“Taxable Property” means all Assessor’s Parcels within the boundaries of CFD No. 2014-2 which are not exempt from the Special Tax pursuant to law or Section E below.
“Taxable Public Property” means, in any Fiscal Year, all Assessor’s Parcels in CFD No. 2014- 2 that had, in prior Fiscal Years, been taxed as Developed Property and subsequently came under the ownership of a public agency.
“Tax Zone” means a mutually exclusive tax zone identified in Attachment 1 of this Rate and Method of Apportionment of Special Tax, as may be updated to include new Parcels or new tax zones added to the CFD as a result of future annexations.
“Unit” means an individual single -family detached unit or an individual residential unit within a duplex, triplex, fourplex, townhome, condominium, or apartment structure. Unit shall also mean a rentable single hotel room or rentable unit on a Parcel of Hotel Property.
B. DATA COLLECTION FOR ANNUAL TAX LEVY
Each Fiscal Year, the Administrator shall identify the current Assessor’s Parcel number for all Parcels of Taxable Property within CFD No. 2014-2 and shall determine within which Tax Zone each Assessor’s Parcel is located. Upon each annexation of property into CFD No. 2014-2, the Administrator shall update Attachment 1 to include the new Assessor’s Parcel number(s). In addition, for all Parcels of Developed Property, if applicable to the Tax Zone in which the Parcels are located, the Administrator shall d etermine if each Parcel is an Ordinary Use Parcel, an Additional Load Parcel, a Residential Alley Parcel, a Decorative Lighting Parcel, an Additional Load and Decorative Lighting Parcel, a Residential Alley and Decorative Lighting Parcel, Private
Street Parcel, 50/50 Public & Private Residential Street Parcel, or a Heavy Truck Traffic Parcel.
Based on review of building permit records for property within the CFD, the Administrator shall determine which Parcels in the CFD are Developed Property for purposes of levying the Special Tax pursuant to Section D below. For Single Family Attached Property, Multi- Family Property , Micro -Unit Property, and Hotel Property, the number of Units shall be determined by referencing the condominium plan, apartment plan, site plan or other development plan for the property. For Residential Property, the Administrator shall determine the Square Footage of each Unit. For Non- Residential Property, the Administrator shall determine the Acreage of, and Square Footage on, each Parcel.
If a Parcel in the CFD is rezoned prior to such Parcel becoming Developed Property, the City may in its sole discretion, move the Parcel to a different Tax Zone based on the rezone. If a Parcel rezones after the Parcel has been taxed as Developed Property in prior Fiscal Years, the City can either continue to apply the Maximum Special Tax to the Parcel that had applied prior to the rezone or, in the City’s sole discretion, allow for the Parcel to be moved to a different Tax Zone based on the rezone.
In any Fiscal Year, if it is determined that (i) a parcel map for a portion of property in CFD No. 2014-2 was recorded after January 1 of the prior Fiscal Year (or any other date after which ITEM 16.10.
ATTACHMENT 4
the Assessor will not incorporate the newly -created Parcels into the then current tax roll), (ii) because of the date the parcel map was recorded, the Assessor does not yet recognize the new Parcels created by the parcel map, and (iii) one or more of the n ewly-created Parcels meets the definition of Developed Property, the Administrator shall calculate the Special Tax for the property affected by recordation of the parcel map by determining the Special Tax that applies separately to each newly-created Parcel, then applying the sum of the individual Special Taxes to the Parcel that was subdivided by recordation of the parcel map.
C. MA
XIMUM SPECIAL TAX
1. All Tax Zones
The following Maximum Special Taxes apply to all Parcels of Developed Property within each Tax Zone of CFD No. 2014-2, unless otherwise specified in Attachment 1.
a. Ordinary Use Parcel
MAXIMUM SPECIAL TAXES
ORDINARY USE PARCEL
(FISCAL YEAR 2024-25)
On July 1
st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit $533.86
Single Family Attached Property per Unit $421.74
Multi-Family P roperty per Unit $304.28
Micro-Unit Property per Unit $202.96
Commercial Property per 1,000 Sq. Ft. $796.51
Hotel Property per Unit $314.96
Industrial Property per 1,000 Sq. Ft. $240.23
Office Property per 1,000 Sq. Ft. $795.44
ITEM 16.10.
ATTACHMENT 4
b. Residential Alley Parcel
MAXIMUM SPECIAL TAXES
RESIDENTIAL ALLEY PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
c. Decorative Lighting Parcel
MAXIMUM SPECIAL TAXES
DECORATIVE LIGHTING PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit $579.56
Single Family Attached Property per Unit $457.86
Multi-Family P roperty per Unit $330.36
Micro-Unit Property per Unit $220.34
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit $542.02
Single Family Attached Property per Unit $428.18
Multi-Family P roperty per Unit $308.94
Micro-Unit Property per Unit $206.06
Commercial Property per 1,000 Sq. Ft. $808.69
Hotel Property per Unit $319.78
Industrial Property per 1,000 Sq. Ft. $243.91
Office Property per 1,000 Sq. Ft. $807.61
ITEM 16.10.
ATTACHMENT 4
d. Additional Load Parcel
MAXIMUM SPECIAL TAXES
ADDITIONAL LOAD PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
e. Soundwall Parcel
MAXIMUM SPECIAL TAXES
SOUNDWALL PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit N/A
Single Family Attached Property per Unit N/A
Multi-Family P roperty per Unit N/A
Micro-Unit Property per Unit N/A
Commercial Property per 1,000 Sq. Ft. $826.74
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. $249.35
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit $556.54
Single Family Attached Property per Unit $439.66
Multi-Family P roperty per Unit $317.22
Micro-Unit Property per Unit $211.58
Commercial Property per 1,000 Sq. Ft. $830.37
Hotel Property per Unit $328.36
Industrial Property per 1,000 Sq. Ft. $250.44
Office Property per 1,000 Sq. Ft. $829.26
ITEM 16.10.
ATTACHMENT 4
f. Additional Load and Decorative Lighting Parcel
MAXIMUM SPECIAL TAXES
ADDITIONAL LOAD AND DECORATIVE LIGHTING PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
g. Residential Alley and Decorative Lighting Parcel
MAXIMUM SPECIAL TAXES
RESIDENTIAL ALLEY AND DECORATIVE LIGHTING PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit N/A
Single Family Attached Property per Unit N/A
Multi-Family P roperty per Unit N/A
Micro-Unit Property per Unit N/A
Commercial Property per 1,000 Sq. Ft. $838.92
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. $253.02
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit $587.72
Single Family Attached Property per Unit $464.30
Multi-Family P roperty per Unit $335.00
Micro-Unit Property per Unit $223.44
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
ITEM 16.10.
ATTACHMENT 4
h. Residential Alley and Soundwall Parcel
MAXIMUM SPECIAL TAXES
RESIDENTIAL ALLEY AND SOUNDWALL PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
i. Decorative Lighting and Soundwall Parcel
MAXIMUM SPECIAL TAXES
DECORATIVE LIGHTING AND SOUNDWALL PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit $605.82
Single Family Attached Property per Unit $478.62
Multi-Family P roperty per Unit $345.32
Micro-Unit Property per Unit $230.32
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit $564.50
Single Family Attached Property per Unit $445.94
Multi-Family P roperty per Unit $321.76
Micro-Unit Property per Unit $214.62
Commercial Property per 1,000 Sq. Ft. $842.24
Hotel Property per Unit $333.04
Industrial Property per 1,000 Sq. Ft. $254.02
Office Property per 1,000 Sq. Ft. $841.11
ITEM 16.10.
ATTACHMENT 4
j. Residential Alley, Decorative Lighting, and Soundwall Parcel
MAXIMUM SPECIAL TAXES
RESIDENTIAL ALLEY, DECORATIVE LIGHTING AND SOUNDWALL PARCEL (FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
k. Private Street Parcel
MAXIMUM SPECIAL TAXES
PRIVATE STREET PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
Land Use Class Rate
Single Family Detached Property per Unit $609.88
Single Family Attached Property per Unit $481.78
Multi-Family P roperty per Unit $347.62
Micro-Unit Property per Unit $231.86
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit $350.74
Single Family Attached Property per Unit $277.06
Multi-Family P roperty per Unit $199.92
Micro-Unit Property per Unit $133.34
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
ITEM 16.10.
ATTACHMENT 4
l. 50/50 Public & Private Residential Street Parcel
MAXIMUM SPECIAL TAXES
50/50 PUBLIC & PRIVATE STREET PARCEL
(FISCAL YEAR 2024-25)
On July 1st following the Fiscal Year rate above, the Maximum Special Taxes shown above shall be increased by the Annual Escalation Factor.
m. Heavy Truck Traffic Parcel
MAXIMUM SPECIAL TAXES
HEAVY TRUCK TRAFFIC PARCEL
(FISCAL YEAR 2024-25)
Land Use Class Rate
Single Family Detached Property per Unit $442.02
Single Family Attached Property per Unit $349.20
Multi-Family P roperty per Unit $251.94
Micro-Unit Property per Unit $168.04
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
Land Use Class Rate
Single Family Detached Property per Unit N/A
Single Family Attached Property per Unit N/A
Multi-Family P roperty per Unit N/A
Micro-Unit Property per Unit N/A
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. $345.20
Office Property per 1,000 Sq. Ft. N/A
ITEM 16.10.
ATTACHMENT 4
D. METHOD OF LEVY AND COLLECTION OF SPECIAL TAX
Each Fiscal Year, the Special Tax shall be levied as follows until the amount of the levy equals the Special Tax Requirement for that Fiscal Year:
First: The Special Tax shall be levied proportionately on each Parcel of Developed Property up to 100% of the Maximum Special Tax determined for each category of Developed Property within the CFD and each Tax Zone until the amount levied is equal to the Special Tax Requirement for the Fiscal Year.
Second: If additional revenue is needed after the first step has been completed, the Special Tax shall be levied proportionately on each Parcel of Taxable Public Property up to 100% of the Maximum Special Tax that would have applied to the Parcel had the Parcel not become Public Property until the amount levied is equal to the Special Tax Requirement for the Fiscal Year.
The Special Tax for CFD No. 2014 -2 shall be collected at the same time and in the same manner as ordinary ad valorem property taxes provided, however, that the City may (under the authority of Government Code Section 53340) collect Special Taxes at a different time or in a different manner if necessary to meet CFD No. 2014 -2 financial obligations and the Special Tax shall be equally subject to foreclosure if delinquent.
E. LIMITATIONS N
otwithstanding any other provision of this Rate and Method of Apportionment of Special Tax, no special Tax shall be levied on (i) any Parcel of Public Property that is not Taxable public Property, and (ii) any Parcel in CFD No. 2014 -2 that is not Develope d Property.
F. D
URATION OF SPECIAL TAX
The Special Tax shall be levied in perpetuity to fund the Special Tax Requirement, unless no longer required as determined at the sole discretion of the City Council.
G. I NTERPRETATION OF SPECIAL TAX FORMULA
The City reserves the right to make minor administrative and technical changes to this document that does not materially affect the Rate and Method of Apportionment of Special Taxes.
In addition, the interpretation and application of any section of this document shall be left to the City’s discretion. The City may make interpretations by ordinance or resolution for purposes of clarifying any vagueness or ambiguity in this Rate and Method of Apportionment of Special Taxes.
ITEM 16.10.
ATTACHMENT 4
ATTACHMENT 1
CITY OF RANCHO CORDOVA
COMMUNITY FACILITIES DISTRICT NO. 2014-2
(STREET, LIGHTING AND LANDSCAPING MAINTENANCE)
IDENTIFICATION OF TAX ZONES
TAX ZONE 1
Assessor’s Parcels Included in Tax Zone 1 *
Fiscal Year In Which
Property Was Added
to CFD No. 2014-2
067-1210-001 through 067-1210-055
067-1220-001 through 067-1220-059
067-1230-001 through 067-1230-060
2013-14
Tax Zone 1 – Maximum Special Taxes
The Maximum Special Taxes for Zone 1 do not incorporate the long -term maintenance activities which are included as a part of CFD No. 2014-1. On July 1 of each Fiscal Year thereafter, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
SOUNDWALL AND DECORATIVE LIGHTING PARCEL
(EXCLUDING LONG-TERM MAINTENANCE)
(FISCAL YEAR 2024-25)
Rate
Single Family Detached Property per Unit $398.62
Single Family Attached Property per Unit $314.92
Multi-Family Property per Unit $227.22
Commercial Property per 1,000 Sq. Ft. $299.1373
Hotel Property per Unit $235.18
Industrial Property per 1,000 Sq. Ft. $179.3827
Office Property per 1,000 Sq. Ft. $299.1373
Land Use Class
ITEM 16.10.
ATTACHMENT 4
TAX ZONE 2
Tax Zone 2 – Maximum Special Taxes
These Maximum Special Taxes include the maintenance of street lighting only. On July 1 of each Fiscal Year thereafter, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
DECORATIVE LIGHTING ONLY
(FISCAL YEAR 2024-25)
Assessor's Parcels Included in Tax Zone 2*
067-1050-001 Through 067-1050-009 2016-17
072-2870-001 Through 072-2870-072
072-2880-001 Through 072-2880-082
072-2890-001 Through 072-2890-088
072-2900-001 Through 072-2900-080
072-2910-001 Through 072-2910-083 2014-15
072-2920-001 Through 072-2920-069
072-2940-001 Through 072-2940-066
072-2950-001 Through 072-2950-063
072-2960-001 Through 072-2960-065
Fiscal Year in Which
Property was Added to
CFD No. 2014-2
Rate
Single Family Detached Property per Unit $54.12
Single Family Attached Property per Unit $54.12
Multi-Family Property per Unit $223.64
Commercial Property per 1,000 Sq. Ft. $299.1373
Hotel Property per Unit $231.52
Industrial Property per 1,000 Sq. Ft. $176.5907
Office Property per 1,000 Sq. Ft. $299.1373
Land Use Class
ITEM 16.10.
ATTACHMENT 4
TAX ZONE 3
Assessor's Parcels Included in Tax Zone 3*
067-1070-001 Through 067-1070-059
067-1090-001 Through 067-1090-089
067-1060-003 Through 067-1060-004
067-1170-001 Through 067-1170-085
067-1180-001 Through 067-1180-016
067-1190-001 Through 067-1190-066
067-1200-001 Through 067-1200-054
067-1100-008
067-1240-001 Through 067-1240-048
067-1250-001 Through 067-1250-108
067-1100-005 Through 067-1100-007
067-1120-001 T hrough
067-1120-027
067-1130-001 Through 067-1130-176
067-1140-001 Through 067-1140-038
067-1080-007 Through 067-1080-017
067-1150-001 Through 067-1150-080
067-1160-001 Through 067-1160-065
067-1260-001 Through 067-1260-061
067-1270-001 Through 067-1270-113
067-1280-001 Through 067-1280-094
067-1290-001 Through 067-1290-032
067-0040-035-0000 Through 067-0040-036-0000
067-1080-018-0000 Through 067-1080-023-0000
067-1080-027-0000 Through 067-1080-030-0000
067-1330-028-0000 Through 067-1330-064-0000
067-1360-001-0000 Through 067-1360-166-0000
067-1370-001-0000 Through 067-1370-168-0000
072-0370-046-0000 Through 072-0370-048-0000
072-0370-102-0000
072-0370-107-0000
072-3880-001-0000 Through 072-3880-004-0000
072-3880-007-0000 Through 072-3880-009-0000
072-3880-011-0000 Through 072-3880-016-0000
072-3900-001-0000 Through 072-3900-108-0000
072-3910-001-0000 Through 072-3910-065-0000
072-3920-001-0000 Through 072-3920-088-0000
072-4070-001-0000 Through 072-4070-017-0000
067-2410-006-0000 Through 067-2410-008-0000
067-2410-011-0000 Through 067-2410-018-0000
067-2420-003-0000 Through 067-2420-004-0000
067-2420-006-0000
067-2420-012-0000 Through 067-2420-013-0000
067-2420-016-0000 Through 067-2420-017-0000
067-2440-001-0000 Through 067-2440-140-0000
067-2470-001-0000 Through 067-2470-072-0000
067-2470-074-0000
067-2480-001-0000 Through 067-2480-078-0000
067-2490-003-0000 Through 067-2490-056-0000
067-2500-001-0000 Through 067-2500-113-0000
067-2510-001-0000 Through 067-2510-015-0000
Fiscal Year in Which
Property was Added to
CFD No. 2014-2
2020-21
2021-22
2022-23
2018-19
2017-18
2016-17
ITEM 16.10.
ATTACHMENT 4
Tax Zone 3 – Maximum Special Taxes
These Maximum Special Taxes include the maintenance of soundwalls. On July 1 of each Fiscal Year thereafter, commencing July 1, 2015, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
SOUNDWALL PARCEL
(FISCAL YEAR 2024-25)
TAX ZONE 4
Rate
Single Family Detached Property per Unit $556.54
Single Family Attached Property per Unit $439.66
Multi-Family P roperty per Unit $317.22
Commercial Property per 1,000 Sq. Ft. $830.3768
Hotel Property per Unit $328.36
Industrial Property per 1,000 Sq. Ft. $250.4492
Office Property per 1,000 Sq. Ft. $829.2657
Land Use Class
ITEM 16.10.
ATTACHMENT 4
Tax Zone 4 – Maximum Special Taxes
These Maximum Special Taxes include the maintenance of streets determined by the City to have a heavy impact on the public streets. On July 1 of each Fiscal Year thereafter, commencing July 1, 2024, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
HEAVY TRUCK TRAFFIC PARCEL
(FISCAL YEAR 2024-25)
* The property identified by the Assessor’s Parcel Numbers listed above shall remain part of the identified Tax Zone regardless of changes in the configuration of the Assessor’s Parcels or changes to APNs in future Fiscal Years. As APNs change, the City may update Attachment 1 to reflect the most current APNs and Tax Zones consistent with the categories of Developed Property set forth in the Rate and Method of Apportionment of Special Tax for CFD No. 2014-2.
Assessor's Parcels Included in Tax Zone 4*
072-4050-017-0000 Through 072-4050-018-0000
072-4050-025-0000 Through 072-4050-029-0000
072-4050-033-0000 Through 072-4050-037-0000
Fiscal Year in Which
Property was Added to
CFD
No. 2014-2
2023-24
Rate
Single Family Detached Property per Unit N/A
Single Family Attached Property per Unit N/A
Multi-Family P roperty per Unit N/A
Micro-Unit Property per Unit N/A
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. $345.2005
Office Property per 1,000 Sq. Ft. N/A
Land Use Class
ITEM 16.10.
ATTACHMENT 4
TAX ZONE 5
Tax Zone 5 – Maximum Special Taxes
These Maximum Special Taxes include the maintenance of streets determined by the City to have a heavy impact on the public streets. On July 1 of each Fiscal Year thereafter, commencing July 1, 2024, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
PRIVATE STREET PARCEL
(FISCAL YEAR 2024-25)
Assessor's Parcels Included in Tax Zone 5*
067-0030-081-0000 Through 067-0030-082-0000
067-2590-001-0000 Through 067-2590-049-0000
067-2600-001-0000 Through 067-2600-074-0000
Fiscal Year in Which
Property was Added to
CFD
No. 2014-2
2023-24
Land Use Class Rate
Single Family Detached Property per Unit $350.74
Single Family Attached Property per Unit $277.06
Multi-Family P roperty per Unit $199.92
Micro-Unit Property per Unit $133.34
Commercial Property per 1,000 Sq. Ft. N/A
Hotel Property per Unit N/A
Industrial Property per 1,000 Sq. Ft. N/A
Office Property per 1,000 Sq. Ft. N/A
ITEM 16.10.
ATTACHMENT 4
TAX ZONE 6
Tax Zone 6 – Maximum Special Taxes
These Maximum Special Taxes include the maintenance of streets determined by the City to have a heavy impact on the public streets. On July 1 of each Fiscal Year thereafter, commencing July 1, 2024, the Maximum Special Taxes shall be increased by the Annual Escalation Factor.
MAXIMUM SPECIAL TAXES
ORDINARY USE PARCEL
(FISCAL YEAR 2024-25)
Assessor's Parcels Included in Tax Zone 6*
067-2370-001-0000 Through 067-2370-011-0000 2021-22
Fiscal Year in Which
Property was Added to
CFD
No. 2014-2
Land Us e Clas s Rate
Single Family Detached Property per Unit $533.86
Single Family Attached Property per Unit $421.74
Multi-Family P roperty per Unit $304.28
Micro-Unit Property per Unit $202.96
Commercial Property per 1,000 Sq. Ft. $796.5173
Hotel Property per Unit $314.96
Industrial Property per 1,000 Sq. Ft. $240.2358
Office Property per 1,000 Sq. Ft. $795.4489
ITEM 16.10.
ATTACHMENT 4
MEMORANDUM
City Council Staff Report - Page 1 of 7
ITEM 17.1.
DATE: October 21, 2024
TO: Honorable Mayor and Council Members
FROM: Ka Vang, Management Analyst
Stefan Heisler, Housing Manager
SUBJECT: A RESOLUTION ADOPTING THE 2025-2029 COMMUNITY
DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025
ANNUAL ACTION PLAN
RECOMMENDATION
Adopt the Resolution.
RESULT OF RECOMMENDED ACTION
Adoption of the Resolution would approve the 2025-2029 Community Development Block Grant (CDBG) Consolidated Plan (Con Plan) and 2025 Annual Action Plan (AAP), authorize the City Manager to submit these documents and any additional required documents or certifications to the United States Department of Housing and Urban Development (HUD) in order to receive CDBG funding, and direct staff to make any technical modifications deemed necessary.
BACKGROUND
The City of Rancho Cordova has been a CDBG entitlement jurisdiction since 2006. As an entitlement jurisdiction, the City receives an annual allocation of funds from HUD. As a recipient of CDBG funding, the City has developed a five-year Consolidated Plan that outlines the City’s priority needs and the subsequent goals to be developed for low-income and special needs residents. The five-year Consolidated Plan is designed to help the City assess the priority needs within the community regarding affordable housing and community development-related projects.
Additionally, each year the City is required to complete an AAP that describes how the City will use the CDBG funds for the coming calendar program year. The AAP works as an application to HUD to receive CDBG funds for the following program year and is submitted as part of the Consolidated Plan.
The City must complete the public participation process, present the Consolidated Plan and AAP for public comment for at least 30 days, incorporate comments received, conduct a public hearing, and submit the approved AAP and program certifications to receive its entitlement allocation of CDBG funding from HUD. The City has received approximately $600,000 each year for the last couple of years in CDBG entitlement funding. Staff anticipates that the City will receive approximately $600,000 in entitlement funds in 2025 and will make available $45,000 in
City Council Staff Report - Page 2 of 7
unspent funds from the prior program year.
CDBG Program
The federal intent of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally for low- and moderate-income persons, households, and neighborhoods. The City has a goal of using at least 80 percent of the City’s CDBG funds for activities that benefit low- and moderate-income persons.
All activities must meet one or more of the following national objectives for the program: 1) benefit low- and moderate-income persons, 2) prevent or eliminate slums or blight, or 3) meet an urgent community development need that poses a serious and immediate threat to the health or welfare of the community. To achieve these objectives, CDBG funds may be used for a variety of community development activities, including acquisition of real property, rehabilitation of residential and nonresidential structures, construction of public facilities and infrastructure improvements, public services, and economic development and job creation/retention activities.
CDBG is an eligible funding source for public services, capital projects, and administration and planning; however, regulatory spending caps limit how much funding may be used for certain activities. For example, no more than 15 percent of the current year's entitlement funding may be used to fund public services, and no more than 20 percent may be used on planning and administration activities. Also, all rollover funding must be used for capital programs and projects.
Consolidated Plan Process:
The process of developing the 2025-2029 Consolidated Plan involved a significant amount of community outreach and public involvement. Outreach included the distribution and collection of a community needs survey, a workshop focused on informing the public of CDBG funding and community needs, consultations with local organizations and stakeholders, and two pop-up events at the Senior Resource Event and iFest. Additionally, in-depth interviews with local stakeholders were conducted by Root Policy Research, a consulting firm working on behalf of the City, to gather targeted insights. The draft Con Plan and AAP were available for a 30-day public review period.
The information gathered through the outreach process pertaining to community needs and public comment was then combined with a review of demographic and economic data sets, analyzed and assessed, and developed into a Needs Assessment and Housing Market Analysis which is included in the Consolidated Plan. Once completed, these two sections form the basis of the Strategic Plan section, which details City goals for addressing priority needs over the next five years.
2025-2029 Consolidated Plan Priority Needs and Goal:
Based on community outreach, data collection, and analysis of housing, socioeconomic, and infrastructure characteristics, the City proposes eight priority needs for the 2025-2029 Consolidated Plan cycle:
• Affordable Housing Development
City Council Staff Report - Page 3 of 7
• Acquisition and Rehabilitation
• Homeless Shelter/Housing
• Homelessness Prevention
• Children and Youth Services
• Senior and Disability Services
• Public Facilities
• Public Infrastructure
Staff took into consideration the opinions of residents, community stakeholders, community- based organizations, and City staff to decide on goals that would best address the identified priority needs. The result was the creation of eight primary goals that would be the focus over the next five years. These goals are shown in Table 1 below.
Table 1: 2025-2029 Consolidated Plan Primary Goals
Goal Name Homelessness Prevention 1
Goal Description Housing counseling, tenant-landlord mediation, housing placement services
Goal Name Senior Services 2
Goal Description Congregate and home-delivered meals for homebound seniors, respite services for
caregivers, other senior services
Goal Name Youth Services 3
Goal Description After-school programming, youth mentoring, job training, other services to assist at-risk youth
Goal Name Public Facilities 4
Goal Description Senior center, youth center, neighborhood center, community center
Goal Name Public Infrastructure 5
Goal Description Streetlights, ADA sidewalk improvements, traffic signals, crossing signals, crosswalks, ADA
ramps to public right-of-way and public facilities,
sewer/water/utility improvements
Goal Name Homeless Housing 6
Goal Description Transitional housing facility, emergency shelter facility, other housing directly available to
homeless persons in the City
Goal Name Housing Preservation Program 7
Goal Description Emergency repairs to address health and safety issues, accessibility improvements, and
maintenance assistance
City Council Staff Report - Page 4 of 7
Rental housing inspections and code
enforcement in the CDBG target area
Goal Name Program Administration 8
Goal Description City staff will conduct planning and
administration of its CDBG and HOME grant
funds, including reporting, monitoring, tracking
budgets, labor compliance, environmental
compliance, community engagement, and
subrecipient coordination. Funds will also be
used to provide fair housing services.
2025 Annual Action Plan:
The AAP process includes several steps.
1. The City creates a budget based on an estimate of the funding that will be available in the coming program year. This funding includes the entitlement for the year and any rollover or recaptured funds from prior years.
2. The City solicits feedback from stakeholders regarding community needs and opportunities. The stakeholders that are consulted include residents and groups that provide services to youth, seniors, low-income families, persons experiencing homelessness, persons with disabilities, and other government agencies and nonprofits that provide public services and public programs in the City.
3. The City releases a Notice of Funding Availability (NOFA) to solicit projects for the estimated CDBG funds and encourages potential CDBG recipients to submit project applications for review. The NOFA was released on July 19, 2024.
4. The City hosts a public workshop for all potential applicants and members of the public, to assist in the application process, answer questions, and provide a venue for public comment. The workshop also provides an opportunity to assess changing needs in the community. The city held the public workshop for potential applicants for the 2025 CDBG Program Year on August 6, 2024, and the workshop with members of the public on September 6, 2024.
5. To determine which projects best meet the City’s priority needs and goals, applications are reviewed and scored by City staff according to a set scoring rubric that is based on the needs and priorities established in the 2025-2029 CDBG Consolidated Plan. The Consolidated Plan is a planning document which sets priorities and goals for the CDBG program over a five-year period. Applications are also scored on performance criteria, including the ability to complete the project in a timely manner and in compliance with CDBG regulations.
6. The scored project applications are presented to City staff for consideration and recommendation. The recommended projects are included in the draft AAP with estimated budgets.
City Council Staff Report - Page 5 of 7
7. A draft AAP that includes an updated needs assessment, feedback collected from stakeholders, and the proposed projects identified to best meet both community needs and City goals is prepared, publicly noticed, and released to the public for a 30-day public comment period. The 2025 draft AAP was released for the public comment period starting September 20, 2024.
8. After the close of the 30-day public comment period on the draft AAP, a final AAP is presented at a public hearing for any additional public comment and City Council approval. After City Council approval, staff submits the final AAP to HUD for its review and approval.
Public Services:
The City received four applications for the 2025 CDBG program year. Staff recommends funding all four of the 2025 entitlement projects at the amounts indicated in Table 2 below. If the City’s 2025 CDBG allocation is greater than $600,000 as conservatively estimated, 15% of that additional amount is recommended to supplement the Meals on Wheels program.
Two programs, the Project Sentinel and 211: Renter’s Helpline, are recommended for slightly higher amounts than requested because these programs are funded on a formula level by multiple Sacramento area jurisdictions, of which the City of Rancho Cordova funds a percentage of the overall costs based on the renter population in each jurisdiction. Several of these jurisdictions fund these projects on a fiscal year basis, therefore there are anticipated mid-year budget increases that will be determined in 2025. The slightly higher recommended award amounts account for these anticipated increases.
Table 2: Public Services - 2025 Applications and Recommended Funding Awards
Organization and Program 2024
Funding
2025
Requested
Amount
2025
Recommended
Awards
*Meals on Wheels: Senior Nutrition
Program
$50,000 $50,000 $45,000
211: Renters Helpline $12,117 $13,099 $14,000
**Project Sentinel: Fair Housing $8,018.50 $7,816 $8,442 FCCP: Youth Rise Program $30,000 $35,000 $31,000
TOTAL $105,915 $98,442
*This project will receive 15% of the allocation to the City over $600,000. **$8,442 of this project is recommended to be funded through Planning and Administration for administration of Project Sentinel to keep the overall public services awards to 15% of the total CDBG budget per HUD requirements.
Planning and Administration
Planning and administration activities for the 2025 CDBG program year include managing the CDBG budget, collecting and reporting quarterly reports from the CDBG recipients, completing
City Council Staff Report - Page 6 of 7
the required environmental, labor compliance, and financial reports, preparing and submitting the Consolidated Annual Performance Evaluation Report (CAPER), and day-to-day program administration. The City expects to have about $120,000 available for program planning and administration. From this amount, staff recommends funding the Project Sentinel program in the amount of $8,442.
Capital Programs and Projects
The City estimates that $390,000, including $45,000 from prior rollover will be available in 2025 entitlement funding for capital programs and projects.
The City received two capital program and project applications. The applications were scored against a set rubric with a sliding scale that evaluated each project and program against criteria that included financial stability, readiness to proceed, and ability to meet CDBG requirements.
The ranked applications were provided to City management staff for review and evaluation to see how the applications ranks against established City goals. Staff recommends funding both of the applications listed in Table 3 below.
Table 3: Capital Programs - 2025 Applications and Recommended Funding Awards
Capital Programs and
Projects
Requested
Amount
Recommended
2025 Award
Prior
Year
Rollover
Total
Recommended
Award
Rebuilding Together
Sacramento - Critical
Repair Program
$300,000 $290,000 $45,000 $335,000
Public Works – ADA
Sidewalk Improvement
Program
$100,000 $100,000 $0 $100,000
TOTAL $400,000 $390,000 $45,000 $435,000
The City received two economic development program and project applications. The applications were scored against a set rubric on a sliding scale that evaluated each project and program against criteria that included financial stability, readiness to proceed, and ability to meet CDBG requirements.
The ranked applications were provided to City management staff for review and evaluation to see how the applications rank against established City goals. Staff recommends not funding either of the applications listed in Table 4 below, and will continue to discuss these projects with the applicants to look for opportunities to revise the applications for the next NOFA or refer them to other City funding programs.
Table 4: Economic Development – 2025 Application and Recommended Funding Awards
Capital Programs and Projects Requested
Amount
Recommended
Award
City Council Staff Report - Page 7 of 7
WeeCare Boost Program $200,000 $0
Sacramento Supportive Housing $84,000 $0
TOTAL $284,000 $0
Funding recommendations are based on conservative estimates of both the projected entitlement allocation and the amount that might be available from prior year rollover. The City may elect to increase funding awards if additional funds become available, or additional funding may be awarded to other activities listed above in the program applications scoring tables. The City may wish to consider a mid-year substantial amendment should a change in funding be deemed appropriate.
FISCAL IMPACT AND FUNDING SOURCE
There is no fiscal impact. All CDBG program costs are covered through the CDBG Planning and Administration budget.
ATTACHMENT(S)
1. Resolution
2. Community Development Block Grant 2025-2029 Consolidated Plan
ITEM 17.1. ATTACHMENT 1 Resolution No. XX-2024 Page 1 of 2
CITY OF RANCHO CORDOVA
RESOLUTION NO. XX-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA, STATE OF CALIFORNIA, ADOPTING THE 2025-2029 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025 ANNUAL ACTION PLAN AUTHORIZING THE CITY MANAGER TO EXECUTE AND FILE ALL DOCUMENTS REQUIRED TO RECEIVE U.S.
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT COMMUNITY DEVELOPMENT
BLOCK GRANT FUNDING
WHEREAS, the Community Development Block Grant Program (CDBG), authorized pursuant to Title 1 of the Housing and Community Development Act of 1974, as amended (Act), requires that jurisdictions provide for the issuance of grants in order to attain the objective of providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low- and moderate-income; and
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) is the federal agency that promulgates regulations and oversees the administration of the CDBG program; and
WHEREAS, the CDBG program requires the City to create a five-year planning and implementation document known as the Consolidated Plan (Con Plan), which identifies housing and community development needs, determines the priorities of those needs, sets forth a strategic plan for addressing those needs, and acts as an application to HUD to receive funding for the 2025-2029 Con Plan period and the 2025 Annual Action Plan (AAP); and
WHEREAS, there has been presented to, and reviewed by this City Council, certifications to HUD, including those regarding affirmatively furthering fair housing, anti-displacement and relocation requirements, drug free workplace requirements, anti-lobbying rules, authority of jurisdiction, consistency with strategic plan, compliance with citizen participation obligations, consistency with the 2025-2029 Consolidated Plan, eligible use of funds, prohibition of excessive force, compliance with anti-discrimination laws, and lead-based paint; and
WHEREAS, the community was invited to public community needs workshops on July 16 and September 6, 2024, and through community needs surveys provided at public outreach events online and at the Senior Resources and iFest events, to provide feedback on housing and community development needs in order to better identify community development priorities to be addressed over the five-year Con Plan period; and WHEREAS, the City is expecting notification of a 2025 CDBG allocation in the amount of approximately $600,000 from HUD, and is awaiting the annual application form (Standard Form 424); and
WHEREAS, the Draft Con Plan and a notice of the 30-day public comment period have been published for citizen comment prior to forwarding the documents to the City Council for approval.
NOW, THEREFORE, BE IT HEREBY RESOLVED THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA:
ITEM 17.1. ATTACHMENT 1 Resolution No. XX-2024 Page 2 of 2
1. Approves the adoption of this Resolution, which approves and adopts:
a. The 2025-2029 CDBG Consolidated Plan;
b. The 2025 Annual Action Plan, which will serve as the CDBG budget from January 1, 2025, through December 31, 2025;
c. Certifications required by HUD that state the City of Rancho Cordova will continue to conduct its activities in accordance with applicable statutes and regulations governing the CDBG program.
2. Authorizes the City Manager, or his designee, to execute and file all documents, required to receive CDBG funding for and on behalf of the City of Rancho Cordova, and to make technical changes to those documents where necessary.
PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 21st day of October 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
David Sander, Mayor
Stacy Leitner, CMC
City Clerk
Executive Summary
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Rancho Cordova (City) is located in Sacramento County (County), California, and lies approximately 13 miles east of the State’s capital city, Sacramento. Rancho Cordova was incorporated in 2003 and has a population of approximately 81,000 people (2020 ACS 5-Year Population Estimates). The City became a US Department of Housing and Urban Development (HUD) entitlement jurisdiction in 2006 and currently only receives one HUD-funded grant through entitlement, the Community Development Block Grant (CDBG). In 2017, the City became part of the Sacramento County HOME Consortium whereby Sacramento County, as lead agency, became administrator of the City’s annual HOME grant allocation.
Every five years, entitlement jurisdictions must create a five-year plan, known as the Consolidated Plan, which outlines the use of CDBG, HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG), and other housing and community focused funding provided by HUD. This Consolidated Plan primarily serves as a five-year planning document which helps guide the City in its implementation of its CDBG program, while the County’s Consolidated Plan lays out a plan for implementation of the City’s HOME grant.
2025 will be the first year of a five-year cycle, in which the City aligns its Consolidated Plan with the County’s five-year Consolidated Plan—meaning that the City will share its CDBG program cycle with the County from January 1, 2025, to December 31, 2029.
The CDBG program is a federal grant program that is administered by HUD, which provides communities with funds for infrastructure, neighborhood improvements, and other community planning and development programs. The grant also helps the City fund needed services in the community, including programs for seniors, disabled populations, low-income households, and disadvantaged youth. The Consolidated Plan offers Rancho Cordova an opportunity to shape housing and community development needs into a coordinated community effort, and to strategically plan programs to meet those needs.
ITEM 17.1.
ATTACHMENT 2
This plan works to uphold the City’s six citywide goals:
1. Promote a positive image of Rancho Cordova.
2. Ensure a safe, inviting, and livable community.
3. Empower responsible citizenship.
4. Establish logical City boundaries that provide regional leadership and address financial challenges.
5. Ensure the availability of the best public services in the region while practicing sound financial management.
6. Drive diverse economic opportunities.
With the use of CDBG funds and the implementation of this plan, the City will continue to propagate efforts to better the quality of life of its residents, especially low-income and disadvantaged populations.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The Needs Assessment collects and analyzes data on the housing and community development needs for residents of the City of Rancho Cordova, as well as the County as a whole. The assessment focuses especially on affordable housing, special needs housing, community development, and homelessness on a regional scale, and then presents information specific to Rancho Cordova’s Non- Housing Community Development Needs (see County’s HOME Consortium Consolidated Plan for detailed analysis).
The County’s HOME Consortium Consolidated Plan outlines the regional objectives and outcomes for addressing housing needs based on an analysis of "disproportionate needs." This analysis is informed by HUD’s housing problems tables and supplemented with insights from resident input and stakeholder consultations. (see County’s HOME Consortium Consolidated Plan for detailed analysis):
• Decent Housing:
• Suitable Living Environment:
• Economic Opportunities
The Non-Housing Community Development Needs gathered and presented in this Needs Assessment, specific to Rancho Cordova, were collected through a community survey, consultations with local agencies, various outreach events, and a conglomeration of online data sources. Through this data collection and outreach, the city estimates its housing needs for the next five-year plan period. As population size, characteristics, and needs change, public services shift to address these changes as well.
ITEM 17.1.
ATTACHMENT 2
The City conducted extensive outreach to residents, community leaders, community advocates, city organizations, and entities and public agencies from surrounding areas. From the feedback received from this outreach and data collection, the City shaped its priority needs for low-income and community development initiatives within Rancho Cordova. The City pulled additional data and information from various sources, such as US Census, Community Planning and Development (CPD) maps, and the Employment Development Department, in order to more thoroughly shape its needs for public services.
It should be noted that as the five-year Consolidated Plan cycle continues, City staff will continue to conduct community outreach to assess and manage the community’s ever-growing needs.
The following is a summary of community needs, as identified through the community engagement process that took place in preparation of this Plan:
3. Evaluation of past performance
The CAPER for the 2023 program year was accepted by HUD as adequate and is available on the City’s website for viewing. The 2023 CAPER demonstrates that the service providers met their projected outcomes, and, as a result, the City continued to fund these organizations. The city recently attended a pop-up event and conducted a desk audit of USNRG – SheBuilds. The city also conducted an on-site audit of Meals on Wheels in 2023 in collaboration with other local grantors. The city plans to conduct ongoing desk monitoring on all programs in all program years to come. The CDBG program has successfully met expenditure deadlines in years past and is on target to meet all its deadlines. The City is also current on quarterly and semi-annual reports due to HUD.
4. Summary of citizen participation process and consultation process The City of Rancho Cordova initiated several efforts aimed at conducting community outreach and facilitating citizen participation during the 2025-2029 Consolidated Plan’s development.
Outreach efforts included local newspaper announcements, website publications about upcoming CDBG activities, and a survey available in English, Spanish, and Russian to gather public feedback on community priorities. The city’s consultant, Root Policy Research, conducted extensive stakeholder interviews and consultations with nonprofit organizations, government agencies, and community service providers to collect critical insights on housing, fair housing, community development, and special population needs.
Key stakeholders consulted included:
• Community Link Capitol Region
• Folsom Cordova Community Partnership
• Habitat for Humanity
• Legal Services of Northern California
• Sacramento Steps Forward
ITEM 17.1.
ATTACHMENT 2
• SacRT
• Sacramento County Department of Homeless and Housing
• Sacramento County Health and Human Services, Homelessness Engagement and Response Team
• United Way of the Capital Region
• Valley Vision
• WEAVE
Additionally, two pop-up events, including one in the low-income Lincoln Village area, and two public workshops were held to gather further input from local service providers and residents. These efforts ensured a comprehensive understanding of local challenges, shaping the findings and recommendations in the Consolidated Plan to effectively address the needs of Rancho Cordova’s residents.
The City conducted multiple stakeholder consultations with local service providers to solicit professional feedback in the areas of housing, homelessness, social services, senior populations, disabled populations, youth populations, and persons living with HIV/AIDS. Please refer to the Process section (PR-10) of this plan for more information on the consultations that were completed.
All public outreach was used to help shape the Strategic Plan portion of the Consolidated Plan with the guidance of the City Council.
The following is a timeline of the citizen participation that was conducted in preparation of the 2025- 2029 Consolidated Plan:
• On April 24, 2024, City staff conducted a pop-up event at a CDBG target area at the Senior Resources event, to provide information on CDBG and collect feedback on the community needs. Please refer to Attachment A to view CDBG materials that were used at this pop-up event.
• On May 11, 2024, City staff conducted a pop-up event at the iFest event, to collect feedback on community needs and provide information about the CDBG program. Please refer to Attachment A to view CDBG materials that were used at this pop-up event. • Between May 1, 2024, and June 30, 2024, the City conducted stakeholder consultations with various local service providers, public agencies, and nonprofits. Please refer to Attachment B to view the summary of the results.
• On June 28, 2024, the City posted a notice at City Hall, online, and in the local newspaper for a community engagement meeting to be held on July 16, 2024. • On July 12, 2024, the City posted a notice at City Hall, online, and in the local newspaper of a Notice of Funding Availability (NOFA) release for 2025 CDBG funds, a community needs meeting, and a mandatory NOFA workshop.
• On July 16, 2024, the City facilitated a community engagement meeting with approximately 15 residents to gather feedback on needs in their neighborhood. Please refer to Attachment C for a copy of the worksheets and information that were provided at this meeting.
ITEM 17.1.
ATTACHMENT 2
• On July 26, 2024, City staff facilitated a NOFA workshop to review scoring criteria for public and to conduct a community needs workshop and a stakeholder consultation meeting. Please refer to Attachment D for a copy of the PowerPoint presentation used in the meeting. • August 23, 2024, the City posted a notice at City Hall, online, and in the local newspaper for a 2nd community engagement meeting for comments to be held via Zoom on September 6th, 2024. • On September 6, 2024, the City facilitated a 2nd community engagement meeting via Zoom and no comments were received. Please refer to Attachment E for a copy of the PowerPoint presentation used in the meeting.
• On September 6, 2024, City posted a public notice at City Hall, online, and in the local newspaper for the 14-day notice of draft Consolidated Plan and Annual Action Plan 30 days comment period.
• On September 16, 2024, City staff provided to Folsom Cordova Community Partnership, Mather Veterans Village, and Youth Center surveys for Russian and Spanish speaking participants to gather feedback on community needs for English as a Second Language (ESL) residents Please refer to Attachment F.
• On September 20, 2024, the City released the draft Consolidated Plan and Annual Action Plan for 30 days for public review and comment.
• On October 4, 2024, the City posted a notice at City Hall, online, and in the local newspaper for a public hearing notice on October 21, 2024, to approve the final 2025-2029 Consolidated Plan and 2025 Annual Action Plan and for a public hearing to approve the final 2025-2029 Consolidated Plan and 2025 Annual Action Plan.
• On October 21, 2024, the City held a public hearing to approve the final 2025-2029 Consolidated Plan and 2025 Annual Action Plan and invited the public to comment on the Plan prior to Council approval.
5. Summary of public comments
All public comments were accepted throughout the public participation process. Please see below for a summary of public comments received; please also see Attachment G for a summary of all comments received through the survey and outreach that was conducted:
• All public comment was received from the first community needs meeting held on July 16, 2024. • No public comment was received from the second public community needs meeting held on September 6, 2024.
• [ ] was received during the 30-day public comment period from September 20, 2024 – October 20, 2024.
• [ ] was received from the public hearing from October 21, 2024.
6. Summary of comments or views not accepted and the reasons for not accepting them • All public comments were accepted.
ITEM 17.1.
ATTACHMENT 2
7. Summary
This 2025-2029 Consolidated Plan will work as a guide in implementing the CDBG priorities, activities, and goals for a five-year period. These priorities, activities, and goals were shaped by a collection of community participatory feedback, area-focused demographical data collection and analysis, community stakeholder involvement, consideration of countywide goals and policies, and feedback solicited from Rancho Cordova’s City Council.
ITEM 17.1.
ATTACHMENT 2
The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
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 and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator RANCHO CORDOVA Community Development Department- Housing Division
Table 1– Responsible Agencies
Narrative
The City of Rancho Cordova’s Community Development Department currently serves as the lead agency for overseeing and implementing the Consolidated Plan process as well as administering CDBG funds.
The Community Development Department was initiated in 2015, and includes the Planning Division, Building and Safety Division, Neighborhood Services Division, and the Housing Division, which manages the City’s CDBG funds. The CDBG program was managed by the Housing Services Division under the Economic Development Department prior to 2015.
Consolidated Plan Public Contact Information
City of Rancho Cordova
Community Development Department
2729 Prospect Park Drive
Rancho Cordova, CA 95670
916-851-8700
ITEM 17.1.
ATTACHMENT 2
PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(l)
1. Introduction
The City of Rancho Cordova consulted with several local service providers and public agencies to help identify local needs and evaluate opportunities for partnership and improved coordination for the 2025-2029 Consolidated Plan. The City also invited the public to comment through two community needs meetings, a 30-day public comment period for the draft Consolidated Plan, and one public hearing to approve the final Consolidated Plan. The following sections will discuss the consultation process, the public comment process, and the planned coordination efforts for the next five-year Consolidated Plan cycle.
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)).
The City’s Housing Division is striving to improve the City's affordable housing stock and continues to improve coordination for initiatives aimed at increasing the supply of affordable housing in the region. Recently the City has focused its efforts on renovating existing structures and building new affordable units for families, senior citizens, and disabled individuals through its various programs.
The City has been working with Mercy Housing, Nation’s Finest, and Mogavero Associates to plan and design Mather Veterans Village, a five- phase transitional and permanent supportive housing development that serves disabled and/or homeless veterans. Located in close proximity to the Sacramento Veterans Affairs (VA) Medical Center, Mather Veterans Village helps fulfill the large need for service-supported housing for low- income disabled veterans in the Northern California region. The project is co-sponsored by the City of Rancho Cordova, Sacramento County, and the Sacramento VA Medical Center.
Mather Veterans Village is intended to provide a service-rich living environment and will be designed to promote a community-oriented feel for veterans. Features include a group dining area, courtyards, and classrooms. Following the completion of Mather Veterans Village Phases 1, 2 & 3, which were permanent supportive housing and transitional housing for homeless and/or disabled veterans, the city is now working towards the last two phases 4 & 5. The phase 4 project will be a 70-unit multifamily residential apartment for homeless and/or disabled veterans or homeless households. The unit mix includes 58 one-bedroom units and 12 two-bedroom units. This phase will have a priority for serving seniors aged 62 and over expected to be to start early 2025, with phase 5 anticipated to start in 2026.
ITEM 17.1.
ATTACHMENT 2
The City’s Homeless Outreach Team (HOT) is one of the ways in which the City helps to connect homeless individuals and at-risk homeless individuals with needed services. HOT is comprised of two police officers, one code enforcement officer, and the City’s two Homeless Navigator.
The team builds relationships with homeless individuals and families to assist them in finding services, education, and resources to help them become self-sufficient.
The City also collaborates with the Sacramento Housing and Redevelopment Agency (SHRA) in ensuring that public and voucher-supported housing in the City is safe, habitable, and fully occupied whenever possible. Other collaborative partners include 211 Sacramento, which works with the City, mental and general health providers, and other service agencies to help households in need find suitable housing. The City regularly looks for opportunities to improve communication and connect service providers and housing providers to help leverage services, reduce service burden due to repeat clientele, and ensure that persons with housing and service needs are directed to the correct providers. The City participates in the Sacramento County Continuum of Care (CoC) on the Sacramento Homeless Policy Council, the Point in Time Count Committee, and the System Performance Committee, to oversee the Coordinated Entry system for homeless households into housing and seeks to improve coordination between all agencies working with unhoused populations. Specifically, in 2024, the CoC adopted performance standards for housing providers and homeless service providers that are beginning to standardize services offered that will improve coordination within the system and ultimately improve system performance in the quality of services provided and the number of households served.
The City collaborates with our Economic Development Department and the Community Enhancement and Investment Funds to support a variety of projects and programs by referring organization that my not qualify for CDBG funds. We actively encourage small business to apply for available opportunities to help them grow and thrive in the community.
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.
Sacramento Steps Forward is the nonprofit group that manages the regional Continuum of Care. The City collaborates with Sacramento Steps Forward whenever possible, including providing support at County Board of Supervisors meetings, promptly responding to requests for data, and through ongoing participation in the public Continuum of Care discussions. The location of the Mather Veterans Hospital, the Veterans Village housing project, and other services for veterans, such as Stand Down (which provides critical life services to homeless veterans) and the ITEM 17.1.
ATTACHMENT 2
Nation’s Finest, all make the City of Rancho Cordova an ideal partner in addressing the problems facing homeless veterans. Additionally, the City’s lead CDBG program staff is a member of the Continuum of Care and coordinates the City’s CDBG housing and community development efforts to be aligned with the Continuum’s most recent updates and goals.
The City also partners with the Child Protective Services Division and the Senior and Adult Services Division of the Sacramento County Department of Child, Family and Adult Services, including providing on-site workspace for a child welfare worker in the City Police Department offices. The Folsom Cordova Unified School District and the Child Protective Services Division assist in identifying homeless families. Sacramento Connect 211, along with other services provided through the Continuum of Care, helps identify housing resources. The City has engaged in several cross-agency and cross-skill set team-building and problem-solving efforts to improve communication and identify opportunities to connect people with the available services as efficiently as possible. Most homeless resources and assistance groups are either located in the City of Sacramento or clustered in distant parts of Sacramento County. Homeless people in Rancho Cordova must first find transportation in order to have access to these resources. HART is working to bring more resources into the Rancho Cordova community to address homelessness where it is happening.
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
Sacramento Steps Forward administers both the Continuum of Care and the Coordinated Access System (CAS); Sacramento County manages the available Emergency Shelter Grant (ESG) funds for the Sacramento region. The City is currently working with the County on the future of the Mather Community Campus, located immediately adjacent to the new Mather Veterans Village project (which provides permanent supportive housing and transitional beds), and there are plans to continue leveraging both programs to help meet the full range of needs in the community.
The City is also working with the Continuum of Care to provide funding for the Mather Veterans Village project to help maximize affordability to homeless veterans. The City has provided letters of support, as well as funding, and is available for technical assistance in maintaining and improving the policies and procedures for managing the CAS.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities.
ITEM 17.1.
ATTACHMENT 2
Agency/Group/Organization Agency/Group/
Organization
Type
What section of the Plan
was addressed by
Consultation?
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
1. 2-1-1 RENTERS
HELPLINE
(COMMUNITY LINK
CAPITAL REGION)
Nonprofit
organization
Homelessness Strategy
Housing Need Assessment
Non-Housing Community
Development
Regional organization
Staff members from 2-1-1 and Renter’s Helpline participated in a stakeholder interview related to housing and
community development needs (volume of calls for specific needs), navigation and coordination challenges across the county. They provide triage services and are the first contact for residents in
2. COUNTY
DEPARTMENT OF
HOMELESSNESS AND
HOUSING
Government -
County
Housing
Services - Homeless
Anti-Poverty Strategy
The department Associate Director participated in a
stakeholder interview to discuss housing, homeless and
human services need in municipalities across the county.
3. COUNTY HEALTH AND
HUMAN SERVICES
HEART TEAM
(HOMELESSNESS
ENGAGEMENT AND
RESPONSE TEAM)
Other
government -
Local Housing
Human Services
Anti-Poverty Strategy
Homeless Services
The HEART Director was interviewed regarding homeless
intervention and prevention, mental health, human services, and housing needs for municipalities across the county.
ITEM 17.1.
ATTACHMENT 2
4. FOLSOM CORDOVA
COMMUNITY
PARTNERSHIP
Services-
Children
Services-
Education
Services-
Employment
Services-
Housing
Market Analysis Economic
Development
Non-Housing Community
Development
Multiple staff participated in stakeholder interviews over the course of two sessions. Staff provided information on
workforce development, small business/entrepreneurial
needs, broadband and digital literacy, housing, youth
programs and special needs for immigrants and refugees in Rancho Cordova.
5. HABITAT FOR
HUMANITY
National
nonprofit
organization
Housing needs
Homeownership
Housing rehabilitation
The President/CEO participated in a stakeholder interview and provided insight on housing needs, regional
collaboration and experiences with housing rehabilitation, and Habitat’s homebuilding model for municipalities outside of Sacramento City.
6. LEGAL SERVICES OF
NORTHERN
CALIFORNIA
Nonprofit
organization
Legal assistance
Housing needs Services -
Housing / Fair Housing
An attorney with Legal Services of Northern California was interviewed and provided information on the type of legal housing service needs she experiences across the county related to eviction, and fair housing complaints.
7. MEALS ON WHEELS
National
nonprofit
organization
Services-elderly and
disabled residents
Housing needs- elderly
Non-Housing community
development
The Director participated in a stakeholder interview on food access, human services, housing needs and digital equity for elderly residents across the county.
8. MUTUAL HOUSING
Affordable
housing
developer
Economic Development
Market Analysis
Housing Needs
A stakeholder interview with a staff member addressed
housing needs and barriers to affordable housing
development in the county, and wraparound services needs for special populations.
ITEM 17.1.
ATTACHMENT 2
9. PROJECT SENTINEL
Nonprofit
Regional
Organization
Housing Needs
Fair Housing / Legal
Services
Two staff members participated in a stakeholder discussion on housing barriers, fair housing violations, evictions, and regional coordination with nonprofits and government
agencies.
10. REBUILDING
TOGETHER
SACRAMENTO
Nonprofit
organization
Housing
Rehabilitation
Community Development
Housing Needs
The Director was interviewed on experiences with housing rehabilitation needs, common code violations, barriers to housing rehabilitation projects, regional coordination with government agencies and funding process.
11. SACRAMENTO STEPS
FORWARD
Homeless
Services
Continuum of
Care
Services – Homeless
Anti-poverty strategy
Human services
Mental Health services
Regional coordination and
collaboration
Housing needs
The Executive Director participated in an interview to discuss countywide challenges in addressing homelessness, trends in homelessness, prevention strategies, experiences
coordinating with municipalities, regional coordination and funding prioritization.
12. UNITED WAY
CALIFORNIA CAPITAL
REGION
National
nonprofit
organization
Non-Housing Community
Development
Economic Development
Housing Needs
Services – Housing
Servies – Employment
Broadband and digital
equity
Workforce Development
3 staff members participated in a discussion on workforce development needs, digital equity, community development needs, barriers to finding housing, regional coordination and collaboration, funding opportunities/limitations/needs, programming goals for Rancho Cordova.
13. VALLEY VISION
Business and
Civic Leaders
Non-Housing Community
Development
Economic Development
Workforce Development
Broadband and digital
equity
Valley Vision’s Chief Operating Officer engaged in a
stakeholder meeting and provided insight on broadband
access versus digital equity, workforce and youth
development needs, and economic development trends
countywide.
ITEM 17.1.
ATTACHMENT 2
14. WEAVE
Nonprofit
Organization
Housing Needs
Homelessness Strategy
Legal service needs
Human services needs
Regional collaboration
Stakeholder interview with the Director addressing housing and homelessness needs for domestic violence victims,
regional collaboration with nonprofits and government
agencies, leveraging of nonprofit funding (partnering), provision of resources on domestic violence to nonprofits, legal services needs.
Table 2– Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting All agencies were included in the consultation process and many opportunities were provided for them to participate, including the community needs survey provided at two in person events and two community needs workshop, and one-on-one interview or emailed questions. No agencies were excluded from this public consultation process; however, the City and it’s consultant focused its one-on-one interviews efforts on agencies that served HUD priority populations whose services represented the highest priority needs within the City.
ITEM 17.1.
ATTACHMENT 2
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?
Housing Element City of Rancho Cordova The Housing Element was approved and adopted by the City Council, outlining, and
planning for the city’s housing needs,
including provisions for very low and low-
income housing. By incorporating fair housing
strategies identified in the last AI in to our
Housing Element, we reaffirm our
commitment to advancing fair housing
initiatives through our Housing Element and
certified through our 424s.
Continuum of Care Sacramento Steps Forward Both plans work to address issues leading to homelessness and to assist persons and
families experiencing homelessness in the
region.
City and County of Sacramento Housing
Element
Sacramento Housing and Redevelopment
Agency
SHRA certifies through their 424s that they
will continue to affirmatively further fair
housing. SHRA has incorporated the Fair
housing strategies identified in the last AI and
the City and County of Sacramento’s Housing
Element.
Table 3– Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) Narrative
The lead agency for the HOME Consortium Consolidated Plan is SHRA. SHRA also serves as the housing authority for the county. SHRA consulted with staff from Sacramento Area Council of Governments, Sacramento Steps Forward, the County of Sacramento, the cities of Sacramento, ITEM 17.1.
ATTACHMENT 2
Rancho Cordova, Folsom, Isleton and Galt, various nonprofits, and private organizations in the development and implementation of the HOME Consortium Consolidated Plan. Organizations were consulted on an individual and group basis.
The City of Rancho Cordova’s Community Development Department currently serves as the lead agency for overseeing and implementing the City’s CDBG Consolidated Plan process as well as administering CDBG funds. The Community Development Department was initiated in 2015, and includes the Planning Division, Building and Safety Division, Neighborhood Services Division, and the Housing Division, which manages the City’s CDBG funds. The CDBG program was managed by the Housing Services Division under the Economic Development Department prior to 2015. However, the Housing Service Division has since been incorporated into the Community Development Department.
Rancho Cordova City staff specifically coordinated with SHRA to bring the City into compliance with the County’s HOME and CDBG program year start and end dates, as well as to align themselves to share the same Consolidated Plan cycle. The city hopes to improve coordination and implementation of affordable housing programs by the Consolidated Plan cycle alignment and continued prioritization of its strategic plan goals around increasing and improving affordable housing units.
The goals of the City’s Housing Element to affirmatively further fair housing are aligned with the City’s Consolidated Plan goals. The City will continue cooperating and actively engaging the County of Sacramento in its attention to homelessness issues, including chronic homelessness and near homelessness, by participating in Continuum of Care initiatives and schedules. The City will also continue to contract with 211 Connect to provide housing counseling and homelessness prevention to Rancho Cordova residents. Additionally, due to the imminent change in guidance regarding how the fair housing analysis should be carried out, SHRA has determined that in the interim, in compliance with the guidance in the AFFH interim Final Rule, SHRA will certify through their 424s that they will continue to affirmatively further fair housing. The fair housing strategies identified in the last AI and adopted into the 2021-2029 City of Sacramento and County of Sacramento Housing Elements will be incorporated by SHRA. As SHRA is the HOME Consortium the City of Rancho Cordova has followed SHRA’s lead for planning and implementation of this grant program.
The City will continue to coordinate with service providers, stakeholders, public agencies, and organizations that specialize in public and assisted housing sectors, as well as various other special needs services on a local and regional scale. The City aims to continuously grow its relationships and communication with local professional organizations and entities to help best address the priority needs of the jurisdiction and surrounding areas.
ITEM 17.1.
ATTACHMENT 2
PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
The City of Rancho Cordova implemented a comprehensive citizen participation process, actively engaging minorities, non-English speaking individuals, and persons with disabilities. By distributing CDBG flyers and surveys in English, Spanish, and Russian to local non-profits and attending public events, the city ensured a broad spectrum of residents could contribute to the planning process. The survey was also made available at the Folsom Cordova Community Partnership, Rancho Cordova Youth Center, and the Mather Veterans Village. Additionally, the City completed public meetings, outreach, and noticing as required by the City’s Citizen Participation Plan.
The feedback gathered from these efforts directly influenced the City's goals for the Consolidated Plan. Concerns about homelessness, the needs of seniors and individuals with disabilities, and the desire for more child and youth services were highlighted, leading to a focus on these areas in the plan. Additionally, residents emphasized the importance of improving public facilities and infrastructure, as well as providing stable housing solutions. These priorities were integrated into the City’s goals, ensuring that the CDBG program addresses the community's most pressing needs.
Public comments received during the outreach for the Consolidated and Annual Action Plans can be found in the Executive Summary section (ES- 05) of this plan. Several stakeholder consultations were held and are summarized in the consultation section.
Citizen Participation Outreach
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1. Pop-up Events:
Senior Resource
Event and iFest
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
non-
targeted/broad
community
Seniors,
minority groups,
disabled groups
On April 24, 2024,
and May 11, 2024,
staff attended
events in the
community and
provided
information on
CDBG activities
and participated in
community
outreach and
handed out
Community Needs
Survey.
Please refer to
Attachment F for
a summary of
the outreach
results.
All comments were
accepted.
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
2 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
non-
targeted/broad
community
Seniors,
minority groups,
disabled groups
Public noticing of
the 1st Community
Outreach Meeting
was noticed on
June 28, 2024.
n/a n/a
3 Stakeholder Stakeholders
Service
providers
Between May 1 -
June 30, 2024, our
CDBG consultant
interviewed 15
organizations and
provided feedback
on community
needs.
Please refer to
Attachment B for
summary of the
outreach results.
All comments were
accepted.
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
4 Public Meeting Minorities
Persons with
disabilities
non-
targeted/broad
community
Stakeholders,
service
providers
Representatives of
a local CDBG
target area
neighborhood
attended the 1
st
Community
Outreach Meeting
on July 16, 2024.
LED lights,
address issues of
speeding, add
railings on the
Routier Road
sidewalks,
homeless
shelter, and
parking lighting.
All comments were
accepted.
5 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Seniors,
minority groups,
disabled groups
Public noticing of
the 2nd Community
Outreach Meeting
was noticed on
August 23, 2024.
No comments
were received.
No comments were
received.
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
6 Public Meeting Minorities
Persons with
disabilities
Non-
targeted/broad
community
Stakeholders,
service
providers
2nd Community
Outreach Meeting
via Zoom on
September 6,
2024.
No comments
were received.
No comments were
received.
7 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Seniors,
minority groups,
disabled groups
Public noticing of
the draft
Consolidated Plan
and Annual Action
Plan available for
30-day public
comment was
noticed on
September 6,
2024.
n/a No comments
received.
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
8 News paper Ad/
Public Notice
Public Meeting
Minorities
Persons with
disabilities
Non-
targeted/broad
community
Stakeholders,
service
providers,
seniors, minority
groups, disabled
persons
On August 23,
2024, a public
meeting was
noticed.
On September 6,
2024, a meeting
was held to allow
additional public
comment and
feedback for the
development of
the draft 2025-
2029 Consolidated
Plan and 2025
Annual Action
Plan.
No comments
received.
No comments
received.
www.cityofranchocordova
.org
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
9 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Seniors,
minority groups,
disabled groups
On September 20,
2024, the City
released the draft
Consolidated Plan
and Annual Action
Plan for 30 days
for public review
and comment.
No comments
received.
No comments
received.
10 Public Notice Minorities
Persons with
disabilities
Non-
targeted/broad
community
Stakeholders,
service
providers
On October 4,
2024, the City
Publicly noticed a
public hearing to
approve the 2025-
2029 Consolidated
Plan and 2025
Annual Action
Plan.
[………….] […………….]
ITEM 17.1.
ATTACHMENT 2
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
11 Public Meeting Minorities
Persons with
disabilities
Non-
targeted/broad
community
Stakeholders,
service
providers,
seniors, minority
groups, disabled
persons
On October 21,
2024, the City held
a public hearing to
approve the final
2025-2029
Consolidated Plan
and 2025 Annual
Action Plan and
invited the public
to comment on
the Plan prior to
Council approval.
[……………….] [………………] www.cityofranchocordova
.org
Table 4– Citizen Participation Outreach
ITEM 17.1.
ATTACHMENT 2
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment section of this plan collects and analyzes data to demonstrate the extent of housing problems and housing needs for City residents. This assessment focuses on affordable housing, special needs housing, community development, and homelessness.
The City of Rancho Cordova is a growing City, with many different walks of life living within its boundaries. Since 2019, the total population has increased by an estimated 7 percent with a population of 75,086 growing to a population of 80,594 in 2024 (ACS 2022 Population Estimates). With this growth, special needs populations such as low-income households, homeless, seniors, youth, persons with disabilities, persons living with HIV/AIDS, and single parent families have also increased. Due to these populations’ special needs, as well as their circumstances and access to opportunity, the need for services to assist these populations has also grown. These special need and priority populations are typically low-income. Obstacles often faced by these populations, as the results of community engagement portrayed, are largely seen in the areas of a lack in access to affordable housing, reliable transportation, and affordable services that are crucial to these individuals improving quality of life.
With this in mind, the City will continue to prioritize its CDBG program to focus on bettering the quality of life for all special need and priority populations within its boundaries.
The information in the Needs Assessment section comes primarily from the 2018-2022 American Community Survey (ACS), Social Explorer, HUD’s Comprehensive Housing Affordability Strategy (CHAS) data from the 2016-2020 period, and the City of Rancho Cordova Housing Element. Additional information comes from resident feedback, community needs feedback collected from local nonprofits and service providers, a community survey completed by 108 residents, and consultations conducted with fifteen agencies. Through this data collection and analysis, the City will estimate its community development and housing needs for the next five years.
ITEM 17.1.
ATTACHMENT 2
In the 2024 Point-in-Time (PIT) count, the Sacramento County Continuum of Care reported a significant reduction in homelessness, reflecting a 29% decrease compared to the previous count in 2022.
Specifically, the PIT count identified 6,615 individuals experiencing homelessness, with 2,671 (40%) sheltered and 3,944 (60%) unsheltered. This decrease is largely attributed to enhanced coordination and expanded outreach efforts within the CoC. Demographically, the majority of those experiencing homelessness in Sacramento County were adults over the age of 24, with 61% identifying as male and 34% as female. Racially, 33% identified as Black or African American, 42% as White, and 15% as Hispanic or Latino
In Rancho Cordova, the PIT count recorded a 66% reduction in unsheltered homelessness, with a total of 52 individuals identified as unsheltered homeless, compared to the total of 156 in the 2022 count. The local homeless population primarily consisted of single adults, with similar demographic patterns to those observed countywide.
When comparing the data between Sacramento County overall and Rancho Cordova, Sacramento County overall has a significantly larger homeless population, with 3,944 individuals compared to Rancho Cordova's 52. Both areas experienced reductions in homelessness reflecting a broader regional trend. While demographic patterns are similar, with a majority of those experiencing homelessness being adults over 24 and a significant portion identifying as Black or African American, the concentration of homelessness is more pronounced in Sacramento County's urban areas. This highlights the need for tailored approaches to address the unique challenges faced by each area.
ITEM 17.1.
ATTACHMENT 2
ITEM 17.1.
ATTACHMENT 2
NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
According to outreach conducted in preparation of the Consolidated Plan, the top public facility needs in the City are park, community, and youth facilities improvements. To address these needs, several facility improvement projects have been completed or are currently underway. The City continues to work closely with the Cordova Recreation and Park District to enhance local parks and recreational facilities, ensuring they meet the community's evolving needs.
On January 20, 2020, the City of Rancho Cordova and Center of Praise Ministries dedicated a site in Rancho Cordova as a future youth center, which will primarily serve the City’s low-income youth population. The Center of Praise Ministries in Sacramento agreed to lease a 1.75-acre property, which included a 9,000-square-foot building, for this purpose. This lease will be at no cost to the City for 25 years, with the option to extend for another 25 years. The City, in partnership with the Rancho Cordova Police Activities League, will operate the future youth center in collaboration with other community and other nonprofit organizations. Based on the feedback received during the previous Consolidated Plan’s outreach efforts, the City is lacked in opportunities for low-income youth to participate in after-school programs and activities. The City has regarding public facilities in the City.
The City of Rancho Cordova is actively progressing with the construction of a new multi-use community amenity and gathering place, known as the Mills Crossing project. This initiative, focused on creating a vibrant, mixed-use area, is situated on a city-owned 10-acre parcel on Folsom Boulevard adjacent to Folsom Lake College and the Rancho Cordova Center. The site is also near the Mills Station arts and Culture Center (MACC).
The city has already held four public work sessions with residents, businesses, and interested parties to refine the project’s vision and site layout. Currently the design phase is underway, and construction is scheduled to begin in the fiscal year 2025/26, with an estimated completion in 2026/27. The project will include spaces for performing and visual arts, recreational, market rate and affordable housing, meeting accommodations, and an outdoor area for community gatherings.
The City recently completed putting together a five-year Capital Improvement Plan for 2021 through 2025. This plan outlines multiple facility projects that the City is planning, or in the process of completing, in the next five years. The Capital Improvement Plan may be accessed at:
https://stories.opengov.com/ranchocordovaca/published/CUErSKBIR
How were these needs determined?
These needs were determined through a Community Needs Survey, by feedback received from residents, business owners, community leaders, and representative of social service agencies, as well as ITEM 17.1.
ATTACHMENT 2
consultation and community engagement held with City departments and local service providers that primarily work with low-income and disadvantaged populations.
Describe the jurisdiction’s need for Public Improvements:
Feedback from the community needs survey indicated that the majority of residents prioritize public infrastructure improvements such as street and sidewalk repairs, as top public improvement needs to provide safe routes to get to public transportation. In response to these concerns, the City of Rancho Cordova has made significant progress on various infrastructure projects. The City has focused on enhancing safety and accessibility to public transit and bus areas through its Highway Safety Improvement Program and the Mather Field Road Rehabilitation project.
Additionally, the city has completed the Mills Rancho and Rossmoor Neighborhood Street Rehabilitation, which includes upgrading ADA compliant curb ramp and enhancing drainage infrastructure to ensure safer and more accessible pathways for all residents.
How were these needs determined?
The City is currently undertaking various projects to meet the need for public improvements, including alternative transportation projects, roadway transportation projects, and stormwater projects.
Alternative Transportation Projects
The City will continue to fund the rehabilitation of sidewalks and install/replace Americans with Disabilities Act (ADA) compliant sidewalk ramps at several locations around the City. The projects are selected from a list, which is maintained by the City’s Public Works Department, based on the degree of need for repair. The City will also install inductive loop sensors to detect bicycles with metal rims at seven intersections in the jurisdiction, and the City will make improvements to the existing roadway system to create a safer and more bike-friendly network of roads.
Roadway/Transportation Projects
The City will implement various construction projects, including a new four-lane road from Douglas Road to Chrysanthy Boulevard and a new two-lane road with a widened median off International Drive. The City will also fund street rehabilitation programs, which will evaluate roads, sidewalks, and storm drains that are in greatest need of preservation or upgrades. Additionally, the City will produce a Systemic Safety Analysis Report, which would analyze road signage in bicycle/pedestrian areas and the effectiveness of existing safety measures.
Stormwater Projects
The City will evaluate mitigation options for flooding in established City neighborhoods and complete improvements to drainage pump stations to increase resilience and safety. The City will build a storage ITEM 17.1.
ATTACHMENT 2
basin and upgrade existing pipes to alleviate flooding on Sunrise Boulevard. The City will also replace chain link fences around City-owned creeks, which would improve security, aesthetics, and visibility at stormwater assets.
The City has completed the repair of its drainage systems to the American River, upgrade existing stormwater pipes in the Mills Ranch Neighborhood, and identify flooding problems within the City through hydrologic and hydraulic analysis of the City drainage system.
How were these needs determined?
These needs were determined through community outreach with residents and stakeholders, field surveys and observations, and an assessment of the condition and lifespan of various public facilities.
The Public Works Department keeps a detailed record of repairs that are needed in the public infrastructure throughout the City and reports on these records regularly.
Describe the jurisdiction’s need for Public Services:
During the 2025-2029 program years, the City will continue to push for the expansion of public services within the community, focusing specifically on creating improvements to accessibility and availability of services that benefit the most vulnerable populations. In drafting this Consolidated Plan, City staff reached out to residents, stakeholders, public agencies, and other organizations to determine the need for public services. Outreach was aimed at determining the current availability of public services in the community, while also receiving feedback on services that are needed and services that could complement resources that are already available. The results of this outreach helped to shape the Strategic Plan section, while also helping to identify the City’s priority populations.
From various community engagement methods, including a community survey, which was completed by 108 individuals, consultations, community events, and stakeholder input, City staff was able to identify specific trends in the most needed public services within the community. The following summaries describe feedback received on each priority population’s most needed services:
For children, the survey found that the topmost needed services were affordable childcare, youth services. This was supported by feedback received from stakeholders and the community needs service collected at the Senior Resource and iFest events. Residents stressed that affordable childcare is extremely hard to find in the City.
For youth populations, the survey identified that after-school programs, emotional and social health services and teen employment services, and teen recreation programs were the highest priority. This strongly coincided with a consultation completed with several staff at the Folsom Cordova Community Partnership, in which they explained that youth programs are in high need in the community.
ITEM 17.1.
ATTACHMENT 2
For persons with disabilities, the survey identified affordable housing programs and as some of the highest priorities. Similarly, senior populations showed that affordable housing programs, food access, and affordable and accessible transit services were of high priority. This was supported by a consultation conducted with local agencies, which stated that affordable housing is extremely necessary for senior and disabled populations, not only in the City, but in the County as well. They also went on to say that barriers to employment are a challenge for these populations, which transportation methods often contribute to. Overall, financial assistance and efforts based on affordability are highly prioritized among these populations.
For low-income and at-risk homeless individuals, survey outreach gathered feedback that supported the need for rental housing assistance and homeownership assistance for low-income populations. This was supported across the board by consultations conducted with service providers, which stressed the need for affordable housing assistance programs. It should also be noted that mental health services for homeless and low-income individuals were also stressed as a priority in the community.
How were these needs determined?
These needs were determined through various outreach methods that were facilitated by City staff.
Methods of outreach included two community pop-up events at the iFest event, Senior Resource event, community meetings, stakeholder consultations, a stakeholder meeting, a community needs survey, and a stakeholder’s interviews. Each of these events prioritized receiving feedback on the City’s highest priority needs, including public service needs.
Based on the needs analysis above, describe the State's needs in Colonias The City of Rancho Cordova does not contain any areas within its boundaries that fall under HUD’s definition of a colonia. According to HUD, a colonia is defined as “any identifiable community in the United States–Mexico border regions of Arizona, California, New Mexico, and Texas that has inadequate sewage systems, no potable water supply, and a shortage of decent, safe, and sanitary housing. The border region includes the area within 150 miles of the U.S.–Mexico border excluding metropolitan statistical areas with populations exceeding one million.” Given that the City is not in proximity to colonias, this section is not relevant.
ITEM 17.1.
ATTACHMENT 2
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Rancho Cordova officially became a City on July 1, 2003. It is the seventh community to incorporate within Sacramento County and the 478th city in California. Positioned in the suburban landscape of the greater Sacramento urban region, Rancho Cordova lies along the Highway 50 corridor between the two cities of Sacramento and Folsom. Nestled between the former Mather Air Force Base and the American River, the city boasts one of the largest employment sectors in the region, which attracts tens of thousands of commuters daily.
Approximately 66.7 percent of Rancho Cordova’s housing stock comprises single-family homes, with a significant number of older properties.
Housing and rental prices in the city are generally more affordable than in many other regional cities. The city has been proactive in constructing new quality housing units and aims to ensure that future development blends well with existing communities, better aligning the housing mix with community needs.
Rancho Cordova collaborates with nonprofit developers on future subsidized housing projects and partners with the Sacramento Housing and Redevelopment Agency (SHRA), the housing authority for Sacramento County, to manage public housing and the housing choice voucher system.
To address affordable housing needs, the city provides emergency health and safety repairs for income-qualified households, preserving the current stock of affordable housing. Additionally, through code enforcement and rental inspection efforts, Rancho Cordova ensures that all rental housing is safe and habitable, thereby maintaining affordable housing standards.
Below is a brief summary of Housing Market characteristics specific to Rancho Cordova.
Number of Housing Units:
ITEM 17.1.
ATTACHMENT 2
Between 2018 and 2022, the City saw an increase of 1797 housing units, from 28,112 in 2018 to 29,909 in 2022 (based on data from the Census.gov). However, this rise did not match the significant population growth from 74,791 2018 to 80,598 in 2022 (Census.gov), indicating that housing development lagged housing demand.
Overall, the current inventory does not meet the needs of the existing population. Nationwide rising housing costs, particularly acute in California, have made housing affordability a significant issue for many working households. The primary housing challenge is affordability, as elaborated below, affecting the majority of low-income households across all racial and ethnic groups in the City.
Cost of Housing:
Since 2018, housing prices have been on the rise, The median home value in Rancho Cordova increased from $317,400 in 2018 to $432,300 in 2022, while the median contract rent rose from $1,290 to $1,763 over the same period (ACS 2018 and 2022 Housing Cost estimates). These rising costs have burdened lower-income households significantly. According to 2022 data, around 34.3 percent of the City’s homeowners and
49.7 percent of renters experienced a housing cost burden, spending 30 percent or more of their monthly income on housing (2022 CHAS Data).
MA-05 Housing Market Analysis Overview continued
Condition of Housing:
Rancho Cordova has a sig nificant amount of older housing, with about 43.5 percent owner- and renter-occupied housing units being constructed before 1990 (Data.CensusData. C). Among these, 14.7 percent of renter-occupied units and 7.3 percent of owner-occupied units have two substandard conditions (Data.Census). Overall, renter-o ccupied homes exhibit more frequent substandard conditions.
Public and Assisted Housing:
Rancho Cordova has 10 public housing apartment complexes, comprising some of the 698 affordable housing units in the city. Most of these units are managed by SHRA, which serves as the public housing authority for Sacramento County. The City of Rancho Cordova does not have its own local housing authority, and resident initiatives are handled by the SHRA. The remaining affordable housing units are operated by various nonprofits, with prominent operators including VOA, which runs the Mather Community Campus transitional housing program, and Mercy Housing, which operates the 100 units of permanent supportive housing at the Mather Veterans Village.
ITEM 17.1.
ATTACHMENT 2
Barriers to Affordable Housing:
Rancho Cordova's Housing Element identifies several significant fair housing issues. Segregation persists, leading to unequal housing needs and economic opportunities among racial and ethnic groups, which affects access to quality housing, education, and jobs. Additionally, there is a shortage of affordable rental housing, which increases housing instability and cost burdens for lower-income families. Disparities in homeownership further exacerbate the issue, as certain groups face greater difficulties in obtaining mortgages and affordable homes, widening the wealth gap and limiting economic mobility. Stricter rental policies, including higher credit and income requirements, also make it harder for low-income and marginalized communities to secure housing, leading to higher eviction rates.
To address these barriers, Rancho Cordova has implemented several measures. The city has allocated funds for developing affordable housing, offered fee reductions and regulatory incentives to encourage affordable housing construction, and implemented density incentives to increase the number of affordable units in new developments. Additionally, the city operates home rehabilitation programs to assist with home repairs and maintain existing housing.
The City’s 2021–2029 Housing Element outlines strategies to enhance housing affordability and access, detailing efforts to mitigate regulatory barriers and support special needs populations.
ITEM 17.1.
ATTACHMENT 2
MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f) Introduction
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 64 46 0.1 -0.1 -0.1 Arts, Entertainment, Accommodations 4,180 3,760 6.2 5.7 -0.5 Construction 4,010 3,260 5.9 4.9 -1.0
Education and Health Care Services 13,480 12,520 20.1 18.9 -1.2 Finance, Insurance, and Real Estate 4,940 4,450 7.4 6.7 -0.7 Information 970 890 1.5 1.3 -0.2
Manufacturing 3,610 3,150 5.4 4.7 -0.7
Other Services 2,530 2,310 3.8 3.5 -0.3
Professional, Scientific, Management Services 5,860 5,130 8.7 7.7 -1.0 Public Administration 2,970 2,670 4.4 4.0 -0.4
Retail Trade 5,540 4,820 8.3 7.3 -1.0
Transportation & Warehousing 3,470 3,130 5.2 4.7 -0.5
Wholesale Trade 2,010 1,750 3.0 2.6 -0.4
Grand Total 67,105 60,386 - - -
Table 5 - Business Activity
Data Source: 2023 ACS 1-year
ITEM 17.1.
ATTACHMENT 2
Labor Force
Total Population in the Civilian Labor Force 62,906
Civilian Employed Population 16 years and over 66.7%
Unemployment Rate 8.9%
Unemployment Rate for Ages 16-24 34.6%
Unemployment Rate for Ages 25-65 6.2%
Table 6 - Labor Force
Data Source: 2023 ACS 1-year
Occupations by Sector Number of People
Management, business and financial 14,753
Farming, fisheries and forestry occupations 119
Service, Sales and office 7,978
Construction, extraction, maintenance and repair 2,034
Production, transportation and material moving 4,017
Table 7 – Occupations by Sector
Data Source: 2023 ACS 1-year
Travel Time
Travel Time Number Percentage
< 30 Minutes 16,662 55.4%
30-59 Minutes 11,321 37.6%
60 or More Minutes 2,094 7%
Total 30,077 -
Table 8 - Travel Time
Data Source: 2023 ACS 1-year
ITEM 17.1.
ATTACHMENT 2
Education:
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 1,897 89 849
High school graduate (includes equivalency) 8,032 634 2,486 Some college or Associate’s degree 11,400 325 3,526
Bachelor’s degree or higher 12,955 473 2,061
Table 9 - Educational Attainment by Employment Status
Data Source: 2023 ACS 1-Year
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
9th to 12th grade, no diploma 273 505 406 757 749
High school graduate, GED, or
alternative
3,438 4,950 4,033 7,782 2311
Associate’s degree, Some college, no
degree
1,434 4,291 2,612 4,817 3,864
Bachelor’s degree 616 4,232 2,910 3,433 1,820
Graduate or professional degree 0+ 1,246 1,930 1,738 624 Table 10 - Educational Attainment by Age
Data Source: 2022 ACS 1 - Year
ITEM 17.1.
ATTACHMENT 2
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $27,819
High school graduate (includes equivalency) $33,534
Some college or Associate’s degree $46,000
Bachelor’s degree $76,040
Graduate or professional degree $90,670
Table 11 – Median Earnings in the Past 12 Months
Data Source: 2023 ACS 1-year
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction? The major employment sectors in the City are as follows:
• Education and Health Care Services: 5,235 workers
• Retail Trade: 3,245 workers
• Arts, Entertainment, Accommodations: 2,432 workers
In addition to the information provided above, the Rancho Cordova Economic Development division reports that the City is the largest business sub-center in the region, with over 3,000 entities operating their corporate functions here. Additionally, Rancho Cordova is recognized as the largest clustered hub for the home improvement industry in the region and offers the largest hub for the aftermarket industry in Northern California, accounting for 25 percent of all firms in the greater Sacramento area. The division also highlights that technology is among the region’s top ten industry clusters.
Describe the workforce and infrastructure needs of the business community:
According to the most recent report by 2023 ACS 1-Year Estimates, 87.8 percent of Rancho Cordova’s adult population had a high school level or higher, compared to 88.10 percent in the County. About 33.2 percent held a bachelor’s degree or higher, compared to 35.1 percent for the County. The poverty rate during this period was 10.4 percent in Rancho Cordova and 11.8 percent for the entire County. The median household ITEM 17.1.
ATTACHMENT 2
income was $76,902, while the County’s median income was $72,866. The mean travel time to work was 27.4 minutes, slightly less than the County’s 29.1 minutes. Additionally, 95.6 percent of households had a computer and 89.8 percent had broadband subscriptions in Rancho Cordova, compared to the County’s 94.2 percent of households with a computer and 87.3 percent with broadband subscriptions.
While the City is generally in good standing in terms of workforce development and business, the pervious City’s Economic Development Element of 2024 identified some challenges. One challenge that the business community still faces is the aging of infrastructure. Specifically, much of the building stock in the City was identified as needing refurbishment or rehabilitation due to age and deterioration. Many office buildings have large floor plans with outdated interiors that require beautification and renovation.
Additional challenges identified for the business community include:
• Workforce Development and access to skilled labor
• Business retention and expansion, and financial assistance to support and incentives for business growth and sustainability • Streamlining permits and other regulatory processes to facilitate business operations. • Economic diversification of industries to stabilize the local economy.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period.
Describe any needs for workforce development, business support or infrastructure these changes may create.
The City of Rancho Cordova is constantly engaged in projects and initiatives aimed at enhancing the quality of life for its residents and creating a positive economic impact. The following projects have recently been completed or are anticipated to be completed within the Consolidated Plan period:
Folsom Boulevard Beautification and Enhancement Project Phases IV The final phases of the Folsom Boulevard Beautification and Enhancement Project were completed in 2020. This project is regarded as a major triumph within the City, given the historical importance that has been placed on the Folsom Boulevard corridor. The completed project features a new concrete multi-use bicycle and pedestrian path, construction of a new sidewalk, extensive landscaping and irrigation improvements, intersection and signal improvements, the installation of decorative street lighting, construction of new curbs and gutters, installation of new raised medians, and the construction of new storm drain and drainage inlets. This project has served the local economy and community by ITEM 17.1.
ATTACHMENT 2
removing barriers to transportation along Folsom Boulevard, creating a safer path of travel for children and other pedestrians, preserving a historical area of town, and implementing beautification in order to attract economic growth and development in the project’s surrounding areas.
ADA Sidewalk Improvements:
The City’s Public Works Department will continue to undertake the ADA Sidewalk Improvements projects on an annual basis throughout the Consolidated Plan cycle. This project focuses on removing and replacing curbs, gutters, sidewalks, ramps, and drainage improvements at various locations in the City, primarily focusing on areas with a high concentration of senior, disabled, and low-income households. The progression of these improvements will help promote safer and more pedestrian-friendly streets, which will in turn promote a less congested and more efficient path of travel.
Highway 50 and Zinfandel Drive Interchange Improvements:
Given the City’s continued representation as the largest workforce hub in the Sacramento area, it has been a high priority to create infrastructure that can support the increase in traffic and congestion as a result of a higher workforce population. As an effort to address this increase, construction on the Highway 50 and Zinfandel Drive interchange is currently underway. The improvements project will add an additional lane on Zinfandel Drive over Highway 50, modify the highway entrance and exit ramps, add bicycle lanes, and modify traffic signals.
This project is designed to improve operations, alleviate congestion and provide safer routes for drivers, bikers, and pedestrians on Zinfandel Drive from White Rock Road to Olson Drive, referred to as the Zinfandel Complex. The project was completed in the spring of 2020.
Zinfandel Pedestrian Overcrossing Project:
This project will provide environmental clearance and design for bicycle and pedestrian improvement and will add to the completed Zinfandel Drive Interchange Improvement Project. Improvements will start from White Rock Rd and extend to Folsom Blvd and will include a grade separated multi-use path that crosses the Gold Center Dr. and Highway 50 ramps and an iconic bridge structure spanning Highway 50.
Sunrise Boulevard Rehabilitation Project:
The City will be undergoing the Sunrise Boulevard Rehabilitation Project. The proposed project entails three stages, beginning with Phase I, which includes road paving and traffic signal modifications on Sunrise Boulevard from Folsom Boulevard to White Rock Road. It will also ITEM 17.1.
ATTACHMENT 2
construct a widened sidewalk on the east side of Sunrise Boulevard between Citrus Road and the Folsom South Canal, and striped bicycle lanes on Citrus Road. The project is designed to improve transportation, accessibility, and safety for drivers, bicyclists, and pedestrians in the area.
Phase II will rehabilitate Sunrise Blvd., from White Rock Road to Douglas Blvd, by overlaying the existing pavement, improving median landscaping, installing ADA compliant curb ramps, and upgrading drainage facilities. Phase III will consist of overlaying the existing pavement, upgrading pedestrian facilities and improving drainage from Douglas Road to Kiefer Road.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? The workforce in the City of Rancho Cordova typically exhibits higher high school graduation rates, with a growing number of residents attaining college degrees in recent years. Although the existing workforce is well-suited for retail and service industry jobs, there is a significant need for job training and additional education to better align the workforce with the higher-paying employment opportunities available in the City.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
The City allocates non-federal funds to support various programs and projects, such as job training, through the Community Enhancement Fund.
Additionally, the City uses CDBG funds to support the Folsom Cordova Community Partnership, which provides mentoring programs and financial management classes to youth and low-income families. These programs teach participants how to utilize social and financial resources to enhance their employment and education opportunities. The Folsom Cordova Community Partnership also offers parenting classes and workforce development training to help participants become more job ready. In a consultation with the partnership’s Executive Director in preparation of this plan, a new program was funded by non CDBG funds that focused on “adulting” programs and training that helps youth prepare for the daily tasks of being an adult and finding an appropriate work/life balance.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? Yes
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
ITEM 17.1.
ATTACHMENT 2
The Prosperity Strategy for the Greater Sacramento region, including Rancho Cordova, focuses on promoting an inclusive, resilient, and innovation-driven economy. Developed through extensive consultation with key stakeholders—such as government agencies, businesses, educational institutions, and non-profit organizations—the strategy emphasizes three core principles: improving business, supporting people, and developing place. For Rancho Cordova, this approach highlights the importance of fostering advanced industry and traded sector job creation, supporting small businesses and startups, and investing in infrastructure that enhances regional mobility and accessibility. Additionally, the strategy prioritizes inclusive economic growth that ensures equitable access to opportunities for all residents, with a particular focus on leveraging the city’s existing strengths in sectors like health, technology, and advanced manufacturing.
Building on these local initiatives, the regional Prosperity Strategy aims to position the Sacramento area, including Rancho Cordova, as a leader in innovation by strengthening economic clusters and fostering collaboration among public, private, and civic partners. The strategy involves implementing regional policies that support the development of innovation ecosystems, enhancing workforce development, and increasing access to capital for entrepreneurs. It also emphasizes improving the regional business climate, encouraging university-led economic development, and promoting digital inclusion to support both urban and rural communities. The overall goal is to build a robust, inclusive economy that attracts investment, creates quality jobs, and fosters sustainable growth across the region.
The City of Rancho Cordova maintains a proactive and engaged approach to economic development, which has significantly enhanced its economic standing in the region. While there is still a considerable amount of undeveloped land with multiple development opportunities, the City also prioritizes economic improvements in existing neighborhoods and businesses. By focusing on infill programs, small and local business assistance programs, collaboration with higher education providers, and offering incentives that benefit both businesses and the community, the City has successfully improve job opportunities and lowered unemployment citywide. Moreover, Rancho Cordova’s employment center with a strong community dedicated to improving the quality of life for its residents.
ITEM 17.1.
ATTACHMENT 2
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
The information gathered in this section was based on the most recent 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) datasets from HUD. The information was also taken from corresponding resources such as the AFFH Data and Mapping Resources website.
For identifying housing problems, HUD’s definition of “concentration” as a block group area where the percentage of households with multiple housing problems exceeds the countywide total percentage of such households.
Lower-income households are more likely to have severe housing issues than those with moderate or higher incomes, regardless of race or ethnicity. The four categories identified in the CHAS system as a housing problem include: incomplete kitchen facilities; incomplete plumbing facilities; more than one person per room; and the cost burden of housing is greater than average 50 percent AMI.
Geographically, the northwest half of the City and a small section have the highest concentration of housing burdens. Map A1 show areas within the City where housing burdens have been identified.
According to CHAS data, 12 percent of households (3,110) in the extremely low-income bracket (0–30 percent AMI) face severe housing problems. In very low-income bracket (30–50 percent AMI), 13 percent (3,525) of households report experiencing at least one of the four severe housing problems.
ITEM 17.1.
ATTACHMENT 2
A further analysis-based race/ethnicity using AFFH Demographics of Households with Disproportionate Housing Needs (Table A2) show that Hispanic, Native American Non-Hispanic and Other Non-Hispanic groups experienced higher rates of experiencing one of the 4 housing problems as compared to the greater Sacramento Region.
ITEM 17.1.
ATTACHMENT 2
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") Minority populations are defined as the total population except those who responded “White alone” in the US Census. Areas where the percentage of total minority population exceeds the countywide percentage are considered to be areas of “minority concentration” areas.
According to the R/ECAP map presented in Map A3 only one area in Rancho Cordova qualifies as a racially or ethnically concentrated area of poverty (R/ECAP).
The sole R/ECAP in Rancho Cordova is census tract 89.11. Based on AFFH tool (R/ECAP Demographics), the demographics of the R/ECAP in Rancho Cordova is 37 percent White (Non-Hispanic), 19 percent Black (Non-Hispanic), 32 percent Hispanic, 5 percent Asian or Pacific Islander, and less than 1 percent as Native American and Other.
Finally, Map A3 show the latest CDBG target areas within the City. These target areas are dispersed throughout the City and are based on census tracts where more than 50 percent of residents are low- income individuals. The orange-shaded areas in the map represents CDBG target areas, while the census tract outlined in green indicates the City’s only R/ECAP.
ITEM 17.1.
ATTACHMENT 2
What are the characteristics of the market in these areas/neighborhoods? These neighborhoods typically feature older homes, which often leads to more housing problems compared to higher-income census tracts. Consequently, housing costs are also lower due to a lack in repairs, higher crime rates, and diminished value of infrastructure and local resources.
Are there any community assets in these areas/neighborhoods? Since most of the fully developed portion of Rancho Cordova is in the northern half of the City, most community assets are also located there. These include the Senior Center, numerous neighborhood and community parks, grocery stores and shopping centers, the Family Resource Center, houses of worship, and public schools. These assets are evenly distributed across the older section of Rancho Cordova, making them reasonably accessible to both lower-income neighborhoods and moderate-income neighborhoods.
The significant disparity between community assets lies between the older northern half of the City and the newer, still mostly undeveloped southern half. While the southern half comprises mainly owner- occupied homes of moderate- and above moderate-income households, it still lacks community assets.
A grocery store and some commercial buildings have opened, and the southern half also has a clubhouse for residents within the Anatolia HOA boundary. The park and school districts have built the necessary neighborhood facilities according to the phased development agreements governing the southern part of the city.
Are there other strategic opportunities in any of these areas? There are several strategic opportunities in the lower-income areas of the City, including:
• Acquisition and rehabilitation, or demolition and reconstruction, of aging multi-family housing. • Development by Community Benefit Organizations focused on neighborhood revitalization, especially along the Folsom Boulevard and Coloma Road commercial areas. • Acquisition, rehabilitation, and sale of single-family as affordable units in the more distressed older neighborhoods.
Multi-agency partnership to leverage resources and build service capacity, involving nonprofits, faith- based organizations, and public agency organizations.
ITEM 17.1.
ATTACHMENT 2
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
According to the Federal Communications Commission, as of 2024, there is one DSL providers, Xfinity as the main cable internet provider, two fiber internet (FTTH) providers, and 6 fixed wireless (WISP) providers in Rancho Cordova. There are also 4 mobile broadband (cellular) providers with service available in the City. Most census tracts in the City have broadband subscription rates of 85 percent, indicating a significant internet access for the majority of residents.
Countywide, 75 percent of households have a desktop or laptop computer and 85 percent have a smartphone—figures that are higher than the national average. 80 percent of households have broadband access by cable, fiber, or DSL and 10 percent of households rely exclusively on their cellular data plan for internet access. However, ACS data indicates that access to broadband is notable for low- and moderate-income households. In Sacramento County, just 5 percent of households earning $75,000 or more annually lack an internet subscription, compared to 30 percent of households earning less than $20,000 per year and 15 percent of those earning between $20,000 and $75,000 per year.
During the prior 2020-2024 Consolidated Plan a focus group was held with stakeholders about broadband needs and digital inclusion. Additional interviews were conducted with stakeholders’ social services and those working to improving broadband access. Stakeholders included representatives from the Sacramento County Department of Technology, City of Sacramento, Valley Vision, Communication Workers of America, Sacramento County Office of Education, Sacramento’s Social Venture Partners (SVP), and Sacramento Public Library.
We listened to their feedback, and as a result followed through with action. As a result, we are excited to be partnering with SiFi Networks and GigabitNow to bring fast, affordable, and reliable all-fiber internet to residents, businesses, and institutions in the city. The $65 million project is privately funded and will provide every resident and business with access to the fastest internet speeds in the nation. Our city is proud to be the first in Northern California and the County to achieve this milestone. Construction is currently underway throughout the city and is expected to be completed by 2025. See the map of the project in Map A4, and for more information visit https: //sifinetworks.com/residential/cities/rancho- cordova-ca/
ITEM 17.1.
ATTACHMENT 2
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
Having multiple broadband internet service providers (ISPs) in Rancho Cordova is crucial for enhancing service quality and reducing costs. When ISPs compete, they strive to offer better service, faster speeds, and more reliable connections at competitive prices. This competition makes broadband access more affordable for both residents and businesses while encouraging providers to invest in new technologies and infrastructure improvements.
The City’s partnership with SiFi Networks and GigabitNow will further boost affordability and competition by providing our residents with access to some of the fastest broadband services in the nation. Multiple ISPs allow consumers to choose the best provider for their specific needs, benefiting households with unique internet requirements. Increased competition also helps bridge the digital divide by offering diverse plans for low-and moderate-income households, ensuring digital inclusion and access to essential services for all residents.
ITEM 17.1.
ATTACHMENT 2
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The City of Rancho Cordova recognizes its role in mitigating the risk of increased natural hazards, especially those associated with climate change. With a growing population and more individuals coming to Rancho Cordova for work and leisure, the City’s acknowledges its rising contribution to greenhouse gas emissions. To address this, Rancho Cordova has adopted a Climate Action Plan aimed at reducing greenhouse gas emissions, aligning with the State of California’s goals.
The city will continue to prioritize collaborative efforts with neighboring jurisdictions that work on the region’s increasing greenhouse gas emissions. By working together, these efforts aim to create a more sustainable and resilient environment for residents.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
In the previous Consolidated Plan, Sacramento County, alongside other participating jurisdictions, evaluated the natural hazard risks to low- and moderate-income residents. This evaluation was conducted through consultations with stakeholders representing Sacramento County, including the Sacramento County Office of Emergency Services and the Sacramento County Department of Transportation during a focus group.
Recent Natural Disasters and Impact:
• Presidential Declarations: There have been three Presidential Declarations for natural disasters related to flooding and wind in recent years, notably in 2017. Over the last 15 years, Sacramento County has experienced multiple declarations for flooding (in 1996, 1997, 2002, 2006, and 2017) and one for wind. Wind events often lead to power outages and increased fire risk. • Flood Exposure: Flooding exposure in Sacramento County does not vary significantly by neighborhood. In the event of a levy failure, all neighborhoods would be affected. Localized floods are primarily caused by stream overflow and irrigation issues.
Rancho Cordova's Climate Action Plan Vulnerability Assessment According to Rancho Cordova's most recent Climate Action Plan Vulnerability Assessment, the city faces significant risks due to climate change. The assessment outlines four major climate hazards: increased temperatures and extreme heat, extreme precipitation and flooding, drought, and wildfires.
Key Findings from the Vulnerability Assessment:
ITEM 17.1.
ATTACHMENT 2
Increased Temperatures and Extreme Heat:
• Rancho Cordova is projected to experience significant increases in average annual temperatures and the number of extreme heat days. By the end of the century, average annual maximum and minimum temperatures are expected to rise between 5 and 9 °F. Extreme heat days, defined as days with temperatures above 103.6 °F, will increase, posing risks to public health, air quality, and infrastructure.
Extreme Precipitation and Flooding:
• Average annual precipitation is expected to increase, with more intense and frequent extreme precipitation events. This could lead to higher flood risks, particularly in the city’s 100- and 500- year floodplains, affecting over 1,000 residential properties and critical facilities.
Drought and Water Supply:
• Prolonged droughts, or "mega-droughts," are projected to become more common, impacting water supplies and increasing the need for water conservation measures. Droughts may also affect tourism, recreation, and public health.
While the likelihood of wildfires within city limits is relatively low, regional wildfires can have significant indirect impacts, such as poor air quality and Public Safety Power Shutoff (PSPS) events. The area burned by wildfires in the Sacramento Valley region is expected to increase dramatically.
Preparedness Initiatives:
• Community Engagement: Ongoing community engagement efforts include public awareness campaigns and training programs for residents to prepare for natural hazards. • Infrastructure Improvements: Investments in infrastructure, such as improved levee systems and stormwater management projects, are aimed at reducing the impact of future natural disasters.
• Emergency Services Coordination: Enhanced coordination among emergency services, including the deployment of rapid response teams and resource allocation during disasters, ensures better preparedness and response.
ITEM 17.1.
ATTACHMENT 2
Strategic Plan
SP-05 Overview
Strategic Plan Overview
This section of the Consolidated Plan serves as the City of Rancho Cordova’s framework for implementing its CDBG program from January 2025 to December 2029. The Strategic Plan includes a myriad of data collected from various regional and local sources, as well as data from various instances of local community outreach that were initiated in preparation of the Consolidated Plan. The primary purpose of the Strategic Plan is to clearly state the priority needs that were identified during its preparation, and subsequently identify the goals that the City will work toward to address these priority needs. The City will use its annual CDBG allocation to fund projects and programs that uphold the goals identified in this section, which are as follows:
• Homelessness Prevention
• Senior and Disability Services
• Child and Youth Services
• Public Facilities
• Public Infrastructure
• Homeless Housing
• Housing Preservation Program
The City will continue to identify needs, assets, and priorities on an annual basis as part of its application process for CDBG funds. This is done each CDBG program year through the Annual Action Plan document. CDBG staff will gather information through the collection of data (quantitative and qualitative); consultation with the public, especially members of target populations, various service providers, and community experts; and ongoing outreach to residents to determine the level of need or condition of assets for proposed activities.
ITEM 17.1.
ATTACHMENT 2
SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
Table 12 - Geographic Priority Areas
1 Area Name: CDBG Target Area
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date;
% of Low / Mod
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood
boundaries for this target area.
Please refer to Map A3 for a map of the CDBG Target
Area boundaries.
Include specific housing and
commercial characteristics of this
target area.
As the bulk of the fully developed portion of Rancho
Cordova is in the northern half of the City, the bulk of community assets are also in the northern half. These
assets include the Senior Center, most of the
neighborhood and community parks, grocery stores and
shopping centers, the Family Resource Center, house of
worship, and public schools, which are evenly distributed across the older section of Rancho Cordova between the
lower-income neighborhoods and moderate-income
neighborhoods. Many of the City’s community assets are
in location that allow for reasonable access for low-
income populations.
How did your consultation and
citizen participation process help
you to identify this neighborhood
as a target area?
Please refer to the Process section of this plan for details on citizen participation and consultation processes.
Citizen participation was targeted both city-wide and to the Northern side of town which is where most low-mod
census tracts exist. additionally, the survey was provided in Spanish and Russian; other languages were offered if requested.
Identify the needs in this target
area.
Affordable Housing Development; acquisition and
rehabilitation; homeless shelter/housing; homelessness
prevention; senior and disability services; public facilities; ITEM 17.1.
ATTACHMENT 2
public infrastructure; homeless housing; housing
preservation.
What are the opportunities for
improvement in this target area?
Homelessness prevention; senior services; youth
services; public facilities; public infrastructure; homeless housing; housing preservation
ITEM 17.1.
ATTACHMENT 2
General Allocation Priorities
The primary geographic area identified for use in CDBG-funded activities is the CDBG target area, which is made up of census tracts in which more than 50 percent of households earn 80 percent of area median income (AMI) or less. The entire CDBG target area is located in the northern section of the City, which is also the area with the oldest infrastructure and the most development. Activities determined to have an area benefit must benefit areas where more than 50 percent of households are low income. The 2 Area Name: R/ECAP Census Tract 89.11
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date;
% of Low / Mod
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood
boundaries for this target area.
Census tract 89.11
Include specific housing and
commercial characteristics of this
target area.
As the bulk of the fully developed portion of Rancho
Cordova is in the northern half of the City, the bulk of community assets are also in the northern half. These
assets include the Senior Center, most of the
neighborhood and community parks, grocery stores and
shopping centers, the Family Resource Center, house of
worship, and public schools, which are evenly distributed across the older section of Rancho Cordova between he
lower-income neighborhoods and moderate-income
neighborhoods. Many of the City’s community assets are
in locations that allow for reasonable access for low-
income populations.
How did your consultation and
citizen participation process help
you to identify this neighborhood
as a target area?
This area represents minority low-income concentration
in the City. Citizen participation was targeted both city- wide and specifically to lower-income neighborhoods and minority populations.
Identify the needs in this target
area.
Homelessness Prevention; Senior Services; Youth
Services; Public Facilities; Public Infrastructure; Homeless Housing; Housing Preservation
What are the opportunities for
improvement in this target area?
Lack of sufficient resources or community resident
investment.
ITEM 17.1.
ATTACHMENT 2
City does fund services on a limited clientele basis in neighborhoods that are not more than 50 percent low income. In those areas, each client is provided with an intake sheet that includes household income and can be used to determine eligibility. All other activities are either targeted at presumed benefit groups, such as frail elderly or persons with disabilities, or benefit immediately adjacent low-income neighborhoods.
The map below identifies the CDBG target area as of 2025; this map will be updated throughout the Consolidated Plan cycle to reflect any changes to low-moderate income block groups.
ITEM 17.1.
ATTACHMENT 2
SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 13 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing Development
Priority Level High
Population Extremely low; low; large families; families with children; elderly; chronic homelessness; individuals; mentally Ill; persons with mental disabilities; persons with physical disabilities; persons with development disabilities; victims of domestic violence
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census tract 89.11
Associated Goals program administration.
Description New affordable housing units suitable for families, seniors, veterans, and low-income households.
Basis for Relative
Priority
Based on our outreach, there is a clear need for safe and decent affordable housing, particularly for extremely low-income families, seniors, and individuals who are at risk of or currently experiencing homelessness.
2 Priority Need
Name
Acquisition & Rehabilitation
Priority Level High
Population Extremely low; low- moderate; large families; families with children; elderly; Public Housing resident; chronic homelessness; individuals; veterans; mentally Ill; persons with mental disabilities; persons with physical disabilities; persons with development disabilities.
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals program administration
ITEM 17.1.
ATTACHMENT 2
Description Acquire and rehabilitate existing low-cost units, affordable units at risk of losing affordability, and public housing units at risk of conversion to market rate.
Basis for Relative
Priority
Based on our outreach, there is a clear need for safe and decent affordable housing, particularly for extremely low-income families, seniors, and individuals who are at risk of or currently experiencing homelessness.
3 Priority Need
Name
Homeless shelter/Housing
Priority Level High
Population Extremely low; low; large families; families with children; elderly; chronic homelessness; individuals; mentally ill; chronic substance abuse; veterans; victims of domestic violence; unaccompanied youth.
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals Homeless housing
Program administration
Description Transitional or emergency housing for homeless persons, families, and veterans.
Basis for Relative
Priority
While recent data shows a decrease in homelessness throughout the Sacramento area, there remains a significant need for homeless housing, including emergency shelters, transitional housing, and permanent supportive housing with programs to help reintegrate individuals and families. In Rancho Cordova, homelessness continues to be a visible and pressing priority despite the overall decrease. 4 Priority Need
Name
Homeless prevention
Priority Level High
Population Extremely low; low; large families; families with children; elderly; frail elderly; individuals; mentally ill; veterans; victims of domestic violence; persons with mental disabilities; persons with physical disabilities; persons with developmental disabilities.
ITEM 17.1.
ATTACHMENT 2
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals Homelessness prevention; housing preservation program; program administration
Description Housing placement, counseling, and landlord-tenant mediation intended to help households currently housed stay in their housing whenever possible, and to identify and place households at risk on imminent homelessness into suitable housing units when necessary.
Basis for Relative
Priority
Ensuring that households who are currently housed remain housed whenever possible helps to keep families stable and can prevent a chain reaction of employment and educational disruption. Helping households at risk of imminent homelessness to find new housing before they are on the street can ensure that they do not end up with housing gaps that make finding new housing more difficult, and that can severely disrupt families as well as employment and education stability.
5 Priority Need
Name
Child and youth services and programming
Priority Level High
Population Extremely low; low; moderate; large families; families with children; individuals; unaccompanied youth; non-housing community development.
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals Child and youth services; program administration Description After-school programming for youth, mentoring for at risk youth, affordable childcare; childcare support business.
Basis for Relative
Priority
Throughout the public participation meeting and community surveys, the need for after-school programs, youth services, and programs to help at risk youth was identified as top priority with the public. For children, in particular, residents stated that affordable childcare, after- school programs, and parenting support are also needed.
ITEM 17.1.
ATTACHMENT 2
6 Priority Need
Name
Senior and disability services
Priority Level High
Population Extremely low; low; elderly; individuals; veterans; frail elderly; persons with mental disabilities; persons with physical disabilities; persons with developmental disabilities.
Geographic Areas
Affected
CDBG Target area
R/ECAP Census Tract 89.11
Associated Goals Program Administration; senior and disability services Description Meals and nutrition services, in-home care services, caregiver respite services, and transportation assistance.
Basis for Relative
Priority
Senior and disability services were identified as a priority in both the community needs survey and the public participation meetings.
Seniors and disabled population are generally on fixed income and have little disposable funds to deal with emergencies or unforeseen problems, particularly involving housing and transportation. Resources that can help these populations stretch incomes and improve their quality of life are priorities for Rancho Cordova community.
7. Priority Need
Name
Public facilities
Priority Level High
Population Extremely low; low; moderate; large families; families with children; elderly; public housing residents; non-housing community development.
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals Program administration; public facilities Description Senior center, library, neighborhood centers, all located near the neighborhoods where needs are highest.
Basis for Relative
Priority
The Rancho Cordova Senior Center is located at the southwestern edge of the City and is difficult for the bulk of Rancho Cordova seniors, ITEM 17.1.
ATTACHMENT 2
who live in the northern sections of the City, to access. The Rancho Cordova Library is in adjacent unincorporated Sacramento County and is not geographically accessible to households with transportation challenges.
8 Priority Need
Name
Public infrastructure improvements
Priority Level High
Population Extremely low; low; moderate; large families; families with children; elderly; public housing residents; non-housing community development
Geographic Areas
Affected
CDBG Target Area
R/ECAP Census Tract 89.11
Associated Goals Program administration; public infrastructure Description Streetlight installation and ADA improvements to public right-of way.
Basis for Relative
Priority
Many of the older residential neighborhoods do not have streetlights and can be hazardous at night. Residents feel the lack of lights allows for vandalism and petty crime that could otherwise be deterred. Many of the sidewalks and public rights-of-way in the City are aged and do not meet current ADA standards. The City has a significant need for general infrastructure improvements.
ITEM 17.1.
ATTACHMENT 2
SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) Introduction
The City of Rancho Cordova has successfully identified and applied for alternative funding sources to support affordable housing development. These sources include tax credits, infrastructure and infill grants, sustainable community grants, veterans housing grants, and CalHome funding for the single- family owner-occupied housing rehabilitation program currently being completed by the city.
Additionally, the City has sought other state and California housing funds when appropriate. For instance, the City applied for and received $960,000 in Prohousing Incentive Program (PIP) from the state. The City has also applied for the second round of PIP funding.
The City is strategically utilizing Permanent Local Housing Allocation (PLHA) funds to address the critical need for affordable housing within the community. To date, the City has allocated $1.2 million in PLHA funds to support various affordable housing projects now and the future. Funds are currently being used for the predevelopment stages of two projects. The Crossing at Woodberry and Mather Veterans Village Phase IV and future Mills Crossing affordable housing units. Predevelopment is crucial for affordable housing projects because it allows for feasibility studies, detailed design and planning, securing approvals, and attracting additional financing.
The CalHome Program, funded by the California Department of Housing and Community Development, is administered by the City. It provides grants to local public agencies to assist low and very low-income households. Rancho Cordova received approximately $300,000 from the CalHome Program to enhance housing affordability and improve living conditions for eligible residents. The program’s emphasis on homeownership and housing rehabilitation is a key component of the city’s broader strategy to foster a stable and inclusive community. Funds are distributed to qualifying residents as loans, which are repaid over time. Once these loans are fully repaid, the funds are recycled to assist new residents, creating a sustainable cycle of support that continues to benefit the community every few years.
Despite effectively leveraging federal CDBG dollars, the City has decided not to commingle funding sources. Instead, it has allocated new CDBG funds to programs and projects that align best with federal regulations. The City determined that using CDBG funding for projects without other federal obligations would incur more costs than benefits.
ITEM 17.1.
ATTACHMENT 2
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
Improvements
Public
Services
$600,000 $0 $45,000 $645,000 $2,400,00 For the 2025
program year,
the City
received
$600,000 in
CDBG funds
and had
approximately
$45,000 in
prior year
resources. The
City receives
approximately
$600,000 in
CDBG funds
each year,
meaning that
an estimated
$2,400,000
will be
received for
the remainder
of the
Consolidated
Plan cycle.
The City does
not currently
receive any
program
income. Prior
year resources
from planning
and
administration
activities and
public services
projects are
left over from
prior years
will be
allocated to
2025 program
year. All
capital
improvement
prior year
ITEM 17.1.
ATTACHMENT 2
Table 14 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Federal funds come with additional regulation, labor compliance standards, and administration that can add a significantly increase the cost of a new affordable housing project or a rehabilitation project.
Unless the available funding can sufficiently cover these additional costs, including CDBG or HOME funds can actually strain a project’s budget. For new construction and large-scale rehabilitation, the City prefers to seek funding that does not significantly raise the building cost, unless federal funds provide a clear financial benefit. The City’s CDBG allocation often does not add enough value to offset the increased costs for most affordable housing projects. Consequently, the City focuses CDBG funding on projects already subject to federal reporting requirements or on projects that lack viable funding source and the project can be completed solely with CDBG funding. The City’s CDBG program does not have any matching requirements.
For public service projects funded with CDBG funds, the City aims to maximize resources by combining private and non-federal funds with federal resources. The City requires that CDBG subrecipients demonstrate sufficient non-CDBG funding to ensure the best outcome for the community and the low- and very low-income residents they serve. These funding sources include tax credits, infrastructure infill grants, sustainable community grants, veterans housing grants, and CalHome funding for the single- family owner-occupied housing rehabilitation program. The City also pursues other state of California housing funds whenever appropriate.
If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified in the plan
The City utilizes publicly owned land and property to support CDBG-funded administrative, planning, and project activities. City Hall equipment is also employed for the daily management and administration of the CDBG program.
resources are
committed to
existing
capital
projects and
programs and
are
anticipated to
be expended
in 2025.
ITEM 17.1.
ATTACHMENT 2
The Folsom Cordova Community Partnership conducts youth mentorship classes on public school district property. Additionally, Meals on Wheels Senior Nutrition program uses the uses its own vehicle to deliver meals to seniors at home. Recently, the City opened Youth Center in collaboration with the Rancho Cordova PD PALS program, which shares its facilities with the Boys and Girls program part-time.
Looking ahead, the City plans to develop affordable housing on city-owned property.
Discussion
CDBG funds will be allocated to support various programs and projects needing additional funding. Due to the limited CDBG allocation, the City intends to partner and use alternative funds to undertake more expensive housing improvement and protection.
ITEM 17.1.
ATTACHMENT 2
SP-40 Institutional Delivery Structure - 91.415, 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Rancho Cordova Government Non-homeless special
needs
Planning
neighborhood
improvements
public facilities
Jurisdiction
Table 15 - Institutional Delivery Structure
Assessment of Strengths and Gaps in the Institutional Delivery System The institutional delivery system has a few strengths and gaps. One key strength is the strong relationship between City staff and service providers. Frequent communication helps staff identify opportunities for leveraging or partnership to improve and expand services. Additionally, the City has been flexible in providing discretionary funding from non-CDBG sources to support nonprofits with CDBG-related needs that aren’t CDBG eligible.
A significant gap in the system is the presence of multiple other governmental agencies that complete projects and provide services, often without effective communication between agencies, the City or the nonprofit service providers. Sacramento County provides numerous health and human assistance services and funds some nonprofits for additional services. However, these resources are hard to locate, and limited funding and staff capacity means available assistance is minimal. Similarly, the City worked in collaboration with the Cordova Recreation and Park District to improve recreational opportunities through the revitalization of the Community Pool at Hagan Park. This partnership provided a safe, accessible, and enjoyable space for residents of all ages to gather, swim, and participate in aquatic activities. Through their joint efforts, the City and the Cordova Recreation and Park District strengthened community bonds and promoted healthy, active lifestyles for all.
Consultations for this plan highlighted a lack of communication among service providers between the City and these service providers. The City aims to have a variety of service providers that complement each other’s services and refer recipients to additional resources. As the City enters this new Consolidated Plan cycle, it will continue to prioritize strengthening relationships with local entities and service providers and improve communication lines to offer the most beneficial resources to priority populations in the community.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
ITEM 17.1.
ATTACHMENT 2
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X X
Mortgage Assistance X X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and Employment
Training
X X
Healthcare X X
HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Other
Table 16 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Two primary groups provide services for homeless individuals in the Rancho Cordova community. The first group focuses on veterans. The Sacramento Veterans Administration Medical Center provides healthcare, mental health services, transportation, and other support services to veterans, including those who are homeless. The Mather Veterans Village aims to enhance service capacity for homeless veterans, particularly those dealing with addictions, chronic homelessness, and mental illnesses.
The second group includes multiple service organizations and the City’s Homeless Outreach Team. The Rancho Cordova Homeless Assistance Resource Team (HART), assists homeless individuals and families in the City. HART, primarily faith-based community organizers, provide winter shelter, collect donation, distributes food to homeless, and involved with the Cit’s transitional house and HOT Team.
ITEM 17.1.
ATTACHMENT 2
The Volunteers of America (VOA) operates the Adolpho Transitional Housing Program for former foster youth who have exited the foster system. This facility is adjacent to the Mather Community Campus. All of the VOA programs are accessed through the County's Department of Human Assistance and are not directly accessible to homeless individuals in Rancho Cordova.
The City’s Homeless Outreach Team (HOT) employs a unique strategy to engage and assist individuals and families. HOT builds relationships with homeless, offers services, education and resources in partnership with local organizations to help them achieve self-sufficiency. HOT comprises two officers, two Homeless Outreach Navigators that provide case management, and a code enforcement officer, as well as three contract members who retrieve shopping carts and clean encampments seven days a week.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
Rancho Cordova HART has been expanding its presence and has improved its capacity to serves homeless persons in the City. Team members frequently communicate and coordinate with the City and receive support from both staff and the community. HART’s goals include addressing homelessness in the immediate community, and its growing presence strengthens efforts to meet the needs of the homeless.
However, gaps in homeless assistance remain. Most services funded by ESG, the Continuum of Care, and other sources are concentrated in the City of Sacramento or unincorporated areas of Sacramento County. Currently, no ESG or the Continuum of Care services are directly available to homeless individuals in Rancho Cordova. As a result, homeless individuals must travel to access these services, which poses a significant barrier for many.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City is collaborating with HART, the County of Sacramento, the Continuum of Care, and Connect 211 to identify options for expanding homeless services to Rancho Cordova. The City contracts with City Net to manage a transitional housing facility within Rancho Cordova, which currently provides case management. Additionally, the City will continue to explore opportunities to bring more homelessness services, including additional permanent supportive housing and other assistance programs.
Additionally, the City plans to work with the Cordova Recreation and Parks District on identifying grants and collaboratively selecting projects as applicable.
The HOT team also plays a significant role in connecting homeless individuals with necessary services both in the City and the County. They establish strong relationships with much of the homeless ITEM 17.1.
ATTACHMENT 2
population in the City and continue to be a valuable resource for helping individuals access employment, education, mental health services, and other essential services to help them get off the streets.
SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
ITEM 17.1.
ATTACHMENT 2
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Homelessness
prevention
2025 2029 Affordable
Housing
Homeless
Hon-Homeless
Special Needs
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Homelessness
prevention
CDBG:
$150,000
Public service activities
other than
low/moderate income
housing benefit: 2100
2 Senior and disability
services
2025 2029 Non-homeless
Special needs
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Senior and
disability
services
CDBG:
$200,000
Public service activities
other than
low/moderate income
housing benefit: 930
3 Child and youth
services
2025 2029 Non-homeless
Special needs
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Child and youth
services and
programming
CDBG:
$200,000
Public service activities
other than
low/moderate income
housing benefit: 1000
4 Public Facilities 2025 2029 Non-housing
Community
development
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Public facilities CDBG:
$300,000
Public facility or
infrastructure activities
other than
low/moderate income
housing benefit: 1000
5 Public infrastructure 2025 2029 Non-housing
Community
development
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Public
infrastructure
improvements
CDBG:
$500,000
Public facility or
infrastructure activities
other than
low/moderate income
housing benefit: 3000
6 Homeless housing 2025 2029 Homeless CDBG
Target Area
R/ECAP
Census
Tract 89.11
Homeless
shelter/housing
CDBG:
$250,000
Overnight/emergency
shelter/transitional
housing beds added: 6
beds
7 Housing
preservation
program
2025 2029 Affordable
housing
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Homelessness
prevention
CDBG:
$800,000
Homeowner housing
rehabilitated: 75
8 Program
administration
2025 2029 Planning and
administration
CDBG
Target Area
R/ECAP
Census
Tract 89.11
Acquisition &
rehabilitation
affordable
housing
development
Child and youth
services and
programing
Homelessness
Shelter/housing
Homelessness
Prevention
Public facilities
Public
infrastructure
CDBG:
$600,000
Other: 0
ITEM 17.1.
ATTACHMENT 2
Improvements
Senior and
disability
services
ITEM 17.1.
ATTACHMENT 2
Table 17 – Goals Summary
Goal Descriptions
1 Goal Name Homelessness prevention
Goal
Description
Housing counseling, tenant-landlord mediation, housing placement services
2 Goal Name Senior and disability services
Goal
Description
Congregate and home-delivered meals for homebound seniors, and other senior and disability services.
3 Goal Name Child and youth services and programming
Goal
Description
After-school programming, youth mentoring, affordable childcare, childcare business support, and other services to assist at-risk and low-income youth.
4 Goal Name Public Facilities
Goal
Description
Senior center, youth center, neighborhood center, community center
5 Goal Name Public infrastructure
Goal
Description
Streetlights, ADA sidewalk improvement, traffic signals, crossing signals, crosswalks, ADA ramps to public right-of-way and public facilities, sewer/water/utility improvements.
6 Goal Name Homeless housing
Goal
Description
Transitional housing facility, emergency shelter facility, other housing directly available to homeless persons in the city. 7 Goal Name Housing preservation program
Goal
Description
Emergency repairs to address health and safety issues, accessibility improvements, maintenance assistance.
ITEM 17.1.
ATTACHMENT 2
8 Goal Name Program Administration
Goal
Description
City staff will conduct planning and administration of its CDBG funds, including reporting, monitoring, tracking budgets, labor compliance, environmental compliance, community engagement, and subrecipient coordination.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) According to the City’s 2021-2029 Housing Element, Rancho Cordova has several developments providing subsidized housing with a total of 1205 low- and very low-income units. These subsidized units make up approximately 2.47 percent of the total housing stock. All current, planned, and under- construction or pre-construction affordable housing projects will be managed by SHRA and nonprofit developers and will include coordination with the SHRA vouchers and other rental subsidies.
ITEM 17.1.
ATTACHMENT 2
SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards All of the City's owner-occupied housing rehabilitation and emergency repair programs will continue to address lead-based paint hazards, including lead paint stabilization and removal when necessary. Any multi-family housing or public facility renovated with City funds will need to be tested for lead-based paint and have any paint hazards abated according to code. The City also posts information on the website and at City Hall that provides resources to contractors and developers who will be working on projects that may lead to lead poisoning from lead-based paint or other lead-based building components. The information can be found
here: https://www.cityofranchocordova.org/home/showdocument?id=8663 How are the actions listed above integrated into housing policies and procedures? All housing rehabilitation and emergency repair programs include an assessment for the presence of lead-based paint. continue to address lead-based paint hazards, including stabilization and removal when necessary. Homeowners and occupants receive information and education about lead-based paint, regardless of when their home was built. Homes constructed before 1978 undergo testing for lead-based paint on any exposed surface, especially if paint is chipping or if wood or plaster is exposed.
These tests are conducted by hazardous material experts, and stabilizing and sealing the painted surface becomes a priority for the rehabilitation or repair process.
ITEM 17.1.
ATTACHMENT 2
SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The City's anti-poverty strategy relies heavily on regional cooperation, involving support from SHRA and Sacramento County, nonprofit service providers, and partner agencies. Recognizing that housing is often the largest expense for impoverished families, the City will continue to explore ways to build and rehabilitate affordable housing. The Folsom Cordova Community Partnership is collaborating with the Sacramento Employment Training Agency to develop job training programs for low-income and single- parent families, focusing on skills currently in high demand locally. The Los Rios Community College District opened a satellite campus in central Rancho Cordova and offering education and job training courses.
The City actively seeks partnerships to leverage programs and service, enhancing capacity and available resources. However, breaking the cycle of poverty remains challenging, and the City requires support from the SHRA, Sacramento Steps Forward, and Sacramento County, which manages most of social services funding, to effectively combat poverty in the region.
How are the Jurisdiction’s poverty reducing goals, programs, and policies coordinated with this affordable housing plan
Housing cost burden and severe housing cost burden were identified as the most common housing problems facing impoverished households in the City. Creating and rehabilitating affordable housing with regulatory agreements and rents affordable to households earning less than 50 percent of AMI is essential in addressing poverty. In partnership with Mercy Housing, the City has completed the first three phases of the Mather Veterans Village project, which offers 100 units affordable to very low-and extremely low-income veterans and their families.
Additionally, the City is collaborating with developers on a new project that will provide 27units for households earning less than 80% of the area median income, with several units designated for very low-and extremely low-income households.
ITEM 17.1.
ATTACHMENT 2
SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
City staff have informed all subrecipient staff of their responsibilities for each activity before the start of the program year. All subrecipients have been made aware of the requirement to collect and record information on income, household composition, and race and ethnicity. Subrecipients reviewed and signed agreements detailing the terms in accordance with applicable federal and state law. At the beginning of the year, the City also offers a group technical assistance training session to cover subrecipient agreement policies, data collection, and financial management. Staff also provides ongoing technical assistance to subrecipients throughout the year as needed.
Quarterly, City staff review the progress of the subrecipients towards performance targets through desk monitoring. Subrecipients are required to report the demographics of their service population with each billing, along with supporting documents such as general ledger and program accounting records. Each subrecipient agreement includes provisions for reducing or suspending payments if targets are not met (without valid reason) or past performance issues have not been resolved. The City emphasizes the importance of subrecipients collecting and accurately reporting complete information about the persons and households they serve.
In the 2022 program years, the city conducted an onsite monitoring of Meals on Wheels in collaboration with other local grantors and monitored the City’s Public Works Department ADA sidewalk improvement project. Additionally, the City conducted desk monitoring of CDBG funds throughout the 2023 program year and plans to continue this monitoring. The CDBG program has successfully met expenditure deadlines in past years and will continue to do so throughout the consolidated plan cycle. The city currently operates on a quarterly and semi-annual reporting schedule.
ITEM 17.1.
ATTACHMENT 2
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The City of Rancho Cordova has effectively sought out and secured alternative funding sources to support housing development needs. These sources have included tax credits, infrastructure infill grants, sustainable community grants, veterans housing grants, and CalHome funding for single-family owner-occupied housing rehabilitation program currently being completed. The City has also pursued other state of California housing funds when appropriate.
The City receives approximately $300,000 in HOME funds annually through the Sacramento Housing and Redevelopment Agency (SHRA), which serves as the lead agency. Details on the use of HOME funds are not included in the City’s Annual Action Plan (AAP) because these funds are managed and programmed by SHRA as part of the regional Consolidated Plan. SHRA oversees the allocation and administration of HOME funds, ensuring their strategic deployment for affordable housing development and other eligible activities. Consequently, the distribution and utilization specifics for HOME funds are outlined in SHRA’s planning documents rather than the City’s AAP. The City does not currently receive ESG or other HUD funds directly from the federal government or the State of California.
While it may appear that the City has been successful at leveraging federal CDBG dollars, it has made efforts to avoid commingling funding sources. Instead, the City uses CDBG funds for projects that are most beneficial and compatible with federal regulations and seeks other funding ITEM 17.1.
ATTACHMENT 2
for projects where federal obligations would increase costs more than benefits.
Anticipated Resources
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
Admin and
Planning Housing
Preservation
Public
Improvement
Public Services
$600,000 $0 $45,000 $645,000 $2,400,000 For the 2025 program year, the city received
$600,000 in CDBG
funds. The City receives
approximately
$600,000 in CDBG
funds each year,
meaning that an
estimated $2,400,000
will be received for the
remainder of the
Consolidated Plan
cycle. The City does not
currently receive any
program income. All
prior year resources
will be reallocated in
the 2025 program year.
Table 18 - Expected Resources – Priority Table
ITEM 17.1.
ATTACHMENT 2
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Federal funds impose additional regulations, labor compliance standards, and administrative requirements that can significantly increase the cost of new affordable housing projects or rehabilitation efforts. Unless these valuable funds can sufficiently offset these additional costs, including CDBG and HOME as funding sources can be more costly for the project's budget. For new construction and large-scale affordable housing rehab projects, the City prefers to seek funding that does not greatly increase the cost burden unless there are enough federal funds to make it worthwhile.
The City's CDBG allocation generally does not provide enough value to justify the increased costs for most affordable housing development efforts. Therefore, the City focuses CDBG funds on projects that already have federal reporting requirements or on projects without other viable funding sources, which can be completed using only CDBG funds. The City's CDBG program does not have any matching requirements.
ITEM 17.1.
ATTACHMENT 2
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City utilizes publicly owned land and property to support CDBG-funded administrative planning and project activities. It also uses City vehicles for CDBG-funded code enforcement and rental housing inspections, transporting officers to various sites. Additionally, City Hall equipment is employed for the daily administration and planning of the CDBG program.
The Folsom-Cordova Community Partnership uses public school district property for youth mentor initiative classes, while the Meals on Wheels Senior Nutrition Program uses a Senior Center, owned by the Cordova Recreation and Parks District, to provide hot meals to seniors. In the future, the City plans to use City-owned property for affordable housing development.
Discussion
Given the limited CDBG allocation, the City aims to use these funds to support programs and projects that can benefit most from additional funding, while completing more expensive housing improvements and production through partnerships and alternative funding sources.
ITEM 17.1.
ATTACHMENT 2
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
ITEM 17.1.
ATTACHMENT 2
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Homelessness prevention 2025 2026 Affordable
housing
Homeless
Non-homeless
Special needs
CDBG
Target Area
Homelessness
Prevention
CDBG: $14,000 Public services activities for
low/moderate income
housing benefit:
Renters Helpline: 445
individuals
Project Sentinel: 25
individuals
2 Senior and disability
services
2025 2026 Non-homeless
Special needs
CDBG
Target Area
Senior and
disability
services
CDBG: $45,000 Public services activities
other than low/moderate
income housing benefit:
Meals on Wheels will benefit:
186 individuals
3 Child and youth services 2025 2026 Non-homeless
special needs
CDBG
Target Area
Child and
youth services
and
programming
CDBG: $31,000 Public services other than
low/mod income housing
benefit: 25 persons
5 Public Infrastructure 2025 2026 Non-housing
Community
development
CDBG
Target Area
Public
infrastructure
improvements
CDBG: $100,000 Public facility or
infrastructure activities other
than low/moderate income
housing benefit: 1000
persons assisted
7 Housing preservation
program
2025 2026 Affordable
housing
CDBG
Target Area
Acquisition
and
rehabilitation
CDBG: $290,000
Prior Rollover:
$45,000
Homeowner Housing
Rehabilitated:
Rebuilding Together
Sacramento will repair:
12 – 15 housing units
ITEM 17.1.
ATTACHMENT 2
8 Program administration 2025 2026 Planning and
administration
CDBG
Target Area
Acquisition
and
rehabilitation
Affordable
housing
Development
Child and
Youth
Services and
programming
Homelessness
Prevention
Public
Infrastructure
Improvements
Senior and
Disability
services
CDBG: $120,000 Other:
Table 19 – Goals Summary
Goal Descriptions
ITEM 17.1.
ATTACHMENT 2
1 Goal Name Homelessness prevention
Goal Description Public service activities for low/moderate income housing benefit: Connect 211 Renters Helpline/Housing Counseling: 445 individuals
Fair Housing Services: 25 individuals
2 Goal Name Senior and disability services
Goal Description Public service activities other than low/moderate income housing benefit: Meal on Wheels 186 individuals by providing food to seniors
3 Goal Name Child and youth services
Goal Description Public services activities other than low/moderate income Housing benefit: FCCP will benefit 25 individuals through youth mentoring services.
5 Goal Name Public infrastructure
Goal Description Public facility or infrastructure activities other than low/moderate income housing benefit: Public Works sidewalk ADA improvement will benefit approximately 1000 individuals. 7 Goal Name Housing preservation program
Goal Description Homeowner housing rehabilitated: Rebuilding Together Sacramento will repair 12 - 15 housing units with its critical repair program.
8 Goal Name Program Administration
Goal Description General administration for CDBG programs, activities, and projects.
ITEM 17.1.
ATTACHMENT 2
AP-35 Projects - 91.420, 91.220(d)
Introduction
The City expects to receive an estimated allocation of $600,000 from HUD in CDBG funds to the City for the 2025 program year. Each application was scored according to criteria that the City established as part of the Consolidated Plan process. Criteria included the organization’s capacity to successfully complete projects and programs, past project management performance, CDBG funding eligibility, how closely the project matched with the National Objectives laid out by HUD, and how thoroughly the projects addressed the community needs identified in this Consolidated Plan. Please refer to Attachment H for a copy of the application scoring rubric and application questions.
The City plans to continue funding for health and safety improvements to residents’ homes, public infrastructure improvements for ADA accessibility, and to continue funding public services activities with its CDBG funding, as there are relatively few other funding sources available to finance these activities.
Within public services, the City prioritized activities serving seniors and youth, fair housing support, and homelessness prevention efforts in the community.
Funding amounts in the table below are based on scoring criteria from the submitted program applications. These amounts are the estimated funding amounts for the 2025 program year.
Specified entitlement CDBG funding amounts and unspent funds for the 2025 program year in table AP- 38 below will be approved by City Council at the October 21, 2024, meeting.
# Project Name
1 Planning and administration
2 Public infrastructure
3 Public Services
4 Housing Preservation program
Table 20 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.
Priorities are allocated first by need, second by the availability of sufficient resources to support a successful program or project, and third by the availability of local service providers to respond to the needs. The primary obstacle to addressing underserved needs is a shortage of resources, primarily funding.
ITEM 17.1.
ATTACHMENT 2
AP-38 Project Summary
Project Summary Information
ITEM 17.1.
ATTACHMENT 2
1 Project Name Planning and administration
Target Area CDBG Target Area
Goals Supported Homelessness prevention; Senior and disability services; Child and youth services; public infrastructure; housing preservation program; program administration.
Needs Addressed Affordable housing development; acquisition and rehabilitation; homelessness prevention; child and youth services and programming; senior and disability services; public infrastructure improvements.
Funding CDBG: $120,000
Description Geneal administration of the CDBG program, including all planning and reporting activities. Some fair housing services will also be provided.
Target Date 12/31/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
Provide general administration of the CDBG program, including all planning, CAPER, and reporting activities.
Planning and administration – CDBG: $111,558 General CDBG Fair Housing Services – CDBG: $8,442– Provide fair housing services to residents by responding to inquiries of illegal housing discrimination and investigating discrimination complaints.
Location description
ITEM 17.1.
ATTACHMENT 2
Planned activities Provide general administration of the CDBG programs, including all planning and reporting activities. Completed 2024 CAPER; monitor all programs and projects.
Planning and administration – CDBG: $ 111,558 – general CDBG program administration and planning.
Fair housing services – CDBG: $ 8,442 – provide fair housing services to residents by responding to inquiries of illegal housing discrimination and investigating discrimination complaints. 2 Project Name Public infrastructure
Target Area CDBG Target Area
Goals Supported Hon-Housing Community Development
Needs Addressed Public infrastructure improvements
Funding CDBG $100,000
Description ADA Sidewalk improvements completed by the City’s Public Works Department.
Target Date 12/31/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
Approximately 1,000 individuals will benefit from the improved ADA access in the City.
Location Description CDBG Target Area
ITEM 17.1.
ATTACHMENT 2
Planned Activities ADA sidewalk repair program – CDBG: $100,000 - Remove and replace damaged curbs, gutters, and sidewalk, and replace sidewalk ramps to meet current ADAD standards throughout the City. 3 Project Name Public Services
Target Area CDBG Target Area
Goals Supported Homelessness prevention; senior and disability services; child and youth services Needs Addressed Homelessness prevention; child and youth services and programming; senior and disability services
Funding CDBG: $90,000
Description Public services for youth, seniors, and persons and households at risk of homelessness.
Target Date 12/31/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
CDBG: Approximately 211 low-income persons will benefit from youth and senior targeted public services and 445 will benefit from homeless prevention public services from Connect 211.
Location Description Citywide
ITEM 17.1.
ATTACHMENT 2
Planned Activities FCCP CDBG: $ 31,000 – Youth Rise program to provide health and wellness mentorship and education to middle and high school students. Participants will be involved with an empowerment-based grogram and receive mentorship.
Meals on Wheels CDBG: $45,000 – Senior Nutrition services will provide wholesome meal delivery to seniors which enable participants to maintain their independence in their own homes.
Connect 211 CDBG: $ 14,000 – provide housing counseling and support services to residents who are at risk of homelessness, or homeless, to aid them securing stable housing. 4 Project Name Housing preservation program
Target Area CDBG Target Area; R/ECAP Census Tract 89.11 Goals Supported Housing Preservation
Needs Addressed Acquistion and rehabilitation
Funding CDBG: $290,000, Prior Year Rollover: $45,000
Description Rehabilitation of low-income owner-occupied housing to prolong housing habitability.
Target Date 12/31/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
Approximately 12 – 15 housing units will receive roof and critical systems repair assistance from Rebuilding Together Sacramento.
Location Description Roof repairs will be provided to low-income homeowners.
ITEM 17.1.
ATTACHMENT 2
Planned Activities Rebuilding Together Sacramento – CDBG: $290,000, Prior Year Rollover: $45,000 – Roof and critical repairs to low-mod income households, particularly elderly, disabled, or families with children.
ITEM 17.1.
ATTACHMENT 2
AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The geographic area of the entitlement encompasses a wide range of locations, primarily focusing on low- and moderate-income areas. As illustrated in the attached CDBG target area map (4 J), the target area is dispersed throughout the City, facilitating the distribution of eligible activities. The specific location of each activity depends on its type. Some of the City's 2025 activities such as the Meals on Wheels and renter’s helpline programs, serve populations citywide, while other projects and programs specifically target CDBG areas.
Geographic Distribution
Target Area Percentage of Funds
CDBG Target Area 90%
R/ECAP Census Tract 89.11 0%
Citywide 10%
Rationale for the priorities for allocating investments geographically Activity is prioritized in the CDBG target area: For instance, the ADA Sidewalk Improvement Project occupies within the city's designated CDBG target an and uses geographic boundaries to determine eligibility for infrastructure repair and track a number of units.
Discussion
The City of Rancho Cordova is committed to making all program activities accessible to eligible low- and moderate-income residents, irrespective of gender, race, national origin, age, source of income, marital status, religious belief, or disability. Consequently, all public service programs, including senior services, youth services, and housing counseling, are available citywide. Additionally, substantial funding will be directed to low- and moderate-income areas for capital projects and programs as needed. Since much of the city falls within the CDBG target area, providing capital infrastructure improvements and housing preservation services in these areas ensure that a significant portion of the City benefits from these enhancements. Similar services are also offered to neighborhoods outside the target area, funded through other sources.
ITEM 17.1.
ATTACHMENT 2
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The Community Development Department will manage and implement the Monitoring and Consolidation Plan documents, including the Annual Action Plan. The City will oversee activities funded by CDBG funds. Staff members will collaborate with various city departments, such as Public Works, and partner districts, such as the Cordova Recreation and Parks District, to develop and coordinate program administration.
Designated staff will also work closely with CDBG-funded services and programs not directly carried out by the City. Despite the constraints and the need to target income residents, the primary obstacle remains a lack of available resources to serve within the boundaries.
Actions planned to address obstacles to meeting underserved needs The City will continue its work with neighboring jurisdictions, to address the regional issues that affect the needs of target-income persons as well as special needs population.
The City also plans to use CDBG funds to support services for low and moderate-income residents in Rancho Cordova. Additionally, the City will encourage local service providers to offer services within the community. In the 2025 program year, several organizations, including 2-1-1 Connect, Meals on Wheels, and Folsom Cordova Community Partnership, will provide services in Rancho Cordova.
Actions planned to foster and maintain affordable housing The City of Rancho Cordova provides subsidized housing, with a total of 1,205 low- and very low-income units. Subsidized units account for approximately 2.47 percent of the total housing stock. The City does not have its own local housing authority; instead, public housing and housing voucher programs are managed by SHRA. The remaining affordable housing units are operated by various non-profits, with VOA running the Mather Community Campus Transitional Housing Program, and Mercy Housing managing 100 units at Mather Veteran Village, a permanent supportive housing project.
The City has taken numerous actions to reduce barriers and constraints to affordable housing and housing for special needs populations. These actions include securing funds for affordable housing development, offering fee reductions, regulatory incentives, density bonuses, and operating home rehabilitation and repair programs, among other initiatives. Detailed information on these measures can be found in the City's 2021-2029 Housing Element, which include a comprehensive analysis of governmental regulatory barriers to affordable housing. The City has been actively pursuing affordable housing development opportunities and has worked to mitigate regulatory barriers as effectively as possible.
The City has provided services and worked to offer housing opportunities to underserved groups, including homeless individuals and veterans with disabilities. The City remains actively involved in ITEM 17.1.
ATTACHMENT 2
county efforts and the Sacramento Veterans Administration Medical Center to develop a continuum of housing opportunities for disabled veterans.
Actions planned to reduce lead-based paint hazards
The City adheres to the Residential Lead Based Paint Hazard Reduction Act of 1992, as outlined in 24 CFR 35 subpart B. Compliance encompasses the following strategies:
• Housing Rehabilitation: All housing rehabilitation activities funded under the plan will evaluate lead hazard risk before proceeding, including the proposed emergency repair grant program.
This requirement applies to any work conducted on structures built before January 1, 1978. The work will adhere to the appropriate level of protection specified in 24 CFR 35.100. • For homes constructed before January 1, 1978, a lead hazard risk assessment will be conducted as outlined in 24 CFR 35.110.
• Upon completion of any prescribed lead hazard reduction activities, a clearance examination is mandatory, as described in 24 CFR 35.110.
Actions planned to reduce the number of poverty-level families The City remains committed to funding public services aimed at assisting poverty-level families. The City's anti-poverty strategy focuses on revitalizing existing housing stock in Rancho Cordova to ensure safe and decent living conditions, as well as supporting social service agencies that promote income and housing stability. This strategy also includes providing supportive services for residents with target incomes, such as senior and youth services. For instance, the City continues to support the Renters Helpline and Project Santiel, which offer essential services and resources to homeless families or those at risk of homelessness.
Additionally, the City funds various anti-poverty programs, including the Senior Nutrition program provided by Meals on Wheels. The City also supports the Folsom Cordova Community Partnership’s initiatives, which enhance community involvement and provide intensive one-on-one youth mentoring to improve economic opportunities for low-income youth in Rancho Cordova.
Furthermore, the City utilizes non-federal funds, such as the Community Enhancement and Investment Fund, to support numerous programs and projects, including job training. In the 2023 program year, several programs will receive funding from both CDBG funds and Community Enhancement funds. These programs include Rebuilding Together Sacramento, and the Folsom Cordova Community Professional Pathways and JobEx for Youth programs.
Actions planned to develop institutional structure
The City of Rancho Cordova has established a monitoring system to ensure that activities under the Action Plan are conducted in a timely manner and comply with federal monitoring requirements as ITEM 17.1.
ATTACHMENT 2
outlined in 24 CFR 570.501 and 2 CFR 200, along with all other relevant laws, regulations, policies, and sound management and accounting practices. Detailed objectives of the monitoring plan can be found in the Consolidated Plan.
The management, implementation, and monitoring of the Consolidated Plan documents, including the Action Plan and all related documents for the implementation of the CDBG program, will be overseen by the City’s Community Development Department.
City staff will administer programs and activities funded by CDBG funds, coordinating with individual City divisions such as Public Works and partner districts like the Cordova Recreation and Park District. They will develop procedures and ensure the effective administration of programs managed by these divisions. Designated staff will also work closely with these divisions to ensure coordination and proper execution.
Actions planned to enhance coordination between public and private housing and social service agencies
Staff has continually worked to offer training opportunities and technical support to grant sub- recipients, aiming to establish best practices and integrate them into the program's day-to-day and long- term implementation. Additionally, the City remains committed to coordinating activities with neighboring cities, particularly regarding Fair Housing-related efforts. These coordinated efforts include jointly monitoring common service providers, standardizing reporting requirements to enhance efficiency and consistency, and sharing information from workshops.
During the 2025 program year, the City will implement contracts with local services, organizations, and city departments that aid seniors, youth populations, households at risk of homelessness, public improvements, and housing preservation. These sub-recipients have previously received CDBG funding from the City.
In addition, during the 2023-24 program year, the City collaborated with neighboring jurisdictions including the cities of Citrus Heights and Elk Grove to continue its collective funding for vital services like the Renters Helpline and Project Sentinel. These initiatives play a pivotal role in offering assistance to residents across the Sacramento region.
Additionally, the City and neighboring jurisdictions will collaborate on a Memorandum of Understanding with SHRA, to consolidate these agreements under one, aiming to provide enhanced services and reporting by the collective group.
Discussion
The City will continue collaborating with neighboring jurisdictions, including the County of Sacramento, the City of Sacramento, the City of Citrus Heights, and the City of Elk Grove, as well as agencies like ITEM 17.1.
ATTACHMENT 2
SHRA. Together, they aim to tackle regional issues impacting the needs of lower-income individuals and special needs populations.
The objective of this collaboration is to reduce the burden on any single jurisdiction by sharing resources and efforts. By leveraging Community Development Block Grant (CDBG) funding, these jurisdictions can collectively address regional challenges more effectively. This means that instead of each city or county trying to handle all issues independently, they can pool their CDBG funds and other resources to create a more significant impact and provide better services to residents in need. This shared approach helps ensure that the necessary services are more efficiently delivered across the region, easing the pressure on each individual jurisdiction.
The City plans to engage directly with service providers and agencies such as HUD and the California Department of Housing and Community Development to ensure aligned goals, reduce redundancy, pool resources, and secure additional funding. This collaboration aims to deliver more efficient and effective services, comprehensively address issues like poverty and housing instability, and ultimately improve living conditions for Rancho Cordova residents.
ITEM 17.1.
ATTACHMENT 2
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction
In the 2025 program year, the City anticipates no program income and has no intentions to engage in the Section 108 program. Furthermore, the City does not have any existing Section 108 loans and intends to utilize all of its CDBG funding in the 2025 program year.
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 program income expected to be received before the start of the next program year, which has not yet been reallocated. 0
2. Proceeds from Section 108 loan guarantees designated for addressing priority 0 needs and specific objectives identified in the grantee's strategic plan.
3. Surplus funds from urban renewal settlements. 0
4. Any grant funds returned to the line of credit, not previously included in a prior 0 statement or plan.
5. Income from floated fund activities, constituting total program income. 0
Other CDBG Requirements
1. The amount of urgent need activities
0 ITEM 17.1.
ATTACHMENT 2
Discussion
The City remains committed to maximizing the efficient and effective utilization of CDBG funds, ensuring that the community, especially low- and moderate-income households, reap the benefits.
ITEM 17.1.
ATTACHMENT 2
Appendix - Alternate/Local Data Sources
1 Data Source Name
2025 -2029 Consolidated Plan Community Needs Survey
List the name of the organization or individual who originated the data set.
City of Rancho Cordova Community Development Department.
Provide a brief summary of the data set.
The City released a public survey that was made available online and in a paper version, which was distributed to various public service providers and individuals within Rancho Cordova. The survey was made available in English, Spanish, and Russian and was open for the public for over a month.
What was the purpose for developing this data set?
In preparation of the 2025-2029 Consolidated Plan, the City of Rancho Cordova attended popup events and provided the community needs survey to the public to collect feedback on community needs.
Provide the year (and optionally month, or month and day) for when the data was collected.
This survey was made available to the public from May 2024 – September 2024.
Briefly describe the methodology for the data collection.
The City released a public paper survey that was made available at popup events within Rancho Cordova. The survey was made available in English, Spanish, and Russian and was available for the for three months.
Describe the total population from which the sample was taken.
The survey was made available to all members of the public in the City of Rancho Cordova. City staff targeted organizations that work directly with low-income and minority populations to distribute the survey to their participants.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number of respondents or units surveyed.
A total of 108 surveys were collected. The survey was made available in English, Spanish, and Russian. All surveys were done in English.
2 Data Source Name
American Community Survey
List the name of the organization or individual who originated the data set.
The American Community Survey (ACS) is an ongoing survey that provides vital information on a yearly basis about our nation and its people.
ITEM 17.1.
ATTACHMENT 2
Provide a brief summary of the data set.
Through the ACS, we know more about jobs and occupations, educational attainment, veterans, whether people own or rent their homes, and other topics. Public officials, planners, and entrepreneurs use this information to assess the past and plan the future. When you respond to the ACS, you are doing your part to help your community plan for hospitals and schools, support school lunch programs, improve emergency services, build bridges, and inform businesses looking to add jobs and expand to new markets, and more.
What was the purpose for developing this data set?
Information from the survey generates data that help determine changes in the City's demographic and economic characteristics.
Provide the year (and optionally month, or month and day) for when the data was collected. 2023
Briefly describe the methodology for the data collection.
Survey
Describe the total population from which the sample was taken.
City of Rancho Cordova
Describe the demographics of the respondents or characteristics of the unit of measure, and the number of respondents or units surveyed.
City of Rancho Cordova
3 Data Source Name
Housing Cost Estimates
List the name of the organization or individual who originated the data set. 2023 American Community Survey 1-Year Estimate
Provide a brief summary of the data set.
Housing Cost Estimates
What was the purpose for developing this data set?
Provide housing cost estimate characteristics.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
City of Rancho Cordova
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2023
What is the status of the data set (complete, in progress, or planned)? complete
ITEM 17.1.
ATTACHMENT 2
4 Data Source Name
Educational Attainment
List the name of the organization or individual who originated the data set. 2023 American Community Survey 1-Year Estimate
Provide a brief summary of the data set.
Educational attainment in the City of Rancho Cordova.
What was the purpose for developing this data set?
Provide a brief explanation of educational attainment in the City of Rancho Cordova.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
City of Rancho Cordova
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2023
What is the status of the data set (complete, in progress, or planned)? Complete
5 Data Source Name
2024 Homelessness Point-in-Time Count (PIT)
List the name of the organization or individual who originated the data set.
Sacramento Steps Forward & Continuum of Care
Provide a brief summary of the data set.
Comprehensive county-wide homelessness information
What was the purpose for developing this data set?
Provide a brief explanation of the homelessness trend in the City of Rancho Cordova and county- wide.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
City of Rancho Cordova, and county-wide
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2023
ITEM 17.1.
ATTACHMENT 2
What is the status of the data set (complete, in progress, or planned)? Complete
ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
1. Please rank the three most critical community development needs in Rancho Cordova.
___Accessibility upgrades for public buildings and community amenities. ___Enhanced senior center facilities in my area.
___Improved community centers in my neighborhood.
___Support for non-profits, like finding funding opportunities and capacity building. ___Better public parks in my locality.
___Enhanced childcare facilities in my area.
___ Neighborhood improvements like sidewalks and streetlights. ___Other (please specify) _______________________________________________
2. Please rank the three most critical public service needs in Rancho Cordova. ___Access to internet
___Access to laptops or computers
___Affordable childcare
___Homeless services
___Transportation services
___Home repair assistance
___Adult Educational/Workforce Development Services
___Food security services.
___Mental health services
___Senior services
___Disability services
___Supportive services for vulnerable populations
___Child and Youth services
___Other (please specify) _____________________________________________________ Attachment A
ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
3. Do you face any of these challenges in your housing situation or neighborhood? (Select all that apply)
___Poor condition of homes in my neighborhood.
___Excessive traffic or street noise.
___High crime rate in my area.
___Difficulty accessing public transit safely and conveniently. ___Subpar sidewalks, streetlights, drainage, or neighborhood infrastructure. ___Other (please specify_______________________________________________
4. Please rank the three most critical housing needs in Rancho Cordova. ___Affordable rental housing options.
___Combating housing discrimination and promoting fair housing. ___Affordable housing for individuals with disabilities. ___Accessible housing for persons with disabilities
___
Housing repair and rehabilitation for low to moderate-income individuals with those with disabilities.
___Emergency shelters or homeless.
___Other (please specify) ______________________________________________
5. Of which racial, ethnic, or cultural group do you consider yourself a member? (Select all that apply)
American Indian/ Native American
East Asian
Asian Indian
Asian Pacific
Black American
Middle Eastern
Hispanic/Latino
Other (please specify) ____________________
Multi-racial
Native Hawaiian/Pacific Islander
White/Caucasian/Anglo American
Completed Surveys can be mailed
to:
City of Rancho Cordova
Attn: Housing Division
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Attachment A
ITEM 17.1.
ATTACHMENT 2
Attachment B
Summary of Stakeholders Interview
The Rancho Cordova Stakeholder Engagement Report highlights significant challenges and opportunities within the city, particularly in housing, economic development, and community needs. Key findings from stakeholder interviews and community surveys reveal a high demand for affordable housing options, workforce development, and support for vulnerable populations such as veterans, seniors, and immigrants.
Key Points:
• Housing Needs:
o High competition for limited housing units disadvantages lower-income residents, immigrants, and those with limited credit or job history. Rent for a two-bedroom apartment averages around $1,600, with few units available, pushing many to seek alternative living arrangements such as couch surfing or doubling up with other families.
o The report emphasizes a strong need for credit recovery and financial counseling services as part of a broader approach to achieving housing stability and self- sufficiency.
• Community and Economic Development Needs:
o There is a significant gap in digital literacy, particularly among middle-aged to older residents, which limits their ability to access workforce development opportunities and other critical resources. Workforce programs often assume basic computer skills that many in this demographic lack. o Stakeholders noted the need for increased coordination among nonprofit organizations to maximize resources and improve service delivery, particularly in areas such as housing assistance, food access, and legal support.
Additional Insights:
• Rancho Cordova's large immigrant population, especially from African countries, faces barriers in navigating business processes and language challenges. This impacts their ability to start small businesses, a key avenue for economic independence. • The city has been active in addressing homelessness, particularly among veterans and individuals with disabilities. However, there remains a critical need for more permanent supportive housing solutions and better coordination of services across agencies.
ITEM 17.1.
ATTACHMENT 2
Organizations Interviewed and Participated:
• Community Link Capitol Region, 2-1-1, Renter’s Helpline • Folsom Cordova Community Partnership
• Habitat for Humanity
• Legal Services of Northern California
• Meals on Wheels
• Mutual Housing
• Project Sentinel
• Rebuilding Together
• SacRT (Sacramento Regional Transit)
• Sacramento Steps Forward
• Sacramento County Department of Homeless and Housing
• Sacramento County Health and Human Services, Homelessness Engagement and Response Team (HEART)
• United Way of the Capital Region
• Valley Vision
• WEAVE
These organizations provided valuable input that shaped the understanding of the challenges and opportunities within Rancho Cordova, particularly in housing, economic development, and community services.
ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
1. Please rank the three most critical community development needs in Rancho Cordova.
___Accessibility upgrades for public buildings and community amenities. ___Enhanced senior center facilities in my area.
___Improved community centers in my neighborhood.
___Support for non-profits, like finding funding opportunities and capacity building. ___Better public parks in my locality.
___Enhanced childcare facilities in my area.
___ Neighborhood improvements like sidewalks and streetlights. ___Other (please specify) _______________________________________________
2. Please rank the three most critical public service needs in Rancho Cordova. ___Access to internet
___Access to laptops or computers
___Affordable childcare
___Homeless services
___Transportation services
___Home repair assistance
___Adult Educational/Workforce Development Services
___Food security services.
___Mental health services
___Senior services
___Disability services
___Supportive services for vulnerable populations
___Child and Youth services
___Other (please specify) _____________________________________________________ ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
3. Do you face any of these challenges in your housing situation or neighborhood? (Select all that apply)
___Poor condition of homes in my neighborhood.
___Excessive traffic or street noise.
___High crime rate in my area.
___Difficulty accessing public transit safely and conveniently. ___Subpar sidewalks, streetlights, drainage, or neighborhood infrastructure. ___Other (please specify_______________________________________________
4. Please rank the three most critical housing needs in Rancho Cordova. ___Affordable rental housing options.
___Combating housing discrimination and promoting fair housing. ___Affordable housing for individuals with disabilities. ___Accessible housing for persons with disabilities
___Housing repair and rehabilitation for low to moderate-income individuals with those with disabilities.
___Emergency shelters or homeless.
___Other (please specify) ______________________________________________
5. Of which racial, ethnic, or cultural group do you consider yourself a member? (Select all that apply)
American Indian/ Native American
East Asian
Asian Indian
Asian Pacific
Black American
Middle Eastern
Hispanic/Latino
Other (please specify) ____________________
Multi-racial
Native Hawaiian/Pacific Islander
White/Caucasian/Anglo American
Completed Surveys can be mailed
to:
City of Rancho Cordova
Attn: Housing Division
2729 Prospect Park Drive
Rancho Cordova, CA 95670
ITEM 17.1.
ATTACHMENT 2
1. Indique las tres necesidades más críticas del desarrollo comunitario de Rancho Cordova.
___Mejorar la accesibilidad a edificios públicos y servicios comunitarios. ___Mejorar las instalaciones de los centros de mayores de mi área. ___Mejorar los centros comunitarios de mi vecindario.
___Apoyo a las organizaciones sin ánimo de lucro, como buscar oportunidades de financiación y fomentar el empoderamiento.
___Mejores parques públicos en mi localidad.
___Mejores servicios de guarderías en mi área.
___Mejoras en los vecindarios, como aceras y alumbrado público. ___Otra (especifique) _______________________________________________
2. Indique las tres necesidades más críticas de los servicios públicos de Rancho Cordova.
___Acceso a Internet.
___Acceso a computadoras o laptops.
___Guarderías a precios accesibles.
___Servicios para personas sin hogar.
___Servicios de transporte.
___Apoyos para reparaciones domésticas.
___Servicios educativos y de desarrollo de la fuerza laboral para adultos. ___Servicios de seguridad alimentaria.
___Servicios de salud mental.
___Servicios para personas mayores.
___Servicios para personas con discapacidad.
___Servicios de apoyo para poblaciones vulnerables.
___Servicios para niños y jóvenes.
___Otra (especifique) _____________________________________________________ ITEM 17.1.
ATTACHMENT 2
3. ¿Se enfrenta a alguno de estos problemas en su vivienda o vecindario? (Seleccione todos los que correspondan)
___Mal estado de las viviendas de mi vecindario.
___Tráfico o ruido excesivo en la calle.
___Alto índice de delincuencia en mi área.
___Dificultad para acceder al transporte público de forma segura y cómoda. ___Aceras, alumbrado público, drenaje o infraestructura del vecindario deficientes. ___Otro (especifique) _______________________________________________
4. Indique las tres necesidades más críticas de la vivienda en Rancho Cordova. ___Opciones de vivienda de alquiler a costos accesibles. ___Combatir la discriminación en el acceso a la vivienda y promover la vivienda justa. ___Viviendas a precio accesible para individuos con discapacidad. ___Viviendas a precio accesible para personas con discapacidad. ___Reparación y restauración de viviendas para personas con ingresos bajos a moderados y con discapacidades.
___Albergues de emergencia o para personas sin hogar.
___Otra (especifique) ______________________________________________
5. ¿De qué grupo racial, étnico o cultural se considera parte? (Seleccione todos los que correspondan)
Indio americano/Nativo americano
Asiático oriental
Indio asiático
Asia-Pacífico
Afroamericano
Medio oriente
Hispano/Latino
Otro (especifique) ____________________
Multirracial
Nativo de Hawái o de las Islas del Pacífico
Blanco/Caucásico/Angloamericano
ITEM 17.1.
ATTACHMENT 2
1. П
ожалуйста, отметьте три наиболее важные потребности сообщества Ранчо Кордова.
___Повышение доступности общественных зданий и объектов инфраструктуры. ___Улучшение условий работы центров помощи пожилым людям в моем районе. ___Развитие общественных центров в моем районе.
___Поддержка некоммерческих организаций, например поиск возможностей финансирования и развития потенциала.
___Улучшение общественных парков в моем районе.
___Улучшение детских учреждений в моем районе.
___Благоустройство улиц, например тротуаров и уличного освещения. ___Другое (пожалуйста, укажите) _________________________________________
2. Пожалуйста, отметьте три наиболее значимые потребности в общественных услугах в Ранчо Кордова.
___Доступ к Интернету
___Доступ к ноутбукам или компьютерам
___Доступный уход за детьми
___Помощь бездомным
___Транспортные услуги
___Помощь в ремонте дома
___Услуги по предоставлению образования/профессиональной подготовки для взрослых ___Услуги по обеспечению продовольственной безопасности ___Услуги по охране психического здоровья
___Помощь пожилым людям
___Помощь людям с ограниченными возможностями
___Помощь социально незащищенным слоям населения
___Услуги для детей и молодежи
___Другое (пожалуйста, укажите) ______________________________________________
ITEM 17.1.
ATTACHMENT 2
3. С
талкиваетесь ли вы с какими -либо из этих проблем в своем жилье или районе? (Выберите все, что подходит)
___Плохое состояние домов в моем районе.
___Интенсивное движение транспорта или уличный шум.
___Высокий уровень преступности в районе.
___Трудности с безопасным и удобным доступом к общественному транспорту. ___Плохое состояние тротуаров, уличного освещения, водоотвода или объектов инфраструктуры района.
___Другое (пожалуйста, укажите) _________________________________________
4. Пожалуйста, отметьте три наиболее важные потребности в сфере жилищного фонда в Ранчо Кордова.
___Доступные варианты аренды жилья.
___Борьба с дискриминацией в жилищной сфере и стимулирование равноправного обеспечения жильем.
___Предоставление доступного жилья для людей с ограниченными возможностями. ___Предоставление адаптированного жилья для людей с ограниченными возможностями ___Ремонт и модернизация жилья для людей с низким и умеренным уровнем дохода и людей с ограниченными возможностями.
___Предоставление временного жилья или приютов для бездомных. ___Другое (пожалуйста, укажите) _________________________________________
5. К какой расовой, этнической или культурной группе вы себя относите? (Выберите все, что подходит)
Американский индеец/
коренной американец
Выходец из Восточной Азии
Индус
Выходец из Азиатско-Тихоокеанского
региона
Чернокожий американец
Выходец из Ближнего Востока
Испаноязычный/латиноамериканец
Другое (пожалуйста, укажите) ___________________
Связан с несколькими расами
Коренной гаваец/уроженец островов Тихого океана
Белый/европеец/англоамериканец
ITEM 17.1.
ATTACHMENT 2
Государственная цель
программы
___
Предоставление
достойного жилья
___
Создание
подходящей среды
обитания
___
Повышение
благосостояния
___
Для получения
дополнительной
информации
перейдите по ссылке:
Целевой грант
на развитие
сообщества | Ранчо
Кордова
ЧТО ТАКОЕ CDBG?
Программа целевых грантов на развитие сообщества ( CDBG) предоставляет важное финансирование от Министерства жилищного строительства и городского хозяйства США ( HUD) для поддержки программ и услуг в нашем сообществе, включая помощь пожилым людям, молодежи, оказавшейся в трудной жизненной ситуации, и необходимые ремонтные работы в домах для семей с низким и средним уровнем дохода.
В рамках разработки следующего Консолидированного плана ( ConPlan), который будет определять использование средств CDBG в ближайшие годы, мы обращаемся к жителям за обратной связью, чтобы лучше понять потребности и приоритеты сообщества. Приглашаем вас принять участие в кратком опросе, чтобы поделиться своими мыслями и помочь определить будущее нашего города, отсканировав QR-код ниже для прохождения опроса.
КАЛ
ИФОРНИЯ
Зарегистрировано в 2003 году
Ранчо Кордова
CA
95670
(916) 851-8700
2729 Prospect Park Drive
Rancho Cordova
www.cityofranchocordova.org
ITEM 17.1.
ATTACHMENT 2
WHAT IS CDBG?
The Community Development Block Grant Program (CDBG)
provides annual grants to cities, counties, and states to improve the lives of their residents and communities through eligible activities using the three national objectives.
The city receives CDBG funding from the U.S. Department of Housing and Urban Housing (HUD) that supports needed services in our community, including programs for seniors, disadvantaged youths, and live and safety repairs to low- and moderate-income households. More information can be found by going to HUD’s website at: Community Development Block Grant Program | HUD.gov / U.S. Department of Housing and Urban Development (HUD).
National Objective of
the program
____
Provide decent
housing
____
Create a suitable
living environment
____
Expand economic
opportunities for
low- and moderate-
income people
____
Want more
information go to:
Community Development
Block Grant | City of
Rancho Cordova
CITY OF RANCHO
CORDOVA
2729 Prospect Park Drive
Rancho Cordova, CA
95670
(916) 851-8700
www.cityofranchocordova.org
ITEM 17.1.
ATTACHMENT 2
¿QUÉ ES LA CDBG?
El Programa de Subvenciones en Bloque para el Desarrollo Comunitario (CDBG) proporciona financiamiento vital del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD) para apoyar programas y servicios en nuestra comunidad, incluyendo asistencia para personas mayores, jóvenes en situación de desventaja y reparaciones esenciales en viviendas para hogares de ingresos bajos y moderados.
Mientras desarrollamos nuestro próximo Plan
Consolidado (ConPlan), que guiará el uso de los fondos CDBG en los próximos años, buscamos recibir comentarios de los residentes para comprender mejor las necesidades y
prioridades de la comunidad. Les invitamos a participar en una breve encuesta para compartir sus opiniones y ayudar a dar forma al futuro de nuestra ciudad escaneando el código
QR a continuación para completar la encuesta.
Objetivo nacional del
programa
Proporcionar vivienda
digna
Crear un entorno de
vida adecuado
Ampliar las
oportunidades
económicas para
personas de bajos y
medios ingresos
Si desea más
información, visite:
Subvención en bloque para el
desarrollo comunitario |
Ciudad de Rancho Cordova
CIUDAD DE RANCHO
CORDOVA
2729 Prospect Park Drive
Rancho Cordova, CA
95670
(916) 851-8700
www.cityofranchocordova.org
ITEM 17.1.
ATTACHMENT 2
COMMUNITY DEVELOPMENT BLOCK GRANT
CDBG Program
Annual Allocation
Estimate
$600,000
Who benefits
Low to moderate
income individuals
and households
Projects and programs
funded in the past.
Boys & Girls Club
ADA sidewalk
improvement
Residential
rehabilitation
Homelessness
prevention
Eligible Grant Activities
Federal
allocations
Of
CDBG
ITEM 17.1.
ATTACHMENT 2
1 2025 CDBG Application Workshop2025 CDBG Application Workshop August 6, 2024
CityofRanchoCordova.org
ITEM 17.1.
ATTACHMENT 2
2 Meeting Agenda
Activity Time
Introductions 3:00 p.m.
CDBG Overview
Program Year Cycle
Review 2025 Program Year
Application/Process
3:05 - 3:30 p.m.
Review Questions from
Applicants and Other
Attendees
3:30 - 3:50 p.m.
Final Comments3:50 – 4:00 p.m.
ITEM 17.1.
ATTACHMENT 2
3 • Program Staff (Presenter):
• Ka Vang (Management Analyst)
• Austin Knudesn (CDBG Specialist)
• A recording of this presentation and the presentation slides will be available on the City website after the meeting and by request
• Please hold off on all questions until the end of
the presentation.
ZOOM Housekeeping
ITEM 17.1.
ATTACHMENT 2
4 CDBG INFORMATION
Administered by the
U.S. Department of Housing and Urban
Development (HUD)
ITEM 17.1.
ATTACHMENT 2
5 National Objectives (Goals)
Eligible activities must meet one of HUD’s CDBG
National Objectives:
• Benefit low-and moderate-income persons
• Help prevent or eliminate slums or blight; or
• Address urgent needs that pose serious and
immediate threats to the health and safety of
residents.
ITEM 17.1.
ATTACHMENT 2
6 •Housing Rehabilitation: Improving housing for low and moderate-income families.
•Public Facilities: Constructing or improving community facilities like centers, playgrounds, and infrastructure.
•Economic Development: Supporting job creation and business development.
•Public Services: Offering services like child care, health care, and job training.
Eligible Activities
ITEM 17.1.
ATTACHMENT 2
7 Eligible Organizations
• City Departments
• Government and Semi-Government agencies
• Non-Profits and Non-Profit Partnerships
• For-Profits for Economic Development Projects
ITEM 17.1.
ATTACHMENT 2
8 Eligible Costs
• Personnel/staff (salary and benefits)
• Office/facility rental or lease costs
• Materials and supplies
• Communications
• Travel/mileage
*For any items not listed here, please check with staff ITEM 17.1.
ATTACHMENT 2
9 Ineligible Costs
• Programs that do not meet one of the 3 National Objectives • Programs or services that promote religion
• Political activities
• Marketing, incentives, or fundraising
• Payment of debt or expenses incurred prior to agreement • Entertainment, furnishings, or personal property
• Generally, equipment, unless necessary to implement an eligible activity • Food, unless essential to achieving program goals
ITEM 17.1.
ATTACHMENT 2
10 BABA requirements apply to all recipients of Federal Financial Assistance who are:
(1) non-federal entities
(2) requesting funding for an infrastructure project,
including:
• Construction
• Alteration
• Maintenance
• Or repair
HUD Waivers may be applied to projects with
$250,000 or less from Federal funding or if inclusion
will increase costs by more than 25%
Materials include:
• Steel
•I r o n
• Manufactured products
• Construction materials used in covered
infrastructure project
• Metals other than iron/steel
• Plastic materials such as PVC pipe
•G l a s s
• Lumber
• Drywall
Build America, Buy America Act (BABA)
ITEM 17.1.
ATTACHMENT 2
11 2025 Program Year Timeline:
January 1, 2025 – December 31, 2025
Q1 (Jan-March) - Q2 (Apr.-June) - Q3 (July-Sept.) - Q4 (Oct.-Dec.) 2025 Program Year City Allocation: (Estimate)
CDBG - Appx. $600,000 (*official award announced in Spring 2025) Re-allocated unspent prior year CDBG funding - TBD
Planning and Admin Cap:
20% of total City Allocation (CDBG - $120,000)
Public Service Activities Cap:
15% of total City Allocation ($90,000)
Capital Improvement Activities Cap: No cap for CDBG
2025 CDBG Program Year
ITEM 17.1.
ATTACHMENT 2
12 2025 Application Process
Applications Open:
Friday, July 19, 2024
Applications Due:
Monday, August 19, 2024, by 5:00 pm
Draft Funding Recommendations:
Wednesday, September 3, 2024
Council Approval of Funding Awards:
Monday, October 21, 2024
ITEM 17.1.
ATTACHMENT 2
13 Application
2025 CDBG Application and Instructions:
Available on the City Website here:Community Development Block Grant | City of Rancho Cordova If you are applying for CDBG funds for the first time:
• Consider whether you will be able to gather the
required reporting and demographic information
and that you have a clear understanding of
the administrative requirements
• Sign up for a unique entity identifier through the
System for Award Management (SAM).
• We encourage you to contact City staff
and discuss your project to determine
CDBG eligibility
• Make sure your insurance documents
are available and current
ITEM 17.1.
ATTACHMENT 2
14 Setting Goals
• It is important to be realistic in estimating the number of people served by your program
• Include only Rancho Cordova residents in your goal
• Your goal cannot be lower than the number of Rancho Cordova residents you serve now
• Roughly estimate the number of low- and moderate- income people if you don’t already have data
• For Limited Clientele projects and programs, a minimum of 71% of participants must be low-moderate income
ITEM 17.1.
ATTACHMENT 2
15 Application Submittal
Application can be submitted by email, mailing, or by dropping it off at the front reception desk.
• Please email applications to Ka Vang [email protected] (no more than 30 MB in one email)
• Call Ka Vang at (916) 851-8902
• Stefan Heisler at (916) 851-8757, if you have any questions ITEM 17.1.
ATTACHMENT 2
16 Grant Application Ranking
• Low-mod Income Benefit - Youth Services, Senior Services, Neighborhood Revitalization Activities
• Experience and readiness to implement the activity
• Ability to complete the project within the program year • Leveraged funding and collaboration
• Cost Reasonableness/Effectiveness
• Past Performance
• Completeness of Application
ITEM 17.1.
ATTACHMENT 2
17 WHAT HAPPENS IF
YOU ARE SELECTED
TO RECEIVE A GRANT
(Keep this information in mind
for your application)
ITEM 17.1.
ATTACHMENT 2
18 Basic Information
• All awardees will sign a contract (agreement) with the City • Agreements will have a scope of work and a budget (for CDBG funds only) that you will need to adhere to
• All agreements will run from roughly January 1, 2025 to December 31, 2025
• Proof of insurance coverage required
• The City will pay you on a quarte rly basis for funds expended ITEM 17.1.
ATTACHMENT 2
19 Required Reports
• Intake sheets – every organization is required to record information on ethnicity/race, family characteristics, and income
• Quarterly reports – summary reports that show demographics of people you have helped (information from intake sheets) • Quarterly invoices – detailed description of funds spent with supporting documentation
• These reports are required to be reimbursed for expenses ITEM 17.1.
ATTACHMENT 2
20 Technical Assistance
• We are always available to help you to
understand our forms and requirements
• Once a year, we may complete a monitoring visit
where we look at your financial information (e.g.,
invoices) and intake sheets
• Files on CDBG-related funds and requirements
must be maintained for five years
ITEM 17.1.
ATTACHMENT 2
21 Technical Assistance
Questions & Answers
ITEM 17.1.
ATTACHMENT 2
22 THANK YOUTHANK YOU
CityofRanchoCordova.org
ITEM 17.1.
ATTACHMENT 2
1 2025 CDBG Community Needs
Meeting #2
2025 CDBG Community Needs
Meeting #2
September 6, 2024
CityofRanchoCordova.org
ITEM 17.1.
ATTACHMENT 2
2 What is CDBG?
The Community Development Block Grant
(CDBG) is a federal program that provides
money to local communities to support
projects that improve neighborhoods, provide
services, and help those with low to moderate
incomes.
ITEM 17.1.
ATTACHMENT 2
3 How Does CDBG Help Our Community?
CDBG funds can be used for:
•Building or improving parks, community centers, and
public facilities.
•Repairing streets, sidewalks, and other public
infrastructure.
•Supporting programs for seniors, youth, and people
with disabilities.
•Providing services like job training, housing assistance, and support for small businesses.
ITEM 17.1.
ATTACHMENT 2
4 Who Benefits from CDBG?
•Low- to moderate-income residents.
•People facing homelessness or housing
insecurity.
•Local non-profits providing essential
community services.
•Small businesses and entrepreneurs in
need of support.
ITEM 17.1.
ATTACHMENT 2
5 Why Your Input Matters
Your voice helps decide how CDBG funds
are used to make our community a better
place for everyone. Together, we can
address important needs and create
positive change.
ITEM 17.1.
ATTACHMENT 2
6 Community Needs Survey Results
ITEM 17.1.
ATTACHMENT 2
7 Community Development
Block Grant | City of Rancho
Cordova
Link
Community Needs Survey
ITEM 17.1.
ATTACHMENT 2
8 Technical Assistance
Questions & Answers
ITEM 17.1.
ATTACHMENT 2
9 THANK YOUTHANK YOU
CityofRanchoCordova.org
ITEM 17.1.
ATTACHMENT 2
BEFORE
BEFORE
AFTER
AFTER
The City of Rancho Cordova receives Community Development Block Grant (CDBG) funding from the U.S. Department of Housing and Urban Housing (HUD).
COMMUNITY DEVELOPMENT
BLOCK GRANT
CDBG
CityofRanchoCordova.org
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
916.851.8700
Visit: Community Development Block Grant
City of Rancho Cordova
WANT MORE
INFORMATION?
WHAT IS CDBG?
The Community Development Block Grant
Program (CDBG) provides vital funding from
the U.S. Department of Housing and Urban
Development (HUD) to support programs and
services in our community, including assistance
for seniors, disadvantaged youths, and essential
home repairs for low- and moderate-income
households.
National Objective of the Program
• Provide decent housing
• Cr
eate a suitable living environment
• Ex
pand economic opportunities for low- and
moderate-income people
CONSOLIDATED PLAN
As we develop our next Consolidated Plan
(ConPlan), which will guide our use of CDBG
funds over the coming years, we are seeking
feedback from residents to help us understand
community needs and priorities. We invite you
to participate in a brief survey to share your
thoughts and help shape the future of our city by
scanning the QR code below to take the survey.
TAKE THE SURVEY
The survey will remain open for
feedback until September 30, 2024
ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
1. Please rank the three most critical community development needs in Rancho Cordova.
___Accessibility upgrades for public buildings and community amenities. ___Enhanced senior center facilities in my area.
___Improved community centers in my neighborhood.
___Support for non-profits, like finding funding opportunities and capacity building. ___Better public parks in my locality.
___Enhanced childcare facilities in my area.
___ Neighborhood improvements like sidewalks and streetlights. ___Other (please specify) _______________________________________________
2. Please rank the three most critical public service needs in Rancho Cordova. ___Access to internet
___Access to laptops or computers
___Affordable childcare
___Homeless services
___Transportation services
___Home repair assistance
___Adult Educational/Workforce Development Services
___Food security services.
___Mental health services
___Senior services
___Disability services
___Supportive services for vulnerable populations
___Child and Youth services
___Other (please specify) _____________________________________________________ ITEM 17.1.
ATTACHMENT 2
Survey Questions
Rank your answers below from 1 to 3, with 1 being the most critical. *ONLY SELECT THREE ANSWERS IN EACH SECTION*
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
3. Do you face any of these challenges in your housing situation or neighborhood? (Select all that apply)
___Poor condition of homes in my neighborhood.
___Excessive traffic or street noise.
___High crime rate in my area.
___Difficulty accessing public transit safely and conveniently. ___Subpar sidewalks, streetlights, drainage, or neighborhood infrastructure. ___Other (please specify_______________________________________________
4. Please rank the three most critical housing needs in Rancho Cordova. ___Affordable rental housing options.
___Combating housing discrimination and promoting fair housing. ___Affordable housing for individuals with disabilities. ___Accessible housing for persons with disabilities
___Housing repair and rehabilitation for low to moderate-income individuals with those with disabilities.
___Emergency shelters or homeless.
___Other (please specify) ______________________________________________
5. Of which racial, ethnic, or cultural group do you consider yourself a member? (Select all that apply)
American Indian/ Native American
East Asian
Asian Indian
Asian Pacific
Black American
Middle Eastern
Hispanic/Latino
Other (please specify) ____________________
Multi-racial
Native Hawaiian/Pacific Islander
White/Caucasian/Anglo American
Completed Surveys can be mailed
to:
City of Rancho Cordova
Attn: Housing Division
2729 Prospect Park Drive
Rancho Cordova, CA 95670
ITEM 17.1.
ATTACHMENT 2
1. Indique las tres necesidades más críticas del desarrollo comunitario de Rancho Cordova.
___Mejorar la accesibilidad a edificios públicos y servicios comunitarios. ___Mejorar las instalaciones de los centros de mayores de mi área. ___Mejorar los centros comunitarios de mi vecindario.
___Apoyo a las organizaciones sin ánimo de lucro, como buscar oportunidades de financiación y fomentar el empoderamiento.
___Mejores parques públicos en mi localidad.
___Mejores servicios de guarderías en mi área.
___Mejoras en los vecindarios, como aceras y alumbrado público. ___Otra (especifique) _______________________________________________
2. Indique las tres necesidades más críticas de los servicios públicos de Rancho Cordova.
___Acceso a Internet.
___Acceso a computadoras o laptops.
___Guarderías a precios accesibles.
___Servicios para personas sin hogar.
___Servicios de transporte.
___Apoyos para reparaciones domésticas.
___Servicios educativos y de desarrollo de la fuerza laboral para adultos. ___Servicios de seguridad alimentaria.
___Servicios de salud mental.
___Servicios para personas mayores.
___Servicios para personas con discapacidad.
___Servicios de apoyo para poblaciones vulnerables.
___Servicios para niños y jóvenes.
___Otra (especifique) _____________________________________________________ ITEM 17.1.
ATTACHMENT 2
SUBVENCIÓN EN BLOQUE
PARA EL DESARROLLO
COMUNITARIO
CDBG
CityofRanchoCordova.org
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
916.851.8700
Subvención en bloque para el desarrollo comunitario
Ciudad de Rancho Cordova
¿QUÉ ES LA CDBG?
El Programa de Subvenciones en Bloque para
el Desarrollo Comunitario (CDBG) proporciona
financiamiento vital del Departamento de Vivienda y
Desarrollo Urbano de los Estados Unidos (HUD) para
apoyar programas y servicios en nuestra comunidad,
incluyendo asistencia para personas mayores, jóvenes
en situación de desventaja y reparaciones esenciales
en viviendas para hogares de ingresos bajos y
moderados.
Objetivo nacional del programa
• Proporcionar vivienda digna
• Crear un entorno de vida adecuado
• Ampliar las oportunidades económicas para
personas de bajos y medios ingresos
PLAN CONSOLIDADO
Mientras desarrollamos nuestro próximo Plan
Consolidado (ConPlan), que guiará el uso de los
fondos CDBG en los próximos años, buscamos recibir
comentarios de los residentes para comprender
mejor las necesidades y prioridades de la comunidad.
Les invitamos a participar en una breve encuesta
para compartir sus opiniones y ayudar a dar forma al
futuro de nuestra ciudad escaneando el código QR a
continuación para completar la encuesta.
Responda la encuesta
La encuesta permanecerá abierta para
recibir comentarios hasta el 30 de
septiembre de 2024.
ANTES
DESPUÉS
ANTES
DESPUÉS
ITEM 17.1.
ATTACHMENT 2
3. ¿Se enfrenta a alguno de estos problemas en su vivienda o vecindario? (Seleccione todos los que correspondan)
___Mal estado de las viviendas de mi vecindario.
___Tráfico o ruido excesivo en la calle.
___Alto índice de delincuencia en mi área.
___Dificultad para acceder al transporte público de forma segura y cómoda. ___Aceras, alumbrado público, drenaje o infraestructura del vecindario deficientes. ___Otro (especifique) _______________________________________________
4. Indique las tres necesidades más críticas de la vivienda en Rancho Cordova. ___Opciones de vivienda de alquiler a costos accesibles. ___Combatir la discriminación en el acceso a la vivienda y promover la vivienda justa. ___Viviendas a precio accesible para individuos con discapacidad. ___Viviendas a precio accesible para personas con discapacidad. ___Reparación y restauración de viviendas para personas con ingresos bajos a moderados y con discapacidades.
___Albergues de emergencia o para personas sin hogar.
___Otra (especifique) ______________________________________________
5. ¿De qué grupo racial, étnico o cultural se considera parte? (Seleccione todos los que correspondan)
Indio americano/Nativo americano
Asiático oriental
Indio asiático
Asia-Pacífico
Afroamericano
Medio oriente
Hispano/Latino
Otro (especifique) ____________________
Multirracial
Nativo de Hawái o de las Islas del Pacífico
Blanco/Caucásico/Angloamericano
ITEM 17.1.
ATTACHMENT 2
ПРОГРАММА ЦЕЛЕВЫХ ГРАНТОВ
НА РАЗВИТИЕ СООБЩЕСТВА
CDBG
Г рант на блок развития сообщества
Г ород Ранчо Кордова
CityofRanchoCordova.org
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
916.851.8700
ЧТО ТАКОЕ CDBG?
Программа целевых грантов на развитие
сообщества (CDBG) предоставляет важное
финансирование от Министерства жилищного
строительства и городского хозяйства США
(HUD) для поддержки программ и услуг в нашем
сообществе, включая помощь пожилым людям,
молодежи, оказавшейся в трудной жизненной
ситуации, и необходимые ремонтные работы в
домах для семей с низким и средним уровнем
дохода.
Государственная цель программы
• Предоставление достойного жилья
• Создание подходящей среды обитания
• Повышение благосостояния
КОНСОЛИДИРОВАННОГО ПЛАНА
В рамках разработки следующего
Консолидированного плана (ConPlan), который
будет определять использование средств
CDBG в ближайшие годы, мы обращаемся к
жителям за обратной связью, чтобы лучше
понять потребности и приоритеты сообщества.
Приглашаем вас принять участие в кратком
опросе, чтобы поделиться своими мыслями и
помочь определить будущее нашего города,
отсканировав QR-код ниже для прохождения
опроса.
ПРОЙДИТЕ ОПРОС
Опрос будет открыт для обратной
связи до 30 сентября 2024 г.
ПРЕЖДЕ
ПРЕЖДЕ
ПОСЛЕ
ПОСЛЕ
ITEM 17.1.
ATTACHMENT 2
1. П
ожалуйста, отметьте три наиболее важные потребности сообщества Ранчо Кордова.
___Повышение доступности общественных зданий и объектов инфраструктуры. ___Улучшение условий работы центров помощи пожилым людям в моем районе. ___Развитие общественных центров в моем районе.
___Поддержка некоммерческих организаций, например поиск возможностей финансирования и развития потенциала.
___Улучшение общественных парков в моем районе.
___Улучшение детских учреждений в моем районе.
___Благоустройство улиц, например тротуаров и уличного освещения. ___Другое (пожалуйста, укажите) _________________________________________
2. Пожалуйста, отметьте три наиболее значимые потребности в общественных услугах в Ранчо Кордова.
___Доступ к Интернету
___Доступ к ноутбукам или компьютерам
___Доступный уход за детьми
___Помощь бездомным
___Транспортные услуги
___Помощь в ремонте дома
___Услуги по предоставлению образования/профессиональной подготовки для взрослых ___Услуги по обеспечению продовольственной безопасности ___Услуги по охране психического здоровья
___Помощь пожилым людям
___Помощь людям с ограниченными возможностями
___Помощь социально незащищенным слоям населения
___Услуги для детей и молодежи
___Другое (пожалуйста, укажите) ______________________________________________
ITEM 17.1.
ATTACHMENT 2
3. С
талкиваетесь ли вы с какими -либо из этих проблем в своем жилье или районе? (Выберите все, что подходит)
___Плохое состояние домов в моем районе.
___Интенсивное движение транспорта или уличный шум.
___Высокий уровень преступности в районе.
___Трудности с безопасным и удобным доступом к общественному транспорту. ___Плохое состояние тротуаров, уличного освещения, водоотвода или объектов инфраструктуры района.
___Другое (пожалуйста, укажите) _________________________________________
4. Пожалуйста, отметьте три наиболее важные потребности в сфере жилищного фонда в Ранчо Кордова.
___Доступные варианты аренды жилья.
___Борьба с дискриминацией в жилищной сфере и стимулирование равноправного обеспечения жильем.
___Предоставление доступного жилья для людей с ограниченными возможностями. ___Предоставление адаптированного жилья для людей с ограниченными возможностями ___Ремонт и модернизация жилья для людей с низким и умеренным уровнем дохода и людей с ограниченными возможностями.
___Предоставление временного жилья или приютов для бездомных. ___Другое (пожалуйста, укажите) _________________________________________
5. К какой расовой, этнической или культурной группе вы себя относите? (Выберите все, что подходит)
Американский индеец/
коренной американец
Выходец из Восточной Азии
Индус
Выходец из Азиатско-Тихоокеанского
региона
Чернокожий американец
Выходец из Ближнего Востока
Испаноязычный/латиноамериканец
Другое (пожалуйста, укажите) ___________________
Связан с несколькими расами
Коренной гаваец/уроженец островов Тихого океана
Белый/европеец/англоамериканец
ITEM 17.1.
ATTACHMENT 2
Attachment G
1st Public Community Meeting: July 16th – Lincoln Village
Top Priorities Discussed
Infrastructure:
• LED lights
• Parking lighting
Safety:
• Address issues of speeding
• Add railings on Routier Road sidewalks
Facilities:
• Need homeless shelter
2nd Public Community Meeting: September 6th – Zoom
No Public Comments received
ITEM 17.1.
ATTACHMENT 2
Attachment G
In preparation of the 2025-2029 Consolidated Plan, the City of Rancho Cordova facilitated various community outreach efforts. The following is a summary of the main findings and key takeaways received from this outreach. For complete versions of the survey and other outreach materials, please refer to the other attachments associated with this Consolidated Plan.
Consolidated Plan Community Needs Survey
The City released a public survey that was made available online and in a paper version, which was distributed to various public service providers and individuals at public meetings and events within Rancho Cordova. The survey was made available in English, Spanish, and Russian and was open for the public for over a month.
Total Responses: 108
English: 108
Russian: 0
Spanish: 0
Top three most important answers based the five categories on survey results:
Categories
1. Critical Community Development Needs
Most important: Better parks in my neighborhood/community Second most important: Neighborhood improvements
Third most important: Support for non-profits
2. Critical Public Services Needs
Most important: Homeless services
Second most important: Child and Youth services
Third most important: Access to internet
ITEM 17.1.
ATTACHMENT 2
3. Challenges in Housing Situation or Neighborhood.
Most important: Homes in my neighborhood are in poor condition Second most important: Poor infrastructures like sidewalks, drainage in my neighborhood.
Third most important: I can’t get to public transit/bus/light rail easily or safely
4. Critical Housing Needs
Most important: Affordable rental housing units
Second most important: Emergency shelters or homeless shelters Third most important: Housing rehabilitation for low-moderate income persons/ persons with disabilities
5. Racial, Ethnic, Cultural group Member
American Indian/Native American 5
East Asian 5
Asian Indian 9
Asian Pacific 6
Black American 9
Middle eastern 2
Hispanic/Latino 10
Other 1
Multi-Racial 3
Native Hawaiian/Pacific Islander 3
White/Caucasian/Anglo American 20
ITEM 17.1.
ATTACHMENT 2
MEMORANDUM
City Council Staff Report - Page 1 of 2
ITEM 19.1.
DATE: October 21, 2024
TO: Honorable Mayor and Council Members
FROM: Anthony Adams
Sacramento Regional Transit Director of Planning
SUBJECT: HORN ROAD LIGHT RAIL STATION PRESENTATION BY
SACRAMENTO REGIONAL TRANSIT
RECOMMENDATION
Receive the presentation from Sacramento Regional Transit.
RESULT OF RECOMMENDED ACTION
Sacramento Regional Transit Staff would proceed with planning and design phases of Horn Road Light Rail Station.
BACKGROUND
The Horn Road Light Rail Station Project is a collaborative effort between Sacramento Regional Transit (SacRT) and the City of Rancho Cordova located on the Gold Line at Horn Road and Folsom Boulevard. Situated in a disadvantaged community with middle- to low-income housing, the project involves relocating adjacent freight rail tracks and constructing a new urban station with side platforms, akin to nearby Tiber Station. Once completed, the Horn Road Station will provide additional access for SacRT riders, and it will bridge the distance between the Butterfield and Mather Field Stations.
The Horn Station will also function as a pedestrian/transit-oriented hub. It will provide enhanced access to civic amenities like the public library and County social services complex, aligning with Rancho Cordova's Folsom Boulevard Specific Plan and Complete Streets Master Plan, designed to promote alternative transportation modes. The station will offer accessible, frequent, and reliable transit options for disadvantaged community residents, non-car owners, employees of nearby business parks, prospective residents, and school-related activities. The project's proposed design has been shaped by extensive community engagement, including stakeholder interviews, property owner consultations, a library survey, and workshops, all of which have demonstrated overwhelming community support (98% positive response). The station will include platforms, shelters, benches, LED passenger information systems, LED lighting, security systems, decorative and centerline fencing, station furniture, landscaping, signaling and traffic signal work, sidewalk resurfacing/modification, and bicycle facilities. The project will require utility relocation and trackwork within the existing right of way locally controlled by Sacramento-Placerville Transportation Corridor Joint Powers Association, and intersection improvements at Folsom Boulevard/Horn Road and Horn Road/Paseo Rio Way.
City Council Staff Report - Page 2 of 2
While originally proposed in the year 2000, the construction of the station was delayed due to a lack of funding. Additional outreach was undertaken in 2015 and 2016, and a preliminary design was subsequently approved by Rancho Cordova City Council. SacRT attempted to apply for station funding in 2018, but was unsuccessful. With limited funding available, development impact fees were used to advance the environmental document in 2023. SacRT is currently in the process of procuring a consultant to complete the design phase, with kick-off expected in December 2024. Also in 2024, SacRT has submitted two grants to fund the construction phase of Horn Rd Light Rail Station; a $10 million MEGA grant which was announced as not successful, and a $6 million grant request from the Transit and Intercity Rail Capital Program (TIRCP) which will be announced in late October. The current cost estimate for the construction phase ranges from $12-16 million, depending on amenities selected.
FISCAL IMPACT AND FUNDING SOURCE
The project does not impact the City's General Fund.
ATTACHMENT(S)
1. Presentation
City of Rancho Cordova – Horn Rd LR Station Update
October 21, 2024
ITEM 19.1.
ATTACHMENT 1
SacRT
Snapshot
2 ITEM 19.1.
ATTACHMENT 1
SacRT Snapshot
• The largest multimodal transit
provider carrying over 90% of
riders in the 6‐county capital
region.
• With a $1.9B capital in FY24 and
$6B capi
tal projects portfolio.
• Operates over 82 bus routes, 43
mil
es of light rail serving 53
stations.
• Offers the first unrestricted
syst
emwide fare-free program
in the nation to over 300k
students in grades TK through
12th.
• Reduces 156M miles in VMT and
24M pounds
of C02 each year.
3 ITEM 19.1.
ATTACHMENT 1
Highly Diverse Rider Profile
• 67% of all SacRT rider s do not own a personal vehicle. • Communities of color make up 60% of transit riders, and 15% of all passengers speak a primary language other than English. • SacRT’s service area is 53% minority and 28% low-inco me.
ITEM 19.1.
ATTACHMENT 1
Historic Collaboration & Successful Annexations
− 2018 City of Folsom
− 2019 City of Citrus Heights
− 2020 ADA/Non-ADA Se rvice Transition
− 2021 City of Elk Grove
− 2022 Streetcar Ownership Transition
(betw
een two counties)
− 2025 Potential Annexation with the City of
Galt
Promoting regional transit by reduced
number of providers from 11 to 7
5 ITEM 19.1.
ATTACHMENT 1
SacRT Awards and Accolades
6 2023
• 2023 APTA Rail Safety Certificate of Merit for Light Rail/Streetcar Systems • 2023 APTA First Place AdWheel Award for Best Marketing and Communications to Highlight Transit Needs/Funding • 2023 California Association of Public Information Officials Epic Award for Rolling Library Train 2022
• 2022 Federal Transportation Security Administration’s Gold Standard Award for System Security • 2022 APTA First Place AdWheel Award for Best Partnership to Support Ridership • 2022
APTA First Place AdWheel Award for Best Special Event to Support Ridership 2021
• 2021 APTA Outstanding Public Transportation System of the Year Award • 2021 APTA Rail Safety Gold Award recipient for its multi-faceted and innovative approach to reducing crime and fare evasion • 2021 National APTA First Place AdWheel Award for Comprehensive Campaign for Drive the Vote • 2021 Women’s Transportation Seminar Innovative Transportation Solutions Award - Sacramento Regional Transit Social Worker Program • 2021 American Planning Association’s Award of Merit in Public Outreach - SacRT Forward campaign • 2021 Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award 2020
• 2020 APTA Rail Safety Gold Award recipient for its multi-faceted and innovative approach to reducing crime and fare evasion • 2020 APTA First Place AdWheel Award for Comprehensive Outreach Campaign for SacRT Forward • Asian Resources, Inc’s 2020 Community Partner Award
• 2020 Caltrans Excellence in Transportation Award- Public Awareness Campaigns (SacRT Forward) • 2020 Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award 2019
• A
PTA Outstanding Public Transportation Manager (Henry Li) • Federal Transportation Security Administration’s 2019 Gold Standard Award for System Security • Sacramento Taxpayer Association’s 2019 Good Governance Award ITEM 19.1.
ATTACHMENT 1
2023 Year in Review – Accomplishments
• Ridership increase of 22% year over year
̶ Bus ridership approx. 90% recovered from Pre-pandem ic numbers - 2023
o November 2023 bus ridership was 98% recovered
̶ Student ridership now makes up 25% of total
o Roughly 7% of ridership prior to RydeFreeRT
• Secured nearly $218M in competitive grant funding in 2023/24 ̶ $108.6M in SB125, $45M Rail Vehicle Replacement Grant, $25M SB1 - Sac V
alley Station, $10M SB1 – Gold Line Stations, $16M Regional funding for Low-Floor Light Rail Vehicles, $8M TIRCP Train Technology, $5M for Stockton BRT
• Celebrated the opening of the Sal vator Apartments, a sustainable infill development featuring 120 affordable units adjacent to SacRT’s Royal Oaks Station under a robust TOD program.
ITEM 19.1.
ATTACHMENT 1
2024 SacRT Initiatives
• New Comprehensive Operational
Ana
lysis
• Safe Routes to Transit Partnership with
Cit
ies
• SacRT Mobility Hub P ilot and Plan; Partner
with Air District and SACOG
• Cost-sharing agreements with healthcare
p
roviders to supplement service
̶ UC Davis Medical Center, Sutter,
Kais
er, and Dignity all expressed
interest
ITEM 19.1.
ATTACHMENT 1
Major Capital
Projects
9 ITEM 19.1.
ATTACHMENT 1
Future Major Capital Projects Update ($6B
Portfolio)
Sorted by Level of Project Completion
1. Folsom-15
2. Watt/I-80 LR Station Improvements
3. Light Rail Station Modernization & Low
Floor Fleet
4. Dos Rios Station
5. SVS Loop Phase 1
6. Downtown Riverfront Streetcar
7. 29 th St Surplus & New SacRT Campus
8. Horn Road Light Rail Station
9. Blue Line (LRT or BRT) to Elk Grove
10. Stockton Blvd & Other BRT Corridors
11. Meadowview & Florin TOD
12. Green Line (LRT or BRT) to
Natomas/Airport
4 8
12 9
11 1
5 6
3 2
7 10
10 ITEM 19.1.
ATTACHMENT 1
Horn Station Location
• The new Horn station is planned on
the
Gold line in Rancho Cordova at
the intersection of Horn Road and
Folsom Boulevard.
• Adjacent to middle to low-
income
housing, numerous
warehouse/industrial/office
employment, the Rancho Cordova
branch of the Sacramento Public
Library System, and County social
service.
• The nearest light rail stations are
one m
ile away to the west and east.
• The neighborhood is currently
ser
ved by one 30-minute bus route.
Horn Road Station Location
ITEM 19.1.
ATTACHMENT 1
Horn Station Location
• The new Horn station is planned on
the G
old line in Rancho Cordova at
the intersection of Horn Road and
Folsom Boulevard.
• Adjacent to middle to low-i
ncome
housing, numerous
warehouse/industrial/office
employment, the Rancho Cordova
branch of the Sacramento Public
Library System, and County social
service.
• The nearest light rail stations are
one mi
le away to the west and east.
• The neighborhood is currently
serv
ed by one 30-minute bus route.
Horn Road Station Background & Status
• Horn Rd Light Rail Station has been planned since 2000. • Development of station delayed and contingent on housing/jobs development. • 2015-16: Public Outreach conducted and station design approved by Council. • Co
nstruction costs ranged from $8M - $12 M, depending on amenities. • 2018: SacRT appl ied for $6.6M in funding but was not awarded. • 2023: Environmental (NEPA/CEQA) completed in late 2023. • 2024: SacRT subm itted applications for $15M from MEGA, $6M from TIRCP , and $6AHSC.
ITEM 19.1.
ATTACHMENT 1
Horn Road Station Design & Construction
Estimated Schedule Month Year
Design Start (Outreach) December 2024
Design Complete June 2026
Construction Start (NTP) March 2027
Construction Completed October 2029
ITEM 19.1.
ATTACHMENT 1
Questions and Comments
ITEM 19.1.
ATTACHMENT 1
MEMORANDUM
City Council Staff Report - Page 1 of 2
ITEM 19.2.
DATE: October 21, 2024
TO: Honorable Mayor and Council Members
FROM:
Ian Winbrock, Management Analyst II
Stacy Delaney, Senior Management Analyst
Megan Siren, Assistant to the City Manager
SUBJECT: RANCHO CORDOVA YOUTH CENTER UPDATE
RECOMMENDATION
Receive the presentation.
RESULT OF RECOMMENDED ACTION
The Council is provided an update on operations at the Rancho Cordova Youth Center.
BACKGROUND
The Rancho Cordova Youth Center (RCYC) is a cornerstone of the City’s ongoing commitment to supporting its youth. Established through a partnership between the City of Rancho Cordova and Center of Praise Ministries, Inc., the RCYC was created to provide a safe, supervised space where youth can engage in academic, social, and recreational activities. The facility, located at 10455 Investment Circle, was leased from Center of Praise Ministries, Inc., with a long-term vision of serving local youth for decades to come. RCYC officially began operations in February 2023 with partners from the Boys and Girls Club of Greater Sacramento (BGCS) and the Rancho Cordova Police Activities League (PAL).
The RCYC has been instrumental in addressing the needs of Rancho Cordova’s diverse youth population, offering an array of programs designed to foster leadership, personal growth, and academic support. RCYC with the partnership between the City, BGCS and PAL offer a broad spectrum of services, including before- and after-school programs, tutoring, sports leagues, and leadership training.
Since its opening, the RCYC has become a central hub for youth in Rancho Cordova, particularly those from underserved communities. In the past year alone, the center has served 452 unique young people, providing 9,632 instances of program attendance (these are duplicative, a single youth could have attended multiple times and contributed to this number).
The programming has been varied, with 113 hours of specialty enrichment, including STEAM (Science, Technology, Engineering, Arts, and Math) programs, performing arts, and leadership development workshops.
The demographic diversity of the youth served highlights the center’s commitment to inclusivity,
City Council Staff Report - Page 2 of 2
with the following school year racial and ethnic demographics: 25.8% self-identifying as African American, 23.9% as Hispanic/Latinx, and 12.4% of attendees identifying as Asian, with additional representation from multi-racial, Caucasian, and other groups.
The operations of the RCYC are facilitated through joint use agreements between the City, the BGCS, and PAL. These agreements, including the Master Joint Use Agreement and the individual program-specific agreements, ensure that the RCYC continues to provide vital services that focus on academic support, leadership training, and recreational activities in a safe, supervised environment.
The RCYC is integral to the City's efforts to foster community cohesion, build strong relationships between law enforcement and youth, and provide a safe space for positive youth development.
FISCAL IMPACT AND FUNDING SOURCE
The RCYC’s operations for Fiscal Year 2023-2025 are funded through the Community Enhancement & Investment Fund/Measure H. Future funding for its programs will be included in the budgeting process.
ATTACHMENT(S)
1. Presentation
1 Rancho Cordova Youth Center
Year One Update
CityOfRanchoCordova.org
ITEM 19.2.
ATTACHMENT 1
2 Sharing Our Story
How
we got
here
Who
we
serve
Our
partners
and
impact
Where
we’re
headed
ITEM 19.2.
ATTACHMENT 1
3 How We Got Here
Our History and Initial Investments
ITEM 19.2.
ATTACHMENT 1
4 Our History: Initial Investments
Grand
opening
Specialty enrichment
providers start
1.5-year
mark
February
2023
January
2024
July
2024
Ribbon
cutting
January
2020
Opening
ceremony
November
2022
ITEM 19.2.
ATTACHMENT 1
5 Who We Serve
Demographics and trends
ITEM 19.2.
ATTACHMENT 1
6 RCYC: Families and youth
Parent testimonial: Youth testimonial:
ITEM 19.2.
ATTACHMENT 1
7 Times youth attended RCYC: 9,632
Youth served during regular hours: 452
Households served during regular hours: 400
Days open: 216
By the Numbers: Feb 2023 – Jul 2024
ITEM 19.2.
ATTACHMENT 1
8 Strong focus: Underserved youth
Growth: Total membership & daily attendance
Seasonal fluctuations: School year vs. summer
Demographics and trends
ITEM 19.2.
ATTACHMENT 1
9 Who We Serve: Total attendance Feb 23’–Jul 24’
ITEM 19.2.
ATTACHMENT 1
10 Who We Serve: Average Daily Attendance Feb 23’–Jul 24’ ITEM 19.2.
ATTACHMENT 1
11 Who We Serve: Household income
54%*
ITEM 19.2.
ATTACHMENT 1
12 Who We Serve: Race & ethnicity
ITEM 19.2.
ATTACHMENT 1
13 Who We Serve: Single parent households
ITEM 19.2.
ATTACHMENT 1
14 Who We Serve: Schools
Top schools:
1. Rancho Cordova Elementary (16.27%)
2. Mills Middle School (11.96%)
3. Cordova High School (7.18%)
4. White Rock Elementary (5.74%)
5. Riverview STEM Academy (5.74%)
To
p Districts:
1. Folsom Cordova Unified (70.33%)
2. Private / Charter (2.39%)
3. Elk Grove Unified (2.39%)
4. San Juan Unified (0.96%)
5. Sacramento City Unified (0.48%)
ITEM 19.2.
ATTACHMENT 1
15 Our Partners & Impact
RCYC: BGC & Rancho Cordova PAL
ITEM 19.2.
ATTACHMENT 1
16 School Year: Monday – Friday / 2:30 – 6:30 p.m.
Summer: Monday – Friday / Noon – 5:30 p.m.
Program Providers:
• Boys and Girls Club of Sacramento
• Rancho Cordova Polic e Activities League (PAL)
• Specialty enrichment providers
Our Programs
ITEM 19.2.
ATTACHMENT 1
17 Boys & Girls Club of Greater Sacramento: Formula For Impact ITEM 19.2.
ATTACHMENT 1
18 Safety At RCYC: #1 Priority
ITEM 19.2.
ATTACHMENT 1
19 Program Calendar Example: Oct 24’
ITEM 19.2.
ATTACHMENT 1
20 RC PAL: Overview
• Building relationships
• Youth and law enforcement
• Engaging activities
• Key programs & events
• PAL Martial arts
• Spring Service Day
• Trunk-or-
treat
• Christmas in Cordova
ITEM 19.2.
ATTACHMENT 1
21 RC PAL: Get Fit with PAL
• Fun activities
• Keeps youth active and engaged
• Games and sports
• Schedule
• Runs Wed / Thu during school year
• Daily in summer
• “Minute to Win It” Fridays
ITEM 19.2.
ATTACHMENT 1
22 RC PAL: Enrichment providers
• PAL Martial Arts
• Master Lee of Lee’s Korean
Ma
rtial Arts
• Teaches self-de fense,
discipline and respect
• Rancho Cordova Food Locker
• Pilot program
• Provided families with non-
per
ishable groceries
ITEM 19.2.
ATTACHMENT 1
23 RCYC: Enrichment providers
Focus: Specialty providers with high level of expertise Cost: Mix of free and paid providers
Variety of program providers:
• STEM & STEAM
• Performing and visual arts
• Sports, outdoor education, martial arts and more
ITEM 19.2.
ATTACHMENT 1
24 BGC – RCYC difference
ITEM 19.2.
ATTACHMENT 1
25 Enrichment providers - School year: Snapshot
2023 - 2024
2024 - 2025
ITEM 19.2.
ATTACHMENT 1
26 Enrichment provider – Summer: Echelon Catapult
ITEM 19.2.
ATTACHMENT 1
27 Where We’re Headed
Year Two
ITEM 19.2.
ATTACHMENT 1
28 Collaborations and grants: $175,000 secured
New enrichment providers: Both free and paid
Targeted communications: Leveraging survey results
Future events: Weekday and weekend events
Looking ahead: Addressing challenges
ITEM 19.2.
ATTACHMENT 1
29 Looking ahead: More partnerships & visibility
ITEM 19.2.
ATTACHMENT 1
30 Rancho Cordova Youth Center
Thank you! Questions?
CityOfRanchoCordova.org
ITEM 19.2.
ATTACHMENT 1
MEMORANDUM
City Council Staff Report - Page 1 of 3
ITEM 19.3.
DATE: October 21, 2024
TO: Honorable Mayor and Council Members
FROM: Michelle Mingay, Finance Manager
SUBJECT: A RESOLUTION AUTHORIZING THE ISSUANCE OF SPECIAL TAX
BONDS FOR AND ON BEHALF OF THE CITY OF RANCHO
CORDOVA GRANTLINE 220 COMMUNITY FACILITIES DISTRICT NO. 2023-1, IMPROVEMENT AREA NO. 2 APPROVING AND DIRECTING
THE EXECUTION OF A FISCAL AGENT AGREEMENT, APPROVING
THE FORM OF PRELIMINARY OFFICIAL STATEMENT, APPROVING
SALE OF SUCH BONDS, AND APPROVING OTHER RELATED
DOCUMENTS AND ACTIONS
RECOMMENDATION
Adopt the Resolution.
RESULT OF RECOMMENDED ACTION
Adoption of the Resolution would authorize the sale of Special Tax Bonds (the “Bonds”) for and on behalf of the Grantline 220 Community Facilities District No. 2023-1 Improvement Area No. 2 for the purpose of providing money for the acquisition and construction of improvements and the payment of certain development impact fees related to the project within the Community Facilities District.
BACKGROUND
The Grantline 220 Community Facilities District No. 2023-1 Improvement Area No. 2 (“CFD 2023-1”) or (the “District”) was formed in 2023 to assist in the financing of the acquisition and construction of certain public facilities and payment of certain fees within a portion of the Grantline 220 project. Through various City Council actions, the City Council has declared the necessity to incur bonded indebtedness in a maximum principal amount not to exceed $53,200,000 for the CFD.
Based on the current status of the property within the District, the appraisal estimates the value of the property within the District at approximately $101 million. This has created an opportunity for the District to issue special tax bonds. Based on the expected par amount of $17 million, the property value compared to bonded debt lien would exceed the required 4:1 value to lien requirement, which is consistent with prior special tax bonds issued within the City and exceeds the 3:1 statutory minimum.
The proposed financing-related Resolution approves: (i) the sale of the Bonds in an amount not
City Council Staff Report - Page 2 of 3
to exceed $20 million; (ii) a Fiscal Agent Agreement; (iii) the Preliminary Official Statement; (iv) a Bond Purchase Agreement, and authorizes related documents on behalf of the District.
Descriptions of these documents are as follows:
• Fiscal Agent Agreement: This agreement allows U.S. Bank to act on behalf of the City to provide for the issuance of the Bonds, the disbursement of proceeds of the Bonds, the disposition of the special taxes securing the Bonds, and the administration and payment of the Bonds.
• Bond Purchase Agreement: This agreement is a legally binding document between the issuer (City on behalf of the District) and an underwriter (Piper Sandler & Co.) establishing the terms of the Bond sale. After the issuer delivers the Bonds to the underwriter, and the underwriter pays the issuer for them, the underwriter will put the Bonds on the market at the price and yield established during the Bond pricing call, currently scheduled for the week of October 28, 2024, and investors will purchase the Bonds from the underwriter.
• Preliminary Official Statement: This document serves as the prospectus for the Bonds. It is the disclosure document relied on by Bond investors that details the underlying security for the Bonds and all associated investment risks. The Official Statement is the offering document used by the underwriter to market the Bonds and indicates how investors in the Bonds will be repaid.
Assuming the City Council approves this financing, staff would work with the Bond finance team to determining the final Bond sizing, and the preliminary Official Statement will be finalized and posted electronically for investors to review. Assuming the market remains stable, the City; NHA Advisors, LLC, the City’s Municipal Advisor; and Piper Sandler & Co., the bond underwriter, will hold a pre-pricing call the week of October 28, 2024, to review bond market conditions and the preliminary interest rates, after which, the Bonds will be sold. An authorized officer will then execute, on behalf of the City, a Bond Purchase Agreement with Piper Sandler & Co., finalizing the bond interest rates and setting the delivery date, which is anticipated to occur the week of November 11, 2024.
FISCAL IMPACT AND FUNDING SOURCE
There is no fiscal impact. The Special Tax Bonds are secured solely by the Special Taxes levied within the District and are not a debt of the City’s General Fund. Costs of issuance are payable solely from Bond proceeds.
In accordance with Government Code 5852.1, the following information consists of estimates of certain costs and charges for the Bonds that have been provided by NHA Advisors, LLC, the City’s municipal advisor, which has been represented by such party to have been provided in good faith: (1) estimated true interest cost of the Bonds: 4.83%; (2) estimated finance charge of the Bonds (sum of all fees and charges paid to third parties): $721,065; (3) estimated amount of proceeds of the Bonds received by the City (net of finance charges, reserves and capitalized interest, if any): $15,342,649; and (4) estimated total payment amount (sum total of all payments to pay debt service on the Bonds plus the finance charge not paid with proceeds of the Bonds) calculated to the final maturity of the Bonds: $34,841,588.
ATTACHMENT(S)
1. Resolution
2. Fiscal Agent Agreement
3. Bond Purchase Agreement