Patterson City Council
April 18, 2023

Prepared by the Stanislaus County
Department of Planning and Community Development
1010 10th Street, Suite #3400
Modesto, CA 95354
(209) 525-6330 – Fax (209) 525-5911
https://www.stancounty.com/planning/cdbg/plans-and-reports.shtm FISCAL YEAR 2023-2024

ANNUAL ACTION PLAN

STANISLAUS URBAN COUNTY

STANISLAUS HOME CONSORTIUM

FOR HUD ENTITLEMENT PROGRAMS

STANISLAUS URBAN COUNTY AND THE STANISLAUS HOME CONSORTIUM March 31, 2023 Final Draft Annual Action Plan 1
Stanislaus County
Chairman – Channce Condit
Vice Chairman – Mani Grewal
Supervisor Buck Condit
Supervisor Vita Chiesa
Supervisor Terry Withrow
City of Newman
Mayor Casey Graham
Councilmember Laroy McDonald
Councilmember John Pimentel
Councilmember Scott Ball
Councilmember Shane Tomlinson
City of Riverbank
Mayor Richard D. O’Brien
Vice Mayor (Councilmember)
Rachel Hernandez
Councilmember Luis Uribe
Councilmember Leanna Jones
Cruz
Councilmember Darlene BarberMartinez
City of Ceres
Mayor Javier Lopez
Vice Mayor Bret Silveira
Councilmember James Casey
Councilmember Rosalinda L. Vierra
Councilmember Daniel A. Martinez
City of Oakdale
Mayor Cherilyn Bairos
Mayor Pro Tem Christopher Smith
Councilmember Bob Amaral
Councilmember Fred Smith
Councilmember Kayleigh Gilbert
City of Turlock
Mayor Amy Bublak
Councilmember Kevin Bixel
Councilmember Rebekah Monez
Councilmember Cassandra Abram
Councilmember Pam Franco

City of Hughson
Mayor George Carr
Mayor Pro Tem Ramon Bawanan
Councilmember Julie Ann Strain
Councilmember Samuel Rush
Councilmember Randy Crooker
City of Patterson
Mayor Michael Clauzel
Councilmember Shivaugn Alves
Councilmember Jessica Romero
Councilmember Dominic Farinha
Councilmember Carlos Roque
City of Waterford
Mayor Charlie Goeken
Vice Mayor Jill Kitchens
Councilmember Jamie Hilton
Councilmember Christine Harris
Councilmember Elizabeth Talbott
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 2

TABLE OF CONTENTS
ES-05 Executive Summary.................................................................................................................................................................3 PR-05 Lead & Responsible Agencies............................................................................................................................................6 PR-10 Consultation..............................................................................................................................................................................7 PR-15 Citizen Participation.............................................................................................................................................................10 AP-15 Expected Resources .............................................................................................................................................................13 AP-20 Annual Goals and Objectives ...........................................................................................................................................16 AP-35 Projects .....................................................................................................................................................................................18 AP-38 Project Summary...................................................................................................................................................................21 AP-50 Geographic Distribution.....................................................................................................................................................48 AP-55 Affordable Housing..............................................................................................................................................................50 AP-60 Public Housing.......................................................................................................................................................................51 AP-65 Homeless and Other Special Needs Activities ..........................................................................................................52 AP-75 Barriers to Affordable Housing .......................................................................................................................................57 AP-85 Other Actions .........................................................................................................................................................................61 AP-90 Program Specific Requirements......................................................................................................................................67 Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 3
ES-05 EXECUTIVE SUMMARY
Introduction
Every year the United States Department of Housing and Urban Development (HUD) provides funding for housing and community development programs to the Stanislaus Urban County, specifically Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) funding. In order to receive these funds, the Stanislaus Urban County must complete a Consolidated Plan (Con Plan) every 5 years and an annual work plan called the Annual Action Plan (AAP). The Stanislaus Urban County must also submit a Consolidated Annual Performance Evaluation Report (CAPER) on the progress of projects at the end of the fiscal year.

The Stanislaus Urban County has been a part of the City of Turlock/Stanislaus Urban County Home Investment Partnerships Program (HOME) Consortium for purposes of receiving federal HOME grant funding in partnership with the City of Turlock, serving in the lead entity role, since Fiscal Year 2000-2001. Starting in Fiscal Year 2023- 2024, Stanislaus County will take on the lead entity role for a new HOME Consortium, the Stanislaus HOME Consortium, consisting of the Stanislaus Urban County and the City of Turlock. CDBG, ESG, and HOME activities for the Stanislaus Urban County and Stanislaus HOME Consortium will be reported under one AAP. Under the new Stanislaus HOME Consortium, the City of Turlock will report their new HOME activities under the County’s Annual Action Plan and CAPER and continue to report their HOME activities prior to Fiscal Year 2023-2024 under their own separate AAP and CAPER.

For Fiscal Year 2023-2024 HUD funding allocations are as follows:

Stanislaus Urban County:

CDBG: $2,335,030
ESG $208,317
Stanislaus HOME Consortium:

HOME: $1,708,364
Stanislaus County approves and submits the Con Plan and AAP on behalf of the Stanislaus Urban County and, starting in Fiscal Year 2023-2024, for the Stanislaus HOME Consortium. The Con Plan for Fiscal Years 2020-2025, the Stanislaus Urban County & City of Turlock Consortium Consolidated Plan, was adopted in May 2020 by the Stanislaus County Board of Supervisors and the Turlock City Council and identifies housing and community development activities for the five-year period. This document is the Fiscal Year 2023-2024 AAP for Year 4 of the Con Plan. The majority of this document is generated through HUD’s Integrated Disbursement and Information System (IDIS) System.

Throughout this document the following geographic terms will be used. • Stanislaus Planning Area: Includes the entirety of the planning area considered under this AAP: the cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock and Waterford, and the unincorporated area of the County.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 4
• Stanislaus Urban County: A multi-jurisdictional CDBG entitlement, made up of the cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford and the unincorporated area of the County. Stanislaus County is the “lead entity” for the Stanislaus Urban County. • Unincorporated County: Includes the entire unincorporated area of the County (this area is not a part of any municipality).
• Entitlement Cities: The CDBG entitlement cities in the County are Modesto and Turlock. • Stanislaus Home Investment Partnerships Program (HOME) Consortium: The members of the Consortium are Stanislaus Urban County and the City of Turlock. Stanislaus County is the “lead entity” for the Stanislaus HOME Consortium.
• Stanislaus Cooperative: The Stanislaus Urban County and Stanislaus HOME Consortium.

The purpose of the Con Plan is to identify housing and community development needs, priorities, goals, and strategies and to allocate how the Stanislaus Urban County’s and Stanislaus HOME Consortium HUD funds will be utilized over the period of the Con Plan.

The AAP is the one-year plan that covers the time period from July 1, 2023 to June 30, 2024, that Stanislaus County prepares pursuant to the goals outlined in the Con Plan. This AAP details the projects and activities that the Stanislaus Urban County and the Stanislaus HOME Consortium will undertake to address the housing and community development needs and local objectives using CDBG, ESG, and HOME funds received during Fiscal Year 2023-2024.

Summary of the Objectives and Outcomes Identified in the Plan Needs Assessment Overview The 2020-2025 Con Plan has identified the following six goals to address housing and community development needs.

1. Increase and improve supply of affordable housing;

2. Work to end and prevent homelessness;

3. Improve infrastructure and public facilities;

4. Provide public services;

5. Community emergency responses; and

6. Administration.

CDBG funds are used by the Stanislaus Urban County for public services, public facilities and infrastructure improvements, and planning and administrative costs. ESG funds are utilized for Homeless Prevention, Rapid Re-Housing, Shelter, and Homeless Management Information System (HMIS) activities and administrative costs.

HOME funds will be used to increase and improve the supply of affordable housing by supporting the development of new affordable housing projects and rehabilitation of existing housing.

Evaluation of Past Performance
Stanislaus Urban County
The priorities identified as “Goals” in the Con Plan are public infrastructure, economic development, affordable housing, public services and administration. In many neighborhoods and communities of the Stanislaus Planning Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 5
Area, public infrastructure is minimal or non-existent, causing this to be a high priority need. Infrastructure such as sewer, water, curb, gutter, sidewalk, and storm drainage are typical development standards in newer neighborhoods but were not requirements at the time older neighborhoods developed. The cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford, as well as Stanislaus County utilized CDBG funds for infrastructure improvement related projects.

Through the CDBG Public Services Program, the Stanislaus Urban County sets aside approximately 10% of its annual CDBG allocation for programs that provide services to low- to moderate-income households (families or individuals). In Fiscal Year 2022-2023, a total of 10 public service programs were awarded $237,025 to carry-out a number of needed services that benefit the homeless populations. Approximately 1,647 individuals received a form of service through the funded agencies. Funded services ranged from meals and shelter for low-income households to emergency food assistance programs. The services provided through the funded programs positively impact the lives of the households served.

The City of Turlock was the lead entity with responsibility for implementing and administering HOME funds for the City of Turlock/Stanislaus Urban County HOME Consortium during Fiscal Year 2022-2023. Starting July 1, 2023, Stanislaus County will begin overseeing the new Stanislaus HOME Consortium as the lead entity. Proposed HOME activities for the Stanislaus HOME Consortium are included in this AAP under Section AP-35 Projects. In an ongoing effort to meet the Con Plan goal to increase and improve the supply of affordable housing for the Stanislaus Urban County’s lowest-income households, the Stanislaus HOME Consortium members continued to use any funds available, including State CalHOME program income funds (not all Stanislaus Cooperative members are recipients of CalHOME funds), and HOME funds to address the variety of housing needs throughout the Stanislaus Planning Area.

ESG program funding was used to provide emergency shelter and rental assistance for homeless households and households at-risk of becoming homeless. In Fiscal Year 2022, approximately 293 individuals have received shelter and homeless preventions services through ESG funded programs.

Throughout Fiscal Year 2022-2023, the Stanislaus Cooperative and the local CoC continued to work together on strengthening efforts to address and collaborate on homeless issues including the implementation of the Stanislaus Regional Strategic Plan to Address Homelessness.

Summary of Citizen Participation Process and Consultation Process The community outreach process for the AAP included online community meetings, in person community meetings, agency phone and email consultations, consultation with the local CoC, and a meeting of the Stanislaus County’s Community Development Committee.

The AAP draft document has been made available to the public via the County’s website as well as emailed directly to the local CoC’s listserv.

Summary of Public Comments
Any public comments received during the public review period or provided at the May 2, 2023, public hearing to consider approval of the AAP will be incorporated into the final AAP submitted to HUD.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 6
Summary of Comments or Views Not Accepted and the Reasons for Not Accepting Them Any public comments received during the public review period or provided at the May 2, 2023, public hearing to consider approval of the AAP will be incorporated into the final AAP submitted to HUD.

The Process
PR-05 Lead & Responsible Agencies
Agency/entity responsible for preparing/administering the Consolidated Plan

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

The following are the agencies/entities responsible for preparing the Consolidated Plan (Con Plan) on behalf of the Stanislaus Cooperative, and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator Stanislaus County Stanislaus County Planning and Community Development ESG Administrator Stanislaus County Stanislaus County Planning and Community Development HOME Administrator Stanislaus County Stanislaus County Planning and Community Development Narrative
Stanislaus County is the lead entity for the Stanislaus Urban County as an entitlement jurisdiction for Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) funds. The Stanislaus Urban County includes the unincorporated areas of the County and the cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford.

At the time that the 2020-2025 Con Plan was prepared, the City of Turlock was the lead agency for the City of Turlock/Stanislaus County HOME Consortium, which included the City of Turlock and all of the Stanislaus Urban County member jurisdictions.

Starting July 1, 2023, Stanislaus County will become the lead entity for the new Stanislaus HOME Consortium.

The new consortium will include all of the Stanislaus Urban County member jurisdictions and the City of Turlock. In accordance with HUD regulations, the lead entity is responsible for submittal of the AAP housing related program information for all HOME Consortium participating jurisdictions.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 7
Consolidated Plan Public Contact Information
Stanislaus County
Angela Freitas, Director
Department of Planning and Community Development
1010 10th Street, Suite 3400, Modesto, CA 95354
Tel: 209-525-6330 | Fax: 209-525-5911 | E-mail: [email protected] PR-10 Consultation
Introduction
In preparing the AAP, Stanislaus Cooperative’s member jurisdictions consulted with various organizations that provide services to residents of the Stanislaus Planning Area. In many instances, these consultations are part of ongoing interactions between member jurisdictions and the agency or group described.

The community outreach process for the AAP included online community meetings, in person community meetings, agency phone and email consultations, and a meeting of the Stanislaus County’s Community Development Committee.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

Stanislaus Cooperative member jurisdictions attend the monthly meetings, provide updates and collaborate when possible with the Stanislaus County Hospital and Shelter Partners, Turlock Community Collaborative, Stanislaus Homeless Alliance (SHA) and the local Continuum of Care (CoC).

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The Stanislaus Cooperative member jurisdictions collaborate with the Continuum of Care (CoC) in multiple ways.

The CoC is made up of representatives from the City of Modesto, the City of Turlock, Stanislaus County, the Stanislaus Regional Housing Authority, Child Support Services, housing service providers, social service providers, fair housing service providers, health service providers, and homeless service providers. Announcements for all funding opportunities through the Stanislaus Urban County are routinely advertised at the CoC meetings.

Stanislaus Cooperative member jurisdictions take part in regularly scheduled monthly CoC meetings and consult regularly with attendees on housing needs, social service needs, and homelessness needs. This ongoing partnership increases shared understanding of roles and responsibilities throughout the continuum.

The Stanislaus Cooperative consulted with a wide range of service providers and stakeholders representing both the public sector and private nonprofit sector. These consultations included asking those who help to meet the housing and social services needs of Stanislaus Planning Area residents to describe the level of needs in the Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 8
community, the relative priority of needs, and what they believe can be done to better meet the needs of residents.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS.

A representative from the local CoC participates on the Grant Review Panel which reviews and scores applications for CDBG Public Services and ESG funds set aside to allow nonprofit organizations and service providers to apply through a competitive process. In addition to the local CoC representative, the Grant Review Panel also includes a representative from each Stanislaus Urban County member jurisdiction. In addition, draft ESG and CDBG Public Services funding recommendations are presented to the local CoC during its monthly meeting in April for comment.

A more detailed consultation on how ESG funds are implemented occurs at the HMIS sub-committee, which takes place monthly. The sub-committee works to implement the revised ESG and HMIS regulations, both in practice and in the HMIS system itself.

Consultation with public sector and private nonprofits that provide permeant supportive housing, health services, and social services are conducted, in coordination with the local CoC, to determine what resources are available to address the needs of any persons that are chronically homeless.

Describe agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities. 1 Agency/Group/Organization(s) • CASA of Stanislaus County • Ceres Healthy Start Family
Resource Center
• Oakdale Family Resource Center
• The Salvation Army- Red Shield
• Westside Family Resource Center
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
2 Agency/Group/Organization Area Agency on Aging
Agency/Group/Organization Type Services-Seniors
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 9
3 Agency/Group/Organization Central Valley Opportunity Center Agency/Group/Organization Type Services-Education
Services
Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
4 Agency/Group/Organization Haven Women's Center
Agency/Group/Organization Type Services-Victims of Domestic Violence What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
5 Agency/Group/Organization Stanislaus Workforce Development Agency/Group/Organization Type Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
6 Agency/Group/Organization United Samaritans Foundation Agency/Group/Organization Type Food Bank
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
7 Agency/Group/Organization (s) • Children’s Crisis Center • Family Promise
• We Care Program
Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - -Families with children
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 10
8 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Services
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Outreach and stakeholder meetings
Identify any agency types not consulted and provide rationale for not consulting.

N/A
Describe 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 Stanislaus County Homeless Strategy
PR-15 Citizen Participation

1. Summary of citizen participation process/efforts made to broaden citizen participation. Summary of citizen participation process and how it impacted goal-setting.

In order to ensure maximum participation in the AAP process among all populations and special needs groups and to ensure that their issues and concerns are adequately addressed, the Stanislaus Cooperative has a Citizen Participation Plan in place. The Citizen Participation Plan describes the actions to be taken to encourage citizen participation in the development of the AAP. The community outreach process for the AAP included online community meetings, in person community meetings, agency phone and email consultations, and a meeting of the Stanislaus County’s Community Development Committee.

The public review period for the Fiscal Year 2023-2024 Annual Action Plan was from March 31, 2023 to May 1, 2023. A public meeting notice was published in The Modesto Bee, in both English and Spanish, a newspaper covering the entire Stanislaus Planning Area. In addition, each Stanislaus Cooperative city member advertised their city council meeting for the consideration of the AAP in one of the following newspapers: Ceres Courier, Hughson/Denair Dispatch, The Modesto Bee, Newman/Gustine Westside Index, Oakdale Leader, Turlock Journal, and Patterson Irrigator.

Summary of Citizen Participation
Information Pending the end of the Public Review Period Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 11
Citizen Participation Outreach
Mode of
Outreach
Target of Outreach Summary of Response Summary of
Comments
Received
Summary
of
Comments
Not
Accepted
URL
(If applicable)
Public
Meetings
-Non-English Speaking -
Specify other language:

Spanish
-Non-targeted/broad
community
Ceres
• April 10, 2023, at 6:00pm Ceres City Council Meeting/City Hall, 2701 4th Street, Ceres
Hughson
• April 10, 2023, at 6:00pm, Hughson City Council Meeting/City Hall, 7018 Pine Street, Hughson
Newman
• April 11, 2023, at 6:00pm, Newman City Council Meeting/City Hall, 938 Fresno Street, Newman
Oakdale
• April 17, 2023, at 7:00pm, Oakdale City Council Meeting/City Hall, 455 South Fifth Ave., Oakdale
Patterson
• April 18, 2023, at 7:00pm, Patterson City Council Meeting/City Hall, 1 Plaza, Patterson.

Riverbank
- April 25, 2023, at 6:00pmRiverbank City Council Meeting/City Hall, 6707 Third Street, Suite B, Riverbank.

Turlock
Comments pending N/A N/A
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 12
• April 18, 2023 at 1:30pm, Turlock Community Collaborative Meeting, Via Zoom.

Waterford
• April 20, 2023, at 5:00pm, Waterford City Council Meeting/City Hall, l 101 E.

Street, Waterford.

Stanislaus County
• April 17, 2023, at 5:30pm, via Zoom video conferencing • April 19, 2023, at 1:00pm via Zoom video conferencing • April 19, 2023, at 6:00pm, 1010 10th Street, Basement Training Room, Modesto.
• May 2, 2023, at 9:00am, 1010 10th Street, Board Chambers, Modesto.

Newspaper
Ad
Non-targeted/broad
community
All public hearings/meetings and notice of the availability of the AAP for public review, were publicly noticed in newspapers covering the Stanislaus Planning Area (Ceres Courier, Hughson/Denair Dispatch, Modesto Bee, Newman/Gustine Westside Index, Oakdale Leader, Turlock Journal and Patterson Irrigator).

Comments pending N/A N/A
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 13
AP-15 EXPECTED RESOURCES
Introduction
During Fiscal Year 2023-2024, the Stanislaus Urban County expects to receive $2,335,030 in Community Development Block Grant (CDBG) program funding and $208,317 in ESG funding; and the Stanislaus HOME Consortium expects to receive $1,708,364 in HOME Investment Partnerships Program (HOME) funding. The Stanislaus Urban County anticipates CDBG program income consisting of approximately $200.00 a month unless there is a significant payoff from an existing loan. CDBG program income will be spent down prior to the use of Fiscal Year 2023-2024 program funds. The amount of prior years’ unspent funds is approximately $5,861,214 in federal CDBG and $212,891 in federal ESG funds. The Stanislaus Urban County also currently has a balance of approximately $307,623 in NSP 1 and $613,274 in NSP 3 program income funding. The NSP funding is anticipated to be utilized during Fiscal Year 2023-2024 for housing development and/or infrastructure activities and for the Abandoned and Dangerous Buildings program.

This will be the first fiscal year of the Stanislaus HOME Consortium and there is no HOME program income or prior years’ unspent funds to report.

Anticipated Resources
Stanislaus Urban County
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 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 Infrastructure, and
Public Services
$2,335,030 0 0 $2,335,030 $4,670,060 Majority of funds will be utilized for infrastructure projects. 10-15% will be set aside for public services. 20% for Administration. Prior year resources are
projected to be $4 million that will be reallocated to
HUD approved infrastructure projects
ESG public -
federal
Conversion and rehab for
transitional housing,
Financial Assistance,
Overnight shelter, Rapid rehousing (rental assistance), $208,317 0 0 $208,317 $416,634 Funds will be utilized for ESG program administration, emergency shelters, homeless
management information system (HMIS) data entry,
and homeless prevention and rapid re-housing
services.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 14
Rental Assistance, Services,
Transitional housing
Stanislaus HOME Consortium
Program Source of
Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount Available Remainder of ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
HOME public -
federal
Acquisition, Homeowner
rehab, Multifamily rental,
New construction,
Multifamily rental rehab,
New construction for
ownership, TBRA
$1,708,364 0 0 $1,708,364 3,416,728 Funds will be utilized for affordable housing development,rehabilitation, and administration.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 15
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.

HOME Program - 25% Match Requirement: The Stanislaus HOME Consortium uses local Inclusionary Funds, state funds, and program income from various funding sources as contributions to housing pursuant to HOME matching requirements.

ESG Program - 100% Match Requirement: The Stanislaus Urban County and its sub-recipients utilize CDBG, CoC funding, private donations, foundation funding and in-kind as sources to meet the program match requirement. Fiscal Year 2023-2024 ESG (federal and state) allocations are expected to leverage an estimated $404,811 from the following sources: Private donations, federal, State and other local funding.

CDBG Program - Public Services Grants (CDBG-PSG): Leverage funding identified by applicant agencies awarded funding during the Fiscal Year 2023-2024 NOFA CDBG Public Services Grant Program process amounts to $1,281,672.

CDBG Program – Infrastructure: Stanislaus Urban County members will continue the use of state and federal funds (as they become available) as leverage for infrastructure projects. The County has set aside approximately $50 million American Rescue Plan Act of 2021 (ARPA) funding to Community Infrastructure. The County’s West Modesto Project Area is one of the area’s that will be receiving ARPA funds to assist with the installation of sewer lines and sewer connections.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Stanislaus County is the only Stanislaus Cooperative member with identified surplus lands within the Stanislaus Planning Area. County staff is currently researching the possibilities of developing affordable housing units at 18 South Abbie Street, located in the unincorporated community of Empire. The property is the former Empire Library site and is near the Empire Migrant Facility.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 16
AP-20 ANNUAL GOALS AND OBJECTIVES
Goals and Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Needs
Addressed
Funding Goal
Outcome
Indicator
1 Improve
Infrastructure
and Public
Facilities
2020 2024 Non-Housing
Community
Development
Public
Infrastructure
Improvement
CDBG:
$1,629,188
1,500
Households
2 Provide Public
Services
2020 2024 Non-Homeless
Special Needs
Public
Services
CDBG:
$233,503
944
Persons
3 Work to End
and Prevent
Homelessness
2020 2024 Homeless Homeless
Services
Public
Services
ESG:
$192,694
326
Persons
4 Affordable
Housing
2020 2024 Affordable
Housing
Affordable
Housing
HOME:
$1,537,528
10 Households
5 Community
Emergency
Response
Program
2020 2024 Emergency
Assistance
Economic
Development
Public
Services
$0 N/A
6 Administration 2020 2024 Administration Public
Infrastructure
Improvement
Homeless
Services
Public
Services
Affordable
Housing
CDBG:
$472,339
ESG:
$15,623
HOME:
$170,836
Other: 1
Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 17
Goal Descriptions
1 Goal Name Improve Infrastructure
Goal
Description
Stanislaus Urban County will continue to work on infrastructure and facility projects in income-qualified residential neighborhoods lacking sewer, water, or stormwater systems, or where infrastructure exists but is in need of repair.
2 Goal Name Provide Public Services
Goal
Description
Projects and activities under this goal may support organizations that offer services such as educational programs, food boxes, health care services, and economic development. 3 Goal Name Work to End and Prevent Homelessness
Goal
Description
Projects under this goal will support organization providing shelter and services for those individuals or families experiencing homelessness, including emergency shelters, transitional shelters, permanent supportive housing, and rapid re-housing.
4 Goal Name Affordable Housing
Goal
Description
Housing improvements for those persons with disabilities and projects that may consist of rehabilitation or development of affordable housing units for either renters or homeowners. 5 Goal Name Community Emergency Response Program
Goal
Description
Projects under this goal will support small businesses, Urban County members, residents and agencies address community emergency needs as a result of Coronavirus pandemic related services. 6 Goal Name Administration
Goal
Description
Administration for CDBG, ESG, and HOME programs.

Annual Action Plan Fiscal Year 2023-2024
March 31, 2023 Final Draft Annual Action Plan 18
AP-35 PROJECTS
Introduction
As shown in the previous section, AP-20 Annual Goals and Objectives, the Stanislaus Cooperative have identified goals to address housing and community development needs that both entities will work towards achieving in Fiscal Year 2023-2024. Below are the proposed projects to be funded with FY 2023-2024 federal funding from the Community Development Block Grant (CDBG), the Emergency Solutions Grants (ESG), and HOME Investment Partnerships Program (HOME) Programs.

The project listing below includes the proposed CDBG projects and administration for the Stanislaus Urban County members according to their respective allocation. The CDBG Public Services Program and ESG Program has the service providers listed in section AP-38 Project Summary that were awarded through the Notice of Funding Availability (NOFA) process.

The proposed HOME programs include the County’s administration of the program and housing programs that will be made available to Stanislaus HOME Consortium members as the new HOME Consortium is formed. Consortium members will be given the opportunity to propose projects using their HOME allocation to use within six (6) months of the beginning of each fiscal year. If no feasible project is proposed and approved by the County, the HOME funds will return to the County for reallocation to an approved project in the AAP.

Stanislaus Urban County
# Project Name

1. Stanislaus County - CDBG Program Administration FY 23-24 (CDBG)

2. Stanislaus County - West Modesto Sewer Infrastructure Project FY 23-24 (CDBG)

3. Stanislaus County - Fair Housing and Tenant/Landlord Services FY 23-24 (CDBG)

4. City of Ceres - CDBG Project Administration FY 23-24 (CDBG)

5. City of Ceres - Morrow Village ADA Improvements (4 Phases) FY 23-24 (CDBG)

6. City of Hughson - CDBG Project Administration FY 23-24 (CDBG)

7. City of Hughson – Walker Lane Infrastructure Project FY 23-24 (CDBG)

8. City of Newman - CDBG Project Administration FY 23-24 (CDBG)

9. City of Newman - Steffensen/Sunshine Park Area Improvement Project FY 23-24 (CDBG)

10. City of Oakdale - CDBG Project Administration FY 23-24 (CDBG)

11. City of Oakdale - Wood Basin Area Strom Drain Improvements Project FY 23-24 (CDBG)

12. City of Oakdale – South First, Second and Third Street Improvements Project FY 23-24 (CDBG)

13. City of Patterson - CDBG Project Administration FY 23-24 (CDBG)

14. City of Patterson - Washburn Infrastructure Improvements Project FY 23-24 (CDBG) Annual Action Plan Fiscal Year 2023-2024
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15. City of Riverbank - CDBG Project Administration FY 23-24 (CDBG)

16. City of Riverbank - Castleberg Park Trail Project FY 23-24 (CDBG)

17. City of Riverbank - Castleberg Park ADA Improvements Project FY 23-24 (CDBG)

18. City of Riverbank - Pioneer Park ADA Improvements Project FY 23-24 (CDBG)

19. City of Waterford - CDBG Project Administration FY 23-24 (CDBG)

20. City of Waterford – Dorsey, Pecan, and Western Neighborhood Improvement Project FY 23-24 (CDBG)

21. Court Appointed Special Advocates (CASA) of Stanislaus County - Direct Services Project FY 23-24 (CDBG-PSG)

22. Center for Human Services – Westside Family Resource Center Supportive Services FY 23-24 (CDBG-PSG)

23. Children’s Crisis Center – Single Parent Intervention Services @ Guardian House FY 23-24 (CDBG-PSG)

24. Children’s Crisis Center – Single Parent Intervention Services @ Marsha’s House FY 23-24 (CDBG-PSG)

25. Children’s Crisis Center – Single Parent Intervention Services @ Verda’s House FY 23-24 (CDBG-PSG)

26. Haven Women’s Center- Emergency Shelter Program FY 23-24 (CDBG-PSG)

27. United Samaritans Foundation – Daily Bread Mobile Lunch Program-Hughson FY 23-24 (CDBG-PSG)

28. United Samaritans Foundation – Daily Bread Mobile Lunch Program-Westside FY 23-24 (CDBG-PSG)

29. Stanislaus County – Emergency Solutions Grants (ESG) Program FY 23-24 (ESG) Stanislaus HOME Consortium
# Project Name

1. Stanislaus County - HOME Program Administration FY 23-24 (HOME)

2. Stanislaus County – Community Housing Development Organization (CHDO) FY 23-24 (HOME)

3. Stanislaus County – Consortium Affordable Housing Program FY 23-24 (HOME)

4. Stanislaus County – Housing Rehabilitation Program FY 23-24 (HOME) Describe the reasons for allocation priorities and any obstacles to addressing underserved needs:

The following are three specific HUD goals for the CDBG program. • Provide decent housing
• Provide a suitable living environment
• Expand economic opportunities
HOME funds may be used for a variety of affordable housing activities that generally fall into the four categories:
• Rehabilitation of owner-occupied housing;
• Assistance to homebuyers;
• Acquisition, rehabilitation, or construction of rental housing; and Annual Action Plan Fiscal Year 2023-2024
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• Tenant-based rental assistance.

The 2020-2025 Con Plan identifies the following Priority Needs for the Stanislaus Cooperative:
public infrastructure and facility improvements, affordable housing, community and economic development, public services, homeless services, and community emergency responses. These priority needs take into account the Con Plans Needs Assessment and MarketAnalysis data and are reflected in the projects identified above.

Obstacles in addressing underserved needs are:
• A lack of available funds and resources;
• The constraints and restrictions of the funding programs requirements.

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AP-38 PROJECT SUMMARY
Stanislaus Urban County

1. Stanislaus County-CDBG Program Administration FY 23-24 (CDBG) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford, and Unincorporated Stanislaus County
Goals Supported: Improve Infrastructure and Public Facilities Provide Public Services
Work to End and Prevent Homelessness
Affordable Housing
Administration
Community Emergency Response Program
Needs Addressed: Public Infrastructure and Facility Improvement Affordable Housing
Community and Economic Development
Public Services
Homeless Services
Funding: CDBG - $376,219
Description: Stanislaus County will provide management and administration services to the Stanislaus Urban County program members. The funds will cover the costs of staff, publications, public notices, and other eligible costs directly related to the program.

These funds will also cover administration costs incurred from managing the ESG and HOME program (costs incurred in excess of ESG and HOME administration funds).

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 1010 10th Street, Suite 3400, Modesto, CA 95354 Planned Activities: Administration of CDBG, ESG and HOME programs and projects for FY 23-24 Annual Action Plan Fiscal Year 2023-2024
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2. Stanislaus County-West Modesto Sewer Infrastructure Project FY 23-24 (CDBG) Target Area(s): Unincorporated Stanislaus County
Goals Supported: Improve Infrastructure and Public Facilities Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $344,728
Description: This project will install sanitary sewer mains and laterals in three separate unincorporated neighborhoods within West Modesto in Stanislaus County. It is estimated that the project will include the installation of up to 80,000 linear feet of gravity mains and approximately 1,004 new house laterals in the Spencer/Marshall (144 services), Beverly/Waverly (527 services), and Rouse/Colorado (333 services) neighborhoods. The Spencer/Marshall neighborhood is located approximately 0.3 miles west of Highway 99 and is accessible from State Route 132 and Spencer Avenue.

The Beverly/Waverly neighborhood is located approximately 0.9 miles west of Highway 99 and is accessible from Paradise Road. The Rouse/Colorado neighborhood is located approximately 0.6 miles west of Highway 99 and is accessible from Tuolumne Boulevard and Roselawn Avenue. The project may include target areas for sidewalks pending available funding and environmental review.

The targeted neighborhoods are disadvantaged communities located in West Modesto with predominantly residential parcels that currently rely on septic tanks for the treatment of sewage. The project is proposed in response to health and safety concerns associated with failing septic systems which could lead to the degradation of groundwater quality. The complete project will allow property owners to abandon their existing septic tanks and connect to the public sewer system. The new sewer infrastructure will connect into the City of Modesto’s existing public sewer system.

Upon completion of the project, infrastructure ownership will be transferred to the City of Modesto for operation and maintenance.

National Objective: LMA
Matrix Code: 03J
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of unincorporated West Modesto.

Performance Outcomes:
• Number of households with access to infrastructure: 1,004 Annual Action Plan Fiscal Year 2023-2024
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• Number of residents impacted by infrastructure: 3,000 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 1,004 households 3,000 individuals
Location Description: 1010 10th Street, Suite 3400, Modesto, CA 95354 Planned Activities: FY 23-24 Activities include design, engineering, and construction of sewer infrastructure and related infrastructure improvements to the West Modesto Neighborhoods of:
• Spencer/Marshall - proposed boundary area includes Maze Boulevard, Spencer Avenue, California Avenue, Briggs Ditch, and Spruce Street (1 Activity/Phase) • Beverly/Waverly - proposed boundary area includes Chicago Avenue, Ellen Avenue, Paradise Road, Ritsch Lane, Wade Avenue, and Ohio Avenue (2 Activities/Phases)
• Rouse/Colorado - proposed boundary area includes between Sutter Avenue and Sunset Avenue, south of South Avenue and north of Garden Avenue (2 Activities/Phases)

3. Stanislaus County-Fair Housing and Tenant/Landlord Services FY 23-24 (CDBG) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford, and Unincorporated Stanislaus County
Goals Supported: Fair Housing and Tenant/Landlord Services Needs Addressed: Affordable Housing
Funding: CDBG - $25,000
Description: Stanislaus County will contract with a fair housing service provider that is a HUD certified fair housing agency, to carry out fair housing services. Funds will be used to provide fair housing information, housing counseling, and tenant/landlord mediation services to residents of the Stanislaus Urban County.

National Objective: N/A
Matrix Code: 21D
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Presumed Benefit: N/A
Objective: Address the need to affirmatively further fair housing enforcement, fair housing awareness and housing counseling.

Performance Outcomes:
• Number of individuals benefitting from fair housing enforcement: 21 • Number of households benefiting from fair housing enforcement 5 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities:
5 households and 21 individuals through information and referral Location Description: TBD
Planned Activities: Stanislaus County will contract with HUD certified fair housing agency to carry out fair housing services. Funds will be used to provide fair housing information, housing counseling and tenant/landlord mediation services to residents of the Stanislaus Urban County.

4. City of Ceres-CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Ceres
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure includes costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
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Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 2720 2nd Street, Ceres, CA 95307
Planned Activities: Administration of CDBG projects for the City of Ceres in FY 23-24.

5. City of Ceres-Morrow Village ADA Improvements (4 Phases) FY 23-24 (CDBG) Target Area(s): Ceres
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $223,633
Description: The project has four phases and will provide sidewalk, installation of curb and gutter on Morrow Avenue. Project will be phased out and costs include design, engineering, and construction.

National Objective: LMA
Matrix Code: 03K
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Ceres.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 70 • Number of residents impacted by infrastructure improvement: 250 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 70 Location Description: 2720 2nd Street, Ceres, CA 95307
Planned Activities: Infrastructure Improvements
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6. City of Hughson-CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Hughson
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low Income Household
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure includes costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 7018 Pine Street, Hughson, CA 95326 Planned Activities: Administration of CDBG projects for the City of Hughson in FY 23-24.

7. City of Hughson-Walker Lane Infrastructure Project FY 23-24 (CDBG) Target Area(s): Hughson
Goals Supported: Improve Infrastructure Improvement
Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $168,013
Description: The project includes the installation of curb, gutter, sidewalk infill, and ADA improvements. The project is part of a multi-year effort to complete sidewalk projects to improve connectivity, mobility, and access for pedestrians. The project area is Annual Action Plan Fiscal Year 2023-2024
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located along Walker Lane between Tully Road and 2nd Street. Project will be phased out and costs include design, engineering, and construction.

National Objective: LMA
Matrix Code: 03K
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Hughson.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 50 • Number of residents impacted by infrastructure improvement: 140 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 140 individuals 50 households
Location Description: 7018 Pine Street, Hughson, CA 95326 Planned Activities: Infrastructure Improvements

8. City of Newman-CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Newman
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure costs associated with management, oversight, and coordination of the related CDBG funded projects.

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National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 1162 Main Street, Newman, CA 95360 Planned Activities: Administration of CDBG projects for the City of Newman in FY 23-24.

9. City of Newman-Steffensen-Sunshine Park Area Improvements FY 23-24 (CDBG) Target Area(s): Newman
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $154,712
Description: This project is to improve sidewalks, curbs, lights and make ADA improvements within the residential area surrounding the community park. Project will be phased out and costs include design, engineering, and construction.

National Objective: LMA
Matrix Code: 03F
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Newman.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 200 • Number of residents impacted by infrastructure improvement: 510 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 510 Individuals 200 Households
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Location Description: 1162 Main Street, Newman, CA 95360 Planned Activities: Infrastructure Improvements

10. City of Oakdale – CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Oakdale
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 280 N. 3rd Avenue, Oakdale, CA 95361 Planned Activities: Administration of CDBG projects for the City of Oakdale in FY 23-24.

11. City of Oakdale – Wood Basin Area Storm Drain Improvements Project FY 23-24 (CDBG) Target Area(s): Oakdale
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $100,000
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Description: The project will provide improved flood control measures for the area west of H Street, West I Street, South Wood Street, Wanda Way, and Hinkley Avenue. Project will be phased out and costs include design, engineering, and construction.

National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Oakdale.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 650 • Number of residents impacted by infrastructure improvement: 1,950 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 1,950 Individuals 650 Households
Location Description: 280 N. 3rd Street, Oakdale, CA 95361 Planned Activities: Infrastructure Improvements

12. City of Oakdale – South First, Second and Third Street Improvements Project FY 23-24 (CDBG) Target Area(s): Oakdale
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $73,825
Description: The project will provide bike, pedestrian and ADA improvements for the area of South First, South Second, South Third Avenues from West G to West J Street (including East H and East I Streets from south First Avenue to South Yosemite Avenue. Project will be phased out and costs include design, engineering and construction.

National Objective: LMA
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Matrix Code: 03I
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Oakdale.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 130 • Number of residents impacted by infrastructure improvement: 525 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 525 Individuals 130 Households
Location Description: 280 N. 3rd Street, Oakdale, CA 95361 Planned Activities: Infrastructure Improvements

13. City of Patterson – CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Patterson
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 1 Plaza, Patterson, CA 95363
Planned Activities: Administration of CDBG projects for the City of Patterson in FY 23-24.

14. City of Patterson – Washburn Infrastructure Improvements FY 23-24 (CDBG) Target Area(s): Patterson
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $186,648
Description: This project includes the installation of curb, gutter, sidewalk, and ADA improvements.

Project will be multi-phased and costs include design, engineering, and construction.

National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Patterson.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 241 • Number of residents impacted by infrastructure improvements: 723 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 723 Individuals 241 Households
Location Description: 1 Plaza, Patterson, CA 95363
Planned Activities: Infrastructure Improvements

15. City of Riverbank – CDBG Project Administration FY 23-24 (CDBG) Annual Action Plan Fiscal Year 2023-2024
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Target Area(s): Riverbank
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 6707 3rd Street, Riverbank, CA 95367 Planned Activities: Administration of CDBG projects for the City of Riverbank in FY 23-24.

16. City of Riverbank – Castleberg Park Trail Project FY 23-24 (CDBG) Target Area(s): Riverbank
Goals Supported: Improve Infrastructure in low-income neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $100,000
Description: Projects includes rehabilitation and repairs for pedestrian safety improvements to the walkway/trail loop located at Castleberg Park on the corner of Kentucky and 8th Street.

This will improve the safety of the trail for pedestrians and add ADA accessibility to areas of the park that were previously inaccessible. Project will include design, engineering, and construction costs.

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National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
Objective: Improve the need for pedestrian and ADA accessibility within the City’s Parks.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 65 • Number of residents impacted by infrastructure improvement: 225 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 225 Individuals 65 Households
Location Description: 6707 3rd Street, Riverbank, CA 95367 Planned Activities: Infrastructure Improvements

17. City of Riverbank – Castleberg Park ADA Improvements Project FY 23-24 (CDBG) Target Area(s): Riverbank
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG – $40,000
Description: ADA accessibility improvements to Castleburg Park located at the corner of Kentucky and 8th Street. Project will include ADA enhancements to ensure accessibility by the disabled community to areas such as the playground, restrooms, and the baseball fields. This is a multi-year project that will be phased based on funding availability and will include design, engineering, and construction costs.

National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
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Objective: Improve ADA accessibility to our disabled residents in conformance with the City of Riverbank adopted ADA Transition Plan.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 65 • Number of residents impacted by infrastructure improvement: 225 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 225 Individuals 65 Households
Location Description: 6707 3rd Street, Riverbank, CA 95367 Planned Activities: Infrastructure Improvements

18. City of Riverbank – Pioneer Park ADA Improvements Project FY 23-24 (CDBG) Target Area(s): Riverbank
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $10,074
Description: ADA accessibility improvements to Pioneer Park located at the corner of 1st and High Street. Project will include ADA enhancements to ensure accessibility by the disabled community to areas such as the playground, restrooms, and the Scouts Hall Event Center. This is a multi-year project that will be phased based on funding availability and will include design, engineering, and construction costs.

National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
Objective: Improve ADA accessibility to our disabled residents in conformance with the City of Riverbank adopted ADA Transition Plan
Performance Outcomes:
• Number of households with access to infrastructure improvements: 65 • Number of residents impacted by infrastructure improvement: 225 Annual Action Plan Fiscal Year 2023-2024
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Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 225 Individuals 65 Households
Location Description: 6707 3rd Street, Riverbank, CA 95367 Planned Activities: Infrastructure Improvements

19. City of Waterford – CDBG Project Administration FY 23-24 (CDBG) Target Area(s): Waterford
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Fair Housing and Tenant/Landlord Services
Access To Public Services for Low-Income Households
Needs Addressed: Public Infrastructure Improvement
Affordable Housing
Economic Development
Public Services
Homeless Services
Funding: CDBG - $10,160
Description: This expenditure costs associated with management, oversight, and coordination of the related CDBG funded projects.

National Objective: N/A
Matrix Code: 21A
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: N/A Location Description: 101 E Street, Waterford, CA 95386 Planned Activities: Administration of CDBG projects for the City of Waterford in FY 23-24.

20. City of Waterford – Dorsey Street, Pecan and Western Avenue Neighborhood Improvement Project FY 23-24 (CDBG)
Annual Action Plan Fiscal Year 2023-2024
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Target Area(s): Waterford
Goals Supported: Improve Infrastructure in Low-Income Neighborhoods Needs Addressed: Public Infrastructure Improvement
Funding: CDBG - $227,555
Description: The project includes curb, gutter, and ADA ramps between North Western Avenue and Church Street and between Church Street and F Street. Project costs include design, engineering and construction.

National Objective: LMA
Matrix Code: 03I
Presumed Benefit: No
Objective: Address the need for infrastructure improvements in the low-income residential area of Waterford.

Performance Outcomes:
• Number of households with access to infrastructure improvements: 30 • Number of residents impacted by infrastructure improvement: 90 Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities: 90 Individuals 30 Households
Location Description: 101 E Street, Waterford, CA 95386 Planned Activities: Infrastructure Improvements

21. Court Appointed Special Advocates (CASA) – Direct Services Project FY 23-24 (CDBG-PSG) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford, and Unincorporated Stanislaus County
Goals Supported: Access to Public Services for Low-Income Household Needs Addressed: Public Services
Funding: CDBG - $25,000
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Description: CASA connects youth in foster care with case managers who advocate for them throughout their time in the foster care system. At risk youth in the foster care system are referred to CASA by the Stanislaus County Superior Court to provide advocacy services for children in dependency. The advocate works with everyone involved and makes independent informed recommendation on the child’s behalf directly to the judge who makes all orders regarding the case. For many abused children their CASA advocate will be the one constant adult presence in their lives.

National Objective: LMC
Matrix Code: 05D
Presumed Benefit: No
Objective: Provide case management, advocacy, and legal assistance to youth in the foster care system.

Performance Outcomes:
• Number of dependent youths provided coordinated case management: 20 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 20 youth individuals Location Description: 800 11th Street, #4, Modesto, CA 95354 Planned Activities: Case Management

22. Center for Human Services – Westside Family Resource Centers-Supportive Services FY 23-24 Target Area(s): Newman, Patterson and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: The Westside Family Resource Center will provide case management and crisis intervention, utility assistance, emergency food assistance and resource and referral services for low-income families in need residing on the west side of the County.

Families and individuals that are in need of utility assistance must work with a case manager to complete a three session Budget and Financial Planning Training in order Annual Action Plan Fiscal Year 2023-2024
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to receive the utility assistance. Families and individuals in need of emergency food receive a one-time emergency food bag and would be referred to our nutrition classes to help address any future emergency food needs. CHS will work with community partners on the Westside to maximize the number and depth of resources provided to the homeless or low-income residents seeking services and support.

National Objective: LMC
Matrix Code: 05
Presumed Benefit: No
Objective: Provide case management, utility assistance and support services to low-income households.

Performance Outcomes:
• Number of residents that receive case management and support services: 120 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 120 Individuals 40 Households
Location Description: 118 N. 2ndStreet, Suite D, Patterson, CA 95363 Planned Activities: Case Management, Utility Assistance, basic financial literacy, food assistance and emergency housing assistance.

23. Children’s Crisis Center – Single Parent Intervention Services @ Guardian House FY 23-24 (CDBGPSG) Target Area(s): Oakdale and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This project will provide emergency childcare, meals, crisis intervention and support services to a disadvantaged population of high-risk infants, toddlers, and school-age children living in Oakdale, Valley Home, Hughson, Empire, Hickman and Waterford.

The projects will deliver specialized care to an impoverished population of children growing up within families experiencing abuse, domestic violence, and or Annual Action Plan Fiscal Year 2023-2024
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homelessness. These children will be members of families living in very-low, low- and moderate-income households enduring various social and economic challenges.

National Objective: LMC
Matrix Code: 05N
Presumed Benefit: No
Objective: Provide essential support services to low- and moderate-income children at risk of abuse, neglect, homelessness by providing childcare shelter and meals.

Performance Outcomes:
• Number of residents that receive case management and support services: 197 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 197 Individuals 57 Households
Location Description: Confidential due to nature of activity Planned Activities: Case Management, Emergency Child Care, Shelter, and Supportive Services

24. Children’s Crisis Center – Single Parent Intervention Services @ Marsha’s House FY 23-24 (CDBGPSG) Target Area(s): Ceres, Patterson and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This project will provide shelter, emergency care meals, crisis intervention and homeless supportive services to high-risk infants and toddlers ages birth to three years old living in Ceres, Empire, Grayson, Patterson, Salida, Westley and incorporated Modesto. This project will deliver specialized shelter to this population of children growing up with families experiencing poverty, domestic violence, abuse and or homelessness.

National Objective: LMC
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Matrix Code: 05N
Presumed Benefit: No
Objective: Provide essential support services to low- and moderate-income children at risk of abuse, neglect, homelessness by providing childcare shelter and meals.

Performance Outcomes:
• Number of residents that receive case management and support services: 122 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 122 Individuals 35 Households
Location Description: Confidential due to nature of activity Planned Activities: Case Management, Emergency Child Care, Shelter, and Supportive Services

25. Children’s Crisis Center – Single Parent Intervention Services @ Verda’s House FY 23-24 (CDBGPSG) Target Area(s): Newman, Patterson and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This program will provide shelter, emergency care, meals, crisis intervention and homeless support services to an impoverished population of high-risk infants, toddlers, and school-age children birth to age 17, living in the incorporated areas of Turlock, Newman, Patterson, Hughson, Hickman and Waterford.

National Objective: LMC
Matrix Code: 05N
Presumed Benefit: No
Objective: Provide essential support services to low- and moderate-income children at risk of abuse, neglect, homelessness by providing childcare shelter and meals.

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Performance Outcomes:
• Number of residents that receive case management and support services: 65 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 65 Individuals 20 Households
Location Description: Confidential due to nature of activity Planned Activities: Case Management, Emergency Child Care, Shelter, and Supportive Services

26. Haven Women’s Center – Emergency Shelter Program FY 23-24 (CDBG-PSG) Target Area(s): Stanislaus Urban County
Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This program will provide a variety of supportive services to individuals and families impacted by domestic violence, sexual assault, and human trafficking. HAVEN operates the only confidential domestic violence shelter in Stanislaus County. Victims fleeing abuse, who are homeless or imminently homeless, are eligible for up to six weeks of shelter or longer based on barriers. Available services include 24-hour crisis intervention, safety planning, peer counseling, legal advocacy, and support groups for adults and children affected by trauma. Many survivors come to the shelter with little or no personal belongings.

National Objective: LMC
Matrix Code: 05D
Presumed Benefit: No
Objective: Provide emergency shelter, case management and supportive services in the Stanislaus Urban County area.

Performance Outcomes:
• Number of residents that receive shelter, case management and support services: 120 Target Date: 6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities: 50 Location Description: Confidential
Planned Activities: Homeless Services

27. United Samaritans Foundation – Daily Bread Mobile Lunch Program-Hughson FY 23-24 (CDBGPSG) Target Area(s): Hughson and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This program will provide a daily meal program to those living in poverty in the Urban County areas.

National Objective: LMC
Matrix Code: 05
Presumed Benefit: No
Objective: Provide emergency food assistance to low-income individuals/households.

Performance Outcomes:
• Number of households that receive food assistance: 40 Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 100 Individuals 40 Households
Location Description: 220 S. Broadway, Turlock, CA 95830 Planned Activities: Emergency Food Assistance
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28. United Samaritans Foundation – Daily Bread Mobile Lunch Program-Westside FY 23-24 (CDBGPSG) Target Area(s): Newman, Patterson, and surrounding Unincorporated Stanislaus County Goals Supported: Access to Public Services for Low-Income Households Needs Addressed: Public Services
Funding: CDBG - $25,000
Description: This program will provide a daily meal program to those living in poverty in the Urban County areas.

National Objective: LMC
Matrix Code: 05
Presumed Benefit: No
Objective: Provide case management, emergency shelter, utility assistance, rental assistance, and support services to low-income individuals.

Performance Outcomes:
• Number of residents that receive food assistance: 50
Target Date: 6/30/2024
Estimate the number and type of families that will benefit from the proposed activities: 50 Individuals 50 Households
Location Description: 220 S. Broadway, Turlock, CA 95830 Planned Activities: Food Assistance

29. Stanislaus County – ESG Program FY 23-24 (ESG)
Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford, and surrounding Unincorporated Stanislaus County
Goals Supported: Shelter for Homeless Person
Rapid Re-Housing for Homeless Persons
Homeless Prevention
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Homeless Services Data Collection
Needs Addressed: Homeless Services
Funding: ESG - $208,317
Description: The following are the proposed ESG funding recommendations for FY 2023-2024:
• Community Housing and Shelter Services- Homeless Prevention Rental Assistance: $88,010.40
• We Care Program- Emergency Shelter: $104,683.60
• Stanislaus County ESG Administration: $15,623
Target Date: 6/30/2025
Estimate the number and type of families that will benefit from the proposed activities:

An estimated 302 individuals will be sheltered with the assistance of federal ESG funded program funds by the We Care Program. Homeless Prevention Services and Rapid Re- Housing services will also be provided by Community Housing and Shelter Services (CHSS)to 36 individuals/10 households with rental assistance.

Location Description: 1010 10th Street, Suite #3400, Modesto, CA 95354 Planned Activities: Shelter, Homeless Services, Rental Assistance and Case Management

30. Stanislaus County – HOME Program Administration FY 23-24 (HOME) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock, Waterford, and surrounding Unincorporated Stanislaus County.

Goals Supported: Administration
Needs Addressed: Affordable Housing
Funding: HOME: $170,836
Description: Stanislaus County will provide management and administration services to the Stanislaus HOME Consortium member jurisdictions. The funds will cover the costs of salary, publications, public notices, and other eligible costs directly related to the program.

Target Date: 6/30/2024
Performance Outcomes: N/A
Location Description: Stanislaus Planning Area
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Planned Activities: Program Administration

31. Stanislaus County – Community Housing Development Organization (CHDO) FY 23-24 (HOME) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock, Waterford, and surrounding Unincorporated Stanislaus County.

Goals Supported: Increase and Improve Supply of Affordable Housing Needs Addressed: Affordable Housing
Funding: HOME: $256,255
Description: Funding will be made available to eligible CHDOs to acquire and or develop affordable housing. (Housing development activities Regulatory Citation: 92.205) Target Date: 6/30/2025
Performance Outcomes:
• Number of households: 1
Location Description: Stanislaus Planning Area
Planned Activities: Community Housing Development Organization (CHDO) project

32. Stanislaus County – Consortium Affordable Housing Program FY 23-24 (HOME) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock, Waterford, and surrounding Unincorporated Stanislaus County.

Goals Supported: Increase and Improve Supply of Affordable Housing Needs Addressed: Affordable Housing
Funding: HOME: $640,636.50
Description: Acquisition, development, and/or rehabilitation of property for the development of affordable rental housing to income eligible clients. Properties may be transferred to non-profit agencies to provide property management services. Project activity may include the purchase of affordability covenants on existing residential units. (Regulatory Citation: 92.205)
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Target Date: 6/30/2025
Performance Outcomes:
• Number of households: 5
Location Description: Stanislaus Planning Area
Planned Activities: Acquisition, development and/or rehabilitation of property for the development of affordable housing.

33. Stanislaus County – Housing Rehabilitation Program FY 23-24 (HOME) Target Area(s): Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock, Waterford, and surrounding Unincorporated Stanislaus County.

Goals Supported: Increase and Improve Supply of Affordable Housing Needs Addressed: Affordable Housing
Funding: HOME: $640,636.50
Description: Rehabilitation of both owner and renter occupied units. The Stanislaus HOME Consortium will offer loans and grants to maintain single and multifamily affordable housing stock for low to moderate income households/individuals. The program serves as a way to preserve and maintain affordable through the rehabilitation of existing housing (Regulatory Citation: 92.205) Project costs will include rehabilitation (materials and labor) and project delivery costs.

Target Date: 6/30/2025
Performance Outcomes:
• Number of households: 5
Location Description: Stanislaus Planning Area
Planned Activities: Consortium wide housing rehabilitation for both owner and renter occupied units.

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AP-50 GEOGRAPHIC DISTRIBUTION
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed:

The Stanislaus Planning Area is comprised of the geographical boundaries of the cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Turlock, Waterford, and unincorporated Stanislaus County. Assistance will be targeted throughout the Stanislaus Planning Area.

A requirement of the CDBG program is to benefit those members of the population that meet the definition of a Targeted Income. An example of a Targeted Income person is one who earns 80% or less of the Area Medium Income (AMI) for CDBG funds, and 30% or less than the AMI for ESG funds. Additionally, if a project benefits a specific neighborhood or community, at least 51% of the population within that geography boundary must be within the Targeted Income Group (TIG).

Approximately 10% of the Stanislaus Urban County’s CDBG entitlement allocation is designated under the CDBG “Public Services” program. The CDBG Public Services program provides funds to nonprofit organizations, through a competitive application process, to provide essential public service programs throughout the participating Stanislaus Urban County member jurisdictions.

The remaining funds are distributed among the Stanislaus Urban County members, via a formula that represents poverty and population census data, to address community infrastructure needs.

These needs may include, but are not limited to, sewer infrastructure, storm drainage, and sidewalk infill projects. Use of CDBG funds to address infrastructure improvements needs assists in efforts to improve the quality of life by promoting safe and healthy communities.

The eligibility of households for HOME assistance varies with the nature of the funded activity. For rental housing and rental assistance, at least 90 percent of benefiting families must have incomes that are no more than 60 percent of the HUD-adjusted median household income for the area. In rental projects with five or more assisted units, at least 20% of the units must be occupied by families with incomes that do not exceed 50% of the HUD-adjusted median. The incomes of households receiving HUD assistance must not exceed 80 percent of the area median.

Approximately 15% of the Stanislaus HOME Consortium’s HOME entitlement allocation is required to be set-aside for eligible Community Housing Development Organization (CHDOs) to fund the acquisition and/or development of affordable housing to be owned or rented by income qualified families. The remaining funds will be allocated among Consortium members, based on a formula that takes into account the amount of HOME funds that a potential single consortium member jurisdiction might contribute to the overall HOME program based on HUDs HOME Consortium Builder Tool.

While funds will be annually allocated to each of the Stanislaus HOME Consortium member jurisdictions, the funds will be programed by Stanislaus County based project prioritization and funding availability, with a goal of distributing the funding equitably throughout the Stanislaus Annual Action Plan Fiscal Year 2023-2024
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Planning Area throughout the life of the Consortium and not simply on an annual basis. Stanislaus County, as lead entity, will be releasing Requests for Proposals (RFP) for housing rehabilitation and down payment assistant services for the entire Stanislaus HOME Consortium. All member jurisdictions will be given the opportunity to propose projects using their HOME allocation, with a requirement that funding for the project(s) must be encumbered for use within six (6) months of the beginning of each fiscal year. Stanislaus County will retain an ongoing list of projects, developed from member jurisdiction proposed projects and an annual RFP (to be released to developers, realtors, and with others interested in participating in affordable housing development) seeking projects ready to be developed. The project list will be prioritized based on community need, project feasibility (i.e., funding, entitlements, design stage, etc.), time frame for full implementation, and geographical distribution of funding. All member jurisdictions will be involved in the review and prioritization of projects.

Rationale for the priorities for allocation investments geographically.

Table 9 - Geographic Distribution
Target Area Percentage of Funds

CDBG HOME
West Modesto 20 N/A
Ceres 16 11
Hughson 8 12
Newman 9 10
Oakdale 10 10
Patterson 11 10
Riverbank 9 11
Waterford 9 10
Unincorporated Stanislaus County 8 13
Turlock N/A 13
CDBG funds allocated to the Stanislaus Urban County will be utilized for various programs including infrastructure improvements, public services, and fair housing. Some programs are funded collectively for the benefit of the entire Stanislaus Urban County, such as homeless and public services. Other programs are specific to individual member jurisdictions of the Stanislaus Urban County. Each member jurisdiction of the Stanislaus Urban County identifies the specific needs within its respective communities as a means to determine use of its specific allocation.

HOME funds are being proposed for the use of property acquisition, development, rehabilitation, and homebuyer’s assistance. Some programs (owner occupied housing rehabilitation and firsttime home buyers) will be funded collectively for the benefit of the entire Stanislaus HOME Annual Action Plan Fiscal Year 2023-2024
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Consortium. The percentages for the HOME program shown above in Table 9 are based on estimates from the HUD HOME Consortium builder and do not reflect any proposed projects by any of the consortium members.

AP-55 AFFORDABLE HOUSING
Introduction
The tables in this section provide estimates on the number of homeless, non-homeless, and special needs households to be provided affordable housing during the program year and the number of affordable units that will be provided by program type, including rental assistance, production of new units, rehabilitation of existing units, or acquisition of existing units.

One Year Goals for the Number of Households to be Supported Homeless 4
Non-Homeless 8
Special-Needs 2
Total 14
One Year Goals for the Number of Households Supported
Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 10
Acquisition of Existing Units 4
Total 14
Discussion
The 2020-2025 Con Plan identifies affordable housing as a Priority Need. In Fiscal Year 2023- 2024, the Stanislaus HOME Consortium will use funds available to address a variety of housing needs within the Stanislaus Planning Area. Despite being a Priority Need, the Stanislaus HOME Consortium members’ ability to contribute toward the provision and development of affordable housing programs/projects is challenged limited funding and steadily increase costs for delivering affordable housing. In recent years the State of California has been expanding the funding available for the planning and development of affordable housing, however, many of the funding sources are competitive and limited in duration. Permanent Local Housing Allocation (PLHA) funding has been allocated to Stanislaus County, based the Stanislaus Urban County’s 2017 allocation, but those funds are still in the early stages of implementation. The City of Riverbank was not part of the Stanislaus Urban County in 2017 and, as such, will be eligible to Annual Action Plan Fiscal Year 2023-2024
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seek PLHA funding directly from the State of California. The City of Turlock, as a CDBG Entitlement Jurisdiction, is also allocated PLHA funding directly from the State. Stanislaus County is undertaking Housing Stanislaus, a county-wide initiative to build a shared vision and policy framework for housing in Stanislaus County. The initiative seeks develop a unified and actionable countywide vision and strategy framework – inclusive of priorities, policies, and investments – for accelerating affordable and market-rate housing in Stanislaus County. All Cooperative members are participants in the Housing Stanislaus efforts.

AP-60 PUBLIC HOUSING
Introduction
The Stanislaus HOME Consortium and the Stanislaus Regional Housing Authority (Housing Authority) continue to have a close working relationship and meet on an as-needed basis to discuss concerns relevant to public housing and other housing matters. The Stanislaus HOME Consortium will continue to work with the Housing Authority and other public and private housing and social service agencies to foster public housing improvements and resident initiatives.

Actions planned during the next year to address the needs to public housing:

The Housing Authority’s mission is committed to addressing the unmet housing needs of residents and communities in the county, consistent with Federal, State, and local law. The Housing Authority owns and operates public housing units in addition to operating the Housing Choice Voucher Program.

The Housing Authority operates 647 conventional public housing units throughout Stanislaus County in five Asset Management Properties (AMP). AMP 1 contains a total of 149 units located in Oakdale, Turlock, Ceres, and Hughson. AMP 2 contains a total of 66 units located in Newman, Patterson, and Westley. The remaining 432 units are located in AMPs 3, 4, and 5 in the City of Modesto.

The Housing Authority operates several affordable housing programs in addition to Public Housing, including year-round Farm Labor Housing, Seasonal Migrant Farm Worker Housing, and several smaller affordable housing properties including units funded under the Neighborhood Stabilization Program and the Housing Choice Voucher Program. These affordable housing programs will continue to operate in the 2023-2024 program year.

The Housing Authority continues to work on increasing the stock of affordable housing in Stanislaus County through other available resources, programs, and partnerships as opportunities arise.

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and participate in homeownership:

The Housing Authority previously implemented a services and communication “quality control” system that provides the Housing Authority with immediate customer feedback and identifies areas that may need improvement. The Housing Authority has also implemented a resident education program with regularly scheduled meetings and written communications on agency policy, rules, and leases.

Efforts to improve communications with residents and program participants include: on site resident training/informational meetings, regular newsletters and flyers. The Housing Authority has implemented a “curbside” appearance program. The focus of the program is the exterior of buildings, parking areas, playgrounds and other areas of the complexes. Rodent and insect problems are addressed when residents report a problem and/or on Annual Inspections. In an effort to better educate residents concerning these problems, information is regularly provided through the Housing Authority newsletter. These actions have assisted the Housing Authority in creating an atmosphere which emphasizes customer satisfaction and communication Further, the Housing Authority has a Resident Advisory Board (RAB) which represents the residents assisted by the agency. The RAB assists in the development of the Housing Authority’s five-year Plan. Resident involvement will continue to be supported in an effort to enhance the service delivery by taking into account input from those with lived experience.

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

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance:

The Housing Authority is not designated as a troubled Housing Authority.

AP-65 HOMELESS AND OTHER SPECIAL NEEDS ACTIVITIES
The Stanislaus Community System of Care (CSoC), the locally recognized CoC, is comprised of a membership elected Board and various sub-committees. The CoC Board is comprised of representatives from homeless advocates, community members, and service providers, as well as public and private sector agencies in the County. The CoC Board meets on a monthly basis to identify gaps and needs in homeless services and to pursue an overall systematic approach to address homelessness. There are public meetings in which the community of providers and stakeholders are welcome to attend and provide comment. Through regular attendance and participation in the CoC meetings, Stanislaus Cooperative member consult with the CoC to develop cooperative plans and strategies to leverage resources to provide emergency shelter and rapid re-housing services, and is informed of changes in local goals, objectives and performance measures. The recognition of homelessness as a social and economic issue is uniting service Annual Action Plan Fiscal Year 2023-2024
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providers, businesses, the public, and private sectors in achieving compliance with the HEARTH Act, adopting best practices to end chronic homelessness, and improving the system to rapidly re-house individuals and families.

The following are a few County-wide efforts that are not directly funded by HUD entitlements funds but contribute to the overall CoC:

Access Center Emergency Shelter (ACES)
The Access Center Emergency Shelter (ACES), a 182 bed, low-barrier shelter focused on providing shelter to the most vulnerable unsheltered population by decreasing common barriers to individuals accepting shelter service, such as, pets, partners, and possessions. ACES opened November 26, 2019 and is being operated by the Salvation Army through an agreement approved by the Board of Supervisors on October 1, 2019. Included in the bed count is a 22-bed dorm area available for those individuals’ experiencing homelessness that suffer from a significant mental illness. This dorm-style room reduces instances of victimization and increases the efficacy of therapeutic intervention. The Community Assessment Response and Engagement (CARE) Multidisciplinary Team is also able to use the location to provide case management and shelter to the most vulnerable unsheltered individuals. The opening of ACES also afforded an opportunity for the most vulnerable unsheltered population to be sheltered and connected with case management services, with a strong emphasis on assisting shelter guests to become document ready for entry into the community’s coordinated entry housing continuum.

Additionally, Stanislaus County Animal Services Agency partnered with ACES to create a healthy pets program. This program provides pet food, crates, and animal health services to pets residing at ACES.

Empire Cold Weather Family Shelter
The Empire Cold Weather Family Shelter was initiated in November 2018 as a partnership with the Stanislaus Regional Housing Authority. The target population served are families who are currently being case managed in the Community Service Agency’s (CSA) Housing Support Program (HSP) unit, have used all available temporary shelter nights, are still engaged in the search for permanent housing and have been unsheltered the longest based on date of referral to the HSP program.

CSA works in partnership with Community Housing and Shelter Services (CHSS) for placement of families at the Empire Cold Weather Family Shelter and has an existing contract with CHSS to administer, arrange and facilitate temporary housing services to CalWORKs and Welfare-to-Work eligible families. CHSS also provides case management services, which include assisting and educating participants on their income, household budgets, and housing options; aiding participants in completion of housing applications and landlord outreach; and providing housing search workshops.

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CSA has staff onsite during standard business hours to work with the families and CHSS staff also is available to assist families on a regular basis. Stanislaus County Affordable Housing Corporation (STANCO) provides on-site property management services including security and routine maintenance of the facility and units.

Family Housing Facility
In coordination with the countywide strategy to address the critical issue of homelessness especially as it impacts families with school aged children, Stanislaus County entered into a fiveyear lease with a motel located at 1128 South 9th Street in Modesto. The property has 21 units and a three-room office space. In November 2019, CSA began using this site to operate a yearround family shelter using the successful model implemented at the Empire Cold Weather Family Shelter. The Family Housing Facility operates 24-hours a day; CSA has contracted with STANCO for property management and security services.

Access Center
On February 3, 2020, the Access Center, a “hub location” for multiple homeless programs and the entry way into the shelter system, opened at 912 D Street, Modesto, California. The Access Center serves as a one-stop hub and physical entry point for individuals at-risk of or currently experiencing homelessness to access a wide range of co-located homelessness services including centralized homeless outreach and engagement; housing assessments and navigation; and homelessness support services and referrals. The Access Center also employs a “meet you where you are” strategy that has specialized homeless outreach workers meet individuals on the street and in homeless encampment areas and encourages individuals to connect to services.

The following partners are co-located at the Access Center - Center for Human Services; Community Housing and Shelter Services; Community Impact Central Valley; Disability Resource Agency for Independent Living; Downtown Streets Team Modesto; Golden Valley Health Centers; Salvation Army - Modesto; Stanislaus County (Behavioral Health and Recovery Services and Community Services Agency); Telecare Corporation and Turning Point Community Programs.

Homeless Strategic Plan
The Stanislaus Homeless Alliance (SHA) and the Stanislaus Community System of Care (CSOC) have collaborated to update the Regional Plan to Address Homelessness in Stanislaus County, originally prepared in January 2019. The updated plan, now referred to as the Homeless Strategic Plan, adopts a data-informed approach to addressing the needs of people experiencing homelessness by enhancing community decision-making, supporting organizational and provider capacity and improving systems coordination.

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A work group formed for the plan update continues to meet monthly to discuss the goals in the plan and provide the SHA and CSOC with updates on the progress made towards meeting plan goals.

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.

The Stanislaus Cooperative is a partner and stakeholder in the CoC, regularly attending CoC meetings and actively contributing to creating efficient processes. The CoC has become increasingly efficient in use of funds and allocation of non-financial resources with the implementation of a Coordinated Entry System (CES). A CES Task Force was formed and meets regularly to continually improve the system and ensure it is an effective tool. There are several service providers within the CoC that conduct street outreach throughout the County. Through Behavioral Health and Recovery Services (BHRS) and a collaboration of several other County departments, an Outreach and Engagement Center (OEC) was established in 2018. The OEC coordinates the provision of multiple services throughout the County for those experiencing homelessness. Teams of outreach workers go out five (5) days a week to connect homeless individuals directly with benefits and services to engage those who may otherwise not seek assistance. The OEC also serves as a physical entry point for support through assessments and referrals and is open for walk-in access Monday through Friday.

Addressing the emergency shelter and transitional housing needs of homeless persons.

Shelters in Stanislaus County receive a combination of federal, state, local, private, and foundation funding from a diversified stream of sources including: federal CoC, ESG (state and federal) and CDBG programs, community foundations, and others. In total, there are 12 shelters represented on the 2021 HUD Housing Inventory Count (HIC), including several for specific populations like youth, families, or adults. There is a continued dedication to low-barrier, housing-focused shelters, to move those without a place to live into permanent housing, and clients from the We Care Program, Children’s Crisis Center, Community Housing and Shelter Services (CHSS), and Family Promise are able to receive rapid re-housing assistance to become stably housed. Approximately 43% of the Stanislaus Urban County’s Fiscal Year 2022-2023 ESG award funded programs provided emergency shelter (both seasonal and year-round).

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 Annual Action Plan Fiscal Year 2023-2024
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recently homeless from becoming homeless again.

The CoC continues to hone-in on system processes and address gaps in the service delivery system to ensure that specific vulnerable sub-populations do not fall through the cracks. As the CoC partnerships grow and each entity becomes more understanding of their role as well as the roles of other agencies, the system will yield more effective results for those individuals and families that are experiencing homelessness. The Coordinated Entry System (CES) is an effective tool in minimizing the number of days someone experiences homelessness.

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

Agencies that are funded through the Stanislaus Urban County’s ESG program are required to participate in the planning and ongoing development of the CES. ESG sub-grantees must participate in the client referral system as long as it does not place a financial burden on the agency and compromises their other funding sources. Some of the larger agencies within the County that provide resources for homeless individuals and families include: We Care ProgramTurlock, Family Promise of Greater Modesto, The Salvation Army, Children’s Crisis Center, HOST House, Naomi’s House, and the Modesto Gospel Mission. 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 is an overall goal of the CoC.

The Stanislaus Urban County works with the CoC towards this goal by funding programs with ESG funds that aim to shorten the period of time that individuals and families experiences homelessness, facilitate access for homeless individuals and families to affordable housing units, and prevent individuals and families who were recently homeless from becoming homeless again.

The Stanislaus Urban County’s homeless strategy also places a high priority on providing rental assistance, housing relocation and stabilization services to persons and households experiencing homelessness. Approximately 40% of the FY 23-24 ESG award will go towards ESG programs that provide rental assistance, utility assistance, payment of rental and utility arrears, or rental or utility deposits in combination with case management which works with clients on an individual basis to sustain permanent housing. The programs utilize housing search and placement services, intensive case management, and rental assistance to remove barriers to permanent housing for homeless persons and persons 30% or under the AMI who are at-risk of losing their housing.

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 Annual Action Plan Fiscal Year 2023-2024
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assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The Plan to address homelessness in Stanislaus County identifies discharge planning as a key part of the strategy in addressing homelessness throughout the County moving forward.

Acknowledging that further collaboration among public institutions and other community system of care providers needs to occur so that no individual or family is discharged into homelessness, the CoC continues to work on these issues through awareness campaigns and coordinated efforts to align services and resources among CoC partners.

Local health care facilities have specific protocol in place requiring a safe discharge for all patients.

The County’s Public Health Agency established a task force to review the current protocol in place and address any gaps in services necessary to ensure successful discharge planning services.

Currently in place there are discharge planning social workers on staff at the hospitals who work with service providers to locate appropriate housing that could include HUD McKinney-Vento funded emergency shelters, transitional or permanent housing units and prevent the release of patients to the streets. For adults recently released from custody, the County addresses housing issues through the Day Reporting Center (DRC). The Sheriff’s Department conducts Probation Orientation meetings at the DRC in which several programs have participated in the past including Solidarity, Teen Life Challenge, and Modesto Gospel Mission.

As a result of the CoC’s coordination with the Probation Department and the Sheriff’s Office, a diversion program has been established. The diversion program helps homeless who would otherwise be jailed for minor crimes stay at the Salvation Army shelter facility, where they receive overnight shelter and case management services. The County has transitional living procedures in place for juveniles exiting foster care to address youth in placement where the long-term plan is emancipation. These procedures are required by both the State and Federal governments. The County develops a 90-day transition plan that includes a housing component. A lead officer received a list of those eligible minors from the case officers and works with the case officer, minor, family, and any services providers to develop the plan prior to the minor’s last status review (usually at 18 years old). A status review is a court hearing to review the minor’s status in placement. The plans are submitted to the court and all involved parties, including the minor.

AP-75 BARRIERS TO AFFORDABLE HOUSING
Introduction
The Stanislaus Cooperative will work to provide affordable housing opportunities. One of the main barriers to affordable housing, both rental and homeownership, has been the lack of affordable housing units. For residents that are renting, the rents in the area have increased and made it difficult for renters to move or new renters to find housing units. In the area of homeownership, many residents are outpriced and cannot afford to purchase the homes that are Annual Action Plan Fiscal Year 2023-2024
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available. Some of the barriers that impact the availability of affordable housing are outlined below.

Accessory Dwelling Units (ADUs)
Separate living quarters on a property (also called a “granny flat” or “guesthouse”) can add additional housing units into single-family residential neighborhoods. Government regulations of ADUs can reduce or eliminate this housing development. Passage of numerous California legislative bills since 2017 a have eliminated many of the local impediments to the construction of ADU’s and all Cooperative members continue to update their ordinance to comply with changing State ADU laws. Where updates to ordinances have yet to occur, state law prevails.

Shortage of Affordable Housing Funding
The availability of funding for affordable housing has dropped dramatically in the past decade for all jurisdictions in California with the 2012 dissolution of redevelopment agencies in the State of California 2012.

While in recent years the State of California has been expanding the funding available for the planning and development of affordable housing, many of the funding sources are competitive and limited in duration. Permanent Local Housing Allocation (PLHA) funding, a source of ongoing funding, has been allocated to Stanislaus County, based the Stanislaus Urban County’s 2017 allocation, and to the City of Turlock, but those funds are still in the early stages of implementation.

The success of new sources of funding will be challenged by the steady increase in the costs to deliver affordable housing.

Planning and Development Fees
Housing development imposes short- and long-term costs upon local government, such as the cost of providing site reviews, permitting and inspection, and maintaining General Plan and zoning regulations addressing housing development. Jurisdictions also charge impact fees to offset the cost of providing the infrastructure and public facilities that are required to serve new housing development. To help recoup costs and ensure that essential services and infrastructure are available when needed, Stanislaus County jurisdictions charge various types of development fees.

The fee amounts vary based on the needs of each jurisdiction and the services provided.

The fees can be a significant factor in housing development throughout California, raising housing costs and disincentivizing new residential development, factors that contribute to statewide high housing costs. Among California jurisdictions, fees account for between six and eighteen percent of the price of housing. (Termer Center for Housing Innovation- UC Berkeley, It All Adds Up: The Cost of Housing Development Fees in Seven California Cities, March 2018.) Annual Action Plan Fiscal Year 2023-2024
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As a best practice, the public and developers should be able to access a jurisdiction’s current fee schedules to estimate fees as a part of total development project costs in advance.

Until 1978, property taxes were the primary revenue source for financing the construction of infrastructure and improvements for residential development in California. Proposition 13, passed in 1978, limited a local jurisdiction’s ability to raise property taxes and increasing reliance on other funding sources to provide infrastructure, public improvements, and public services. An alternative funding source widely used among local governments in California is the development impact fee, which is charged to the project developers/owners, for publicly provided infrastructure that supports the development, including water and sewer facilities, parks, and transportation.

For jurisdictions to charge an impact fee, the California Mitigation Fee Act requires that the jurisdiction demonstrate the “nexus” between the type of development in question and the impact being mitigated by the proposed fee, and that fee amount be proportional to the impact caused by the development. Fees not covered by the California Mitigation Fee Act include inclusionary housing ordinance in-lieu fees, permit processing fees, utility connection fees, and fees included within specific development agreements between a jurisdiction and a developer.

Despite state law limiting direct impact fees, the fees can be a large part of a jurisdiction’s total fee requirements for housing development. Because developers tend to pass these fees onto the final housing owner, the effects of reducing these fees on housing affordability depend on the amount of the fee reduction and current home prices. Because the eventual owner bears the brunt of fees, high fees limit development of lower-cost housing more than higher-cost housing. (Termer Center for Housing Innovation- UC Berkeley, Current Practices and Policy Considerations to Improve Implementation of Fees Governed by the Mitigation Fee Act, August 2019) A reduction in development fees for low-income housing may help these projects become financially feasible. A jurisdiction deferring development fees until a certain time after project completion can also help add flexibility the project’s upfront costs and assist in the development of low-income housing.

Municipal Processing Time
The processing time required to obtain full approval of a development project is often cited as a contributing factor to the high cost of housing in the State of California Review and legislative approval, while often necessary steps in the development process, add to the cost of construction by increasing land holding costs and interest payments. Governments are not always able to control delays when multiple levels of government that must communicate, review, and approve plans, delays due to the schedule or timing of legislative boards of approval, or delays based on the amount of municipal staff capacity to review plans when demand for services is high. Various legislation has been adopted by the State in recent years to try to streamline processing times by making certain actions ministerial and/or exempt to environmental review under the California Environmental Quality Act.

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Prevailing Wages
Davis-Bacon prevailing wage must be paid to laborers when federal Community Development Block Grant (CDBG) dollars are used to pay for any construction project over $2,000 or on any multifamily housing project over eight units. Prevailing wage must also be paid on any HOMEfunded multifamily housing project that directly funds twelve or more units. While competitive wages are currently high, Davis-Bacon wages may be higher and add additional cost to housing construction and rehabilitation activities.

California’s Prevailing Wage Law requires contractors to pay minimum wage rates on public works projects that support housing construction such as roads, water and sewer projects, and other public utilities. The rates are set by the California Department of Industrial Relations. These additional costs could add to local costs for housing development.

Expiration of Affordability Contracts
Affordability contracts with private property owners have a time limit that runs out after a contractually-set number of years. Unless the affordability contracts are renewed with the property owner, the affordable rental housing units will expire and become market-rate housing.

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.

Potential constraints to housing development vary by area throughout the Stanislaus Planning Area, but generally include cost of infrastructure, residential development fees, development standards, land use entitlement processing times, and limited funding for affordable housing development. Barriers to housing also include personal barriers such as poor credit history, involvement with the law, limited knowledge about tenants’ rights and the complaints process.

Development Process
To expedite project facilitation and provide internal support to project applicants, the Stanislaus Cooperative will continue to undertake efforts to build relationships with the development community to identify the barriers and constraints to the development of affordable housing to identify public/private partnership opportunities for the development of affordable housing.

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Fee Structure
Members of the Stanislaus Cooperative will continue to review its fee systems as a means of reducing the cost of housing development. The members recognize that fees can affect the cost of construction of affordable housing in the community.

Subdivision Improvement Standards and Zoning Ordinance
The Stanislaus Cooperative will review and provide input to modify Subdivision Improvements Standards, where reasonable and appropriate, to provide cost savings in the development of residential units while continuing to ensure the public health, safety, and welfare of residents.

Affordable Housing
The Stanislaus Cooperative will continue to assign priority to educating the residents of Stanislaus County regarding the importance of providing affordable housing to support job growth. This will be done through public education, public participation, and fair housing information.

The Stanislaus Cooperative will continue to monitor constraints and where possible, undertake efforts that can address these constraints and their effect on the provision of affordable housing.

AP-85 OTHER ACTIONS
Introduction
The Stanislaus Cooperative targets federal funds to residents who have traditionally not been served or are underserved by programs. Project activities funded through the Con Plan are carefully designed to provide appropriate and needed services, particularly to those who may not be eligible for assistance from other sources, or are geographically isolated by lack of transportation, or lack basic amenities, particularly medical care, in their neighborhoods.

Actions planned to address obstacles to meeting underserved needs:

One of the ongoing challenges in meeting the needs of the underserved is the lack of sufficient funding for services provided by local governments, non-profit organizations, and other agencies.

Service providers faced with this challenge are expected to provide more and more services with the same, if not smaller, budgets every year. The Stanislaus Cooperative will continue to seek funding opportunities through different sources, encourage projects or programs that leverage funds, and ensure that projects and programs are operated as effectively and efficiently as possible.

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The Stanislaus Cooperative members will continue being an involved stakeholder in the CoC and the Stanislaus Homeless Alliance (SHA). These organizations both function to bring stakeholders and residents together to identify needs, service gaps, and potential solutions and partnerships to address housing and homelessness needs within the region.

The Housing Authority supports low- and moderate-income families throughout the region, and also plays a key role in overcoming obstacles in meeting needs. Through working closely with the Housing Authority, the Stanislaus Cooperative will continue to support the Housing Authority in their efforts to first identify needs and further meet those needs.

Actions planned to foster and maintain affordable housing:

As stated throughout the Con Plan and AAP, affordable housing is considered a high priority.

Accordingly, the use of the HOME funding is prioritized for the development and rehabilitation of affordable housing that serves low-income households. Affordable housing strategies include both development of new affordable housing units as well as the preservation/conservation of existing affordable housing units. CDBG funding will be used to develop infrastructure critical to the development of new affordable housing units and maintenance of existing affordable housing units.

The Stanislaus Cooperative rely on private non-profit organizations and for-profit developers to acquire, develop, or rehabilitate affordable units. The Stanislaus Cooperative will continue to work closely with these entities to ensure that each year as many new affordable units are produced, or rehabilitated, as possible.

Actions planned to reduce lead-based paint hazards:

The Housing Authority serves as the lead agency in Stanislaus County the identification, documentation, and prevention of lead poisoning. The Childhood Lead Poisoning Prevention Program of Stanislaus County, administered through the Housing Authority, becomes involved with childhood lead-based poisoning when notification of an elevated screening blood level is received either from the laboratory or physician. If the blood level is 10ug/dL (micrograms per deciliter), notification is made to the family. Once a child meets the case definition, an environmental investigation is performed by a Registered Environmental Health Specialist to determine, if possible, the source of lead exposure. The Housing Authority, in partnership with the Department of Environmental Resources, conducts the investigation of residences where children with elevated levels of lead reside.

The Stanislaus Cooperative partners with the Childhood Lead Poisoning Prevention Program to distribute information throughout the Stanislaus Planning area. If the source of lead exposure is related to the residential physical environment (e.g., peeling paint that indicates the presence of lead), then HOME funding available for housing rehabilitation programs may be used for eradication.

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The Housing Authority actively addresses the issue of lead-based paint hazards by providing notices to landlords and tenants who participate in the Housing Choice Voucher Program, warning them of the hazards of lead-based paint. Individuals participating in CDBG or HOME funded rehabilitation and first-time home buyer assistance programs are provided the notice addressing lead-based paint hazard. Additionally, all units that are rehabilitated with CDBG and HOME funds are subject to lead-based paint compliance requirements.

Actions planned to reduce the number of poverty-level families:

The Stanislaus Cooperative works to reduce poverty through ensuring an adequate, affordable, quality housing supply, improving low-income neighborhoods, strengthening the employment skills of the community and ensuring access to basic needs such as food and shelter. The Stanislaus HOME Consortium is particularly focused on ensuring quality housing options to lowincome individuals through the production of new low-income units as well as the rehabilitation of existing low-income units and combating rental discrimination against minorities.

Stanislaus County updated the Analysis to Impediments to Fair Housing Choice (AI) alongside the development of the Fiscal Year 2020-2025 Consolidated Plan in May 2020 and outlined ways in which each jurisdiction can take actions to ensure protected classes have equitable access to quality schools and employers. The AI investigates zoning codes, permit processes, and fees to ensure all jurisdictions within Stanislaus County are as accommodating as possible to those developments and employers that will contribute to reducing poverty and increasing economic opportunity and housing stability.

The CoC has developed into a more coordinated organization over the past five years, and the Stanislaus Cooperative will continue to leverage those partnerships and resources to address the issues of poverty.

The Stanislaus County Alliance WorkNet (Alliance), The Community Services Agency’s CalWorks Program, and the California Employment Development Department are all resources available to persons seeking employment.

In addition, all Stanislaus Cooperative members, through their various economic development efforts, strive to promote activities that will ultimately have major impacts on the community, such as job creation that in turn will reduce poverty. The Alliance partners with Stanislaus County, Turlock and the other cities in fulfilling the following objectives:
• Promotion of Stanislaus County and its nine incorporated cities as a desirable location for new and expanding businesses.
• To work with public agencies and local businesses to promote cooperation in the economic development process.
• To assist in business retention and expansion efforts by offering programs for technical Annual Action Plan Fiscal Year 2023-2024
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and financial assistance.

In 2020, Stanislaus County updated its Comprehensive Economic Development Strategy (CEDS).

The development of the County CEDS was primarily conducted by the Economic Development Action Committee which included representative from all the Urban County members. Each of the Urban County members have outlined specific economic development goals. The entire report can be found at: http://www.stancounty.com/ceo/econ-dev/pdf/ceds.pdf. The Economic Development Action Committee Recommendations include various goals and priorities aimed at inspiring and facilitating future investments in infrastructure – both physical and human – so as to maintain a competitive place in the economic development of Stanislaus County. The identified development goals and priorities include:
• Encourage and support new business innovation and entrepreneurs • Promote the region as a tourism destination
• Encourage the further development of a vibrant ag-based economy looking for ways to add new products, generate food and beverage innovation, and promote our products and services
• Develop specialized education including higher education, career technical education, and workforce development
• Support the development of college level program infrastructure to provide opportunities for students to learn and stay here
• Enhance goods movement transportation projects that build capacity while increasing safety, decreasing congestion, improving air quality and promoting economic development
• Develop wet and dry utility infrastructure to increase business development interest • Participate in the development of comprehensive regional water planning • Continue to promote accessibility and utilization of advanced communications services (through targeted technology training efforts, etc.) as fundamental and necessary for all residents and businesses
On August 10, 2021, the Board of Supervisors approved an agreement with the Stanislaus Community Foundation (SCF) to provide consulting engagement in support for Stanislaus 2030, a collaboration among business, government, and civic stakeholders to create and deliver a joint strategy and investment plan for regional economic growth and opportunity in the coming decade. The intention was to deliver a community-wide vision for Stanislaus County’s future economy, and corresponding investment agenda to define the path necessary to achieve that vision.

As part of the effort a community assessment was completed, community engagement efforts were initiated, and local researchers convened. Community outreach and public engagement augmented data analysis by providing a lived-experience perspective. This work uncovered some new insights:
• Over half of the County’s population struggles to make ends meet, the majority of which, Annual Action Plan Fiscal Year 2023-2024
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are struggling families with at least one adult in the family who is working. This equates to approximately 214,000 people.
• Stanislaus County’s local job base does not provide opportunity for many residents to meet a basic level of economic self-sufficiency.
• Only 13% of jobs in Stanislaus County can be categorized as “good” jobs, an additional 22% can be categorized as “promising” and the remaining 65% of jobs, or approximately 124,000 positions, fail to meet standards for ensuring worker self-sufficiency. • To reduce the share of children in struggling families by 50%, the region will need to create more than 40,000 “good” jobs than currently exist.

Equipped with this information, five workgroups, comprised of technical experts, local community members and key stakeholders, came together to move key focus areas from analysis to prototypes and solutions for inclusion in a comprehensive investment document.

The workgroups focused on:
• Entrepreneurship and small business dynamism
• Talent development
• Addressing non-skill barriers to jobs and training
• Bioproducts and the circular economy growth strategy
• Technology and skill adoption in the Ag sector
The comprehensive investment document, the Stanislaus 2030 Investment Blueprint (Investment Blueprint), is based on the understanding of larger market forces and future trends; current and future state of Stanislaus County economy; knowledge of demographic shifts; and authentic community input. Four strategic focus areas were identified: (1) Bioindustrial Manufacturing; (2) Talent Development; (3) Removal of NonSkill Barriers to Jobs & Training; and (4) Entrepreneurship and Small Business Dynamism. A copy of the Investment Blueprint is available in English and Spanish through the following link: www.stanislaus2030.com/resources.

The Investment Blueprint, accepted by the Board of Supervisors on November 1, 2022, identifies strategic focus areas with initial investment strategies and tactics; funding and policy aligned with each of the strategies and performance that is reported regularly to partners and the public.

Actions planned to develop institutional structure:

The Stanislaus Urban County publishes an annual Notice of Funding Availability (NOFA) of Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) funds. The NOFA includes an announcement of a Grant Technical Workshop and timeline for the upcoming grant cycle. The NOFA is published in the local newspaper, The Modesto Bee, in English and Spanish. An e-mail is sent out to all past and current grantees and applicants that have applied Annual Action Plan Fiscal Year 2023-2024
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in the last five (5) years. The Stanislaus Urban County also announces the NOFA at the CoC meeting, distributes a reminder, and e-mails the CoC agencies a NOFA announcement.

The Stanislaus Urban County holds a Grant Technical Workshop to release the upcoming grant application and explain the grant requirements. County staff is available via phone, in person, and by e-mail to answer questions and provide technical assistance throughout the application process.

The Stanislaus Urban County also requires those receiving grants (sub-grantees) to attend a Grantee Technical Workshop prior to receiving their agreements. Attendance of this workshop and a fully executed agreement is required prior to any reimbursements. At the technical workshop, the policies, procedures, program regulations, requirements and obligations of the grant are explained. All sub-grantees receive the electronic copies of the documents covered in the Grantee Technical Workshop.

Actions planned to enhance coordination between public and private housing and social service agencies:

Stanislaus County, as administrator of the Stanislaus Urban County and the Stanislaus HOME Consortium, coordinates and consults with services and housing providers, local, state and federal government entities, non-profit and for-profit organizations and business, professional organizations, interest groups, and other parties interested in the implementation of federal programs.

Specifically, they are: Stanislaus Regional Housing Authority, Stanislaus County Health Services Agency, Stanislaus County Community Services Agency, Stanislaus County Behavioral Health and Recovery Services; California Department of Housing and Community Development; U.S.

Department of Agriculture/Rural Development, U.S. Economic Development Administration, U.S.

Department of Housing and Urban Development (HUD); California Coalition for Affordable Housing; Habitat for Humanity, Stanislaus County Affordable Housing Corporation (STANCO), California Rural Legal Assistance (CRLA), Great Valley Housing Corporation, Visionary Home Builders and Self-Help Enterprises. This will assure that the activities outlined in the AAP are given the fullest attention for design and implementation or construction.

Stanislaus County will continue to participate in regularly scheduled meetings with the cities of Modesto and Turlock to coordinate any CDBG, HOME and ESG funded activity that may be of benefit to each of the separate entitlement communities within Stanislaus County. Further, quarterly meetings will be held between the participating members of the Stanislaus Cooperative.

This will assure that the activities outlined in the AAP are given the fullest attention for design and implementation or construction.

The Stanislaus Cooperative member jurisdictions will maintain active involvement in the CoC, a multi-agency collaborative which focuses on the community’s housing and social service needs, to continue outreach and information sharing with other Stanislaus County agencies serving Annual Action Plan Fiscal Year 2023-2024
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similar clientele.

AP-90 PROGRAM SPECIFIC REQUIREMENTS
Introduction
There are three specific goals of the Federal CDBG and HOME programs:

1. Provide decent housing.

2. Provide a suitable living environment.

3. Expand economic opportunities.

This AAP has been developed to assist in achieving these three goals. The overriding consideration required of the CDBG program is to benefit those members of the population that meet the definition of Targeted Income. A Targeted Income person is one who earns 80% or less of the AMI for CDBG funds. Additionally, if a project benefits a specific neighborhood or community, at least 51% of the population within that geographic boundary must be within the Targeted Income Group (TIG).

As identified in the 2020-2025 Consolidated Plan, priority will be given to projects in the following areas: public infrastructure and facility improvement, affordable housing, community and economic development, Public Services, homeless services, and community emergency responses.

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

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $1,200

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: $1,200
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Other CDBG Requirements
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) The Stanislaus Urban County adopted performance standards in line with HUD and HCD guidelines and in coordination with the CoC. These standards include: rapid re-housing clients into permanent housing within 30 days after determination of eligibility; retaining this housing for at least six months; attaining or maintaining income while in permanent housing. Agencies are required to do housing stability planning with their clients and are strongly encouraged to use a progressive engagement with clients to determine their financial need and receive just enough assistance to maintain housing.

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 Stanislaus Urban County continues to work with the local Continuum of Care (CoC) to further develop the Coordinated Entry System and include a larger scale of community participation. The CoC has established a working committee to implement this system to ensure compliance with the HEARTH Act. The recently updated (January 2020) Coordinated Entry System Policies and Procedures Manual can be found at:
https://csocstan.com/coordinated-entry-system-ces-policies-and-procedures-manual/

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

For Fiscal Year 2023-2024, ESG funds were allocated based on a competitive grant cycle to which public service providers could apply for ESG funds. Applicants were restricted to submitting one (1) application per agency for ESG funds. All applicants were required to attend a Grant Technical Workshop prior to submission of an application. A panel made up of representation from the Stanislaus Urban County, the County’s Chief Executive Office and the local Continuum of Care (CoC) reviewed each written application submission and oral

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan.

90.00%
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presentation and scored them individually.

The following is the scoring criteria that is utilized by the Grant Review Panel for CDBG Public Services Grant and Emergency Solutions Grants (ESG) Program grant applications:

Capacity & Experience
• Agency & Staff Experience with Grant Administration
• Program Sustainability Outlook
• Funding prioritization will be provided to agencies with successful experience in administering HUD funding
Addressing the Need/Extent of the Problem
• Prevention Focus
• Consistent with Adopted Consolidated Plan Consistent/Priority Need • Identifying and Addressing a Community Need
• Funding prioritization will factor in equitable distribution throughout the Stanislaus Urban County
• Use of health index tool or similar tool
Collaboration
• Does the Proposed Program Include Cross Sector Engagements? • Are there Partnerships and Collaborations?
• Outreach and Referrals
Accomplishments & Program Evaluation
• Are Accomplishments Measurable?
• Standardized Methods and Tools to Evaluate Progress
• Are Goals Verifiable and Attainable?
• Will Program be Impactful and Effective?
• Use of Racial Equity Assessment
Financials
• Clear and Efficient Budget
• Leveraging Sources
Performance & Risk Assessment
• Implementation- Soundness of Approach
• Monitoring Results and Timeliness
Program Innovation
Grant Submittal
• Is the Application Clear?
• Presentation Value
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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 Stanislaus Urban County consults with the local Continuum of Care which has formerly homeless individuals as members. Sub-grantees who administer the shelters and the rapid re-housing programs have formerly homeless individuals in their organizations who help shape policies and make decisions about services and programs that receive ESG funding.

5. Describe performance standards for evaluating ESG.

Under the Emergency Solutions Grants (ESG) Program, Stanislaus County staff reviews quarterly ESG statistical tables, narratives, Request for Funds forms and budget printouts, which identify the total funds uses/requested by each grantee during that reporting period.

Stanislaus County staff verifies match funding (i.e. - local unrestricted donations). In this manner, the subrecipient in turn ensures that dollar to dollar matching requirements are satisfied by paying the remainder of the expenses from non-ESG sources.

HOME Investment Partnerships Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section

92.205 is as follows:

The Stanislaus HOME Consortium will permit HOME funds to be invested as loans, grants, deferred payment loans, and other types of investment as permitted by the regulations described in 92.205(b). Other forms of investment will not be permitted without the prior approval of HUD.

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 HOME statute states that resale provisions must limit subsequent purchase of the property to income-eligible families, provide the owner with a fair return on investment, including any improvements, and ensure that the housing will remain affordable to a reasonable range of low- income homebuyers. The HOME statue also specifies that recapture provisions must recapture theHOME investment from available net proceeds in order to assist other HOME-eligible families. Under the recapture provision, the property may be sold without income-edibility restrictions. The Stanislaus HOME Consortium has elected to establish a recapture provision as part of its program.

In cases where the net proceeds available at the time of sale are insufficient to recapture the Annual Action Plan Fiscal Year 2023-2024
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entiredirect HOME subsidy provided to the homebuyer, the Stanislaus HOME Consortium is not required to repay the difference between the total direct HOME subsidy and the amount recaptured from available net proceeds. The net proceeds are the sales price minus loan repayment (other than HOME funds) and closing costs. In applying the option of the recapture provision, the following formulas will be used:

HOME investment / (HOME investment + Homeowner investment) X Net proceeds = HOME amount to be repaid
Homeowner investment / (HOME investment + Homeowner investment) X Net proceeds = Amount to Homeowner
Affordable Homeownership Limits
HUD provides that the HOME affordable homeownership limits (initial purchase price or after-rehabilitation value) of homeownership units assisted with HOME funds not to exceed 95 percent of the area median purchase price for single family housing. Under theCode of Federal Regulations at title 24, part 92, section 254, paragraph (a)(2)(iii), HUD allows jurisdictions to prepare a market analysis to determine this limit following HUD guidance.

The 95 percent of median area purchase price must be established in accordance with a marketanalysis that ensured that a sufficient number of recent housing sales are included in the survey. Sales must cover the requisite number of months based on volume. The address of the listed properties must include the location within the consortia's jurisdiction. The housing sales data must reflect all, or nearly all, of the one-family house sales in the entire consortia jurisdiction. After identifying the median sales price per HUD's guidance, the amount should be multiplied by 0.95 to determine the 95 percent of the median area purchase price. Final limits are rounded to the nearest thousand. The Stanislaus HOME Consortium will use the highest limit as determined by HUD or the HUD approved market analysis.

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

In the case of affordability, the HOME Consortium will recapture the entire amount of the direct HOMEsubsidy provided to the homebuyer before the homebuyer receives a return.

The HOME Consortium’s recapture amount will be limited to the net proceeds available from the sale. While the home may be sold without restriction on the new buyers’ income, the recaptured funds will be used to assist other income eligible homebuyers.

Recapture provision will be ensured through the use of real estate lien notes and/or restrictive covenants outlining the Stanislaus HOME Consortium’s recapture provisions.

Homeownership projects undertaken using the resale provision shall use deed restrictions, covenants running with the land, or other similar mechanisms per 92.254(a)(5)(i)(A) to ensure Annual Action Plan Fiscal Year 2023-2024
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the resale requirements are met. The period of affordability specified in the mortgage will be the minimum period for the recapture scenario as specified above. The period of affordability will be based on the total amount of direct HOME funds invested in the housing project.

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

The Stanislaus HOME Consortium does not intend to refinance any kind of existing debt with HOME funds.