. Collaborate with subrecipients to optimize services: Work closely with partner organizations to adjust budgets, restructure programs, and refine service delivery to ensure programs are responsive and tailored to the needs of underserved communities.
The City addresses the ongoing challenge of limited funding by continuing to coordinate with partners, maximizing available resources, and actively pursuing additional funding opportunities to support the needs of underserved populations.
Actions planned to foster and maintain affordable housing The City is advancing two affordable housing developments, Linwood Rose and Legacy Ridge, to expand and preserve housing opportunities for low -, very low -, and extremely low- income households. Linwood Rose will provide 35 deed -restricted units, supported b y City financial assistance, including HOME and local housing funds, and will be governed by an Affordable Housing Agreement that ensures assistance, including HOME and local housing funds, and will be governed by an Affordable Housing Agreement ensuring affordability for at least 55 years. Legacy Ridge is a larger development of up to 150 affordable units on City -owned land, designed to serve vulnerable populations, including veterans and individuals experiencing or at risk of homelessness, with integrated supportive services.
These efforts complement the City’s existing affordable housing portfolio of 29 multi- family rental properties that provide long-term housing opportunities for lower-income residents. In addition, the City partners with the Housing Au thority of the County of Riverside (HACR) to expand access to affordable housing through Rental Assistance Demonstration (RAD) and Project -Based Voucher (PBV) programs, which support approximately 86 units within Moreno Valley. Through the use of public la nd, layered DRAFT
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financing such as tax credits and bonds, rental assistance partnerships, and long- term regulatory agreements, the City continues to strengthen public -private partnerships and ensure the ongoing availability of safe, affordable housing.
Actions planned to reduce lead-based paint hazards
City Housing Programs
The City of Moreno Valley offers two home repair programs: the Critical Home Repair Program and the Mobile Home Repair Program, both designed to assist low-income homeowners in maintaining safe and livable housing. These programs are operated and administered by Habitat for Humanity Riverside and are funded through HOME program grants.
All homeowners participating in either program receive a copy of Protect Your Family from Lead in Your Home, a lead-based paint disclosure booklet, and are asked to sign an acknowledgment included in the program file. For homes constructed after 1978, an exemption form is prepared and maintained in the project file. For homes built prior to 1978, a subcontractor conducts a lead-based paint inspection and risk assessment. If lead-based paint is identified, mitigation measures are incorporated into the repair or rehabilitation work to ensure the property is safe for residents.
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-lev el families include:
• Anti-Poverty Policy #1 : T o 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 : A llocate CDBG, HOME and ESG funds to projects and activities that will DRAFT
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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 Department of Behavioral Health and the Department of 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 -pr
ofit
agencies. The City will maintain open dialogue with the Riverside County Housing Authority and focus on the use of resident initiatives in housing projects. The City helped form a Non-Pr ofit 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 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.
Ac
tions 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 -inc
ome individuals by maintaining open
communication with sub -re
cipients and other c onsolidated 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
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.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
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:
No
t 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. Pl
ans 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:
No
t applicable. The City has no plans to refinance existing debt secured by multifamily housing rehabilitated with HOME funds during the upcoming program year PY 2026-20
27. 5. If
applicable to a planned HOME TBRA activity, a description of the preference for persons 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 persons 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:
a. Standard policies and procedures for evaluating individuals and families’ eligibility for assistance under ESG.
b. P
olicies 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-ho
using assistance.
c. Po
licies and procedures for coordination among emergency shelter providers, essential service providers, homelessness prevention and rapid re -ho using assistance providers and
mainstream service and housing providers.
d. S
tandards for determining the share of rent and utilities cost that each program participant must pay, if any, while receiving homeless prevention and rapid re-ho using assistance.
e. St
andards for determining how long a program participant will be provided with rental assistance and whether the amount of that assistance will adjust over time. f. St
andards 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 -ho
using 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 centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
The Riverside County Continuum of Care (CoC) supports a Coordinated Entry System (CES) that meets HUD requirements for centralized or coordinated assessment. The CoC is coordinated by the County of Riverside Housing and Workforce Solutions, Office of Homeless Services (OHS), which leads regional planning, system coordination, and implementation of CoC activities in partnership with local jurisdictions and service providers.
The Coordinated Entry System is operated by Riverside University Health System – Behavioral Health (RUHS-BH). The CES provides a standardized, countywide process for accessing housing crisis response services. Individuals and families experiencing homelessness are assessed using uniform tools that evaluate factors such as vulnerability, length of homelessness, and barriers to housing stability. Based on this assessment, households are prioritized and matched to available housing interventions, including emergency shelter, rapid rehousing, and permanent supportive housing.
The CES is integrated with the Homeless Management Information System (HMIS) to support coordinated intake, referrals, data sharing, and system-wide reporting across participating agencies.
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coordinated case management and resource allocation throughout the homeless service system.
The City of Moreno Valley participates in the CoC through ongoing coordination and consultation with OHS and regional partners. The City aligns ESG-funded activities with CoC system priorities and consults with the CoC by sharing ESG funding recommendations and requesting feedback from CoC members to ensure local investments support and strengthen the coordinated entry system and overall housing crisis response framework.
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).
Th
e ESG sub-award
s follow 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 publications of general circulation, online, and through e -mail
blasts to interested
parties. Moreno Valley also offered an online 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 evaluation form. Return applicants’ prior performance in terms of meeting their established goals, expenditure and administrative requirements were eva luated 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.
Thi
s PY 26-27, the City intends to allocate its ESG funds in the following manner:
• Planning & Administration: $12,880
• Emergency Shelter: 103,000
• Homelessness Prevention: $124,733
• HMIS: $6,000
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 ESG subrecipients 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.
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