1 INTRODUCTION
The City of Orange’s HOME-American Rescue (ARP) Allocation Plan describes how the City of Orange engaged in the consultation and public participation process as part of the Plan’s development and requirements. It outlines how the City will use HOME-ARP funds to address the needs of qualifying populations who are defined as persons who are: (1) homeless, as defined in section 103(a) of the McKinney-Vento Homeless Assistance Act, as amended (42 U.S.C.11302(a)) (“McKinney-Vento”); (2) at risk of homelessness, as defined in section 401 of McKinney-Vento; (3) fleeing, or attempting to flee domestic violence, dating violence, sexual assault, stalking, or human trafficking; (4) part of other populations where providing supportive services or assistance would prevent a family’s homelessness or would serve those with the greatest risk of housing instability; or (5) veterans and families that include a veteran family member that meet the criteria in one of (1)-(4) above.
The City will receive $1,655,186 in HOME-ARP funding to be used in accordance with the HOME- ARP Guidelines and as described in this Allocation Plan.
The Eligible Activities for HOME-ARP activities are as follows:
1. Administration and Planning Costs;
2. Development of Rental Housing (Acquisition, Rehabilitation, Construction);
3. Development of Non-Congregate Shelter (Acquisition, Rehabilitation, Construction);
4. Tenant-Based Rental Assistance (TBRA);
5. Supportive Services; and
6. Nonprofit Operating and Capacity Building Assistance.
The contents of this plan will address how the City of Orange proposes to use its HOME-ARP Funds in accordance with the eligible activities listed above.
The following are the major components addressed in the plan:
1. Consultation;
2. Public Participation;
3. Needs Assessment and Gaps Analysis;
4. Identification of HOME-ARP Activities;
5. HOME-ARP Production Goals;
2 CONSULTATION
In accordance with the HOME-ARP Guidelines, the City consulted with the following agencies before developing its HOME-ARP allocation plan:
Continuum of Care agencies serving the jurisdiction’s geographic area, homeless service providers,
domestic violence service providers,
veterans’ groups,
public housing agencies (PHAs),
public agencies that address the needs of the qualifying populations, and public or private organizations that address fair housing, civil rights, and the needs of persons with disabilities.
Describe the consultation process including methods used and dates of consultation:
The HOME-ARP Allocation Plan was developed following an extensive consultation and outreach effort. The City of Orange conducted extensive outreach activities beginning October 13, 2022.
The City held over seven (7) consultation meetings to engage stakeholder groups in the process of its engagement efforts in addition to one-on-one interviews with its homeless population over the course of two weeks in November 2022. The consultation meetings included external and internal participants. The consultation meetings were held virtually and in person and through one-on-one interviews. Community Development staff also offered one-on-one consultations to accommodate individuals unable to attend the meetings. The consultation meetings with the stakeholders were advertised consistent with the City of Orange’s Citizen Participation Plan.
Email communication was also sent to stakeholders. The outreach effort included advertisement via the City’s website and social media, flyers at City Hall Department counters and the Main Library, and on City monitors in at the City Clerk’s Office and Community Services Department.
Meetings were also advertised on the City’s channel 3 station. Additionally, the City’s partner, The HUB OC, a local non-profit, distributed flyers at a local church, youth center location, and included the information in their monthly newsletter. The HUB OC also assisted with outreach by including information for the stakeholder meetings on their social media platforms.
The series of meetings and one-on-one interviews were conducted with internal/external stakeholders including homeless service providers, elected officials, City staff, continuum of care partners, fair housing agencies, homeless individuals, among many others involved in addressing the homeless needs in the City of Orange. For a complete list, please refer to table below. The consultation process provided helpful insight and clarification on current issues, needs, and options for addressing the needs of the unsheltered populations throughout the City and region.
The interviews were conducted by staff from the City’s Community Development Department and Community Services Department.
3 Additionally, a Public Hearing was held before the City Council on January 10, 2023 after proper noticing to solicit additional feedback on the use of HOME-ARP funds. The consultations provided attendees with the HOME-ARP Program background, funding availability, eligible uses of funds, and the range of activities the City of Orange proposes to undertake. Homeless projects and programs to serve the needs of the community were also discussed throughout the consultation process.
Method of Outreach Date Target of Outreach
Flyers at the Community
Development Dept. Counter,
City Clerk/Main Library,
Friends Church, Youth
Centers of Orange
October 13, 2022 –
November 10, 2022
City Residents/Community
Stakeholders/Elected Officials
City of Orange Official
Website
October 11, 2022 -
January 10, 2023
City Residents/Community
Stakeholders/Elected Officials
City of Orange and The HUB
OC social media platforms
October 13, 2022-
November 10, 2022
City residents/community
stakeholders, elected officials
Community Services and City
Clerk Advertisement
Monitors
October 13, 2022-
November 10, 2022
City Residents/Community
Stakeholders/Elected Officials
Direct email meeting
invitation
Starting October 1,
2022
-Continuum of Care Service Providers
-Homeless Services Providers
-Local Hospitals
-Fair Housing Agencies
-Food Service Providers
-Local Partners (ie. Starbucks, Full
Circle, City of Orange Community
Services Department).
City’s Channel 3 Station Starting October 13,
2022 – November
10, 2022
City Residents/Community
Stakeholders/Elected Officials
One on One Interviews Starting October 1,
2022
Targeted recipients/providers
Public Notice Starting December
1, 2022
Community at Large
4 Push Notifications to
subscribers
Starting October 1,
2022
Subscribers
The HUB OC newsletter October, November Subscribers
Agencies/ Organizations consulted:
Agency/Org Consulted Type of Agency/Org Method of Consultation Feedback Continuum of Care
Coalition
Homeless Services
Provider; Veterans
Groups;
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
The HUB Homeless Services
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22,
10/27/22, 11/1/22
In-person Stakeholder
Meeting 10/25/22,
11/10/22
Video
presentation
on the HRC
services to
the Orange
Homeless
Community
Clothing the Homeless Clothing the Homeless Virtual Stakeholder Meeting 10/13/22, 10/18/22
See summary
below
HomeAid Family
Care/Emergency
Shelter
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Coalition of OC
Community Health
County of Orange
Continuum of Care
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Fair Housing Housing Advocacy Virtual Stakeholder Meeting 10/13/22, 10/18/22
Consultation 11/17/22
See summary
below
Feeding Freedom Food Service Provider Virtual Stakeholder Meeting 10/13/22, 10/18/22
See summary
below
HEART Team City of Orange Police
Department
Virtual Stakeholder Meeting
10/13/22, 10/18/22,
11/1/22
See summary
below
5 Helping Hands Homeless Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Helping Homeless
Companions
Homeless Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
Consultation 12/9/22
See summary
below
Hospital Association
of S. California
Homeless Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Hurtt Family Clinic Health Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Lestonacc Medical Care and
Vision Services
Virtual Stakeholder Meeting
10/13/22, 10/18/22
Phone consultation
11/17/22
See summary
below
Love Orange Community Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
OC Housing and
Community
Development
Oversee grants for
housing and homeless
activities
Virtual Stakeholder Meeting
10/13/22, 10/18/22,
12/9/22
See summary
below
OC Public Health
Agency
Health Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Trellis Homeless Service
Provider
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Veterans of OC Veterans Advocacy
Group
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Volunteers of America Veterans Advocacy Virtual Stakeholder Meeting 10/13/22, 10/18/22
Consultation 11/15/22
See summary
below
Orange Housing CD CHDO Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
C&C Development Affordable Housing
Developer
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Acacia Housing
Advisors
Affordable Housing
Developer
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Mercy Housing Affordable Housing
Developer
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
Veterans Group Veteran Services Virtual Stakeholder Meeting 10/13/22, 10/18/22
See summary
below
OC Housing Authority Housing Choice
Voucher Administrator
Virtual Stakeholder Meeting
10/13/22, 10/18/22
See summary
below
6 Summarize feedback received and results of upfront consultation with these entities:
The City solicited meaningful feedback from its consultation meetings. The feedback solicited from the homeless clientele resulted in feedback of real-life experiences and examples.
General findings are described below. For more detailed feedback received, refer to Attachment A.
The recurring theme from the one-on-one interviews is that a large majority of the clientele fall within in the definition of chronically homeless. While some clients indicated they have a plan to get into housing, the clients stated a preference for wanting to live independently. For this reason, many of the homeless clients are not sheltered. Many described bad experiences in the shelter system that has left them with no desire to seek any type of temporary shelter and for this reason prefer to live on the streets, even during the winter months. Through the interviews we also learned the limitations many encounter at shelters, with many not accepting families or pets.
The services offered at the Homeless Resource Center (HRC) include meals, showers, laundry, phone charging stations, and mail services. One individual stated that he travelled daily using several buses and spending two hours each way to reach Orange where he has been receiving meals for nearly two decades. When asked about his housing status, he said it took him a while to become sober, but with his sobriety he is hopeful of finding a job so that he can afford an apartment and live independently.
The feedback from the Consultation presentations was very positive and public support was voiced at each consultation meeting for the need to continue the services offered at the HRC.
The Sisters of St. Joseph also participated in a consultation resulting in a request to partner with the HUB OC, who manages the HRC, in some capacity since homeless services is part of their mission.
There is a recognized perception of the ‘stigma’ of homelessness and the way it affects how people view themselves and how they are treated by the community. Service providers emphasized that there is an existing cultural ‘stigma’ of being homeless and that this stigma greatly affects one’s perception of self and sense of dignity. The ways in which systems, services, and the larger community treat those experiencing homelessness is dehumanizing and takes everything out of their control (i.e. relying on waitlists for services/housing). Oftentimes, those experiencing homelessness feel like they don’t have a voice and are experiencing trauma that is hard to process.
There is a lack of concrete solutions to support the area’s chronically homeless population.
Service providers acknowledged that there are not long-term solutions and/or specific programs to assist the population identified as ‘chronically homeless’ (being homeless for ten (10) or more consecutive years as defined by HUD). It was observed that more of the chronically homeless population lives in encampments, though they may access emergency sheltering in the winter months.
7 The lack of affordable housing and the affordability crisis was referenced as the most significant issue facing the unsheltered population. There is recognized lack of affordable housing across the County of Orange as well as a trend of rising rents over the past few years. The lack of affordable housing options creates an obstacle to move those experiencing homelessness from shelter to permanent housing. The lack of a pipeline of affordable housing also compounds waiting periods for shelters as well as for the very limited affordable housing options.
Additionally, the Section 8 program that has historically assisted in securing long-term affordable housing is not keeping pace with rising rents or inventory. It was stated that currently, most landlords are not accepting Section 8 vouchers as they do not reflect current ‘market’ value of their units and landlords also do not want to deal with the regulatory requirements/paperwork of the program when they can find tenants willing to pay the higher rents.
Beyond the consultations and interviews, area public officials have toured the HRC and were amazed at the efficiency of its operations. One statement included, “this place should be a model for other communities” and “can you replicate this elsewhere?” The City also held internal consultation to include:
City of Orange Administrative Team
City of Orange CDBG Committee
City of Orange Community Services Department
City of Orange Police Department
The City’s Allocation Plan concept was presented initially and garnered support from the various City Departments, especially the Police Department that runs the Homeless Engagement, Assistance & Resources Team (HEART). The HEART Team works specifically with the homeless community to offer resources which go hand in hand with the HRC services. These partnerships have been noticeably positive to the HEART Team.
The Orange County Outreach and Engagement Team assists individuals who are experiencing homelessness. Feedback from a one-on-one interview with The OC Outreach and Engagement Team was very positive as there are limited resources throughout the county for the overwhelming unsheltered community.
Local business owners, specifically Starbucks coffee, has been very supportive of the HRC. When interviewed, their feedback included noticeable decrease in loitering outside of their business and less disruptive behavior since the establishment of the HRC. When asked if there were services that were not being offered, the homeless clientele interviewed requested coffee with their breakfast. Due to the cost of coffee and the supplies associated with a cup of coffee, this is not an item that is served at the HRC. During the consultation process, the HRC announced a partnership with Starbucks to offer coffee a couple days per week. 8 Affordable Housing Developers also participated in the consultations. While some advocated for more City funding for affordable housing developments, the developers showed their support with the HRC operation’s. One of the affordable housing developments is located on the same street as the HRC and will be setting aside units for the City’s newly established Tenant Based Rental Assistance Program (TBRA) for qualifying HRC clientele.
PUBLIC PARTICIPATION
In accordance with the HOME-ARP Allocation Plan Guidelines, the City of Orange provided for and encouraged citizen participation in the development of the HOME-ARP allocation plan.
Before submission of the plan, the City provided residents with reasonable notice and an opportunity to comment on the proposed HOME-ARP allocation plan ofno less than 15 calendar days from December 1, 2022 to December 15, 2022 . The City extended this review period through December 19, 2022 to allow for additional comment and feedback. The City followed its adopted requirements for “reasonable notice and an opportunity to comment” for plan adoption and subsequent amendment in its current citizen participation plan. In addition, the City heldat least one public hearing on January 10, 2023 during the development of the HOME-ARP allocation plan and prior to submission.
In compliance with HOME-ARP guidelines, the City made the following information available to the public:
The amount of HOME-ARP the City will receive, and
The range of activities the City will undertake.
Throughout the HOME-ARP allocation plan public participation process, the City followed its applicable fair housing and civil rights requirements and procedures for effective communication, accessibility, and reasonable accommodation for persons with disabilities and providing meaningful access to participation by limited English proficient (LEP) residents that are in its current citizen participation plan as required by 24 CFR 91.105 and 91.115.
Describe the public participation process, including information about and the dates of the public comment period and public hearing(s) held during the development of the plan:
The City of Orange undertook an extensive consultation process to encourage public participation in the development of its ARP-Allocation Plan.
The meetings included:
1. Overview of the funding available to the City under the HOME-ARP program;
2. PowerPoint Presentation by City staff describing the funding source, HOME-ARP Allocation Plan Process, and the activities the City considered for inclusion in the HOME- ARP Allocation plan;
3. Video presentation on the homeless services currently provided at the HRC. 9 The consultation meetings included the following:
Consultation Meeting #1 - October 13, 2022, 7:00 p.m.– Virtual Meeting Consultation Meeting #2 - October 18, 2022, 6:00 p.m. – Virtual Meeting Consultation Meeting #3 - October 25, 2022, 6:00 p.m. – Weimer Room – 300 E. Chapman Ave, Consultation Meeting #4 – October 27, 2022, 7:00 p.m. – Virtual Meeting Consultation Meeting #5 – November 1, 2022, 4:00 p.m. – Virtual Meeting Consultation Meeting #6 – November 3, 2022, 6:00 p.m. - Handy Park – 2143 E. Oakmont Ave.
Consultation Meeting #7 – November 10, 2022, 7 p.m. – El Camino - 400 N. Main Street The consultation meetings were coordinated to include all required participants under the HOME-ARP guidelines.
In addition to the Consultation Meetings, the City also conducted one-on-one interviews with the City’s homeless clientele. The feedback from the meetings is also included in Attachment #A.
In conformance with the HOME-ARP Allocation Plan Guidelines, the city held the following public meetings and provided noticing as follows:
Date(s) of public notice: 12/1/2022
Public comment period: start date – 12/1/2022 end date – 12/19/2022 Date(s) of public hearing: 1/10/2023
Substantial Amendment public hearing: February 14, 2023 Describe the public participation process:
In compliance with the HOME-ARP notice, the City conducted a public comment period from December 1, 2022 to December 15, 2022 which was noticed in the Orange City News on December 1, 2022. The City extended the public comment and review period through December 19, 2022 to allow an opportunity for additional feedback. The public participation process included noticing via direct email to continuum of care partners, advertisement on all City Hall tv monitors (City Clerk, Community Services), flyers at public counters (City Clerk, Community Services, Community Development, Youth Centers of Orange, Friends Church); advertisement on the City of Orange Official Website and City of Orange social media platforms including Facebook, City push notifications to subscribers of news items, and Channel 3. Notification of the Public Hearing was also communicated via email to the mailing list of stakeholders and to attendees at all the consultation meetings.
Describe efforts to broaden public participation:
The City’s efforts to broaden public participation included developing an extensive list of service providers at the local and regional level, public and private agencies that provide homeless services, and affordable housing developers. All groups were invited to participate in the 10 Allocation Plan process to solicit meaningful feedback and to broaden its outreach efforts to solicit feedback to address the service gaps in the community. In addition, one on one interviews were conducted directly with unhoused individuals from the City of Orange and those who seek housing services from the City and the region.
All comments or views were considered orally, in writing and incorporated herein in the process of preparing the HOME-ARP allocation plan.
Summarize the comments and recommendations received through the public participation process either in writing, or orally at a public hearing:
All public participation comments and recommendations received through the public participation process either in writing, or orally at a public hearing or otherwise are summarized in Attachment #A. All comments were addressed.
NEEDS ASSESSMENT AND GAP ANALYSIS
In accordance with Section V.C.1 of the Notice (page 14), the City of Orange evaluated the size and demographic composition of the qualifying populations within its boundaries and assessed the unmet needs of each of those populations. Gaps were identified within its current shelter and housing inventory, as well as the service delivery system. The City used current data, including point in time count, housing inventory count, and other data available through CoCs, and consultations with service providers to quantify the individuals and families in the qualifying populations and their need for additional housing, shelter, or services.
Homeless Needs Inventory and Gap Analysis Table
Homeless
Current Inventory Homeless Population Gap Analysis
Family Adults Only Vets Family
HH (at
least 1
child)
Adult
HH
(w/o
child)
Vets Victims
of DV
Family Adults Only
# of
Beds
# of
Units
# of
Beds
# of
Units
# of
Beds
# of
Beds
# of
Units
# of
Beds
# of
Units
Emergency
Shelter 546 185 1707 # #
Transitional
Housing 621 223 248 # 26
Permanent
Supportive
Housing
1205 369 1397 # 1127
Other
Permanent
Housing
129 37 138 # #
Sheltered
Homeless # 116 # #
11 Unsheltered
Homeless # 134 # #
Current Gap # # 134 #
Data Sources: 1. Point in Time Count (PIT); 2. Continuum of Care Housing Inventory Count (HIC); 3. Consultation 12 The following are definitions of the qualifying populations within the City’s boundaries:
Homeless as defined in 24 CFR 91.5
Chronically homeless means:
(1) A “homeless individual with a disability,” as defined in section 401(9) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11360(9)), who:
(i) Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter; and
(ii) Has been homeless and living as described in paragraph (1)(i) of this definition continuously for at least 12 months or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described in paragraph (1)(i). Stays in institutional care facilities for fewer than 90 days will not constitute as a break in homelessness, but rather such stays are included in the 12-month total, as long as the individual was living or residing in a place not meant for human habitation, a safe haven, or an emergency shelter immediately before entering the institutional care facility;
(2) An individual who has been residing in an institutional care facility, including a jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria in paragraph (1) of this definition, before entering that facility; or (3) A family with an adult head of household (or if there is no adult in the family, a minor head of household) who meets all of the criteria in paragraph (1) or (2) of this definition, including a family whose composition has fluctuated while the head of household has been homeless.
At Risk of Homelessness as defined in 24 CFR 91.5
The number of individuals at risk of homeless is difficult to assess given an individual’s circumstances can change overnight. An individual at risk of homelessness is defined in 24 CFR
91.5 as Those that have an annual income below 30 percent of median family income for the area at the greatest risk of homelessness. Especially those that do not have family, friends, or other social networks to rely on. An individual at risk of homelessness is best described in meeting one of the following conditions:
(A) Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance; (B) Is living in the home of another because of economic hardship; 13 (C) Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance; (D) Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable organizations or by federal, State, or local government programs for low-income individuals; (E) Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 people per room, as defined by the U.S. Census Bureau;
(F) Is exiting a publicly funded institution, or system of care (such as a health-care facility, a mental health facility, foster care or other youth facility, or correction program or institution); or (G) Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient's approved Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking, or Human Trafficking, as defined by HUD in the Notice
Any individual or family who:
(i) Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, including a child, that has either taken place within the individual's or family's primary nighttime residence or has made the individual or family afraid to return to their primary nighttime residence;
(ii) Has no other residence; and
(iii) Lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, to obtain other permanent housing.
Other populations requiring services or housing assistance to prevent homelessness and other populations at greatest risk of housing instability, as defined by HUD in the Notice A youth (17 years or younger) not accompanied by an adult (18 years or older) or an adult without children, who is homeless (not imprisoned or otherwise detained pursuant to an Act of Congress or a State law), including the following:
(1) An individual who lacks a fixed, regular, and adequate nighttime residence; and 14 (2) An individual who has a primary nighttime residence that is:
(i) A supervised publicly or privately operated shelter designed to provide temporary living accommodations (including welfare hotels, congregate shelters, and transitional housing for the mentally ill);
(ii) An institution that provides a temporary residence for individuals intended to be institutionalized; or
(iii) A public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings.
The size and demographic composition of qualifying populations within the City’s boundaries:
There are 134 homeless persons in the City of Orange as of the 2022 Point-in-Time count.
According to the count, 116 are sheltered, and 134 are unsheltered. There was no information available on the breakdown of children in the data or youth. There is no county data on race or ethnicity.
Currently, the City through its operator is serving over 70 meals per day. In addition to meals, on average the same individuals seek showers, access to laundry facilities, clothing, and health care.
These services are in dire need to those who do not have a shelter to facilitate their daily needs.
The families that are at risk or experiencing homelessness do not frequent the HRC at the same consistent rate as its regular clientele, but there are cases where families go the HRC out of desperation. Through its partnerships, temporary shelter is facilitated through the HRC and all the services available to assist the family are provided.
For the homeless subpopulations served in Orange, many are chronically homeless because they suffer from severe mental illness, chronic substance abuse, HIV/AIDS, disabilities, and are veterans.
Identify and consider the current resources available to assist qualifying populations, including congregate and non-congregate shelter units, supportive services, TBRA, and affordable and permanent supportive rental housing:
As background, for nearly 20 years, the non-profit, Mary’s Kitchen had a license agreement with the City to provide homeless individuals with a hot meal, shower facilities, mail services, and laundry services on City property. While limited social services were also available to its clientele, Mary’s Kitchen did not provide services through the Continuum of Care agencies. The City terminated the license agreement as safety concerns regarding how the organization was operating continued to increase.
In the Spring of 2022, pursuant to an agreement reached in federal court, the City of Orange agreed to provide the services that were being offered at Mary’s Kitchen to its clientele without 15 interruption. The City of Orange mobilized expeditiously to partner with a local non-profit, the HUB OC, to properly administer the services in a new temporary location on the parkway along Struck Avenue in front of the City of Orange’s Public Works Department. To date, the expenses for the services at the HRC have been paid using Coronavirus Aid, Relief, and Economic Security (CARES) Act funding, as well as the City’s General Fund. It is important to note that with the CARES funding almost completely exhausted, the City utilized General Fund dollars to supplement the cost of operation and resources, but the General Fund is not a sustainable funding source because of the high costs associated with the operations and administration of the HRC. The General Fund was used as a temporary solution to bridge the gap in funding in order to avoid interruption in services to the homeless clientele until another source of funding could be identified.
The HUB OC currently operates the HRC where the services are provided to the homeless clientele. As mentioned, the HRC is operating in a temporary location on City property.
Currently, the clientele receives a meal ticket, a shower ticket, and a laundry ticket as needed.
The use of tickets for services is to track statistics and adjust resources and operations accordingly for future budgeting purposes. Additional services include mail, restroom facilities, haircuts offered through partners on site, as well as free childcare through The Hub OC’s subsidiary non- profit, the Youth Centers of Orange, to allow for parents the opportunity to seek employment.
Beyond the basic needs, Continuum of Care services appointments are made and facilitated by the HRC staff. Continuum of Care services include medical services, dental services, social services, shelter referrals, mental health services, rehabilitation services, veterinarian services, vision services, recovery groups, work programs, COVID-19 vaccinations, housing case worker, Domestic Violence Support Groups, addiction treatment, and job seeking assistance.
Furthermore, access to clothing for job interviews is available through The Hub OC’s other subsidiary non-profit, Full Circle Thrift Shop. Device charging stations are also maintained at the site, as well as availability of resources, free of charge, are provided to those who need them.
Available resources include free cell phone and ipad devices that are distributed under a government program, hygiene kits, and socks. If an individual is in need of transportation for a job interview, bus tickets are also available.
On average, approximately 70 individuals receive hot meals for breakfast and lunch and receive a non-perishable meal for dinner. Tables are set up under easy up canopies for the clientele to eat and/or wait for their laundry or shower services, charge their device, and schedule continuum of care services. The HRC operates Monday through Saturday, 9 am – 3 pm and is closed on Sundays. The HRC operates during holidays as well. A recent example is the Thanksgiving Meal served on Thanksgiving Day. The HRC staff has become very familiar with its clientele and not only know them on a first name basis, but are familiar with their cases and the status of each.
This creates a welcoming environment for the patrons and a place where they feel supported and safe.
16 The cost of operating the HRC includes facility cleaning, showers, laundry, hygiene products, facility supplies, staff salaries, utilities, security, restrooms/sink rentals, and most importantly, food and water. The HUB OC has an arrangement for food services with Abound Food to provide hot meals, where the food is prepared off site and delivered in temperature-controlled containers and distributed at the site.
The focus of the City of Orange’s HOME-ARP Allocation Plan is to continue funding the supportive services for the homeless community offered at the HRC while it is subject to the federal court agreement and transitions into the HRC’s long-term location and operations.
Describe the unmet housing and service needs of qualifying populations:
Homeless as defined in 24 CFR 91.5
While there is an unmet need of affordable housing and shelters, the homeless clientele interviewed consistently stated they did not care for any type of shelter, including winter shelters, and preferred to be on the streets. Many of the clients interviewed also mentioned that addiction is something they struggle with or did at some time. During a client interview, it was revealed that the individual slept in Los Angeles as that was his home base but has been coming to the City of Orange for meals and services for nearly 20 years. This is the case of a chronically homeless individual who has lived on the streets for almost two decades yet has not taken the necessary steps to become housed, claiming his preference is to not live in a congregate shelter but to instead remain independent.
While there are limited shelter beds available at the County level, there are resources available for those who seek them. Aside from shelter services, meal services, showers, and laundry are among the services in greatest demand.
There are clients who are housed yet need that extra meal to make ends meet every month. The patterns of the clients have become evident to the HRC staff. Usually before the end of each months, there is a surge in clients needing meals.
At Risk of Homelessness as defined in 24 CFR 91.5
The HRC serves all the qualifying homeless populations including those at risk of homeless, those fleeing or attempting to flee, domestic violence, dating violence, sexual assault, stalking victims, or human trafficking as defined by HUD in the notice. The HRC provides assistance with coordinating child-care so parents have an opportunity to meet with the service providers to assist with their housing needs.
Identify any gaps within the current shelter and housing inventory as well as the service delivery system:
The current shelter and housing inventory is not sufficient to meet the current need in the City, County or Region to house the unsheltered population. However, the greatest challenge is for 17 the unsheltered population who does not wish to seek shelter. Since the focus of the Allocation Plan is to provide supportive services to the homeless population, the gap is focused on the services the unsheltered population would otherwise not receive were it not for the services provided by the HRC.
Currently, the HRC maintains daily statistics on the clientele they serve. A snap-shot of a day at the HRC consists of 80-100 Chronically Homeless, 75 borderline or temporarily homeless, and approximately 25 having a one-time need or requiring preventative care. The HRC has created an extended network of agencies and housing providers to assist in cases where shelter is an option for those willing to pursue it.
The greatest need as observed in real time is the need for meals for homeless individuals, showers, laundry facility, hygiene kits, socks, mail services, and the connection to the Continuum of Care services offered. These services are not offered elsewhere, and the need is evidenced by the homeless clientele that the HRC serves and personal interviews with them in the process of developing this plan.
Identify priority needs for qualifying populations:
The priority needs for the qualifying population as identified in the City’s 2020-2024 Consolidated Plan are Homeless Services and Affordable Housing. The priority need for the City of Orange’s homeless population is beyond shelter and housing for those that are chronically homeless. The need for Orange’s homeless population is the need for meals, showers, laundry, mail service, and continuum of care resources. The priority needs identified for the qualifying population are consistent with the use of federal funds for this purpose.
Explain how the PJ determined the level of need and gaps in the PJ’s shelter and housing inventory and service delivery systems based on the data presented in the plan:
The City determined the level of need in the service delivery system through the unsheltered population that has been receiving services in the City of Orange under its administration since the Spring of 2022. The City was not previously involved in providing meal, showers, laundry, orcontinuum of care coordination services. .
Orange has joined with the cities of Anaheim, Brea, Buena Park, Cypress, Fullerton, La Habra, La Palma, Placentia, Villa Park, Stanton, and Yorba Linda in an unprecedented partnership called the North Service Planning Area (SPA). The North SPA Partnership is a joint collaboration that includes two full-service Navigation Centers to provide help to the region’s homeless. The HRC provides services to connect individuals to these shelters, provide continuum of care services while individuals are waiting to be placed in the shelter, and services for those who declined shelter services.
18 The level of need and gap were determined by extensive levels of community input, stakeholder input, and Point-in-Time data.
HOME-ARP ACTIVITIES
Describe the method(s)that will be used for soliciting applications for funding and/or selecting developers, service providers, subrecipients and/or contractors:
The method that will be used to solicit service providers will follow the City’s procurement protocols. The services provided at the HRC are unique, making it difficult to solicit other service providers without risking interruption of services. As such, the City will request permission from HUD to sole source with the HUB OC given the unique nature of their services and to not risk the interruption of services.
Since taking over the operation, the HUB OC as the provider has exceeded all expectations and is doing an excellent job providing services to the homeless community in Orange. The clientele, in this case subrecipients, meet the qualifying population needs and are an assumed beneficiary due to their circumstances. All homeless clients are welcome to receive the services without the need for an application.
Over the course of the last year, beginning in the Spring of 2022, the City of Orange entered into a Professional Services Agreements with the HUB OC to serve as the operator and implement the most needed services which include meals, shower, mail, and laundry facilities, as well as manage the general operations of the HRC. The HUB OC is mindful of the City and HUD regulations and has been compliant with maintaining documentation and reporting. All expenses for administration, food, supplies are carefully reviewed by staff to ensure proper usage of the funds.
The HUB OC is paid for their service with CARES and City General funds on a reimbursement basis when monthly invoices are received.
Describe whether the PJ will administer eligible activities directly:
The City of Orange does not have the capacity to administer eligible activities directly making it necessary to acquire a service provider to administer activities on the City’s behalf. Given the unique nature of the services provided, service providers who specialize in the services offered at the HRC are far and few and not easy to find.
Upon approval of the Allocation Plan, the City will enter into a new agreement with the HUB OC that is consistent with an agreed upon scope of work and cost in compliance with the Allocation Plan and HUD regulations. The City’s role will be to oversee the contract and the HUB OC will administer eligible activities directly.
19 If any portion of the PJ’s HOME-ARP administrative funds are provided to a subrecipient or contractor prior to HUD’s acceptance of the HOME-ARP allocation plan because the subrecipient or contractor is responsible for the administration of the PJ’s entire HOME-ARP grant, identify the subrecipient or contractor and describe its role and responsibilities in administering all of the PJ’s HOME-ARP program:
HOME-ARP administrative funds have not been provided to the HUB prior to HUD’s acceptance of the HOME-ARP Allocation Plan. However, upon receiving HUD’s acceptance of the HOME-ARP Allocation Plan, the City plans to reimburse the General Funds used for the HUB OC operation and continue to fund the HRC until the grant funds are expended.
In accordance with Section V.C.2. of the Notice (page 4), the City of Orange will use approximately 5% of its administrative HOME-ARP allowance for administration, an eligible HOME-ARP activity type. The planned funding for the HUB’s nonprofit organization operating assistance, nonprofit capacity building, and administrative costs will be within HOME-ARP limits.
Use of HOME-ARP Funding
Funding Amount Percent of
the Grant
Statutory
Limit
Supportive Services $ 1,581,927
Acquisition and Development of Non-
Congregate Shelters $ #
Tenant Based Rental Assistance (TBRA) $ #
Development of Affordable Rental
Housing $ #
Non-Profit Operating $ # # % 5%
Non-Profit Capacity Building $ # # % 5%
Administration and Planning $ 83,259 5 % 15%
Total HOME ARP Allocation $ 1,665,186
Describe how the PJ will distribute HOME-ARP funds in accordance with its priority needs identified in its needs assessment and gap analysis:
HOME-ARP Funded Plan
The City plans to distribute the HOME-ARP funds in accordance with the priority needs identified in its need assessment and gap analysis. Consistent with the needs of the homeless community, the City will distribute approximately 95% of the funds to The HUB OC to serve the needs of the homeless on a reimbursement basis. The balance of the funds (5%) will be used for administration purposes.
The City will enter into a new subrecipient agreement with the HUB OC to fund its operation until the funds are fully exhausted. In order to more efficiently and effectively provide services, the HRC will move from its temporary location on the sidewalk of Struck Avenue to the site of where 20 the previous homeless service provider was located. The City will be relocating a mobile office unit to the newly renovated site that will provide continuum of care providers space to meet with clients and allow for more privacy, a need expressed by service providers at the HRC.
Long-Term Plan
Once the HOME-ARP funds are exhausted, the HRC is planning to modify the current operations of the site as part of the long-term plan to avoid interruption in services and reduce operational costs. The HUB endeavors to work strategically with partners in the local and global communities and organizations to provide services free of charge and is working to acquire donations for resources. Additionally, partnerships are being developed in order to offer classes and workshops at the site to help clients towards long term employment and housing stability.
The goal of the HRC in the long run is to continue to offer the same services it does now, but adjust meals to a more nutritional, medical, and supplemental based service. Current services such as showers and laundry will continued to be offered and will encourage the client to attend a class, workshop, or other empowering services offered at the site through one of its partners or volunteers. Currently, the HUB OC has over 40 partners and is continuously seeking out additional partners to expand services and resources for the homeless community at no additional cost. The HUB OC develops it partnerships by reaching out to schools, non-profits, and local businesses and donors directly and sharing the mission and vision of the HRC with the goal of receiving continuous or one-time financial or in-kind donations. Partnerships are also developed through word of mouth from volunteers and current partner organizations already providing services at the site. If the outreach results in a long-term partnership, the Hub OC will create agreements for the service or donation to be provided at no-cost at the HRC, including those services already being offered.
The HRC has already started to secure partnerships for the classes, workshops, and other empowering services it will offer at the site in the long-term. Examples include:
Work Program focused on creating healthy work ethics and facilitating project participation throughout the City to develop workforce skills; Classes on health care for individuals living on the streets by nurses from local state university.
Support classes for mothers including lactation and birthing that will also offer essential items that can be purchased using EBT and WIC onsite;
Resume building and application assistance by professionals and volunteers in our community;
Drug and addiction programs through Celebrate Recovery/AA that offers video and workbook curriculum, sponsors, and success chips;
Men’s and Women's support groups for holistic well-being; Associate Degree Program through a local college that clients will be able to complete at the HRC through the use of donated computers;
Nutrional courses by a food scientist;
21 Outreach courses for volunteers and local businesses wanting to understand the difficulties of the homeless population and discover ways in which they can help.
Additionally, the HUB and the City will work collaboratively to seek grant funding to continue the ongoing operation of the facility.
The Hub OC proposes to make the adjustments to the operation of the services in the long-term to run it more efficiently and at a sustainable cost while continuing to provide the services that are available as the HRC as it currently operates as a result of financial constraints and funding availability.
Describe how the characteristics of the shelter and housing inventory, service delivery system, and the needs identified in the gap analysis provided a rationale for the plan to fund eligible activities:
Service delivery system data was not available through regular channels such as the Point in Time Count or other shelter data. The characteristics of the service delivery system is unique. The data to statistically track the supportive services offered by the HUB was only initiated as recently at the Spring 2022 when the HUB was hired as the service provider.
Through the consultation process with the HUB and its clientele, the need for meals, shower/laundry facilities, and hygiene supplies were validated. Not only is the HRC providing uninterrupted services to the most vulnerable rain or shine, there is no other similar facility in the County that offers these unique services. Partners and public officials have toured the facility and indicated a desire to replicate what the City of Orange is doing in other communities.
The rationale for the plan to fund homeless services was the imminent need in the community for meals, showers, and laundry facilities to assist the homeless population.
HOME-ARP PRODUCTION HOUSING GOALS
Estimate the number of affordable rental housing units for qualifying populations that the PJ will produce or support with its HOME-ARP allocation:
The City does not plan to produce affordable rental housing units with its HOME-ARP allocation.
The City does support affordable rental housing and plans to implement a Tenant Based Rental Assistance Program (TBRA) with its regular HOME fund allocation as part of the 2023-24 Annual Action Plan Process. The guidelines for the TBRA program will developed prior to June 30, 2023 and will be further refined. The City will continue provide the resources offered at the HRC for those who are homeless, those at risk of homelessness, and to assist in the prevention of homelessness.
22 Describe the specific affordable rental housing production goal that the PJ hopes to achieve and describe how the production goal will address the PJ’s priority needs:
The City of Orange has been very active over the past year in planning for the production of affordable housing. The City has committed regular HOME funds to two affordable housing developers to develop affordable senior housing, a clientele that is also at risk of homelessness due to the fixed nature of their incomes. One of the affordable developments that received HOME funding will be setting aside units for the City’s newly established TBRA program, that will work on a referral basis from the HRC. The details of the program on number of units is currently under development and will be finalized by June 2023.
The City also uses program income from its HOME program and funding from its former Redevelopment Agency to assist with the development of affordable housing.
PREFERENCES
Identify whether the PJ intends to give preference to one or more qualifying populations or a subpopulation within one or more qualifying populations for any eligible activity or project:
The City of Orange does not intend to give preferences to subrecipient clientele. The Homeless population is considered a presumed beneficiary and all clients whether they are from the City of Orange or elsewhere will be served.
REFERRAL METHODS
The City does not intend to use a coordinated entry (CE) process for referrals to a HOME-ARP project or activity. Homeless individuals who seek a permanent housing solutions will enter the CE process after receiving services through the Continuum of Care providers at The HUB. The referrals will be for a non-HOME-ARP project.
Attachment A
CONSULTATIONS, FEEDBACK, AND COMMENTS
Thursday, October 13 at 7 pm (virtual)
Tuesday, October 18 at 6 pm (virtual)
Tuesday, October 25 at 6pm in the Weimer Room
Thursday, October 27 at 7 pm (virtual)
Tuesday, November 1 at 4 pm (virtual)
Thursday, November 3 at 6 pm at Handy Park
Thursday, November 10 at 7 pm at El Camino Park
Internal Stakeholder Comments
Is the intent to continue funding the homeless outreach program with the funds? (Response): The specialist is being funded under a separate grant under CARES Great plan.
Great replacement program.
External Stakeholder Comments
Amazing work done. Impressed with all the hard work and teamwork. This is being implemented by people that know how to handle the situation. Very consistent and respectable way people are being treated. Proud of the City has pulled it together so quickly. A great example of what the city can do. Partners have made a difference. Finding Partners in the community to come in and bring their services to the site such as medical and other services to people is great. Also, seeing the community donations, investment and show up is wonderful. As someone who has volunteered for Mary’s Kitchen, witnessed a lot of food coming in for people to take with them such as frosted cake. The food given at Mary’s made you think about the nutrition that people need and the right food service. Whatever food was coming in was just being put in a bag and distributed out. Nice to know there is now a method to the way the meals are served, and how the food is being organized. unbelievable what has been accomplished. Thinks program is great. Homeless population goes to business to use bathrooms and hang around. Had regulars.
Cool now that they can send them somewhere, because before didn’t have anywhere to send them, but now they do. Coworkers would get frustrated with homeless, but now they are able to send them there which is great because couldn’t help them before and would be frustrated. States homeless talk about HRC. Very excited about what City is doing.
Stated patrons would get frustrated by homeless and indicate it as feedback on app, and so now staff feels good they can say they are trying to help. Stated she believes that other businesses are noticing the impact, and that homeless nicer because physical needs being taken care of. Homeless easier to talk to since needs being met. No gaps in services identified.
Noticing at own homeless shelter shortage of food, which is depended on donated food.
Are you experiencing any of those issues? And what is your way to ensure that we are keeping food available for homeless population? Kylee S (Response): Partner with Food Abound, provide 2 hot meals daily, which one of the food sources comes from First Harvest where Food Abound gets their food.
For more exact data are we tracking outcomes? (Response): Lean on partners such as Heart Team, OC Health, and Volunteers of America which they have data base that each person goes through. Also, just starting to use a platform called Unite Us, which documents all referrals that come in and exit. Also tracks persons history and what’s to come.
Wanted to be supportive, hear perspective, and give thanks to serve the community. How do we show outcomes related to dollars? (Answer): Funds going to address the needs of unhoused population. HUB keeping track of how many meals are being distributed and all the services they provide and documenting success story to show success. Daily logs also kept. Every touch point and service are documented daily and calculated monthly. Everything is accounted for.
Spoken to different businesses about the holidays coming up. Business bringing up the HRC and seeing it as a true partner and caring for people in their city. The HRC is starting to become like a city name for being well known and trusted which is a huge success right now and goes to all your consistency, hard work, and compassion. Love what the hub is doing and thinks it is a great place for those who are homeless.
Thinks it’s amazing what they can do. Biggest concern is where people go next and does orange have a plan to do with permanent housing. Requested information on transportation and whether it was provided for those trying to come to the center People coming to hub, are they primarily sleeping in the City of Orange or other locations? Are there currently any shelters (cold weather or otherwise) that people are staying in? Is the headcount number given in the statistics given in February (2022) accurate with what is being seen with professionals working in the area? (Response) Shelters include Home in OC, an emergency shelter that houses up to 56 people, Casa Teresa, and House of Hope). Police Dept. is almost at 100 people that they helped place in shelter. City of orange is part of North Orange County agreement, and they help set people up in shelters located in Buena Park, Placentia, and at Bridges in Anaheim. Some people are successful, while others do come and go. However, it is a gradual process to get people off the street. There is a demand for more and most people do have to wait as they have already surpassed last year’s numbers. What is great about the Hub is that they give police dept. structure to help those in need and get contacts that may have not been available in the past. They are taking giant steps moving forward with the help of the Hub. While the numbers do fluctuate depending on weather, funding, spaces, they are consistent, and they are on the move in the right direction. The HUB provides such valuable services in Orange, and I was most touched by the personal relationships between the organization and its clients.
Interviews with Organizations and Partners
Organization: VOA
Title: Program Coordinator
Connects vets to SSVF to get permanent housing
Work similar to city.net
Services provided include outreach, connection to shelters, appointments, buses, drug and alcohol rehab
Ultimate goal is long-term housing and getting resources for security deposits. Comes once a week to HRC, started in July. Will see bout 5-10 people a day. Has seen some results.
Observations on HRC: effective. Structure makes it easy to locate individuals because it makes it easier to locate individuals and they are provided with basic needs for assisting in finding jobs.
Gaps in services: doesn’t see major gaps. Would like to see more outreach organizations, maybe city.net. More coordinated effort with community based policing where they can come to establish rapport. Would be good to have medical come more often (ie Lestonnac), maybe twice a week (all medical, dental, vision)
Feels very effective and accomplishes what it is supposed to. Applauds City for doing it.
Centralization is effective.
Day Porter
Feels HRC is effective because noticed people’s demeanor change after going to HRC.
At Mary’s Kitchen, they were drunk or high.
At HRC are shown interest
Gaps: more bus voucher access and food variety
Stated that clients speak to her and that they like HRC; clients ask her for prayers.
Organization: Assurance and American Assistance
Provides cell phone and ipads for individuals who receive any type of State government assistance. Also helps teach clients how to use the device. Devices free from government for once year. Brand new devices. Different plan options. Comes twice a week and helps 0-9 people a visit.
Feels HRC is improvement and way it is managed is effective. Good Structure. Gap: none identified
Organization: Social Services
Oversees Social Services team on site. Comes on last Monday of the month to provide assistance with benefits for general relief, cal-fresh, medical. Sees about 8-10 clients a month. Been coming for 3-4 months. HRC seems effective – clients get what they need.
Gap: Space for service providers. Biggest obstacle is that sometimes appointments overlap for services.
Organization: Fair Housing
Assists with people looking to rent; at-risk for homelessness. Biggest issues: initial rental assistance. First month and deposit for housing because most people live paycheck to paycheck and don’t have enough. For some, they need up to 3 months rent (Security deposit is double months rent and then first month). Gap: When clients have unforeseen circumstances, they have no money to pay. Would be good to allow for one time assistance for unforeseen circumstances. Also, would be good to get assistance with security deposits and first months rent. Feels need for more landlord/tenant info for those at risk, without that tenants make bad decisions. Asked to reach out to HRC to partner. Stated that the program sounded effective and something they would like to be involved with.
Organization: Lestonnac
Provides medical services to anyone, insurance does not matter. Comes once a week.
Assists 7-8 per visit. Also provides glasses for homeless right on the spot. Loves the HRC set up – just needs to be off the street. Impressed with HRC and set up. States HRC is effective – interacts with homeless in the correct way. Clients treated with respect and dignity. Efficient and ticket system is effective. Gap: Does not see a gap in services.
Excited to be at HRC.
States effective because it is centralized. Also effective because not at a shelter so it doesn’t exclude those that don’t want to be in shelters – HRC has broad reach.
Interviews with Clients
Client A
Started at HRC September 1. Originally was at Riverbed five years ago then moved to Florida. Was staying in Orange in a car with his girlfriend and two dogs until breakup.
Used Mary’s kitchen before, felt that clothes more easily accessible then. Has own health insurance
Trying to get into Bridges Shelter
Uses food/shower/laundry services.
Had all possessions stolen; HRC provided clothing and items for him. Has not tried to use services for employment.
Likes that he has somewhere to go where he can get what he needs. Gaps: feels that there needs to be a better facility and more access to clothing. Stated Orange should have little tiny homes for the homeless.
Feels HRC has been helpful and effective.
Receives $355 a month GR and asks for donations on street. States he will look for a job once he is in a shelter.
Client B
Has been coming to HRC since it opened. Has been in and out of places, but gets robbed and beat up so she prefers to stay close to the Police Department. Likes that HRC is close to PD.
Has been tyring to get into a shelter
Been dealing with a divorce for 8 years
Likes the HEART team
Has been trying to come daily to use shower, laundry, and breakfast. Does not get lunch because needs to go to court.
Gaps: coffee, but effective in that it gives her what she needs. No income
Client C
Homeless since 2016. Stays in Anaheim in her car.
Receives Social Security
Has housing vouchers Section 8 from Mercy Housing
Uses showers, laundry, and food services. Also uses mail services. Has own health insurance.
Gaps: More parking. Coffee and snacks such as donuts. More clothing accessibility.
Would like it open on Sundays.
Believes it is effective and efficient. Feels comfortable going to HRC and to approach workers. Feels it is great to have everything in once place.
Client D
Been using services for a week. Feels safe at HRC. Stays in Orange on the street. Has been coming everyday.
Receives help from a friend and SSI $1347 a month.
Dealing with a name change issues after identify theft. Raised by a single mother.
History of working as a security guard.
Permanently disabled.
Put name down for housing.
Uses shower/laundry/food services and VOA.
Gap: Feels some clients should be banned and have wifi on-site. States volunteers are great, asked for a rain jacket and was given one along with a blanket.
Client E
Sleeping in car since September 1. Used to stay on Riverbed. Has health insurance. Trying to get back into Hurtt.
Receives $898 a month. Pays for car, insurance, and helps mom. Cannot work because would not qualify for assistance.
Multiple health issues/mental issues.
Comes everyday. Won’t go to a shelter because had bad experiences. Stated she was sexually harassed, had stuff stolen.
Uses mail services/showers/food services.
Gaps: more food variety; coffee; more people to just listen; more clothing sizing options.
Prepared Statement (please see next page)
HOME-ARP Allocation Plan Consultation Meeting on 10/18/2022 The statement of Gary Frazier
My name is Gary Frazier. I have lived in the Mabury Ranch neighborhood on the far east side of the City for over 30 years.
I would like to see this unusual, one-time allocation of Federal funds used for investment in affordable apartment housing for persons age 62 and older. I am part of that age cohort; we are the Baby Boom generation that has made persons age 62+ the fastest growing age cohort in America, in California, and I expect within our city, as well. Many persons my age who have lived in this community for many years find themselves increasingly unable to live in this city that holds so many memories for us, and that we love so much.
For the last 3 years, the State agencies involved with providing State and federal financing for affordable housing have created a competitive scoring system that greatly favors projects for persons coming from homelessness. While a citizen would have to live in a cocoon to realistically deny need for that housing, the overwhelming emphasis on that housing goal has shut out all but a relatively few new affordable housing projects for families, for persons with special needs, and for the rapidly growing population of elderly persons.
During the past few years, the City of Orange has provided remarkable support for the efforts of a home-grown nonprofit organization named Orange Senior Housing to develop 74 units of new senior affordable housing in a project called Katella Terrace. Since the nonprofit submitted an entitlement application in December of 2018, the City of Orange has given zoning approval to the proposed development; the City has successfully defended a lawsuit that claimed the City made errors in granting the zoning approval; the City has agreed to a long-term lease of City-owned land for the project; and the City has committed $780,000 of HUD HOME funds to the project. Within the last month, the State financing agency has committed all 9% tax credit funding that is available to Orange County for the remainder of this year to a project in Santa Ana that is targeted to persons coming from homelessness.
In order to better compete for this essential source of funds in March of the coming year, the Katella Terrace project needs additional commitments of local funding to increase what is called a “leveraging score” in the State competition. The HOME-ARP funds seem to be the right source at the right time. I believe that, because the City’s prior commitment of HUD HOME funds to the project has not yet been funded, federal regulations will allow additional HUD HOME funds to be committed to the project.
I was a volunteer member of the board of directors of Orange Senior Housing from 2000 to 2015, and since that time I have served as the organization's part time real estate development staff. During that time, Orange Senior Housing has renovated the 75-unit Triangle Terrace senior affordable housing community that was built in the 1980s, and the organization has shepherded the Katella Terrace project through its entitlement, litigation, ground leasing, and site preparation phases.
By our analysis, the project can accommodate up to $1,313,553 of additional HUD HOME funds and remain within regulatory limits. The HOME funds already committed by the City have caused 11 apartment homes in the 74-unit community to be perpetually reserved to house an elderly individual or household. Every dollar of HOME-ARP funds that the City commits to Katella Terrace will increase the project’s competitive score in the State-run competition for federal tax credits, and thereby increase the chances that all of our efforts during the past 4 years regarding Katella Terrace will not come to a disappointing end.
If you have any questions, I will do my best to answer them.
[Following this statement, City staff indicated that HUD regulations limit HOME-ARP funds to being used only for funding demolition activities related to the construction of new permanent supportive housing.]