FY 2025-2030
May 6, 2025
City of Riverside
Five Year Consolidated
Plan
DRAFT
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
This Consolidated Plan provides a basis and strategy for the use of federal funds granted to the City of Riverside by the U.S. Department of Housing and Urban Development (HUD) under the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA) programs. This Consolidated Plan covers the period beginning July 1, 2025 , through June 30, 2030, including five program years. Programs and activities described in this plan are intended to primarily benefit low - and moderate-income residents of the City of Riverside, neighborhoods with high concentration of low- and moderate-income residents, and the City as a whole. HOPWA funds will be distributed to eligible activities throughout Riverside and San Bernardino counties.
The City also uses this plan to coordinate with other federal and state grant programs and local initiatives.
This plan is the product of extensive public outreach, community meetings, multiple public hearings, and consultation with multiple agencies, groups, and organizations involved in the development of affordable housing, creation of job opportunities for low- and moderate-income residents, and/or provision of services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. A complete draft of this plan has been made available for public review a nd comment for a 30 -day period beginning April 7, 2025. The availability of the plan is advertised in the local newspaper and the complete documents are available on the City’s website (http://www.riversideca.gov/ ).
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Purpose of the Consolidated Plan
The 2025 -2030 Consolidated Plan for the City of Riverside is the comprehensive five -year planning document identifying the needs and respective resource investments in satisfying the City’s housing, homeless population, non- homeless special needs population, community & economic development and economic development needs.
Goals of the Consolidated Plan
The goals of the City’s Consolidated Plan are to provide decent housing, a suitable living environment, and expanded economic opportunities for its low- and moderate-income residents.
The City and its participating agencies strive to accomplish these goals by effectively utilizing all available funding resources to conduct housing and community development activities that will serve the economically disadvantaged residents and communities of Riverside. By addressing needs and creating opportunities at the individual and neighborhood levels, the City and the Demo
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participating agencies hope to improve the quality of life for all residents of the City. The goals are outlined as follows:
• Provide Decent Housing – Help homeless individuals secure appropriate housing and assist those at risk of becoming homeless, preserve the affordable housing stock, increase the availability of permanent housing that is affordable to low - and moderate-income persons without discrimination, and increase the supply of supportive housing.
• Provide a Suitable Living Environment – Improve the safety and livability of neighborhoods, increase access to quality facilities and services, and reduce the isolation of income groups within an area through integration of low-income housing opportunities.
• Expand Economic Opportunities – Create jobs that are accessible to low - and moderate - income persons, stimulate business investment, and increase job development to build vibrant, self-sustaining communities.
Available Funds
The priorities and accomplishment goals outlined in this document are based on assumptions about future funding levels for the Consolidated Plan programs. In all cases, the City of Riverside has used the presumption of level funding of each program at Federal Fiscal Year 202 5 levels as outlined in Table I -1 below. Because these programs are subject to annual Congressional appropriations as well as potential changes in funding distribution formulas or the number of communities eligible to receive entitlement grants, the accomplishment projections and planned activities are subject to change with availability of funding.
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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
2,777,642 12,000 0 3,192,351 11,110,568 The City
received an
allocation of
$2,777,642
for this 1st
year of our
Consolidate
d Plan
period,
2024-2025.
The City
expects a
similar
allocation
each year
for a further
allocation of
$11,110,568
for the
remaining 4
years of the
Con-Plan.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
1,211,509 200,000 821,450 2,232,959 7,078,995 The City
received an
allocation of
$1,211,509
for this 1st
year of our
Consolidate
d Plan
period,
2020-2021.
The City
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construction for
ownership
TBRA
expects a
similar
allocation
each year
for a further
allocation of
$4,846,036
for the
remaining 4
years of the
Con-Plan.
HOPWA public -
federal
Permanent
housing in
facilities
Permanent
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
3,292,411 0 0 3,292,411 13,169,644 The City
received an
allocation of
$3,292,411
for this 1st
year of our
Consolidate
d Plan
period,
2020-2021.
The City
expects a
similar
allocation
each year
for a further
allocation of
$13,169,644
for the
remaining 4
years of the
Con-Plan. In
addition, the
City was
awarded an
additional
$479,139 in
CARES Act
HOPWA-CV
funds to
address the
COVID-19
pandemic.
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ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-
housing (rental
assistance)
Rental
Assistance
Services
Transitional
housing
$251,666 0 0 $251,666
$1,006,664 The City
received an
allocation of
$251,666 for
this 1st year
of our
Consolidate
d Plan
period,
2025-2030.
The City
expects a
similar
allocation
each year
for a further
allocation of
$1,006,664
for the
remaining 4
years of the
Con-Plan.
Table I-1 - Expected Resources
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CDBG Program
The Housing and Community Development Act of 1974 (“Act”) initiated the CDBG Program.
Although the Act has been amended in recent years, the primary objective continues to be the development of viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of low - and- moderate-income.
Regulations governing the Program require that each activity undertaken with CDBG funds meet one of three broad national objectives as follows:
• Benefit low- and moderate-income persons.
• Aid in the prevention or elimination of slums and blight. • Meet other community development needs having a particular urgency.
As part of the submittal of each Annual Action Plan, the City certifies that it has given maximum feasible priority to activities, which meet the first and second objectives above. Additionally, the Demo
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City certifies that no less than 70% of the CDBG funds received, over a one -year certification period, will be designed to benefit low- and moderate-income persons.
As noted in Table I-1, the City anticipates receiving an annual CDBG Program allocation of approximately $2,777,642 each year for the next five years.
HOME Program
On November 28, 1990, the Cranston -Gonzalez National Affordable Housing Act was enacted (P.L. 101-625). The HOME Program was created as a result of this legislation. It affords states and local governments the flexibility to fund a wide range of low -income housing activities through housing partnerships among states, localities, private industry, and nonprofit organizations. This program provides federal funds for the development and rehabilitation of affordable rental and homeownership housing, replacing a series of programs previously funded by HUD. HUD allocates funds to qualifying "Participating Jurisdictions" (PJs) based upon a variety of demographic and housing factors. With the exception of a waiver granted for disaster -related funding, HOME funds are subject to a 25% match of non-federal funds or in-kind contributions.
HOME regulations require grantees to allocate at least 15% of its annual HOME award to activities sponsored, managed or owned by a Community Housing Development Organization (CHDO). A CHDO is a special designation for nonprofits that provide a variety of housing activities including affordable housing development, management and homeless housing programs. HUD encourages partnerships between grantees and CHDOs to maintain and expand affordable housing. The City certifies that its Annual Action Plan will incorporate allocation of HOME funds to vital community partners such as CHDOs.
During FY 2020/2021 and FY 2021/2022, the City received approval to reduce its match obligation under the Availability of Waivers and Suspensions of the HOME Program Requirements in Response to COVID - 19 Pandemic that HUD released on April 10, 2020. This match reduction applies to funds expended by the City between October 1, 2019 and September 30, 2021. Under the same wavier the City obtained approval to reduce its CHDO 15% Set -aside to zero in FY 2020/2021.
As noted in Table I-1, the City anticipates receiving an annual HOME Program allocation of approximately $974,100 for the next five years.
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ESG Program
The ESG Program was created through the McKinney -Vento Homeless Assistance Act As Amended by S.896 Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. The program’s main focus is to assist people with quickly regaining stabi lity in permanent housing after experiencing a housing crisis and/or homelessness.
Commented [RA1]: Think there's an extra 1 in here
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The program helps improve the quality of existing emergency shelters, makes available additional emergency shelters, helps meet the cost of operating emergency shelters, provides rental assistance to homeless individuals and homeless prevention. The ESG Pr ogram ensures that the homeless have access not only to safe and sanitary shelter but also to supportive services and other kinds of assistance needed to improve their situations. The program is also intended to reduce homelessness through the funding of preventive programs and activities. ESG funds further the objectives of the Riverside County Continuum of Care.
Riverside County’s homeless system of care is comprised of a network of public, private, faith - based, for-profit, and non- profit service providers. County agencies provide direct services for the homeless and/or significant resources for agencies serving t he homeless. The region’s municipalities, including the City of Riverside, also provide substantial resources for services that assist the homeless and those at risk of becoming homeless. The County’s non-profit community is a critical player in the current Continuum of Care system. Hundreds of agencies throughout the County provide programs ranging from feeding the homeless on the street to creating permanent supportive housing opportunities. These services are available to homeless families with children, and single men and women. The County’s non -profit community also serves special needs populations, such as victims of domestic violence, veterans, the disabled and youth.
As noted in Table I-1, the City anticipates receiving an annual ESG Program allocation of approximately $251,666 for the next five years.
HOPWA Program
The HOPWA Program provides housing assistance and supportive services for low-income people with HIV/AIDS and their families. Riverside is designated as the responsible jurisdiction for dispersing HOPWA funds throughout Riverside and San Bernardino counties. The City's project sponsors are the Riverside County Housing Authority , Foothill Aids Project , Lutheran Social Services, and Young Scholars for Academic Empowerment dba T ruEvolution. The City receives approximately $4.6 million annually.
As noted in Table I-1, the City anticipates receiving an annual HOPWA Program allocation of approximately $4.6 for the next five years.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
Priority Needs
The City of Riverside has identified seven priority development areas to meet the greatest needs of residents in the City. Priorities are based on responses to the 2024 -2025 Community Survey conducted in the City, information gathered in specific focus groups, interviews with various organizations and service providers in the housing and community development field, and data obtained from the 2020 Census, the American Community Surveys, Comprehensive Housing Affordability Strategy, and the PIC Information Center. It will invest its CDBG funding to address needs in the priority areas listed below:
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1. Community Services (Public Services)
2. Infrastructure
3. Community Facilities (Public Facilities)
4. Neighborhood Services
5. Special Needs Services
6. Housing
7. Business and Jobs (Economic Development)
More detailed priorities and accomplishment projections for Housing, Community Development, Homeless and Special Needs populations, as well as HOPWA Program activities and anticipated accomplishments are presented in the appropriate narrative sections and tables within this document.
The City must also ensure that its HUD-funded activities carried out under the Consolidated Plan meet its priority needs. Priority need rankings were rather consistent throughout the City. A uniform system of ranking was assigned according to the followi ng HUD categories: No Need, Low Need, Medium Need and High Need, to describe the relative need for assistance in each category. All priority needs were found to be High based on the Consolidated Plan’s need assessments and resources available to address these needs.
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Housing Needs
Determining housing needs in the City of Riverside requires a comprehensive review of several factors including population trends, average household type and size, and the average household income. These factors assist in identifying affordable housing needs, housing density needs, the need to increase or decrease single family multi- family units, and the relationship between housing supply and demand.
Various housing concerns throughout the City of Riverside were identified including the lack of affordable housing, overcrowding, and lack of homeownership opportunities. The City has established housing goals including:
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• Creation of affordable housing through new developments • Sustaining existing housing stock through rehabilitation and necessary improvements; • Increase homeownership opportunities; and
• Rehabilitate/remove inhabitable vacant units.
Through its proposed Consolidated Plan activities, the City of Riverside will support, promote affordable housing, homeownership opportunities increase code compliance through rehabilitation programs, limit lead -based paint hazards, and rehabilitate the ex isting housing stock using federal and state grant funds.
Homeless Needs
The City of Riverside is part of the Riverside County Continuum of Care (CoC) and coordinates with various agencies in addressing the housing and service needs of Riverside’s homeless population. Many factors can result in families and individuals becomin g homeless or being at risk of losing their housing including the loss of a job, eviction, special needs (addiction, mental health, HIV), rent increases, or domestic violence. The City will continue to participate in the CoC planning process to meet homeless needs within Riverside. The City will use ESG program funds to provide rental assistance to assist homeless individuals living on the streets coupled with case management to achieve housing stability and self-sufficiency. The City will also use ESG program funds for emergency shelter operations and essential services. When ESG funding is available, homeless prevention will be provided to assist very low- income households from becoming homeless.
Geographic – Demographic Characteristics
Riverside is the largest city in the Inland Empire metropolitan area of Southern California, and is approximately 60 miles east of Los Angeles, and 12 miles southwest of San Bernardino. Riverside is the county seat of Riverside County and is named for its location beside the Santa Ana River.
Riverside is the birthplace of the California Citrus industry, home of the Mission Inn Hotel, the largest Mission Revival Style building in the United States, and home of the Riverside National Cemetery.
As of 2023, Riverside had an estimated population of 3 18,858. Founded in 1870 by John North and a group of Easterners who wished to establish a colony dedicated to furthering education and culture, Riverside was built on land that was once a Spanish rancho. Investors from England and Canada transplanted traditions an d activities adopted by prosperous citizens: the first golf course and polo field in Southern California were built in Riverside.
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The first orange trees were planted in 1871, but the citrus industry in Riverside began two years later when Eliza Tibbets received two Brazilian navel orange trees sent to her by a friend at the Department of Agriculture in Washington. The trees thrived i n the Southern California climate and the navel orange industry grew rapidly. Within a few years, the successful cultivation of the newly discovered navel orange led to a California Gold Rush of a different kind: the establishment Demo
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of the citrus industry, which is commemorated in the landscapes and exhibits of the California Citrus State Historic Park and the restored packing houses in the Downtown's Marketplace District. By 1882, there were more than half a million citrus trees in C alifornia, almost half of which were in Riverside. The development of refrigerated railroad cars and innovative irrigation systems established Riverside as the wealthiest city per capita by 1895.
As the city prospered, a small guest hotel designed in the popular Mission Revival style grew to become the world-famous Mission Inn, favored by presidents, royalty and movie stars. Postcards of lush orange groves, swimming pools, and magnificent homes hav e attracted vacationers and entrepreneurs throughout the years. Many relocated to the warm, dry climate for reasons of health and to escape Eastern winters. Victoria Avenue with its landmark homes serves as a reminder of European investors who settled here.
Riverside's citizens are proud of the city's unique character born from a tradition of careful planning; from it’s carefully laid out historic Mile Square to its 1924 Civic Center designed by the same planner responsible for San Francisco's, Charles Cheney . Through the City's Office of Historic Preservation, it is committed to preserving the past as a firm foundation for the future.
Over 125 City Landmarks, 20 National Register Sites and 2 National Landmarks have been designated by the City Council, all offering enjoyment and education to city residents and visitors.
Riverside is fortunate to have a wealth of sites and buildings that provide a link to the city's past and a strong sense of place. This is the result of the hard work and careful planning of the city's Historic Preservation Program. Created by the City Council in 1969, it identifies and advances the preservation of Riverside's historic neighborhoods and civic and commercial resources.
Examples include the Mission Inn, the Chinatown site, the National Packing House, Citrus Experiment Station and engineering feats like the Gage Canal. Many of these landmarks are found in the Downtown's Mission Inn Historic District. California's Mission R evival style, born in California, can be seen throughout the City, most notably in the Mission Inn, the Municipal Auditorium, First Church of Christ Scientist, and the Fox Performing Arts Center.
The Mission Inn was developed from the Glenwood Tavern, owned by Captain Christopher Columbus Miller, who moved to Riverside in 1874 to survey land for the Gage Canal, which brought water to Riverside. His son Frank developed a lasting interest in culture and the arts and took over the expansion of the Inn. Over the years he embellished and expanded it into a unique resort known all over the world. It has played host to numerous movie stars, musicians and heads of state. Ronald and Nancy Reagan honeymooned there, and Richard and Pat Nixon were married on its grounds. Teddy Roosevelt planted a tree in its courtyard, and a special chair, built for President William Howard Taft when he visited, is still in the Inn's collection.
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Because Riverside is the most populous city in Riverside County, CA, HUD has designated the City as a Grantee jurisdiction for administering the HOPWA funding designated for the Eligible Metropolitan Service Area (EMSA) encompassing Riverside and San Bernardino Counties. This block grant is designated to serve persons in the County of Riverside and the County of San Bernardino who are living with HIV/AIDS and their families. For this program, funds will be allocated to eligible recipients county -wide whose programs serve this population. It is anticipated that the funds will be targeted to organizations whose service areas include the urban centers within the Counties, where the greatest percentage with HIV/AIDS reside.
3. Evaluation of past performance
At the end of each program year, as required by HUD, a CAPER must be submitted to HUD by September 30th. The CAPER gives an actual account of activities, which occurred during the previous program year, and how the City maintained and expended funds, which were outlined in the Annual Action Plan for that program year.
Upon completion of the CAPER, and at least 15 days prior to its submission to HUD, the City will make the report available to the general public for a 15 -day review and comment period. Any comments received from the general public will be included in the CAPER submitted to HUD.
The City will provide a notice in the local newspaper for the availability of the CAPER, which will begin a 15-day review and comment period. A public notice will be advertised prior to the review period. The notice and the draft CAPER will also be made available to the public via the City’s website (www.riversideca.gov
).
The City of Riverside is in the fifth year of its current Consolidated Plan period (20 20-2025) and has met or exceeded most of the goals set forth to ensure decent housing, a suitable living environment and economic opportunities.
The City continues to carry out its programs as identified in its 2020-2025 Consolidated Plan and implemented through the approved Annual Action Plans. The City has provided all requested certifications as required by HUD and has been fair and impartial to entities applying for federal funds to assist in program implementation. The City has not hindered implementation of the Consolidated Plan through action or willful inaction.
Projects funded include public facilities, public services, acquisition of a homeless facility, housing rehabilitation and a micro-loan program.
Table I-4 shows the City’s 2010-2014 Accomplished Priority Needs along with funds expended.
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4. Summary of citizen participation process and consultation process As the entitlement grantee for the CDBG, HOME, ESG, and HOPWA programs, the City of Riverside Housing and Human Services Department (HHS) is the lead agency for the development of this five-year consolidated plan as well as the Annual Action Plans that out line the proposed activities and expenditures under these programs. The HHS Department will also act as one of several public and private agencies that will administer programs and activities under the plan.
During this Consolidated Plan period, HHS will also work with other agencies and organizations that will assist in the administration of the Consolidated Plan programs.
The City of Riverside has embraced a process for the development of this five-year Consolidated Plan that included broad participation from the community. At each step in the process care has been taken to ensure that low- and moderate-income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted by the programs and projects supported by the Consolidated Plan programs have been actively involved. The Housing and Human Services Department (HHS) staff conducted extensive outreach to engage a wide range of agencies, groups, organizations, and residents in the process of developing the 20 25-2030 Five-Year Consolidated Plan and the 2025 -2026 One-Year Action Plan. This process included:
• Notices being sent to every household in the City inviting participation in the Consolidated Plan process to include attendance at the Community Meetings (7 meetings, throughout multiple Council Wards);
• Surveys available to participants at each Community Meeting, including Community Centers; surveys distributed to a number of agencies and groups; and surveys available on the City of Riverside’s website;
• Letters sent to community -based organizations and groups inviting participation in the process;
• Public notices and advertisements published in the local newspaper inviting public participation in the process;
• A public application process for the community -based organizations to apply for project funding in program year 2025-2026;
• Discussions with several City departments to help identify priority needs for the next five years;
• Consultation with local and regional governmental agencies to help identify priority needs for the next five years; and
• Consultation with City Council members regarding constituent and citywide priorities.
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ES-05 Citizen Participation 1
In order to identify priority needs in the City, a Priority Needs Survey was prepared and made available to all residents of the City (see Grantee Unique Appendices in back Admin Section). The survey was designed to identify and prioritize needs related to community services, community facilities, infrastructure, neighborhood services; special needs services, businesses and jobs, and housing. The surveys were also made available at various public facilities. The surveys were also distributed to community-based organizations and stakeholders in the City. Although the sample size of completed surveys (308) was relatively small, the findings are nevertheless relevant (see Appendix “C.”). Residents who responded noted the need for the following:
• Anti-Crime Programs
• Educational Services
• Youth Services
• Street Improvements
• Parks and Recreation Facilities
• Youth Centers
• Code Enforcement
• Graffiti Removal
• Homeless Shelters and Services
• Mental Health Services
• Neglected/Abused Children Centers and Services
• Create Jobs for Low-Income Persons
• Job Training Programs
• Retention of Companies that Provide Jobs
• Small Business Assistance
• Store Front Improvements
Within these categories residents could identify specific Community Priority Activities. The top 10 needed activities based on resident responses are as follows:
Activity Category
1 Mental Health Services Special Needs
2 Homeless Services Special Needs
3 Homeless Shelters Special Needs
4 Street Improvements Infrastructure
5 Anti-Crime Community Services
6 Senior Housing Housing
7 Trash and Debris Removal Neighborhood Services
8 Affordable Rental Housing Housing
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9 Retain Companies that Provide Jobs Business & Jobs
1 0 Neglected/Abused Children Centers & Services
Special Needs
ES-05 Citizen Participation 2
In developing this five -year Consolidated Plan, the HHS, acting as the lead plan development agency, has consulted with representatives from multiple agencies, groups, and organizations involved in the development of affordable housing, creation of job opportunities for low- and moderate-income residents, and/or provision of services t o children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. In addition to the surveys, focus groups, hearings, and other outreach efforts described above, HHS staff and/or its Analysis of Impedim ents consultant contacted representatives, staff, and members of the Housing Authority of the County of Riverside (HACR), and the Riverside County Continuum of Care. A copy of the final plan was also made available to adjacent cities for review and comment.
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Summary of Citizen Participation Continued - Public Hearings Public Hearings, Community Meetings, and Comment Periods In addition to the targeted data, collection efforts outlined above, the City of Riverside Community & Housing and Human Services Department conducted seven advertised community meetings to obtain feedback and solicit input into the needs of the community and this Consolidated Plan. Community meetings were held in each of the seven City Council Wards. The meetings included an introduction and explanation of the Consolidated Plan’s purpose and the process and schedule for its completion as well as an opportunity for interested persons to comment on past activities of the Consolidated Plan programs, identify needs, and propose strategies for addressing those needs. Minimal public comment was received at the community meetings. The public comments can be seen in the Executive Summary and Citizen Participation section of this document.
A draft of the Consolidated Plan was prepared in March 2025 and made available for public review and comment from April 7, 2025 through May 6, 2025. A summary of comments received, and the City’s responses can be found in the Citizen Participation section of this document. Notice of the availability of the draft plans and the opportunity to comment on them was advertised in The Press-Enterprise as required under the City’s Citizen Participation Plan.
A public hearing was held on May 6, 202 5 with the Riverside City Council and community regarding the Consolidated Plan, the Citizen Participation Plan, the Analysis of Impediments to Fair Housing Choice (AI), and the Annual Action Plan project/programs selection for the 202 5- 2026 program year.
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5. Summary of public comments
Comments received at the May 6, 2025, Public Hearing:
City of Riverside response to comments received at public hearing:
XXXX
6. Summary of comments or views not accepted and the reasons for not accepting them All comments received are accepted.
7. Summary
The City is committed to allocating funds that serve the needs of the lowest- income and most disadvantaged residents. Households with incomes less than 50 percent of the area median income, particularly those with extremely low incomes (less than 30 perce nt of area median income), are particular priorities. Priorities can be achieved through a combination of 1) decent and affordable housing; 2) investment in community development activities in lower-income and deteriorating neighborhoods and in facilities that serve lower -income populations; and 3) supportive services to maintain independence. By focusing on these overall priorities, the City seeks to address community concerns such as:
• The need for additional decent, safe, and affordable housing, and alleviate rent burdens, homelessness, and deteriorating housing stock;
• Programs that improve community facilities and services in low-income areas; • A network of shelters, housing, and services that prevent homelessness, including rapid re- housing and permanent housing, and the elimination of homelessness along the lines detailed in the City's Homeless Reduction and Prevention Strategy Five-Year Plan and the Riverside County's 10-Year Plan to end chronic homelessness and the City's Housing First Strategy Plan ;
• Programs that promote economic development and create jobs and programs that increase the job skills level of potential employees; and • Supportive services that increase the ability of seniors, persons with disabilities, and others with special needs to live independently.
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 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 RIVERSIDE Housing & Human Services
Department
HOPWA Administrator RIVERSIDE Housing & Human Services
Department
HOME Administrator RIVERSIDE Housing & Human Services
Department
ESG Administrator RIVERSIDE Housing & Human Services
Department
Table 1 – Responsible Agencies
Narrative
N/A
Consolidated Plan Public Contact Information
Michelle Guzman, Senior Project Manager
City of Riverside
Housing and Human Services Department
3900 Main Street 5th Floor
Riverside, CA 92522
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
N/A
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 of Riverside actively participates in the Riverside County Continuum of Care (CoC), which is led by the Riverside County Housing, Homelessness Prevention and Workforce Solutions Department. The City has standing representation on the CoC, Housing and Planning Committee, HMIS Administrators Council, CES Oversight C ommittee, and Standards and Evaluations Committee. Leaders from the County and City housing authorities, private hospitals, private housing providers, County Department of Mental Health, social service programs that serve the homeless, as well as criminal justice entities also serve on the CoC. The CoC meets every other month and is responsible for coordinating the countywide effort to address homelessness and administers federal funding from HUD, State and other resources to combat homelessness. The executive leadership participates in planning partnerships with psychiatric stakeholders, criminal justice executives and employment specialists led by Riverside County.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The County of Riverside Housing and Workforce Solutions is the Collaborative Applicant for the Continuum of Care (CoC) and has spearheaded the local effort to ensure compliance with HEARTH Act provisions. Therefore, there is continuous coordination between Riverside County, the City of Riverside, and the CoC as a whole, to address the needs of persons who are homeless or at risk of homelessness. This includes discharge planning, identifying needs and gaps in the community, and researching project models for permanent supportive housing and funding sources. The County works closely with Adults Protection Services to provide support for our homeless seniors.
The City utilizes the Coordinated Entry System Community Que when referring homeless individuals to the City’s rental assistance and permanent supportive housing programs.
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 Demo
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The City is to receive $251,666 of ESG Fiscal Year 2025-2026 grant funds and released a Notice of Funding Availability for these funds. The City of Riverside received three proposals totaling $278,874.95 in ESG funding to support emergency shelter operatio ns, rapid rehousing, and administration.
City staff is recommending funding all these activities at a funding level not to exceed $251,666.
Rapid Re-Housing will fund rental assistance and security deposits to homeless individuals and families in the City of Riverside to locate housing units in Riverside County to provide a wider range of housing units for clients to select from. These recommendations were forwarded to the CoC for comments.
The City of Riverside will meet bi- annually with other ESG recipients in the County that include the Riverside County Housing and Workforce Solutions, and the City of Moreno Valley to review adopted ESG Policies and Procedures which were reviewed and adopted by the CoC.
In Fiscal Year 2025 -2026, the ESG recipients will evaluate Fiscal Year 2024 -2025 outcomes of projects and activities to ensure that funds are being directed to address the greatest needs and ensure that subrecipients are entering client information in the Homeless Management Information System (HMIS) per the ESG and CoC Interim Rule (24 CFR 576 and 578). HMIS provides an opportunity to document homelessness and helps to ensure coordination between service providers while avoiding duplication of services and client data. The HMIS data system is managed by the Riverside County Housing and Workforce Solution.
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
Agency/Group/
Organization
Agency/Group
Organization
Type
What section of
the Plan was
addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
Housing
Authority of
Riverside County
Housing
PHA
Other
government -
County
Housing Need
Assessment
Public Housing
Needs
Homelessness
Strategy
Market Analysis
The Housing Authority of the County of
Riverside (HACR) is a public agency
chartered by the State of California to
administer the development,
rehabilitation or financing of affordable
housing programs and was consulted for
information on public housing matters and
housing development initiatives. The
department was contacted via email for
input on the development of the plan.
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Riverside County
Continuum of
Care
Services-
homeless
Services-
Health
Housing Need
Assessment
Public Housing
Needs
Homeless Needs -
Chronically
homeless
Homeless Needs -
Families with
children
Homelessness
Needs - Veterans
Homelessness
Needs -
Unaccompanied
youth
Homelessness
Strategy
ESG consultation was conducted with the
Riverside County Continuum of Care to
discuss characteristics and data needs
regarding the homeless needs through
correspondence. The following agencies
were consulted: ABC Recovery Center,
Adult Protective Services, Alternative to
Domestic Violence, Catholic Charities, City
of Cathedral City, City of Hemet, City Net,
Coachella Valley Rescue Mission,
Community Connect, Community Mission
of Hope, Congressmember Raul Ruiz's
Office, Riverside University Health
Systems - Behavioral Health - Whole
Person Care - Medical Center, Department
of Public Social Services, Foothill AIDS
Project, Help for Future Leaders, Inc., His
Daughter's House, Housing Authority of
Riverside County, IEHP, Jefferson Wellness
Center, Jewish Family Services of the
Desert, Lighthouse Social Service Center,
Lutheran Social Services, Martha's Village
and Kitchen, Riverside County Office of
Education, Office on Aging, County
Workforce Development, Operation
Safehouse, P.W. Enhancement, Path of
Life Minis tries, Riverside Sheriff,
Springboard, Step Up on Second, U.S. Vets,
Valley Restart Shelter, VA Loma Linda, and
Whiteside Manor.
City of Riverside
Housing
Authority
Housing
Services-
homeless
Other
government -
Local
Housing Need
Assessment
Homeless Needs -
Chronically
homeless
Non-Homeless
Special Needs
Market Analysis
The City of Riverside provided the County
of Riverside Housing Authority the
opportunity to provide input on the need
for affordable housing development,
barriers to affordable housing
development and homeless services
currently provided, and barriers to t he
provision of homeless services.
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City of Riverside
Outreach
Services
Services-
homeless
Other
government -
Local
Housing Need
Assessment
Homeless Needs -
Chronically
homeless
Homeless Needs -
Families with
children
Homelessness
Needs - Veterans
Homelessness
Needs -
Unaccompanied
youth
Homelessness
Strategy
Non-Homeless
Special Needs
The City of Riverside coordinated with the
County of Riverside to identify homeless
services currently provided, types of
homeless services needed, and barriers to
the expansion of homeless services.
points of collaboration need for homeless
programs and
services and the
development of affordable housing.
Fair Housing
Council of
Riverside
County, Inc.,
Service-Fair
Housing
Housing Need
Assessment
Homeless Needs -
Families with
children
Homelessness
Strategy
Market Analysis
Fair Housing was consulted through the
Homeless Task Force where members of
different sectors discussed the housing
market, need for affordable housing for
different subpopulations, and provide
input on housing barriers and needs based
on requests for assi stance with housing
and discrimination.
Inland SoCal
Housing
Collective
Housing
Advocacy
Group
Housing Need
Assessment
Homeless Needs -
Families with
children
Homelessness
Strategy
The group of bankers, advocates, policy
makers, service providers, regulatory
entities, collaborators, leaders, neighbors,
and community members were consulted.
The anticipated outcomes include: (1)
region-specific housing policies and
solutions, (2) wealth building and
preservation, (3) expansion of housing
solutions, and (4) increasing regional
involvement.
Table 2 – Agencies, groups, organizations who participated
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Identify any Agency Types not consulted and provide rationale for not consulting All Agency types were consulted.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Riverside County Housing,
Homelessness Prevention
& Workforce Solutions
Department
The City’s goals of addressing homelessness
through rapid re -housing, emergency shelter,
Outreach, and HMIS are overlapping goals.
These services help strengthen the Continuum of
Care Strategy
Ending Homelessness
in Riverside County
Riverside County
Department of Public
Social Services and the
Riverside County Executive
Office
Focuses on prevention, collaboration and
coordination, and rapid housing placement.
City of Riverside of
the Riverside Housing
First
City of Riverside Housing
and Human Services
Department
Implements the model among permanent
supportive housing and rapid Re -housing
programs and provides a roadmap for the
development of Housing First units
General Plan-Housing
Element
City of Riverside Housing
and Human Services
Department
The housing and demographic data were used to
determine needs. Some goals proposed in the
Housing Element can be funded through the
Action Plan
The Analysis of
Impediments to Fair
Housing Choice
City of Riverside Housing
and Human Services
Department
The Analysis of Impediments to Fair Housing
program provides a vital range of no -cost fair
housing services to eligible clientele throughout
the City that is victimized and affected by illegal
housing practices. The value of this study is that
it identifie
s and analyzes the most significant
barriers affecting fair housing choices and
outlines specific steps to address and overcome
the effects of any impediments which were
useful for the development of this Five -Year
Consolidated Plan
Annual Plan Housing Authority of the
County of Riverside (HACR)
The Annual Plan is used to express the Public
Housing Authority’s quantifiable goals and
objectives for the 5 -Year period. The primary
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mission of the HACR is to provide affordable,
decent, safe, and sanitary housing opportunities
to low and moderate -income families including
elderly and disabled persons while supporting
programs to foster economic self-sufficiency
The Gap, A Shortage
of Affordable Rental
Homes
National Low Income
Housing Coalition
The Gap, A Shortage of Affordable Rental Homes
report analyzes the most recent American
Community Survey (ACS) data to determine the
availability of rental homes affordable to
extremely low-income households with incomes
at or below the poverty line or 30% of the area
median income (AMI), whichever is greater and
other income groups and helps to identify what
housing needs should be included in our Housing
First Plan
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))
The City works in close coordination with the Riverside County Continuum of Care, Riverside County Housing Authority, Fair Housing Council of Riverside County to identify affordable housing and homelessness needs within the city. The City has held two home less forums in the City of Riverside to convene representatives from Riverside and San Bernardino counties and cities in the western Riverside region to discuss homeless issues, which resulted in the attendees identifying emergency shelters and affordable housing as the largest need in the western Riverside region. Continued efforts to increase the participation of the CDBG, HOME, Low-income Housing Tax Credit, Federal, State and other local housing program sources will be directed at: 1) strengthening the housing service delivery system by working more closely with County housing agencies and by collaborating with non-profit organizations; 2) increasing the involvement of the Continuum of Care for Riverside County, and 3) working more closely with area busi nesses, private developers, including developers new to affordable housing, and permanent supportive service providers.
Narrative (optional):
N/A
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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
As required by HUD rules and regulations, the City of Riverside complies with regulation 24 CFR 91.105, Citizen Participation Plan for local governments as outlined. The City has adopted a Citizen Participation Plan that sets forth the City's policies and procedures for citizen participation. The components of the Citizen Participation Plan discussed above have been designed with the explicit intention of accommodating and encouraging participation by low- and moderate-income residents, residents of low -and moderate-income neighborhoods, members of minority groups, persons with limited English skills, and persons with disabilities. In the develop ment of the Consolidated Plan, the City made affirmative efforts to provide adequate information to interested age ncies and Riverside residents concerning the CDBG, HOPWA, HOME and ESG process and availability of funds.
During the month of October and November 2024, staff members of the Housing and Human Services Department conducted a public meeting in seven City Council Wards (see grantee appendices).The intended purpose of these meetings was to provide the reside nts with an overview of HUD programs, to obtain information on community needs and priorities that will be included as part of this Consolidated Plan, and to solicit community input regarding any current unmet need. The City Council Ward meetings were held at community centers, public libraries and other venues within the community and involved the participation of City Council member s, and area residents in order to gather statistical information, assess the City’s housing and community development needs, and receive input on spending plans and priorities for the upcoming program years. The City also conducted extensive outreach to inform l ocal agencies regarding the opportunity to apply for CDBG funds. Outreach included a public notice for availability for fundi ng, a letter mailed to each interested agency, and an application workshop to assist those public service agencies with application preparation.
Technical assistance was also provided to individuals and organizations throughout the application period. In O ctober 2024, the City of Riverside mailed each resident and property owner a Riverside Community at Home postcard, which provided and overview of the City’s entitlement programs and invited them to attend the public meeting in their City Council Ward. In a n effort to reach low- and moderate-income residents and encourage citizen participation, over 124,850 CDBG postcards were distributed. In addition, the notice was posted on the City’s website. Persons unable to attend public meetings were invited to provide input and submit comments and suggestions to the City’s Housing and Human Services Department. Bilingual interpretation services were made available at all public meetings.
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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments not
accepted and reasons
URL (If applicable)
1 Citywide
Postcard
Mailing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
non-
targeted/broad
community
Residents of
Public and
Assisted
Housing
City of
Riverside
residents
Based on postcard
distribution of over
124,850 throughout
the community each
ward meeting had an
approximate
attendance of 20-30
residents. Calls and
emails were received
and responded to for
further information
regarding the
presentation.
No
comments
were
received
All comments were accepted City of Riverside
Community At Home
2 Public
Meeting
Minorities
Non-English
Speaking -
Specify other
Each ward meeting
had an approximate
attendance of 25
residents.
Councilmembers
Comments
can be found
in Appendix 1
Citizen
All comments were accepted N/A
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language: ASL,
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted
Housing
All Residents
from several wards
attended individual
meetings.
Community residents
provided input and
comments regarding
projects and services
needed.
Participation
Comments
3 Internet
Outreach
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-targeted/
broad
community
Residents of
Public and
Each ward meeting
had an approximate
attendance of 25
residents. Council
members from
several wards
attended individual
meetings.
Community residents
provided input and
comments regarding
projects and services
needed.
No
comments
were
received
All comments were accepted http://www.riversideca.
gov/cdbg/
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Assisted
Housing
All residents
4 Citywide
Postcard
Mailing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-targeted/
broad
community
Residents of
Public and
Assisted
Housing
All residents
Response statistics
are attached
Comments
are attached
All comments were accepted Survey is attached
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
Based on HUD provided figures, the following data indicates the number and percentage of renters and homeowners who may be subject to housing tribulations, based on income level. The lack of housing for all income levels has substantially increased the number of households experiencing housing problems and cost burdens.
HUD receives a “special tabulation” of data from the U.S. Census Bureau’s American Community Survey (ACS) that is largely not available through standard Census products. This special tabulation data provides counts of the numbers of households that fit certain combinations of HUD-specified criteria such as housing needs , HUD-defined income limits (primarily 30, 50, and 80 percent of area median income) and household types of particular interest to planners and policy makers. This data, known as the Comprehensive Housing Affordability Strategy (CHAS) data, is used by local governments for housing planning and as part of the Consolidated Planning process.
Assessing the specific housing needs of the City of Riverside is critical to creating a realistic and responsive affordable housing strategy. As such, an assessment of the City’s affordable rental and single-family homes was conducted based on available demographic, economic and housing data for the City of Riverside. The assessment utilized HUD’s eCon Planning Suite within the Integrated Disbursement and Information System (IDIS). The eCon Planning Suite pre -populates the most up -to-date housing and econom ic data available to assist jurisdictions in identifying funding priorities in the Consolidated Plan and Annual Action Plan. Highlights of this assessment are provided in this section.
Needs Assessment Overview
The percentage of household income spent for mortgage costs or gross rent, commonly called cost burden, is by far the most prevalent problem in Riverside, for owned and rented households alike. According to Housing and Urban Development guidelines, households spending more than 30 percent of income for these housing costs are cost burdened.
Rental housing costs have been rising more rapidly than home purchase prices, placing an economic stress on renting households who are typically younger or economically disadvantaged relative to homeowners.
According to ACS 2014-2018, there were an estimated 323,935 households in the City of Riverside and the average household size was 3.41 people. Families made up 72.6 percent of these households including both married-couple families (50.1 percent). Female householder families with children under 18 years with no husband are 7.5 percent of all households and male Demo
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householder families with no wife present is 2.9 percent. Nonfamily households made up 27.3 percent of households. Fifty-nine percent of renter households are paying more than 30 percent of their household income towards their monthly rent, while 34.5 perc ent of housing units with a mortgage are paying more than 30 percent of their household income towards their monthly mortgage.
In Riverside, 39.6 percent of all households have one or more children under the age of 18 and
24.8 percent of all households have one or more people 65 years and over. The poverty rate is
15.6% (higher than the national average at 14.1%). In 43.5% of Riverside homes, a language other than English is spoken at home.
In Riverside, the white population represented 60.9 percent, black or African American population accounted for 6.2 percent of the total population, and the Asian population represented 9.2 percent of the total population. Hispanic households represented 53.3% percent of the total population.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 316,335 327,565 4%
Households 91,270 90,660 -1%
Median Income $57,196.00 $72,738.00 27%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 11,704 10,410 15,525 10,090 42,935
Small Family Households 4,010 3,840 6,760 5,019 21,745
Large Family Households 1,100 1,955 2,950 1,804 7,305
Household contains at least one
person 62-74 years of age 2,290 2,299 3,070 1,969 10,900 Household contains at least one
person age 75 or older 1,769 1,550 1,520 730 3,445
Households with one or more
children 6 years old or younger 2,515 2,265 3,555 2,505 4,635 Table 6 - Total Households Table
Data
Source:
2016-2020 CHAS
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities
295 165 160 65 685 50 25 35 30 140
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing)
280 440 420 165 1,305 55 15 110 125 305
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems)
640 980 1,030 485 3,135 175 120 460 320 1,075
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems)
5,380 2,835 995 15 9,225 2,009 1,409 1,030 405 4,853
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems)
545 1,625 3,785 1,605 7,560 330 1,160 2,355 1,574 5,419 Zero/negative
Income (and
none of the
above
problems) 690 0 0 0 690 305 0 0 0 305
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems
6,600 4,420 2,600 730 14,350 2,294 1,574 1,635 880 6,383 Having none of
four housing
problems
1,925 2,070 5,920 4,005 13,920 890 2,340 5,370 4,475 13,075 Household has
negative
income, but
none of the
other housing
problems
0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
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3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 2,495 2,415 2,765 7,675 980 1,030 1,560 3,570 Large Related 770 1,215 680 2,665 195 365 870 1,430
Elderly 1,769 875 630 3,274 998 1,054 910 2,962
Other 1,955 1,260 1,405 4,620 365 244 265 874
Total need by
income
6,989 5,765 5,480 18,234 2,538 2,693 3,605 8,836
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 1,450 1,450 855 630 0 1,485
Large Related 0 0 410 410 150 140 115 405
Elderly 1,439 415 100 1,954 813 544 430 1,787
Other 0 1,830 865 2,695 335 0 0 335
Total need by
income
1,439 2,245 2,825 6,509 2,153 1,314 545 4,012
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households
795 1,220 1,190 480 3,685 115 110 340 250 815
Multiple,
unrelated family
households
130 205 230 160 725 115 39 235 190 579
Other, non-
family
households
85 20 65 55 225 0 0 0 10 10
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Total need by
income
1,010 1,445 1,485 695 4,635 230 149 575 450 1,404
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
Table 12 – Crowding Information – 2/2
Describe the number and type of single person households in need of housing assistance.
The 2018 5-Year ACS estimates are that 18,050 or about 19.8 percent of all households are single person households. On March 31, 2020 there were 236 homeless individuals from the City of Riverside that are on the Homeless Management Information System By Name List waiting for a housing resource and housing unit. The housing needs for single persons who are homeless are in excess of the current resources, without factoring the population that is in the doubled up or moving from friend to friend's house.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
During the 2020 Homeless Point in Time Count, 24 homeless individuals (9%) are victims of domestic violence and are in need of housing assistance. Domestic violence shelters and transitional housing rarely have openings, and shelter staff express the diffi culties that their residents face when attempting to transition out of their programs into market -rate housing. As a result of the power structure inherent in relationships characterized by domestic violence, many of their clients lack the education and sk ills needed to earn an income to adequately support themselves and, in many cases, their children. Case management is provided to help these individuals gain the skills they need to become self-sufficiency and achieve housing stability.
What are the most common housing problems?
The most common housing problem for large and small families in the City is cost burden, where residents paid more than 30 percent of their gross income on housing costs. This problem is most acute for renters and households with incomes under 30 percent o f area median income (AMI). Households paying more than 50 percent of their income for housing is also an issue, again particularly for those with incomes under 30 percent of AMI.
According to 2011-2015 CHAS data, 6,185 households under 30 percent of AMI were paying at least 50 percent of their monthly income on housing costs. A total of 3,545 renters between 30 and 50 percent of Demo
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AMI and 1,215 renters between 50 - 80 percent of AMI were paying more than half of their monthly income on housing.
Far fewer owner-occupied households were paying over 50 percent of their monthly income on housing costs. The data shows that while 9,490 renters under 80 percent of AMI paid over 50 percent of their monthly income on housing costs; only 4,755 homeowners at this income level did so.
The second most common housing problem was overcrowding with 1.01 - 1.5 people per room.
Overcrowding affected 3,475 of renters and 1,249 homeowners.
The third most common housing problem was severely overcrowding with more than 1.51 people per room. This problem also disproportionately affected renters (28.6 percent of all cases) with household incomes below 30% AMI and owner -occupied households with incomes between 50% and 80% AMI (49 percent of all cases).
Fortunately, substandard housing in the City was extremely limited, affecting less than 1 percent of all households. It should be noted that substandard housing in this instance is defined under a HUD interpretation and includes housing units lacking complete kitchen and/or bathroom facilities. The share of housing units not fully compliant with local code is greater.
Are any populations/household types more affected than others by these problems? The housing trend is that extremely low- income renters and very low -income homeowners are much more likely to have housing problems than homeowners and renters with higher income groups. CHAS data on severe housing problems indicated that 15,430 renter hou seholds and 7,030 owner households had one or more housing problems. This trend holds true with overcrowding, as 3,350 or 24 percent of renter households were overcrowded households. The elderly, particularly homeowners, were also affected by cost burdens, comprising of 54.5 percent of households with incomes below 30 percent AMI.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Individuals with an imminent risk of residing in shelters or becoming unsheltered typically have a combination of financial factors present in their lives: lack of living wage job, rent consuming more than 30 percent of their income, and high childcare, me dical, or transportation costs. In addition to these factors, individuals at risk of homelessness will often have additional issues present: family conflicts, domestic violence, doubling up with family members, recent crisis, housing with code or safety vi olations, family members with disabilities, criminal histories, history of mental health or chemical dependency, difficulty navigating systems to access public benefits or community based services, and prior experience with homelessness.
The CHAS data shown in this section shows there are 1,335 households with zero or negative income which are at imminent risk of either residing in shelters or becoming homeless. The City will continue to utilize Emergency Solutions Grant Rapid Re-Housing and its HOME Tenant-Based Demo
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Rental Assistance Program to address the need of this population and residents who are currently living on the streets or living in motels. Families at risk of losing their housing are referred to Riverside County Department of Public Social Services, United Way of the Inland Empire, Catholic Charities, Lutheran Social Services and faith-based organizations for assistance.
The City of Riverside will also continue to collaborate with the CoC to address the needs of formerly homeless individuals and families through permanent supportive housing programs and rapid-re-housing programs. Outreach workers will continue to assess cl ients for their level of need and make program referrals based on the specific needs of the individual or family while being placed on the Homeless Management Information System By Name List waiting for a housing resource and residential unit.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
Given the precarious and unstable financial situation that cost burdened households face, some portion of the 11,605 severely cost burdened low -income renters identified by CHAS may become homeless in Riverside if they experience an unexpected crisis. For households late on their rent, the eviction process can be completed within several weeks. With little to no room in their budget for savings, these households may lack the necessary funds to catch up on their rent or move to a new home. If they also lack a social support network with the capacity to help them through their housing crisis, they face imminent risk of homelessness.
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
The characteristic that has been linked most clearly with instability and an increased risk of homelessness is a lack of affordable housing for lower -income households. The typical measure of housing affordability is whether tenants are paying more than 30 percent of their gross income on rent. According to 2018 American Community Survey, 69 percent of City renters paid more than 30 percent of their income on housing. The affordability issue is also illustrated by the fact that just 22 percent of the City’s apartments rent for less than $1,000 a month.
Another characteristic linked to instability and an increased risk of homelessness is the difficulty eligible individuals have in obtaining Permanent Supportive Housing. PSH is almost always fully utilized, but a number of issues occur when eligible recipi ents are placed on a waiting list. They will often remain homeless, move to rooming houses, or relapse into drugs or other harmful activities. As a result, many eligible recipients lose their eligibility for PSH during the waiting period.
Many other non- housing characteristics also play a role such as chronic health issues, unemployment, mental health issues, substance abuse and criminal activity. Additional information is provided in the NA-40 Homeless Needs Assessment.
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Discussion
As detailed above, Riverside’s housing needs assessment indicates goals and priorities of the Consolidated Plan should focus on alleviating cost burden among low - and moderate -income renters and homeowners including small and large families, and programs to address the physical condition of housing.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
HUD defines a disproportionately greater number of housing problems by a racial or ethnic group as when a group experiences housing problem at a rate more than 10% greater than the income group as a whole. The data summarizes the percentage of each minority group experiencing any of four housing problems: cost burden (paying more than 30% of income for housing); overcrowding (more than one person per room); and lacking complete kitchen facilities or complete plumbing facilities (substandard housing). Income classifications are defined as extremely low-income (under 30% of AMI); low- income (between 30 and 50% AMI); moderate - income (between 50 and 80% AMI); and middle-income (between 80 and 100%) AMI.
In the first two sections (NA-15 and NA-20), housing problems are defined as:
• Lacking complete kitchen facilities
• Lacking complete plumbing facilities
• More than one person per room
• Housing costs more than 30% of household income
0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 8,225 940 1,040
White 2,205 260 360
Black / African American 1,330 85 70
Asian 650 99 260
American Indian, Alaska Native 79 10 4
Pacific Islander 55 0 10
Hispanic 3,535 490 310
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data
Source:
2016-2020 CHAS
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*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 9,030 1,215 0
White 2,510 460 0
Black / African American 700 165 0
Asian 515 114 0
American Indian, Alaska Native 70 0 0
Pacific Islander 0 0 0
Hispanic 4,995 405 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 10,270 3,455 0
White 3,255 1,370 0
Black / African American 765 185 0
Asian 475 205 0
American Indian, Alaska Native 20 4 0
Pacific Islander 50 0 0
Hispanic 5,480 1,650 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data
Source:
2016-2020 CHAS
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*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,095 4,405 0
White 1,840 1,790 0
Black / African American 200 250 0
Asian 285 230 0
American Indian, Alaska Native 30 15 0
Pacific Islander 30 0 0
Hispanic 2,595 2,085 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data
Source:
2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
The disparate impact analysis for housing problems determined that White and Hispanic populations had percentages that made up 84% of the jurisdiction as a whole.
Based on this analysis, the following income groups were found to have disproportionate housing need relative to the City’s population as a whole with comparable household • Black/African American: Every income category below 100% of AMI • Asian: Every income category below 100% of AMI
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
Severe housing problems for occupied units indicate the physical condition or lack of necessary living standards per household. The Comprehensive Housing Affordability Strategy (CHAS) data summarizes the percentage of each minority group experiencing any o f four severe housing problems: cost burden (paying more than 50% of income for housing); overcrowding (more than
1.5 persons per room); and lacking complete kitchen facilities or complete plumbing facilities (substandard housing). The Hispanic population had a disproportionately greater need with severe housing problems in every income category with the exception of the extremely low - income White population that had a greater need with severe housing problems. 0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 7,490 1,680 1,040
White 1,920 545 360
Black / African American 1,200 215 70
Asian 580 165 260
American Indian, Alaska Native 79 10 4
Pacific Islander 55 0 10
Hispanic 3,300 730 310
Table 17 – Severe Housing Problems 0 - 30% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 7,210 3,040 0
White 1,965 1,010 0
Black / African American 565 305 0
Asian 415 215 0
American Indian, Alaska Native 70 0 0
Pacific Islander 0 0 0
Hispanic 4,009 1,385 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,800 8,930 0
White 1,320 3,315 0
Black / African American 230 725 0
Asian 210 465 0
American Indian, Alaska Native 20 4 0
Pacific Islander 0 50 0
Hispanic 2,915 4,215 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,630 7,865 0
White 610 3,030 0
Black / African American 45 405 0
Asian 35 490 0
American Indian, Alaska Native 0 45 0
Pacific Islander 15 15 0
Hispanic 900 3,780 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
Although severe housing problems were less prevalent than non-severe housing problems, their distribution continued to correlate strongly with income levels. Hispanic and White households had the highest frequency of severe housing problems across all income levels. Black/African American households experienced the highest level of housing problems in the 30 - 50% AMI bracket.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
The disproportionately greater need of racial or ethnic groups is based on the level of cost burden defined as monthly housing costs (including utilities) exceeding 30% of a household's monthly income. The data is broken down into groups paying under 30% of income for housing, between 30 and 50%, and over 50%. The column labeled “no/negative income” represents households with no income or those paying 100% of their gross income for housing costs.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 53,005 19,975 16,805 1,190
White 24,975 7,035 5,450 400
Black / African
American 3,005 1,560 1,935 70
Asian 3,085 1,245 1,125 295
American Indian,
Alaska Native 190 34 164 4
Pacific Islander 130 80 55 10
Hispanic 20,565 9,495 7,444 365
Table 21 – Greater Need: Housing Cost Burdens AMI
Data
Source:
2016-2020 CHAS
Discussion:
Moderate Housing Cost Burden: Approximately 22% of all Riverside households experienced a moderate housing cost burden, paying 30-50% of household income for housing. Pacific Islanders experienced the largest disproportionate need (40.5%).
Severe Housing Cost Burden: An additional 20% of all Riverside households experienced a severe housing cost burden, paying more than 50% of household income for housing. Below is a breakdown of the severe housing cost burden disproportionate need:
• Pacific Islander: 42.7%
• Black/African American: 27%
• American Indian: 26%
• Hispanic: 25%
• Asian: 22%
• White: 14.6%
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The disproportionately greater need analysis is not necessarily reflective of the number of households in need. Rather, the analysis determined whether any particular racial or ethnic group has a need, which is disproportionately greater than all the house holds in that particular income group. A disproportionately greater need exists when the percentage of households in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percentage of households in the category as a whole.
If they have needs not identified above, what are those needs? In the needs section as a whole of the consolidated plan all housing needs are analyzed and addressed including special needs populations.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
In the City of Riverside, diversity is highly integrated. Funds for affordable housing are utilized throughout the City under the City's CDBG and HOME programs. As part of the Citizen Participation Plan the City is required to conduct public notices in a d ifference language if the general population of an area that is affected by the program or project primarily speaks that language. The City also conductus public meetings annually throughout the City to ensure that the needs of all low- income residents will be addressed. According to the American FactFinder, American Community Survey 20 24 5-Year Estimates, Hispanics comprise 53% of the City's populations. In response, the City has translated all HUD-CPD related community public meeting notices in Spanish.
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NA-35 Public Housing – 91.205(b)
Introduction
Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 79 456 8,748 36 8,364 135 178 19 Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 12,664 13,261 13,870 10,805 13,850 13,465 14,983 Average length of stay 0 6 4 6 2 6 0 5
Average Household size 0 1 3 2 1 2 1 3
# Homeless at admission 0 2 331 205 1 197 2 5
# of Elderly Program Participants
(>62) 0 67 38 3,249 9 3,211 15 10
# of Disabled Families 0 12 70 2,587 26 2,422 82 33
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Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of Families requesting
accessibility features 0 79 456 8,748 36 8,364 135 178
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 66 318 5,469 26 5,195 79 144 15
Black/African American 0 10 126 2,967 8 2,867 55 29 3
Asian 0 1 9 209 2 203 0 2 1
American Indian/Alaska
Native 0 0 2 80 0 76 1 3 0
Pacific Islander 0 2 1 23 0 23 0 0 0
Other 0 0 0 0 0 0 0 0 0
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*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 29 250 2,318 7 2,220 13 74 1
Not Hispanic 0 50 206 6,430 29 6,144 122 104 18
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
On October 1, 2016, the Housing Authority converted the 469 units of public housing into project- based voucher units through HUD’s Rental Assistance Demonstration Program. Upon conversion, legal ownership of the 469 units transferred over to the Riverside Community Housing Corp, which is the non- profit side of the Housing Authority. There are a total of thirty -seven (37) handicap accessible units within the 469-project based portfolio. As the population has increased in Riverside County so has the demand for accessible public housing units. At present time, the Housing Choice Voucher waiting list has 91,022 registrants of which 22,133 have registered as disabled households and a p ortion of these registrants may require an accessible unit. The Housing Authority does not track the need for an accessible unit at initial registration as the wait time can range from months to several years and these needs may change during the waiting period.
For existing residents, the Housing Authority prioritizes leasing of available accessible units to households requiring such an accommodation as detailed in the agency’s Housing Choice Voucher Administrative Plan. In the event that an accessible unit is oc cupied by a non- disabled household, the Housing Authority has an established relocation policy that will relocate non- disabled households to standard units and facilitate access to the needed accessible unit for the disabled household. At present time, all accessible units are occupied by disabled households who require these units.
Accessibility needs are also addressed through the agency’s Reasonable Accommodation procedures. Any resident can submit a written request for a Reasonable Accommodation to allow full access and participation in the agency’s Housing Choice Voucher program. These requests are reviewed by a committee in accordance with federal regulations, state laws, and local policies which govern reasonable accommodations. The most requested reasonable accommodations are for live -in aides to assist with daily living and an additional bedroom to allow for separate sleeping quarters or an additional room to house the required medical equipment for a disabled household member.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders The most immediate needs noted of the residents of Public Housing and the Housing Choice Voucher Programs are:
1. Employment
2. Job Training
3. Reliable and efficient transportation options
4. Childcare
5. Education – High School Diploma or equivalent; secondary education
6. Assistance with prescription drug costs for elderly and disabled residents
7. Assistance with paying utility costs
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Limited transportation resources and childcare programs further restricts employment opportunities for these families. There is an immediate need for programs such as the Family Self-Sufficiency (FSS) program Jobs PLUS and other initiatives designed to in crease employment and income for these residents.
These needs may be addressed through the incorporation of Envision Centers into the consolidated planning process.
The Envision Center concept focuses upon improving the quality of life and empowering individuals and families to achieve self-sufficiency and to leave HUD-assisted housing. It is based upon the fundamental notion and idea that continued financial support alone will not lift people out of poverty.
How do these needs compare to the housing needs of the population at large In many ways, the needs of Public Housing residents and Housing Choice voucher holders are similar to the needs of the low -income residents in the general population. The need for increased employment opportunities, greater transportation resources, low -cost childcare programs, access to education, prescription drug cost assistance, and utility assistance are consistent needs in both groups. The Housing Authority’s client population has a slightly higher rate of persons with disabilities and single parent h ouseholds compared to the general population.
Discussion
Refer to above discussion.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
According to the Riverside County 2020 Homeless Count and Subpopulation Survey, conducted on January 29, 2020, there were 729 sheltered and 2,155 unsheltered adults and children for a total count of 2,884 who were homeless during the point- in-time count.
Riverside County experienced a 5% increase.
In the City of Riverside, there were 587 unsheltered adults and children who were homeless, which is a 34% increase from the 20 25 Homeless PIT Count. The Census Bureau noted, in the 2011-2018 American Community Survey, that in Riverside 14.7 percent persons were living below the poverty level. In addition, the City of Riverside like many other large cities has a substantial number of households that are at risk of becoming homeless as the City continues to see residential rents and property values increase.
Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless each
year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households
with Adult(s) and
Child(ren)
9 220 974 877 340 101
Persons in Households
with Only Children 0 12 44 40 0 13
Persons in Households
with Only Adults 1,676 399 8,384 7,546 403 74
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Chronically Homeless
Individuals 387 77 1,055 950 0 170
Chronically Homeless
Families 0 10 31 28 0 129
Veterans 99 38 314 283 86 85
Unaccompanied Child 175 65 0 0 0 0
Persons with HIV 20 8 19 19 7 237
Table 26 - Homeless Needs Assessment
Data Source Comments: Estimates of the homeless population are based on the 2019 Point -in-Time Homeless Census and Survey Indicate if the homeless population is: Has No Rural Homeless
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Based upon the PIT count report, the number (percentage) of chronically homeless individuals:
• Sheltered: increased by 68% from 2019 (77) to 2020 (129) • Unsheltered: decreased by 29% from 2019 (727) to 2020 (519) Duration of Homelessness: Among the respondents in 2020, 22 percent of the unsheltered were chronically homeless (homeless fo r a year or more).
According to the 2020 Homeless Count and Survey, it was estimated that on any given night, the City of Riverside has approximately six homeless families. This number remains low as families are quickly assisted by the Family Shelter located in the City.
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Homeless Veterans: Based on the 2020 homeless survey, the County of Riverside has a homeless veteran population of approximately 162 persons, a 1% decrease in homeless veteran count between 2019 to 2020.
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
Ethnicity: Sheltered: Unsheltered (optional)
Table 27-Nature and Extent of Homelessness
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
According to the Riverside County 2020 Homeless Count and Subpopulation Survey, there are six unsheltered families in the County and one in the City of Riverside. In the County, there were 64 families sheltered which would need some type housing assistance to exit a shelter and obtain and sustain housing.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Results of the racial/ethnic groups from the Riverside County 2020 Homeless Count and Subpopulation Survey for the City of Riverside showed the three largest among survey respondents were White/Caucasian (49%), African American/Black (20% - increased 40% from the previous count), and Hispanic/Latino (23%). Also, 1% of survey respondents identified as American Indian/Alaskan Native and as Asian/Pacific Islander.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Of the 2,884 homeless adults and children counted during the point -in-time count, 2,155 were unsheltered (1,703 adults, 256 Youth and 25 children) and 729 were sheltered (513 adults, 70 youth and 146 children).
The 1,703 unsheltered homeless adults counted only includes those that meet the HUD -based definition by residing in: places not meant for human habitation, such as cars, parks, sidewalks, and abandoned buildings; or in an emergency shelter; or in transitio nal housing for homeless persons. The sheltered count of 513 adults include the number of persons and households sleeping in emergency shelters (including seasonal shelters), transitional housing, and Safe Haven programs that were listed on the Continuum o f Care’s Housing Inventory Chart (HIC). The
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sheltered count data was gathered either through a data collection sheet or the Homeless Management Information System (HMIS). The homeless count and survey data revealed that 24% of the unsheltered homeless population is chronically homeless and in need o f longer -term assistance such as rental assistance and wraparound social services such as health care, employment services, mental health care, and life skills training. The data showed that 76% of the unsheltered homeless population is not chronically hom eless and will likely need shorter- term assistance, such as a few months of rental assistance, and are not as reliant on social services.
Discussion:
Refer to above discussion.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
HOPWA
Current HOPWA formula use:
Cumulative cases of AIDS reported
Area incidence of AIDS
Rate per population
Number of new cases prior year (3 years of data)
Rate per population (3 years of data)
Current HIV surveillance data:
Number of Persons living with HIV (PLWH)
Area Prevalence (PLWH per population)
Number of new HIV cases reported last year
Table 28 – HOPWA Data
Data Source: CDC HIV Surveillance
HIV Housing Need (HOPWA Grantees Only)
Type of HOPWA Assistance Estimates of Unmet Need
Tenant based rental assistance 0
Short-term Rent, Mortgage, and Utility 0
Facility Based Housing (Permanent, short-term or
transitional) 0
Table 26 – HIV Housing Need
Data
Source:
HOPWA CAPER and HOPWA Beneficiary Verification Worksheet
Describe the characteristics of special needs populations in your community:
Certain households have difficulty finding decent, affordable housing due to their special circumstances. Special circumstances typically relate to one’s income -earning potential, family characteristics, the presence of physical or mental disabilities, age - related health issues, and
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other factors. These groups often have lower incomes and higher rates of overpayment or overcrowding. As a result, these household groups are considered to have special housing needs relative to the general population.
Special needs groups include senior households, frail elderly, persons with disabilities (mental, physical, developmental, person with HIV/AIDS and their families), persons with alcohol or other drug addiction, victims of domestic violence, female-headed households, single-parent families, farm workers, and people who are homeless.
Persons Age 65 +
Persons with ambulatory difficulty
Persons with Independent Living difficulty
Persons with HIV/AIDS
What are the housing and supportive service needs of these populations and how are these needs determined?
Providing housing services for people living with HIV/AIDS (PLWHA) meets a basic human need, laying the foundation for treatment adherence and improved health outcome. Housing increases the likelihood that a client will engage in proper hygiene and nutrition and be sheltered from inclement weather. Substantial research also demonstrates that a receipt of housing assistance has an independent, direct impact on receipt of HIV treatment, health status, and mortality among homeless/unstably housed people living with HIV/AIDS. Housing status is a stronger predictor of health outcomes than individual characteristics such as gender, race, ethnicity or age, drug and alcohol use, and receipt of social services, indicating that housing itself improves health of PLWHA. A comprehensive housing needs assessment which includes client demographics, family composition and household income, current living situation, supportive services, and health information determines the housing and supportive service needs of this population.
A specific Housing Needs Assessment form is designed to help Housing Case Managers collect the information necessary to make a program eligibility determination. It also helps Housing Case Managers better understand a client's needs and barriers, thereby allowing them to develop an appropriate housing plan. In terms of supportive service needs, assistance with transportation (i.e. bus passes, gas cards, and emergency taxi services), food assistance, employment training programs, legal services, and HIV /AIDS specific supportive services (i.e. support groups) have been determined to be high priority. In addition, many of the individuals in this service area have co -occurring mental health and substance abuse disorders, which have the biggest impact on housing acquisition and retention. Therefore, core services addressing these issues and the inclusion of mental health and substance abuse support groups are needed throughout the area. Co-morbidities (i.e. Hep-C, diabetes, etc.) have also been identified as issues affecting the housing stability of the PLWHA population. Services such as medical case management, treatment adherence and nutritional programs are identified as other needs for this particular population.
Finally, housing, non -medical, and psycho social case management services are of high need within this population as they are able to help individuals navigate and access the continuum of care, as well as acquire, maintain and retain services in ways that are specific to their needs.
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Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
The most recently available figures indicate that there are 15,541 Persons Living with HIV/AIDS (PLWHA) who are living in Riverside and San Bernardino County. An additional 6,026 PLWHA are estimated to have moved here from outside our area. County of River side Department of Public Health’s annual HIV/AIDS epidemiology report indicates an HIV/AIDS prevalence rate in Palm springs/North Palm Springs of over 3,000per 100,00 people. Thus, the rate in the Riverside County service area is more than nine times higher than the national rate. These statistics represent an enormous community need for accessible HIV-related treatment and supportive service for PLWHA since the National HIV/AIDS Strategy (NHAS) makes note of the fact that simply living in an area with su ch high incidence and prevalence rates may be considered a risk factor for HIV/AIDS. The Inland Empire Planning Council released the Coordinated Needs Assessment (2018 CAN). Approximately 29% reside in San Bernardino West, East, and Desert Valleys. The overwhelming majority of PLWHA living in the TGA (84.2%) are male; and a smaller portion (15.7%) is female. By race, 46% of the PLWHA in the TGA are White, 34% are Latino, and 20% are African American.
These PLWHA are disproportionately afflicted by a long list of psychosocial and economic factors, including poverty, homelessness, substance abuse and mental illness, which act as barriers to care and contribute to HIV transmission.
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in bene fits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Discussion:
N/A
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
During the public participation process, the community identified a need for a homeless shelter with accompanying day services. The community identified the need for a central location for persons experiencing homelessness to access services and case manag ement, as well as increased homeless shelter space. The priority focus is emergency shelter beds open to the general population, though additional beds are needed for all household types. These needs are complementary and could be offered in the same facility.
How were these needs determined?
Community priority needs were determined based on responses to the 2025 Community Survey conducted by the City in October and November 2024. The top three highest scored community needs were Mental Health Services, Homeless Services, and Homeless Shelters.
Describe the jurisdiction’s need for Public Improvements:
The following public improvements have been identified as a need in the City of Riverside:
Street Improvements
Street Lighting
Sidewalk Improvements
ADA Pathway
How were these needs determined?
Improving the physical character of and quality of life in Riverside's neighborhoods, helped to determine the need of public improvements; particularly, in the low - and moderate -income neighborhoods, designated urban renewal areas, and those areas that benefit all residents of this primarily low - and moderate -income City. Priorities will be placed on projects that improve streets and transportation infrastructure, install sidewalks and provide for pedestrian safety.
The public improvements priority is based on responses to the 2024 Community Survey conducted in the City, information gathered in specific focus groups, and interviews with various organizations and service providers in the housing and community development field.
Describe the jurisdiction’s need for Public Services:
The following public services have been identified as a need in the City of Riverside:
Anti-Crime Programs
Educational Services
Youth Services
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Graffiti Removal
Homeless Services
Mental Health Services
Neglected/Abused Children Services
Create Jobs for Low-Income Persons
Job Training Programs
Small Business Assistance
How were these needs determined?
The City of Riverside's public services needs are those activities which help to strengthen neighborhood organizations, provide employment, skills, and offer leadership opportunities to youth. CDBG funds will be used to provide public services aimed at youth, the elderly, and other underserved classes, in an effort to create a stable and desirable community for people of all ages particularly at the low- and moderate-income levels.
Additionally, funds will be used to provide training, education, and employment opportunities to help expand Riverside's workforce, particularly by lifting low - and moderate-income residents into stronger positions in the evolving economy. Particular emphasis will be placed on programs that cultivate microenterprise as well as those that create opportunities for job creation through technical assistance and assistance to businesses.
Describe the jurisdiction’s need for Public Services:
The following public services have been identified as a need in the City of Riverside:
Anti-Crime Programs
Educational Services
Youth Services
Graffiti Removal
Homeless Services
Mental Health Services
Neglected/Abused Children Services
Create Jobs for Low-Income Persons
Job Training Programs
Small Business Assistance
How were these needs determined?
The City of Riverside's public services needs are those activities which help to strengthen neighborhood organizations, provide employment, skills, and offer leadership opportunities to youth. CDBG funds will be used to provide public services aimed at youth, the elderly, and other
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underserved classes, in an effort to create a stable and desirable community for people of all ages particularly at the low- and moderate-income levels.
Additionally, funds will be used to provide training, education, and employment opportunities to help expand Riverside's workforce, particularly by lifting low - and moderate-income residents into stronger positions in the evolving economy. Particular emphasis will be placed on programs that cultivate microenterprise as well as those that create opportunities for job creation through technical assistance and assistance to businesses.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Housing Supply
The Office of Homeless Solutions reviewed several variables of the community's housing stock in order to gain a complete understanding of the available supply of homes.
This section will address the supply, tenancy, condition, and other characteristics of existing housing stock, as well as touch on future housing development. The data that has been used for the analysis is derived from 2014 -2018 ACS and is based on occupied units and not the total number of housing units located in the City. Tables where this occurs will contain a note denoting such.
Housing Market
Riverside's housing market is a strong cost market, both for rental housing and for ownership housing. Home sales prices have largely recovered from the recent recession. According to Zillow, the median home sales price in Riverside in March 2020 is $426,8 01, an increase of 2.51% over the past year. The median rents in Riverside are $1,613, an increase of 5% over last year. While this is good news for homeowners and the housing industry as a whole, this is bad news for low- income renters and prospective homebuyers.
The tables in the next few pages provide some additional data mostly provided by HUD from the ACS on the cost and other characteristics of Riverside's housing stock. These data underestimate the cost of Riverside’s housing and overestimate the affordability of Riverside’s housing because asking rents for units currently on the market are generally much higher than rents of occupied units, and many unsubsidized units with “affordable” rents are not necessarily available to lower income households because they are already occupied by higher income households.
The purpose of this analysis is to determine the availability of affordable housing in the City of Riverside. It is in the City’s interest to ensure its housing stock contains decent and suitable affordable units, as affordable housing is the basis and fou ndation of self- sufficiency. For the purposes of this plan, the City will define affordable housing based on Section 215 of the National Affordable Housing Act:
• Rental Housing is considered affordable if it is occupied by a household earning less than 80% of AMI and pays a rent no more than 30% of the household's monthly income. • Owner-occupied Housing is considered affordable if the owner is the principal residence whose income is less than 80% of AMI and the purchase price is not more than 95% of the median purchase price for the area.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
According to 2014-2018 ACS data, much of the City's housing stock is comprised of single-family homes (68 percent). Multi -family housing accounts for only 30 percent of total housing units in the City and a majority of these dwelling units are in smaller multi -family structures containing fewer than 19 units. Mobile homes also make up a small portion of the housing stock in the City (2 percent). Also, a vast majority (86 percent) of the City’s ownership housing was comprised of larger units (i.e. with three or more bedrooms). By comparison, only 30 percent of the City’s rental housing was comprised of larger units. This may explain the larger number of overcrowded renter households in the City. As discussed in the Needs Assessment (NA-10), the City's ability to respond to increasingly difficult housing issues is currently resource constra ined. With the dissolution of the redevelopment in 2012, the City's ability to provide affordable housing has been seriously compromised.
All residential properties by number of units
Property Type Number %
1-unit detached structure 62,235 65%
1-unit, attached structure 3,849 4%
2-4 units 5,605 6%
5-19 units 11,210 12%
20 or more units 10,165 11%
Mobile Home, boat, RV, van, etc 2,495 3%
Total 95,559 100%
Table 27 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 304 1% 2,230 5%
1 bedroom 480 1% 10,435 26%
2 bedrooms 5,570 11% 14,695 36%
3 or more bedrooms 43,415 87% 13,525 33%
Total 49,769 100% 40,885 100%
Table 28 – Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
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The City has three apartment complexes that have affordability period that end during the Consolidated Planning period, which are listed below.
APARTMENTS TYPE NO.
OF
UNITS
FUNDING SOURCE AFFORDABILIT
Y PERIOD
EXPIRES
Emerald Pointe Family 79 Redevelopment
Agency – Housing
Authority
2024
Silvercrest Senior 75 Redevelopment
Agency – Housing
Authority, HUD
Section 202
2024
Cambridge
Gardens
Senior 75 Redevelopment
Agency – Housing
Authority, HUD
Section 202
2024
The City will encourage the property owners to apply for Low Income Housing Tax Credits in order to extend the affordability period of these units.
Does the availability of housing units meet the needs of the population? As shown in the following Housing Market Analysis section, extremely low- income, very low - income, and low-income households generally cannot afford to own or rent market rate housing and require assistance to obtain decent and affordable housing. A large percentage of households are at or below the area median income and experiencing a disproportionate housing need. The City has a significant need for affordable housing. Currently, waiting lists for affordable rental units for large families have a three -year waiting period while smaller apartment units have a one year waiting period. In addition to issues relating to affordability, issues relating to housing conditions are also prevalent. With more than 76 percent of the housing units older than thirty years of age, a large portion of the City's housing stock may need substantial rehabilitation and emergency repairs. The extent of housing needs in the City far exceeds the resources available to address those needs.
Describe the need for specific types of housing:
The City has a range of housing needs, including permanent supportive housing, affordable housing suitable for large families and seniors. The preservation of the current housing and bed inventory and the ability to expand the inventory over the next sever al years remains critical.
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Affordable housing for low- income, very low -income and extremely low -income households is needed because housing market prices in the City often translate into housing costs burden for low-income families. Continued access to federal and state funding that target the type of housing described in this section is important.
Discussion
The continual challenge for the City of Riverside will be to preserve and increase the supply of affordable housing for all the groups identified above during a period of highly constrained resources.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 261,400 389,500 49%
Median Contract Rent 1,015 1,290 27%
Table 29 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 2,524 6.2%
$500-999 8,550 20.9%
$1,000-1,499 16,155 39.5%
$1,500-1,999 10,375 25.4%
$2,000 or more 3,240 7.9%
Total 40,844 99.9%
Table 30 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 1,390 No Data
50% HAMFI 3,920 825
80% HAMFI 16,085 2,815
100% HAMFI No Data 6,229
Total 21,395 9,869
Table 31 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 1,281 1,398 1,751 2,376 2,922
High HOME Rent 800 859 1,033 1,184 1,301
Low HOME Rent 628 673 808 933 1,041
Table 32 – Monthly Rent
Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? According to the 2011-2015 CHAS data by HUD, mismatches in terms of supply and affordability exist in the City. Approximately 6,630 households renting in the City are earning less than 30
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percent of AMI. However, there are only 1,180 dwelling units affordable to those at this income level. Similarly, the City has 9,435 households earning between 31 and 50 percent of AMI and only 3,990 housing units affordable to those at this income level. The shortage of affordable units is most acute for households with the lowest incomes, but even households earning between 51 and 80 percent AMI will have difficulty finding affordable housing. Furthermore, a housing unit affordable to a particular income group does not mean the unit is actually occupied by a household in that income group. Therefore, the affordability mismatches are likely to be more severe than presented by the CHAS data.
According to the 2018 ACS Survey Estimates, there are approximately 33,993 persons with disabilities in the City. A safe affordable place to rent or own is essential to achieving independence and enables people with disabilities to be fully integrated part icipants in the community. However, most persons with developmental disabilities live on fixed incomes and affordable decent housing is very limited.
How is affordability of housing likely to change considering changes to home values and/or rents?
The tightened housing market will continue to place pressure on market rents and home prices.
Diminishing public funds for affordable housing will impact the ability to develop affordable housing units in the City.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Based on a survey of rental listings on www.craigslist.org , market rents in the City vary by location. Market rents in most areas of the City are on the high end when compared to the Fair Market Rents. While the City desires to de -concentrate affordable housing, market economics dictate that affordable housing may not be financially feasible or cost- effective in certain locations.
For first-time buyers, it is still a very difficult housing market even with lower mortgage interest rates, a shrinking inventory of affordably priced homes, and fierce competition from cash investors bidding for the same homes which reduces the number of affordable properties available to lower-income buyers.
Discussion
For the current and foreseeable housing market, the inability to purchase a home will increase pressure on the rental market, reducing supply and increasing rents. This pressure is shown by the declining apartment vacancy rate.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Assessing housing conditions in the City can provide the basis for developing policies and programs to maintain and preserve the quality of the housing stock. The American Community Survey (ACS) defines a “selected condition” as owner- or renter-occupied housing units having at least one of the following conditions: 1) lacking complete plumbing facilities; 2) lacking complete kitchen facilities; 3) more than one occupant per room; and 4) selected monthly housing costs greater than 30 percent of household income. Based on this definition, 51% of all renter-occupied households in the City have at least one selected condition.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
A substandard condition is one that affects the health and safety of a resident’s habitability. As defined by California Health and Safety Code, a substandard condition exists to the extent that it endangers the health and safety of its occupants or the pu blic. Following is a list of those conditions:
• Inadequate sanitation.
• Structural hazards.
• Any nuisance which endangers the health and safety of the occupants or the public. • All substandard plumbing, wiring, and/or mechanical equipment, unless it conformed to all applicable laws in effect at the time of installation and has been maintained in a good and safe condition.
• Faulty weather protection.
• The use of construction materials not allowed or approved by the health and safety code. • Fire, health and safety hazards (as determined by the appropriate fire or health official). • Lack of, or inadequate fire-resistive construction or fire-extinguishing systems as required by the health and safety code, unless the construction and/or systems conformed to all applicable laws in effect at the time of construction and/or installation and adequately maintained.
• Inadequate structural resistance to horizontal forces. • Buildings or portions thereof occupied for living, sleeping, cooking, or dining purposes, which were not designed or intended to be used for such occupancies. Inadequate maintenance which causes a building or any portion thereof to be declared unsafe.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 14,825 30% 20,650 51%
With two selected Conditions 645 1% 3,080 8%
With three selected Conditions 35 0% 215 1%
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Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With four selected Conditions 0 0% 10 0%
No selected Conditions 34,280 69% 16,930 41%
Total 49,785 100% 40,885 101%
Table 33 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 8,039 16% 5,945 15%
1980-1999 11,590 23% 13,020 32%
1950-1979 24,129 48% 17,565 43%
Before 1950 6,025 12% 4,345 11%
Total 49,783 99% 40,875 101%
Table 34 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 30,154 61% 21,910 54% Housing Units build before 1980 with children present 7,160 14% 3,410 8% Table 35 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 36 - Vacant Units
Need for Owner and Rental Rehabilitation
<TYPE=[text] REPORT_GUID=[F8DC4D3147433947165558A235C46686] PLAN_SECTION_ID=[1313801000]>
Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
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Discussion
High housing costs reduce economic opportunities, access to jobs and services, and the ability of lower income households, including the elderly and persons with disabilities to live in the communities and neighborhoods of their choice. The affordability gap results in a concentration of lower -income households in older neighborhoods that have higher levels of substandard housing and overcrowding.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Totals Number of Units
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 77 469 8,681 48 8,633 819 1,759 342
# of accessible units 2
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 37 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
The City of Riverside does not own or manage any public housing. As of 10/1/2016, the County no longer owns or manages any Public Housing Units. There are no public housing developments within the City of Riverside.
The HACR currently has 469 public housing units that are located throughout the County, consisting of 17 apartment communities and 4 single family homes.
The physical condition of the public housing units varies per community; however, the Housing Authority does have plans to modernize select units within the stock of public housing units. Examples of such modernization projects include the replacem ent of evaporative coolers with centralized air conditioning, kitchen cabinet upgrades, door replacements, the replacement of hot water
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heaters to on-demand water heaters and also ADA walkway and entrance improvements. Recently, the Housing Authority, through the Riverside Community Housing Corp (RCHC), completed renovations of 12 units at the Beaumont Grove apartments in Beaumont, and 16 units at the Fairview Lake Townhomes in Lake Elsinore with CDBG funds. The renovations included kitchen, bathrooms, and flooring.
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Public Housing Condition
Public Housing Development Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
As of 10/1/2016, the County no longer owns or manages any Public Housing Units – No current data provided.
The Public Housing units within the jurisdiction have the following restoration and revitalization needs:
1. Modernization and replacement of interior structure due to age. These items include replacing kitchen cabinets, flooring, interior doors, and bathroom fixtures.
2. Modernization to improve energy efficiency, which includes replacement of water heaters, toilets, windows, cooling units, etc.
3. Modifications to units and common areas to increase access for persons with disabilities, which will expand ADA compliance.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
On an annual basis, the County Housing Authority creates a plan to expend HUD awarded Capital Funds to revitalize and rehabilitate existing public housing units. This plan is based on a portfolio wide assessment of priority improvement needs. The plan provides the framework for improving the living environment of families residing in public housing within Riverside County.
Improvement needs are prioritized based on the following priorities that directly impact resident families:
1. Addressing any immediate safety needs within individual units or in common areas;
2. Maintaining units in compliance with Housing Quality Standards;
3. Improving and expanding accessibility features for persons with disabilities;
4. Increasing energy efficiencies to lower utility costs for resident families;
5. Improving features that deter crime and improve overall safety;
6. Providing playgrounds and open space to facilitate outdoor recreation; and
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7. Providing an aesthetically pleasing community that is comparable with market rate units in low poverty areas.
The County of Riverside and the Housing Authority of the County of Riverside will continue to review and evaluate the potential of establishing an EnVision Center. One idea is the Mini EnVision Center. This center would offer a narrowed list of focused ser vices to PHA residents based upon resident and stakeholder surveys and needs assessment.
Discussion:
Refer to above discussion.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The Riverside County 2020 Homeless Count and Subpopulation Survey concluded there was a 5% increase in homelessness in the City of Riverside (from 2019) that can be attributed, in part, to the following:
• Increased rents that continue to exceed the HUD Fair Market Rents due to housing shortage; and • Decreased funding for homeless prevention and Rapid Re-housing initiatives
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
Households with Only Adults
Chronically Homeless Households
Veterans
Unaccompanied Youth
Table 39 - Facilities and Housing Targeted to Homeless Households
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons The County of Riverside’s Ten-Year Plan to End Homelessness (created in collaboration with the City of Riverside) recommends that the Continuum of Care create a streamlined benefits application system featuring a single application process for multiple programs.
Health Services -With the implementation of the Affordable Care Act (ACA), the County of Riverside CoC will participate in enrollment and outreach activities to ensure eligible households are able to take advantage of new healthcare options. The CoC has ini tiated a series of trainings and workshops that provide information on the ACA which has expanded Medi-Cal eligibility for people who are experiencing chronic homelessness and allows for the integration of housing, primary care and behavioral health. DPSS also received funding to conduct medical outreach and enrollment and is working with CoC member agencies to train outreach workers and enrollment counselors throughout Riverside County. The City of Riverside has entered into a lease agreement with the University of California Riverside School of Medicine to operate a medical clinic in the City’s Riverside Access Center that will provide medical treatment to homeless individuals and low-income households in the community and clients at the Riverside Emergency Shelter and The Place (Permanent Supportive Housing Program and Behavioral Health Drop -in-day Center) .
Behavioral health services will also be provided on site.
Mental Health -The Riverside University Health System- Behavioral Health has been providing special services to homeless persons with mental illness for the past 25 years. Beginning in 1988, the RUHS -BH introduced a voucher -based food and shelter program. In July 1993, the Department initiated a street outreach program that included linkage to case management services. RUHS-BH collaborates with non-profit organizations to provide supportive services for homeless individuals with co-occurring mental illness and substance abuse disorders.
In the City of Riverside, RUHS -BH operates an Emergency Treatment Services (ETS) Center that treats seriously mentally ill clients who are referred to the program under the W & I Code 5150, as a danger to self or others or gravely disabled. The treatment goal is to stabilize and return the individual to a level of functioning that will enable the person to return to the community and, when appropriate, receive mental health services on an outpatient basis. ETS works with other regional programs to minimize unnecessary hospitalizations and serves as the gatekeeper to acute, subacute, and transitional bed providers in the county.
Services are provided using a multidisciplinary approach and are available 24 hours a day, 7 days a week. Services include assessment, crisis stabilization, medication management, and education on community resources. The County also operates an Inpatient Treatment Facility (ITE) to provide 24 hours evaluation crisis intervention and referrals to patients experiencing psychiatric emergencies.
Employment-CoC-funded programs assist participants by stabilizing and increasing their incomes to ensure housing stability and decrease the possibility of returning to homelessness. The City partners with the Riverside County Workforce Development and Goo dwill to identify employment opportunities, training, education, and other resources that will help increase the
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income of participants by obtaining employment and becoming self- sufficient. The City’s permanent supportive housing and rental assistance case managers work closely with clients to link them to employment/mainstream benefits, identifying potential employe rs who hire formerly homeless individuals and identify educational programs to assist homeless/near homeless to become more employable. The City intends to educate participants and program operators on the value and benefits of employment for disabled persons.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Emergency Shelters - In the City of Riverside there are three emergency shelters. Of the 134 beds available, 50 are for households with children, 84 are for households without children, and 20 beds for youth. There is one seasonal emergency shelter with 55 beds.
Transitional Housing - In the City of Riverside there are a total of 15 transitional housing beds for youth.
Permanent Supportive Housing – The City of Riverside has 16 permanent supportive housing beds for particular subpopulations, including chronically homelessness and disabled. The City has an additional ten under construction that will be in operation in FY 2020/2021.
Street Outreach Teams - The deployment of street outreach teams are a crucial step in connecting chronically homeless persons living on the street to necessary supportive services and housing. The Riverside University Health Systems – Behavioral Health and the City of Riversid e have street outreach teams that serve the City of Riverside. Operation Safehouse also provides street outreach to connect homeless youth to shelter, housing, mainstream benefits and other resources. The main purpose of these teams is to deploy highly trained staff to: locate people on the streets and in facilities; establish relationships; assess their situation and service needs; and, link them to appropriate supportive services.
Homeless Management Information System - Providers of homeless prevention, emergency shelter, transitional housing, permanent support housing, and related supportive service programs in the City of Riverside participate in the Homeless Management Information System (HMIS). The Housing, Homelessness Prevention & Workforce Solutions Department implements the HMIS system for the county, which stores and tracks longitudinal person- level information about people who access
homeless services in the CoC.
Access to mainstream services - Homeless service providers continually work toward linking homeless individuals and families to existing mainstream benefits. DPSS administers TANF, MediCal, and Food Stamps for the County. Three CoC agencies also received SSVF grants to partner with the Housing Authority to increase the number of vets who will receive VA benefits and other services.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
HOPWA Assistance Baseline Table
Type of HOWA Assistance Number of Units Designated or Available for People with HIV/AIDS and their families
TBRA 0
PH in facilities 0
STRMU 0
ST or TH facilities 0
PH placement 0
Table 40– HOPWA Assistance Baseline
Data Source: HOPWA CAPER and HOPWA Beneficiary Verification Worksheet Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Supportive housing needs vary for persons with special needs including: Elderly persons, especially the frail elderly, may require long -term supportive housing that includes an assisted living or nursing care component. Some persons with disabilities, espe cially those with physical or developmental disabilities, are able to live either independently or with family members however, some may benefit from a group living environment where some level of assistance and supervision is afforded. Persons with HIV are often able to live independently due to advances in medical treatment however, persons living with AIDS may require long-term supportive housing as their health conditions deteriorate and impact their ability to work. Persons with drug and alcohol abuse may require supportive housing on a short- term basis while they are undergoing rehabilitation.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Homelessness often affects individuals discharged from publicly funded institutions such as jails, prisons, hospitals, and mental health centers due to the lack of available affordable housing and permanent supportive housing options. The aim is to achieve a zero -tolerance policy regarding discharging into homelessness by local institutions through education pro grams and relationships with providers responsible for ensuring that persons discharged from these institutions do not end up homeless.
When HUD implemented the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act the definition of homelessness changed and affects who is eligible for various HUD- funded homeless assistance programs. Individuals exiting an institution w here they temporarily resided if they were in shelter or a place not meant for human habitation before entering the
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institution are now considered homeless. People are considered homeless if they are exiting an institution where they resided for up to 90 days (it was previously 30 days) and were homeless immediately prior to entering that institution.
The following strategies will be implemented to prevent local institutions from discharging into homelessness with the goal of rapidly re -housing individuals from institutions back into affordable community based permanent housing options:
• Encourage the use of mainstream resources that are available to people with disabilities. • Provide a comprehensive listing of all countywide agencies, divisions and departments that service homeless persons or contract with other agencies to serve homeless persons, with emphasis on chronically homeless persons.
• Review and refine current discharge plans, clarify and analyze information, and make recommendations for specific and general improvements.
• Educate the community to understand that for many people living with disabilities income is a larger barrier to housing than the actual disability. Many with disabilities must live on an extremely low-income benefit (such as SSI).
• Assist people with disabilities to live successfully in available community housing with different housing services wrapped around them (i.e., shared housing, scattered site housing, group homes, and many other models). Residential care facilities provide supportive housing for persons with disabilities. The types of facilities available in the City of Riverside include:
• Group Homes: Facilities of any capacity and provide 24 -hour non- medical care and supervision to children in a structured environment. Group Homes provide social, psychological, and behavioral programs for troubled youth. • Adult Residential Facilities: Facilities of any capacity that provide 24-hour nonmedical care for adults ages 18 through 59, who are unable to provide for their own daily needs. Adults may be physically handicapped, developmentally disabled, and/or mentally disabled. • Residential Care Facilities for the Elderly: Facilities that provide care, supervision and assistance with daily living activities, such as bathing and grooming. They may also provide incidental medical services under special care plans.
• These facilities are regulated by the State Department of Social Services (DPSS), Community Care Licensing Division. According to DPSS licensing data, there are 306 adult residential facilities, 512 residential care facilities for the elderly, and 72 group homes located in Riverside County.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
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Permanent Housing Placement: Permanent Housing Placement provides advocacy, housing search assistance, and funds to cover move -in costs so that persons living with HIV/AIDS can obtain permanent housing. Like STRMU assistance, this service is often combined with case management and other supportive services so that clients have the necessary tools to successfully maintain their housing.
H
ousing Information Services (HIS): Housing Information Services is a one -stop number that provides housing referrals and information to People Living with HIV/AIDS, relatives or friends seeking assistance for person living with HIV/AIDS, service providers, surviving family members, and the general public. In Riverside County this service is offered by staff at the HACR and in San Bernardino County, Foothill AIDS Project provides this service.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) Special needs groups with high priority housing needs within the City include the elderly and frail elderly persons, persons with HIV/AIDS and their families, and individuals with alcohol and other drug addictions.
The following special needs programs will be implemented and expanded:
HOPWA Program - The City of Riverside (COR) is the Grantee of the HOPWA formula funding for both Riverside and San Bernardino County. The City of RIverside as identified three project sponsors; The Housing Authority of the County of Riverside (HACR) who administers the HOPWA grant throughout Riverside County. Foothill AIDS Project who administers the HOPWA grant throughout San Ber nardino County, and TruEvolution who administers the HOPWA grant throughout Riverside and San Bernardino County.
The HOPWA program prevents homelessness for individuals and/or families that have AIDS/HIV by providing long-term rental assistance through the Housing Options Program and Short -Term Rental, Mortgage and Utility Assistance. The Housing Options Program prov ides 90 units of permanent affordable housing via tenant based rental assistance to households at or below 80% of AMI.
Shelter Plus Care Program - Provides 111 units of permanent supportive housing for homeless persons with severe disabilities. Of these 110 units, more than half (59 units) are reserved for chronically homeless individuals to aid in the reduction of Mental Health and provide in -depth supportive services which foster self-sufficiency.
Court-Referral Program - Families that have been identified as ones who would benefit from housing and would likely be successful in completing court programs and self- sufficiency programs are referred for Special Admission Vouchers to the HACR from Riverside Court Services.
All families participate in the FSS program in order to enable them to become self-sufficient and free of government assistance.
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Emancipated Foster-care Youth Program- Targets ten recently emancipated foster care youth, 18-20 years old. Youth will receive housing assistance, supportive services and will be enrolled in the family self -sufficiency program, to give them the tools and opportunities to successfully transition from foster-care to independent, self-sufficient living.
Family Unification Program - Provides 149 Section 8 vouchers to families engaged in the child welfare system who lack adequate housing to be reunified with their children. The Riverside County Department of Public Social Services (DPSS) identifies eligible families within their caseloads and refers such families to the HACR for voucher issuance. Transitional supportive services are provided by the DPSS in keeping with the family’s reunification plan. The families also participate in the HACR's Family Self Sufficiency Program to provide additional tools and resources which support family stability.
TBRA Program - This program is a rapid re -housing and homeless prevention program funded through the COR. The TBRA program provides a twelve -month transitional rental subsidy which assists homeless individuals and families to successfully transition to market rate housin g. The COR's Homeless Street Outreach team and other local providers provide intensive case management to prepare participants for economic self -sufficiency during the course of the twelve-month program.
Veterans Affairs Supportive Housing Program (VASH) - A collaboration between the HACR and the Loma Linda VA Medical Center to meet the housing needs of homeless veterans in Riverside County. The HACR was allocated 380 Section 8 vouchers reserved exclusively for homeless veterans. The Loma Linda VA refers eligible veterans and provides ongoing clinical support to ensure housing stability.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment California continues to be one of the highest cost areas of the county to develop affordable housing. In 2018, Riverside was named one of the highest cost areas of the county for housing production. While Riverside now develops housing at over $300,000/unit, there are areas of the State that suffer from much higher development costs. Like other California localities, Riverside suffers from environmental regulation, wage rate requirements, a disbursed State funding system, and local NIMBY sentiment that must be internalized into development costs statewide.
The State has taken recent steps to make affordable housing easier to build under the California Environmental Quality Act (CEQA), but the substantial costs of CEQA compliance and long timelines for working through the environmental approval process add substantial development costs. The CEQA approval process, inclusive of mandated analysis and reporting, local consultations, and public hearings, can take one year or more. CEQA requirements add to development costs because of additional costs in reporting and because projects with longer development cycles add of the costs of financing.
California also has one of the most generous wage requirements for construction of affordable housing. Virtually any local government subsidy (e.g., capital, land, fee remissions) in an affordable housing project redefines that housing as a public work under State law, requiring the payment of prevailing wages that can be double that of comparable local trade wages adding 20%-30% or more to housing development costs.
While many states have one master authority or corporation that oversees affordable housing finance, California has a disbursed system where five entities oversee affordable housing finance.
Because of high development costs, projects must layer multiple sources of funding to make project feasible. But each funding source has its own timelines and requirements, and that makes project subsidy layering difficult. It can also take years to work through multiple funding applications over multiple State agen cies in order to completely fund an affordable housing project. Differing requirements across agencies can make subsidy layering difficult and time consuming, adding consultant and time costs to housing development.
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Finally, a strong Not In My Back Yard (NIMBY) sentiment in California, linked to the State’s history of strong local control, often endangers housing projects. Well organized NIMBY groups try to apply local political pressure to have projects cancelled or altered. NIMBY sentiment has delayed projects in California for years, sometimes endangering financing, entitlements, or other necessary aspects of project development. NIMBY sentiment occurs locally but taken in totality has slowed development of a con siderable number of housing developments in California and added to the cost to development for housing units as NIMBY pressure can lengthen project development.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
N/A
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 1,398 1,023 1 1 0 Arts, Entertainment, Accommodations 13,245 13,696 12 12 0 Construction 10,926 14,019 10 12 2
Education and Health Care Services 18,939 27,088 17 23 6 Finance, Insurance, and Real Estate 4,902 5,370 4 5 0
Information 1,603 1,878 1 2 0
Manufacturing 11,234 8,143 10 7 -3
Other Services 3,579 4,162 3 3 0
Professional, Scientific, Management Services 6,755 6,242 6 5 -1 Public Administration 0 0 0 0 0
Retail Trade 13,268 15,394 12 13 1
Transportation and Warehousing 8,262 4,986 7 4 -3
Wholesale Trade 6,420 4,735 6 4 -2
Total 100,531 106,736 -- -- --
Table 41 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)
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Labor Force
Total Population in the Civilian Labor Force 161,849
Civilian Employed Population 16 years and
over 151,255
Unemployment Rate 6.55
Unemployment Rate for Ages 16-24 15.66
Unemployment Rate for Ages 25-65 3.82
Table 42 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of PeopleMedian Income
Management, business and financial 28,580
Farming, fisheries and forestry occupations 6,000
Service 16,740
Sales and office 34,800
Construction, extraction, maintenance and
repair 14,094
Production, transportation and material
moving 11,359
Table 43 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 74,390 53%
30-59 Minutes 42,093 30%
60 or More Minutes 22,987 16%
Total 139,470 100%
Table 44 - Travel Time
Data Source: 2016-2020 ACS
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 18,060 1,025 9,120
High school graduate (includes
equivalency) 32,435 2,255 11,230
Some college or Associate's degree 39,515 2,105 11,295
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Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Bachelor's degree or higher 32,190 980 5,970
Table 45 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 350 1,585 3,370 8,540 6,255
9th to 12th grade, no diploma 3,040 3,735 4,565 6,404 2,819 High school graduate, GED, or
alternative 15,835 15,175 11,875 18,895 7,839
Some college, no degree 21,665 14,480 9,410 15,705 7,015 Associate's degree 2,015 4,690 3,090 5,599 2,710
Bachelor's degree 3,135 9,405 5,350 8,930 5,050
Graduate or professional degree 340 4,405 4,165 6,954 4,585 Table 46 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 27,696
High school graduate (includes equivalency) 118,566
Some college or Associate's degree 37,220
Bachelor's degree 77,800
Graduate or professional degree 75,576
Table 47 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas
Extraction 1,484 767 2 1 -1
Arts, Entertainment, Accommodations 11,810 12,037 13 13 0 Construction 9,187 10,219 10 11 1
Education and Health Care Services 16,942 23,710 19 25 6 Finance, Insurance, and Real Estate 4,603 5,146 5 5 0
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Information 1,514 1,679 2 2 0
Manufacturing 10,844 7,424 12 8 -4
Other Services 3,207 3,804 4 4 0
Professional, Scientific, Management
Services 6,804 6,648 7 7 0
Public Administration 0 0 0 0 0
Retail Trade 12,782 15,345 14 16 2
Transportation and Warehousing 5,926 4,596 6 5 -1
Wholesale Trade 6,289 4,569 7 5 -2
Total 91,392 95,944 -- -- --
Table 44 - Business Activity
Data
Source:
2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
Labor Force
Total Population in the Civilian Labor Force 155,248
Civilian Employed Population 16 years and over 136,320
Unemployment Rate 12.19
Unemployment Rate for Ages 16-24 30.05
Unemployment Rate for Ages 25-65 7.21
Table 45 - Labor Force
Data Source: 2011-2015 ACS
Occupations by Sector Number of People Median Income
Management, business and financial 25,845
Farming, fisheries and forestry occupations 5,745
Service 14,330
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Sales and office 35,015
Construction, extraction, maintenance and
repair 13,270
Production, transportation and material
moving 9,330
Table 46 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 75,310 59%
30-59 Minutes 34,458 27%
60 or More Minutes 17,580 14%
Total 127,348 100%
Table 47 - Travel Time
Data Source: 2011-2015 ACS
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 19,385 2,475 11,360
High school graduate (includes
equivalency) 26,495 3,298 9,255
Some college or Associate's
degree 35,505 3,995 10,618
Bachelor's degree or higher 28,270 1,605 5,180
Table 48 - Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
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18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 575 2,250 4,180 8,845 4,810
9th to 12th grade, no
diploma 5,263 5,305 5,630 7,015 2,555
High school graduate,
GED, or alternative 14,650 12,758 9,565 16,740 7,945
Some college, no degree 22,275 13,110 8,865 16,483 6,750 Associate's degree 2,030 3,585 2,770 5,331 2,248
Bachelor's degree 2,760 7,139 5,175 9,455 2,960
Graduate or
professional degree 170 3,510 3,164 6,635 3,766
Table 49 - Educational Attainment by Age
Data Source: 2011-2015 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 62,848
High school graduate (includes equivalency) 119,148
Some college or Associate's degree 101,512
Bachelor's degree 138,372
Graduate or professional degree 173,272
Table 50 – Median Earnings in the Past 12 Months
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The major employment sectors within our jurisdiction are sales and office.
Describe the workforce and infrastructure needs of the business community:
The major workforce and infrastructure needs of the business community are more individuals with some college or an Associate’s Degree.
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The City’s workforce reflects an undersupply of labor, particularly in the sectors that may require a higher education: Education and Health Care Services; Finance, Insurance and Real Estate; and Professional, Scientific, Management Services. Conversely, the oversupply of labor is in the sectors that typically require a skill or trade.
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.
No major changes at this time.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Those individuals with Bachelor’s degrees and/or Graduates or Professional degrees tend to be the category with higher numbers employed. Those with lower levels of employment tend to have more issues with employment opportunities.
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.
While the City of Riverside does not have its own Workforce Development Center, the City has access to this service through Riverside County’s Workforce Development Center. The availability of this service supports the goals of the Consolidated Plan by be nefiting low- and moderate-income individuals. More specifically, when meeting an accomplishment through a CDBG funded project or program that requires job creation. The following describes the Riverside County Workforce Program:
The Riverside County Workforce Investment Board (WIB) provides oversight for the Workforce Investment Act (WIA) programs in Riverside County. The WIB operates three comprehensive one- stop career centers, four satellite offices, one mobile One-Stop (M1) that serves adult job seekers including youth ages 18 years and over, and six Youth Opportunity Centers (YOC) providing a system of support for the educational and employment success of youth in the area (ages 16-21).
All centers provide services to the business community.
The local workforce investment area is required to provide three general tiers of services:
Core Services - are provided through the One-Stop career centers. These include job search and placement assistance, access to labor- market information, counseling and coaching, and preliminary skills assessments.
Intensive Services - are primarily provided through the One -Stop centers but can also be delivered through referrals to partnering organizations. Services include comprehensive skills
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assessments, group counseling, individual career counseling, case management, and short -term prevocational services, such as how to write a résumé and prepare for an interview.
Training Services - By state law, Local WIBs must invest 25 percent of WIA Adult and Dislocated Worker funds on skills training. Training services also include an On -the-Job Training (OJT) program that allows a business to hire and train an individual in t he skills required by the job while they are doing the job. The WIB’s special initiatives respond to critical opportunities or issues that have the potential to significantly improve the region’s quality of life and support the jurisdiction’s Consolidated Plan. Special initiatives include:
@LIKE Project: The US Labor Department awarded the WIB with a $6 million Workforce Innovation Fund Grant as part of a collaborative effort with Riverside, San Bernardino and Imperial counties to serve disconnected young adults, ages 18-24 who are not in school, working, or serving in the military. Disconnected youth from all ethnic and racial categories disproportionately lack basic skills required for employment. The @LIKE project’s innovative approach to service delivery is being rigorously evaluated through this grant.
Innovation Hub (iHub): The Inland SoCal Link iHub is a collaborative project, anchored by an innovative partnership between the Port of Los Angeles and regional organizations including the WIB, that seeks to innovate and refine logistics in an effort to ma ximize the state’s exports. The overarching goal of this iHub is to maximize economic and workforce development opportunities, including training opportunities.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
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.
Yes. The most recent Economic Development Action Plan was adopted by City Council.
Business attraction is one of the core functions of the Office of Economic Development. The Economic Development Action Plan focuses on attraction of existing businesses from the targeted industries to the City and the formation of new business from entre preneurs just starting their business. Business attraction is accomplished through the targeted marketing campaigns and positive conversations with key decision makers and influencers.
Discussion
N/A
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Housing problems impact low- and moderate-income households disproportionately, compared to non-low- and moderate-income households. Therefore, areas with concentrations of low- and moderate-income households are likely to have high rates of housing problems. The definition of “low-income concentration or minority concentration” is defined as areas with low -income population or minority concentration above 51 percent of total population for a particular Census Tract.
Data taken from the Rental Assistance Demonstration (RAD) Minority Concentration Analysis Tool shows that while some Low Mod Income areas are also areas of minority concentration there is not a strong correlation (Map I-5). Additionally, data for this tool is taken from the 2010 Census while the Low Mod Income Areas data is taken from the more recent 2018 American Community Survey (ACS). The ACS data updates have shown a decreasing number of Low- Moderate Income designated census tracts since 2015. Areas of minority concentration near Downtown and the University of Riverside are the most diverse with the highest percentage of African American and Asian residents. The area near the La Sierra neighborhood shows a high Hispanic concentration, which may be due in part to the lower population density of that area as adjacent census tracts with similar numbers of Hispanic residents are not listed. As a whole the City of Riverside does not count as an area of minority concentration as minorities are not concentrated in the city by a margin or 20 percentage points over the Housing Market Area for the City.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") According to ACS 2014-2018, in Riverside the white population represented 60.9 percent, black or African American population accounted for 6.2 percent of the total population, and the Asian population represented 9.2 percent of the total population. Hispanic households represented
53.3% percent of the total populatio n. A "concentration" is defined as a block group whose proportion of minority households is greater than the overall City average of 66 percent. Racial and ethnic composition varies considerably across the region.
What are the characteristics of the market in these areas/neighborhoods? The characteristics of the market are discussed in detail in Sections MA -05 through MA-25, and most of the same characteristics as described in those discussions apply to the market in these areas. The biggest differences would be that, as expected, there are a greater number of more substantial housing issues related to both housing costs and housing conditions, including multiple housing problems in both ownership and owner rental and multifamily rentals, in these areas.
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Are there any community assets in these areas/neighborhoods? Community assets generally include facilities such as schools, libraries, community centers, parks, and access to commercial establishments such as grocery stores, general merchandise stores, and pharmacy retailers, among others. In these specific areas, there are a number of local parks, as well as elementary, middle, and high schools.
Are there other strategic opportunities in any of these areas? When the redevelopment agency was dissolved, the City of Riverside Housing Authority was designated as the successor agency for the agency’s housing function. The Housing Authority assumed the former redevelopment agency’s affordable housing assets, which included vacant land scattered throughout the City. Some of these properties are located in areas with low - income concentrations. The Housing Authority has been considering the most appropriate way to develop these properties resulting in a positive impact to these communities. In addition, the City adopted a Housing First Plan in 2018, which was a road map to create, implement, and operate a Housing First Approach in the City. The Plan identifies opportunities for the development on permanent supportive an d affordable housing units on 21 sites scattered throughout the City to ensure that these developments were integrated within neighborhoods.
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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.
As asserted by HUD, digital inequality has come to both reflect and contribute to other persistent forms of social inequality. Lower income households are less likely to have broadband service.
This presents challenges to these households to access many services and employment opportunities as this information is increasingly only available online. The City of Riverside has 100% broadband coverage. The City has 14 libraries and public institutions that offer publicly funded internet access points including the Riverside Access Center that provides services to the homeless and free computer access. This access increases access for lower income households in the City.
Service providers provide affordable internet services for low -income households that include a free internet modem, high speed internet, no data caps, and no contracts.
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
The City has 23 broadband service providers that have a continued need for competition to promote affordability and access, as well as choice, in the community. Competition is a crucial component of broadband policy in that it pressures providers to be efficient and innovative.
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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 Riverside County Climate Change and Health Profile Report (2017) found at the following impacts are possible due to climate change:
• Extreme Weather-Related Injury, Displacement, and Mental Health: Extreme weather events (storms, flooding) cause fatal and nonfatal injuries from drowning, being struck by objects, fire, explosions, electrocution, or exposure to toxic materials. A widespread weather-related natural disaster may destroy or ruin housing, schools and businesses and cause temporary or permanent displacement. Individuals and families may experience post-traumatic stress, depression, and increased risk of suicide;
• Health Impacts of Heat: Increased temperatures manifested as heat waves and sustained high heat days directly harm human health through heat-related illnesses (mild heat stress to fatal heat stroke) and the exacerbation of pre-existing conditions in the medically fragile, chronically ill, and vulnerable; • Health Impacts of Drought: Lack of moisture, already at a severe level in California due to a current multi-year drought and decades of fuel accumulation from historical forestry and fire suppression practices, increases the risk of wildfires;
• Vector-borne Illnesses: Climatic changes alter the range, biogeography, and growth of microbes and the vectors of food, water, and vector -borne illnesses. This includes the changes in aquatic environments that could increase harmful algal blooms and lead to increases in foodborne and waterborne illnesses;
• Food Insecurity: Climate change is expected to have global impacts on food production and distribution systems. This can cause food prices to increase, which makes food less affordable and increases food insecurity, obesity, and malnutrition in economically constrained households; and
• Socioeconomic Disruption: Widespread social and economic disruption includes damage to the infrastructure for the delivery of health services and for general economic well - being. Health care facilities, water treatment plants, and roads for emergency responders and transportation for health care personnel can be damaged in climate-related extreme weather events. Increased burden of disease and injury will test the surge capacity of health care facilities. Economic disruption can lead to income loss, income insecurity, food insecurity, housing insecurity, and mental health problems, which in turn may increase substance abuse, suicide, and other health problems.
•
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Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
Low-income households are likely to be impacted by climate change in the City of Riverside due to a lack of resources. The County of Riverside has outlined a series of goals for The Riverside County Climate Change and Health Profile Report (2017) These include:
1. Promote community resilience to climate change to reduce vulnerability;
2. Educate, empower and engage residents, organizations and businesses to reduce vulnerability through mitigation and adaption;
3. Identify and promote mitigation and adaptation strategies with public heath co-benefits;
4. Establish, improve and maintain mechanisms for robust rapid surveillance and environmental conditions, climate -related illness, vulnerabilities, protective factors and adaptive capacities
5. Improve and sustain public health preparedness and emergency response
6. Work in multi-sectoral partnerships (local, regional, state and federal)
7. Conduct applied research to enable enhanced promotion and protection of human health
8. Identify, develop and maintain adequate funding for implementation of public health adaptation strategy
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
Geographic Priorities
Riverside is the largest city in the Inland Empire metropolitan area of Southern California, and is approximately 60 miles east of Los Angeles, and 12 miles southwest of San Bernardino. Riverside is the county seat of Riverside County and is named for its location beside the Santa Ana River.
Riverside is the birthplace of the California citrus industry, home of the Mission Inn Hotel, the largest Mission Revival Style building in the United States, and home of the Riverside National Cemetery. As of 2023, Riverside had an estimated population of 318,858.
Priority Needs
The City of Riverside has identified seven priority development areas to meet the greatest needs of residents in the City. Priorities are based on responses to the 20 24 Community Survey conducted in the City, information gathered in specific focus groups and interviews with various organizations and service providers in the housing and community development field. Based on these results, the City of Riverside will inves t its Fiscal Year 2025-2026 CDBG funding to address needs in the priority areas listed below:
1.Housing
2.Special Needs Services
3.Community Services (Public Services) Infrastructure
4. Community Facilities (Public Facilities, Homeless, Housing Facilities)
5. Neighborhood Services
6. Business and Jobs (Economic Development)
Influence of Market Conditions
Market conditions have a significant and deterministic impact on the City of Riverside’s priority housing needs. As discussed in the Housing Needs section of this plan, under current construction and housing market conditions, the City of Riverside estimat es that an average subsidy of approximately $25,000 is required for each unit that is affordable to households earning between 50% and 80% of AMI. Approximately $80,000 in subsidy is required for each unit that is affordable for households earning between 30% and 50% of AMI and $160,000 is required for each unit that is affordable for households earning between 0% and 30% of AMI. As a result, the City calculates that more than $2.185 billion in subsidy would be required to address all of the housing needs identified in the CHAS tables for the City of Riverside. Because we anticipate having approximately $30 million in Consolidated Plan funds available over the next five years, even if matched 3:1 or 4:1 with other funding, the City would only be able to meet approximately 5% of the total housing needs identified. As a result, the City has placed a higher priority on meeting
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the needs of households earning between 30% and 80% AMI so that a greater number of housing units can be assisted than would be possible with the much more substantial subsidy demands required to create units affordable to those earning between 0% and 30% AMI. An exception to this approach are projects which directly assist homeless persons in making the transition to permanent housing.
Institutional Delivery Structure
The Housing and Human Services Department of the City of Riverside are responsible for the administration of all four entitlement grants (CDBG, HOME, HOPWA, and ESG). Staff in both departments are specifically responsible for the administration, implementation, and the monitoring of programs funded with these sources. In conjunction with other City departments, such as Public Works, and Park, Recreation and Community Services, staff will continue to identify the community’s greatest needs and allocate resources accordingly.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1 Area Name: CITYWIDE ALL
COUNCIL WARDS
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
2 Area Name: WARD 1 CDBG
TARGET AREA - 02
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
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What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
3 Area Name: WARD 1 CDBG
TARGET AREA - 03
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
4 Area Name: WARD 2 CDBG
TARGET AREA - 01
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area?
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Are there barriers to improvement in this target area?
5 Area Name: WARD 2 CDBG
TARGET AREA - 04
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
6 Area Name: WARD 3 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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
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7 Area Name: WARD 4 CDBG
TARGET AREAS
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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
8 Area Name: WARD 5 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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
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9 Area Name: WARD 6 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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
1 0
Area Name: WARD 7 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.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Table 48 - Geographic Priority Areas
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General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
In addition, to projects and programs available to eligible participant’s citywide, specific projects and programs will be targeted to the designated low/moderate income CDBG Benefit Service Areas described above. CDBG Benefit Service Areas are defined as geographic locations within the City of Riverside boundaries where 51% or more of the households residing in those areas are low- to moderate-income. Based on the ACS Census, 33% of the census blocks in the City of Riverside qualify as CDBG Benefit Service Areas.
The plan for the geographic distribution of resources and projects identified as serving an area benefit is based in part on the geographic distribution of low- and moderate-income households throughout the City. Exhibit C identifies the percentage of low- and moderate-income households throughout the City that reside within each City Council Ward. City Council members utilize this information as a guide for determining the annual distribution of funding for projects.
A community survey conducted by the Housing and Human Services in 2019 determined that the issues surrounding homelessness were of the greatest concern to the community. In order to meet these needs the City has decided to prioritize the funding of several public facility projects to address homelessness throughout the City. While the majority of these funds will be spent in a specific low-income target area, they will serve the city as a whole. The majority of 2020 -2021 funding will be allocated to projects which serve low-moderate income clientele throughout the City. The largest exception to this is the Arlington Park ADA sidewalk improvement project in the Ward 5 Target Area. The City will generally allocate an ADA barrier removal project in a different Ward on a rotating basis each year.
The City’s HOME Investment Partnerships Program Tenant-Based Rental Assistance Program and ESG Rapid Re -Housing Programs have been expanded countywide to support the Riverside County Continuum of Care’s and City’s goal of ending homelessness.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority
Need
Name
Housing
Priority
Level
High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
veterans
Elderly
Frail Elderly
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Housing
Homelessness- Suitable Living Environment- Availability/Accessibility (SL – 1) Homelessness - Decent Housing- Affordability (DH -2)
Housing Rehabilitation
Expand the Affordable Rental Housing Stock
Description An activity that creates or improves residential units (single- or multi-family housing), including activities in support of housing such as code enforcement as well as infrastructure development specifically to support housing development.
Basis for
Relative
Priority
Housing-Affordability
Housing-Sustainability
(Code Enforcement)
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Housing-Accessibility
(Fair Housing)
2 Priority
Need
Name
Special Needs Services/Homelessness
Priority
Level
High
Population Extremely Low
Low
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Non-housing Community Development
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Special Needs
Description A non-housing activity or facility which provides services exclusively to individuals with special needs.
Basis for
Relative
Priority
Special Needs Services: This category is in line with the special need’s services category. Special Needs programs were listed as one of the priorities needs in the Community Survey.
Homelessness: Provide emergency shelter, rapid re-housing, homeless prevention, and outreach to help homeless individuals exit life from the streets while providing ongoing case management to ensure clients sustain their housing. 3 Priority
Need
Name
Community Services
Priority
Level
High
Population Extremely Low
Low
Moderate
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Elderly
Frail Elderly
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Community Services
Description An activity that provides services to individuals and/or households, including specific clientele such as Senior Services, and Youth Programs.
Basis for
Relative
Priority
• Public Services-Accessibility
• Public Services-Sustainability
• Senior Services
• Youth Services
4 Priority
Need
Name
Community Facilities
Priority
Level
High
Population Extremely Low
Low
Moderate
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Community Facilities
Description The construction or rehabilitation of a structure or facility that houses a public use.
Basis for
Relative
Priority
Public
Facilities and Improvements
5 Priority
Need
Name
Business and Jobs
Priority
Level
High
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Population Extremely Low
Low
Moderate
Non-housing Community Development
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Business and Jobs
Description An activity or improvement designed to support, increase, or stabilize business development,
as well as to create or retain jobs, or expand the provision of goods and services.
Basis for
Relative
Priority
This category is in line with the business and jobs category. Job training programs were listed as one of the priorities needs in the Community Survey. Since there was not a specific job training program category it was listed under other. 6 Priority
Need
Name
Infrastructure
Priority
Level
High
Population Extremely Low
Low
Moderate
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Infrastructure
Description Public Improvements that support existing or future community development which benefits an entire area or site.
Basis for
Relative
Priority
Infrastructure
7 Priority
Need
Name
Neighborhood Services
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Priority
Level
High
Population Extremely Low
Low
Moderate
Geographic
Areas
Affected
CITYWIDE ALL COUNCIL WARDS
Associated
Goals
Neighborhood Services
Description An activity designed to help low income neighborhoods build the capacity and resources needed to ensure residents experience better results around education, employment, safety and other key areas.
Basis for
Relative
Priority
Neighborhood Capacity Building Program
Table 49 – Priority Needs Summary
Narrative (Optional)
The City of Riverside has identified seven priority development areas to meet the greatest needs of residents in the City. Priorities are based on responses to the 202 4 Community Survey conducted in the City, information gathered in specific focus groups, interviews with various organizations and service providers in the housing and community development field, and data obtained from the 20 20 Census, the American Community Surveys, Comprehensive Housing Affordability Strategy, and the PIC Information Center . It will invest its CDBG funding to address needs in the priority areas listed below:
1. Housing
2. Special Needs Services/Homelessness
3. Community Services (Public Services)
4. Community Facilities (Public Facilities)
5. Business and Jobs (Economic Development)
6. Infrastructure
7. Neighborhood Services
More detailed priorities and accomplishment projections for Housing, Community Development, Homeless and Special Needs populations, as well as HOPWA Program activities and anticipated accomplishments are presented in the appropriate narrative sections and tables within this document.
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The City must also ensure that its HUD-funded activities carried out under the Consolidated Plan meet its priority needs. Priority need rankings were rather consistent throughout the City. A uniform system of ranking was assigned according to the following HUD categories: No Need, Low Need, Medium Need and High Need, to describe the relative need for assistance in each category. All priority needs were found to be high based on the Consolidated Plan’s need assessments and resources available to address these needs.
Table I-52 shows the City’s 2025 -2030 Priority Needs along with the priority level, population served, and goals addressed by each.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type
Tenant Based Rental Assistance (TBRA)
TBRA for Non-Homeless Special Needs
New Unit Production
Rehabilitation
Acquisition, including preservation
Table 50 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
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Anticipated Resources
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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
3,180,351 0 0 3,180,351 12,721,404 Expected amounts
assumes annual
allocation at level
funding
HOME public
-
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA
1,211,509 200,000 0 1,411,509 5,646,036 Expected amounts assumes annual
allocation at level
funding
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HOPWA public
-
federal
Permanent
housing in
facilities
Permanent
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
3,292,411 0 0 3,292,411 13,169,644 Expected amounts
assumes annual
allocation at level
funding
ESG public
-
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing
280,915 0 0 280,915 1,123,660 Expected amounts
assumes annual
allocation at level
funding
Table 51 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
As in the past, the City will be as creative as possible to find other additional sources of funding in order to develop and deliver efficient and cost-effective projects. CDBG, HOME, ESG and HOPWA funded activities will be leveraged, whenever possible, by other federal and/or governmental support for their specific type of services. The City will comply with applicable Federal regulations for the matching requirements for the HOME and ESG programs. The match for both programs is reported annually in the Consolidated Annual Performance and Evaluation Reporting (CAPER).
Emergency Solutions Grant - The Emergency Solutions Grant program has a mandatory “matching grant” requirement for sub recipients. It is anticipated that the City will leverage or “match” more than two times its ESG allocation with Federal, State, and private resources. Affordable Housing- HOME Program regulations require a twenty -five percent (25%) non -Federal match for every HOME dollar expended. Funds set-aside for program administration and for Community Housing Development Organization (CHDO) technical assistance/capacity building is exempt from this matching requirement. The match must be met by the end of the Federal fiscal year in which the expenditure occurred. This requirement is not project-specific but rather program-wide. The City expects to leverage CPD funds with the following funding sources to assist in accomplishing the goals of the Five-Year Consolidated Plan:
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
When the local redevelopment agency was dissolved, the City of Riverside Housing Authority (CRHA) was designated as the successor agency for the redevelopment agency’s housing function. The CRHA assumed the former redevelopment agency’s affordable housing assets, which included 27 vacant parcels scattered throughout the City. Some of these properties are located in areas of low- income populations. The CRHA is in the process of strategically planning how to best develop these properties. The CHRA has release d a request for proposals for the development of affordable housing on 12 of these vacant parcels. Depending on the number of approved affordable housing projects on these properties, the development is expected to have a positive impact on these areas, by providing housing and other services that these areas lack.
Discussion
The amount of resources available to address social, community, and economic development goals pale in comparison to the recognized needs. To address this obstacle, the City strongly encourages sub -recipients to seek other resources, forge new partnerships and collaborates, and to leverage additional funding whenever possible from local, State, Federal, and private sources.
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Two of the CPD-funded programs, HOME and ESG, both have matching fund requirements – HOME 25%, ESG 100%. These regulatory matching requirements ensure the efficient use of the Federal funds through leveraging. The CDBG regulations do not require a funding match for the program.
The leveraging of public and private funds is critical to the success of HOME projects. In order to provide sufficient financ ial support, most HOME projects require layered funding. As the nation and the State of California move out of the effects of the recession and begin to experience economic growth and easing of national, state and local budget constraints, jurisdictions may begin to see greater availability of housing funds to support local affordable housing construction and rehabilitation.
It is very clear that given the extent and magnitude of the need for housing, as well as other community and economic development needs in the City of Riverside, it is imperative that the limited resources made available through the CPD programs be leveraged with other resources. Many of the most successful affordable housing projects, community facilities, and public service programs use extensive leveraging.
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SP-40 Institutional Delivery Structure – 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
Table 52 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy
Legal Assistance
Mortgage Assistance
Rental Assistance
Utilities Assistance
Street Outreach Services
Law Enforcement
Mobile Clinics
Other Street Outreach Services
Supportive Services
Alcohol & Drug Abuse
Child Care
Education
Employment and Employment
Training
Healthcare
HIV/AIDS
Life Skills
Mental Health Counseling
Transportation
Other
Other
Table 53 - Homeless Prevention Services Summary
Consolidated Plan RIVERSIDE 120
OMB Control No: 2506-0117 (exp. 09/30/2021)
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) The City has many experienced homeless providers with a demonstrated track record in fiscal management and the provision of housing and supportive services targeted to homeless households. With the implementation of HEARTH legislation, the HUD-funded Continuum of Care (CoC) program dollars will focus more on meeting critical housing needs. Although some HUD dollars may be reinvested in the system for support services, it is expected that other mainstream resources will be offered to provide services to chro nically homeless persons and families and special needs populations (persons with HIV/AIDS, veterans, transition age youth, and persons with mental illness and/or disabilities). In addition to housing needs, there will be an increased focus on employment o pportunities so the individuals and families ready for permanent employment can help offset service costs and needs through increased income.
These strategies are explained in more detail below.
• The Emergency Solutions Grant (ESG) program places a greater emphasis on helping people, including special needs populations, quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. • The Veterans Affairs Supportive Housing Program (VASH) program, which was implemented in October, 2009, is collaboration between the Housing Authority and the Loma Linda VA Medical Center to meet the housing needs of homeless veterans in Riverside County.
• Youth in the Foster -care Youth Program will receive housing assistance, supportive services and will be enrolled in the family self-sufficiency program, to give them the tools and opportunities to successfully transition from foster -care to independent, se lf- sufficient living.
• The use of the 2-1-1 line has allowed available services to be updated quickly through an electronic database of information. Key services, such as Homeless Prevention and Rapid Rehousing are updated regularly to inform the public of available financial as sistance.
Veterans calling into 2-1-1 are also referred appropriately to local veteran services. Those agencies, which assist persons with HIV/AIDS and their families, also participate in 2-1-1.
The City of Riverside is the Grantee of the HOPWA formula funding for both Riverside and San Bernardino Counties. The Housing Authority of the County of Riverside (HACR) as the Project Sponsor administers the HOPWA grant throughout Riverside County. The goal of the HOPWA program is to prevent homelessness for individuals and/or families that have AIDS/HIV, by providing long term rental assistance through the Housing Options Program and Short-Term Rental, Mortgage and Utility Assistance through subcontractors in the community that serve this population. The HACR also
partners with the Riverside
University Health Systems – Behavioral Health, the City of Riverside's Homeless Street Outreach Team, and local HIV providers, to ensure that all participants are provided with in-depth supportive services which foster self-sufficiency.
Consolidated Plan RIVERSIDE 121
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
The City is a strong believer in the importance of collaboration. The City continues to play an important role in both facilitating or directly bringing together disparate interests toward developing new and strengthening existing institutional structures and enhancing coordination between housing and service agencies. There are a variety of services for special needs population and persons experiencing homelessness; however, major gaps in the service delivery system exist, including inadequate funding to provide the level of services needed.
In addition to those mentioned above, the following issues have been identified:
• Lack of public awareness of services and needs
• Local politics and agendas
• Local policies and procedures
• Institution barriers (service area)
• Underutilization of non-profit agencies as partners
• Community apathy
• Funding policies on programs Cultural views, belief, and acceptance of government assistance The City will continue to take specific actions to overcome these obstacles by using all available resources such as annual meetings with service providers and improving communication by the posting of notices and information on websites.
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 identified strengths and gaps provide the basis for cooperative strategies to fill gaps in the City’s housing and community development delivery system. The City’s focus on the institutional structure involves a broad strategy of coordination, empowerment, and communication with the public, private, and nonprofit sectors. The City will identify gaps in services through the needs assessment process and allocate fifteen percent of CDBG funds for supportive service programs that are most needed to address gaps in the service delivery system. A portion of the CDBG funds will also be used to address costs associated with program delivery.
Consolidated Plan RIVERSIDE 122
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Consolidated Plan RIVERSIDE 123
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Community
Services
2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Community Services CDBG:
$2,777,642
Public service activities other
than Low/Moderate Income
Housing Benefit:
______ Persons Assisted
Consolidated Plan RIVERSIDE 124
OMB Control No: 2506-0117 (exp. 09/30/2021)
2 Infrastructure 2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Infrastructure CDBG: $ Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit:
_____ Persons Assisted
Consolidated Plan RIVERSIDE 125
OMB Control No: 2506-0117 (exp. 09/30/2021)
3 Community
Facilities
2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Community Facilities CDBG:$ Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit:
___ Persons Assisted
Consolidated Plan RIVERSIDE 126
OMB Control No: 2506-0117 (exp. 09/30/2021)
4 Neighborhood
Services
2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
Neighborhood Services
Consolidated Plan RIVERSIDE 127
OMB Control No: 2506-0117 (exp. 09/30/2021)
CDBG TARGET
AREA
5 Special Needs 2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Special Needs
Services/Homelessness
ESG:
$419,729
HOPWA:
$16,462,055
CDBG:
$318,03
Public Facility or
Infrastructure Activities for
Low/Moderate Income
Housing Benefit:
889 Households Assisted
HIV/AIDS Housing Operations:
5800 Household Housing Unit
Homeless Person Overnight
Shelter:
984 Persons Assisted
Consolidated Plan RIVERSIDE 128
OMB Control No: 2506-0117 (exp. 09/30/2021)
6 Housing 2025 2030 Affordable
Housing
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Housing ESG: $
CDBG: $
Public service activities other
than Low/Moderate Income
Housing Benefit:
____ Persons Assisted
Tenant-based rental
assistance / Rapid Rehousing:
___ Households Assisted
Homeowner Housing
Rehabilitated:
___ Household Housing Unit
Consolidated Plan RIVERSIDE 129
OMB Control No: 2506-0117 (exp. 09/30/2021)
7 Business and
Jobs
2025 2030 Non-Housing
Community
Development
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Business and Jobs
Consolidated Plan RIVERSIDE 130
OMB Control No: 2506-0117 (exp. 09/30/2021)
8 Homelessness-
SL - 1
2025 2030 Homeless WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Housing ESG: $ Homeless Person Overnight
Shelter:
___ Persons Assisted
Consolidated Plan RIVERSIDE 131
OMB Control No: 2506-0117 (exp. 09/30/2021)
9 Homelessness
-DH -2
2025 2030 Homeless WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Housing HOME: $
ESG: $
Tenant-based rental
assistance / Rapid Rehousing:
__ Households Assisted
Consolidated Plan RIVERSIDE 132
OMB Control No: 2506-0117 (exp. 09/30/2021)
10 Housing
Rehabilitation
2025 2030 Affordable
Housing
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Housing HOME: $ Homeowner Housing
Rehabilitated:
___ Household Housing Unit
Consolidated Plan RIVERSIDE 133
OMB Control No: 2506-0117 (exp. 09/30/2021)
11 Expand the
Affordable
Rental Housing
Stock
2025 2030 Affordable
Housing
WARD 2
CDBG TARGET
AREA - 01
WARD 1
CDBG TARGET
AREA - 02
WARD 1
CDBG TARGET
AREA - 03
WARD 2
CDBG TARGET
AREA - 04
CITYWIDE ALL
COUNCIL
WARDS
WARD 6
CDBG TARGET
AREA
WARD 5
CDBG TARGET
AREA
WARD 7
CDBG TARGET
AREA
WARD 4
CDBG TARGET
AREAS
WARD 3
CDBG TARGET
AREA
Housing HOME: $ Rental units constructed:
__ Household Housing Unit
Table 54 – Goals Summary
Goal Descriptions
Consolidated Plan RIVERSIDE 134
OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Goal
Name
Community Services
Goal
Descri
ption
An activity that provides services to individuals and/or households, including specific clientele such as Senior Services and Youth Programs.
2 Goal
Name
Infrastructure
Goal
Descri
ption
Public Improvements that support existing or future community development which benefits an entire area or site. 3 Goal
Name
Community Facilities
Goal
Descri
ption
The construction or rehabilitation of a structure or facility that houses a public use. 4 Goal
Name
Neighborhood Services
Goal
Descri
ption
An activity designed to help low-income neighborhoods build the capacity and resources needed to ensure residents experience better results around education, employment, safety and other key areas. 5 Goal
Name
Special Needs
Goal
Descri
ption
A non-housing activity or facility which provides services exclusively to individuals with special needs.
Consolidated Plan RIVERSIDE 135
OMB Control No: 2506-0117 (exp. 09/30/2021)
6 Goal
Name
Housing
Goal
Descri
ption
An activity that creates or improves residential units (single or multi-family housing), including activities in support of housing such as code enforcement as well as infrastructure development specifically to support housing development. 7 Goal
Name
Business and Jobs
Goal
Descri
ption
An activity or improvement designed to support, increase, or stabilize business development, as well as to create or retain jobs, or expand the provision of goods and services.
8 Goal
Name
Homelessness- Suitable Living Availability/Accessibility (SL– 1) Goal
Descri
ption
Provide funding for the emergency shelter program to help homeless individuals exit life from the streets. 9 Goal
Name
Homelessness -Decent Housing Affordability (DH -2)
Goal
Descri
ption
Provide Tenant Based Rental Assistance/Rapid Re-Housing Assistance. Homeless Prevention will be provided once the City has obtained functioning zero in regarding to ending Veteran and Chronically homelessness. 1 0
Goal
Name
Housing Rehabilitation
Goal
Descri
ption
Provide housing rehabilitation loans and grants to owner-occupied low-income households to address health and safety issues and code violations.
Consolidated Plan RIVERSIDE 136
OMB Control No: 2506-0117 (exp. 09/30/2021)
1 1
Goal
Name
Expand the Affordable Rental Housing Stock
Goal
Descri
ption
Development or acquire and rehabilitation multi-family housing units to increase the affordable rental housing stock available in the City of Riverside.
Consolidated Plan RIVERSIDE 137
OMB Control No: 2506-0117 (exp. 09/30/2021)
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)
Through the use of the City’s entitlement grants, the City anticipates assisting 15 households through the Housing Rehabilitation Program, 25 households through the TBRA Program, and 78 households by providing affordable rental housing units.
Consolidated Plan RIVERSIDE 138
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
N/A - The City of Riverside does not have a Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvements
The Housing Authority operates on the premise that affordable housing in not the end goal for a family but a steppingstone to reach full sufficiency in market rate housing. The ultimate goal is for the agency’s families to successfully graduate to homeownership. To actively engage residents in this goal the agency has taken the following actions:
1.Regular engagement of residents via onsite managers and through specialized self -sufficiency coordinators funded through HUD’s Resident Opportunity and Self -Sufficiency (ROSS) program and Family Self-Sufficiency Program.
2.Providing outreach and information to all residents on community homeownership initiatives and credit counseling agencies.
3.Working collaboratively with our local Habitat for Humanity to provide public housing residents with targeted homeownership opportunities.
Is the public housing agency designated as troubled under 24 CFR part 902? N/A
Plan to remove the ‘troubled’ designation
N/A
Consolidated Plan RIVERSIDE 139
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
California continues to be one of the highest cost areas of the county to develop affordable housing. In 2018, Riverside was named one of the highest cost areas of the county for housing production. While Riverside now develops housing at over $300,000/unit, there are areas of the State that suffer from much higher development costs. Like other California localities, Riverside suffers from environmental regulation, wage rate requirements, a disbursed State funding system, and local NIMBY sentiment that must be internalized into development costs statewide.
The State has taken recent steps to make affordable housing easier to build under the California Environmental Quality Act (CEQA), but the substantial costs of CEQA compliance and long timelines for working through the environmental approval process add su bstantial development costs. The CEQA approval process, inclusive of mandated analysis and reporting, local consultations, and public hearings, can take one year or more. CEQA requirements add to development costs because of additional costs in reporting and because projects with longer development cycles add of the costs of financing.
California also has one of the most generous wage requirements for construction of affordable housing.
Virtually any local government subsidy (e.g., capital, land, fee remissions) in an affordable housing project redefines that housing as a public work un der State law, requiring the payment of prevailing wages that can be double that of comparable local trade wages adding 20% -30% or more to housing development costs.
While many states have one master authority or corporation that oversees affordable housing finance, California has a disbursed system where five entities oversee affordable housing finance. Because of high development costs, projects must layer multiple sources of funding to make project feasible. But each funding source has its own timelines and requirements, and that makes project subsidy layering difficult.
It can also take years to work through multiple funding applications over multiple State agencies in order to completely fund an affordable housing project. Differing requirements across agencies can make subsidy layering difficult and time consuming, adding consultant and time costs to housing development.
Finally, a strong Not In My Back Yard (NIMBY) sentiment in California, linked to the State’s history of strong local control, often endangers housing projects. Well organized NIMBY groups try to apply local political pressure to have projects cancelled or altered. NIMBY sentiment has delayed projects in California for years, sometimes endangering financing, entitlements, or other necessary aspects of project development. NIMBY sentiment occurs locally but taken in totality has slowed development of a considerable number of housing developments in California and added to the cost to development for housing units as NIMBY pressure can lengthen project development.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City’s Housing and Human Services Department continues to work closely with the Planning Division within the Community & Economic Development Departments to mitigate identified barriers to affordable housing. In addition, the City continues to secure funding resources that will assist in mitigating the cost burden due to the lack of infrastructure in undeveloped parts of the City where affordable housing is crucial.
Consolidated Plan RIVERSIDE 140
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The County of Riverside CoC has established chronically homeless persons as the highest need priority. The CoC implements a targeted street-to-home outreach program/campaign that covers 100% of its area and takes a housing first approach for chronically ho meless households and others with a disabling condition. Non -disabled persons are referred to emergency shelter and housed as quickly as possible. The CoC implement a coordinated assessment system to ensure the right intervention through program admissions that will be marketed to community groups and outreach providers who coordinate outreach efforts with staff trained to guide households through the process regardless of age, gender, ethnicity, disability, etc. The CoC has two outreach teams that provide homeless outreach in the City of Riverside. The City of Riverside Street Outreach program conducts daily mobile outreach and provides client services focused on the chronically homeless populations living on streets to connect them with supportive services and achieve housing stability.
Addressing the emergency and transitional housing needs of homeless persons' To date, there are 135 emergency shelter beds in the City of Riverside. The City is in the process of developing 45 bridge housing units to provide homeless individuals that are exited from the shelter and require more assistance to exit the streets into housing. The City has signed a lease agreement with Helping Hearts who will be rehabilitating a City property to 28 interim housing beds for homeless individuals with behavioral health needs coupled with supportive services who do not need immediate crisis stabilization in a restrictive psychiatric setting. The program will assist a minimum of 60 homeless individuals annually. When the residents can live independently, they will graduate into permanent housing.
The CoC is working with the City of Riverside's Housing and Human Services Department, which administers ESG funding, to integrate CoC and ESG funding to increase the number of families with children who are assisted through rapid re -housing. In addition, non- McKinney-Vento funding sources, such as Emergency Food and Shelter Pro gram (EFSP), which is funded under FEMA, will be matched as a source for rental/mortgage assistance for families that are homeless or at-risk of homelessness
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
Consolidated Plan RIVERSIDE 141
OMB Control No: 2506-0117 (exp. 09/30/2021)
The CoC has taken the following steps to reduce Length of Time Homeless (LOTH):
1) adopted and implemented a CoC-wide Housing First approach; 2) adopted and implemented a CoC wide Rapid Re-housing approach; 3) begun revising intake processes to ensure homeless households are given the appropriate intervention at time admitted to program to help reduce their stay; 4) adjusted case management procedures in order to train CoC and ESG case managers to move away from a housing -ready approach to an evidence -based home -based case management approach;
5) improved data collection through HMIS by training participants to enter related data correctly and timely; and
6) generating monthly reports for outcome measurement.
CoC has increased the number of public/private partners to help implement these approaches.
Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
The County of Riverside CoC Discharge Policy is mandated by the state and followed by the CoC.
The CoC established a Discharge Planning Committee, responsible for implementing policies and protocols and coordinating with various organizations, to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. The goals are to identify discharge housing needs inclusive of housing and supportive services and to link the individual with community resources that will include mental health services, substance abuse support, and housing.
Health Care – The Hospital Association of Southern California Inland Area serves as the lead agency on the Discharge Planning Committee to facilitate communication regarding the discharge planning needs of homeless persons from acute care hospitals including Riversid e County Regional Medical Center. They identify those individuals with severe mental health or substance abuse disorders, as well as veterans.
They then coordinate their discharge plan to the fullest extent possible with follow-up to mental health and/or physical service providers.
Mental Health - The Riverside University Health Systems – Behavioral Health (BH) collaborates with DPSS and the CoC in the coordination and implementation of discharge planning for homeless individuals disabled by a serious mental health and/or substance abuse disorder(s).
Consolidated Plan RIVERSIDE 142
OMB Control No: 2506-0117 (exp. 09/30/2021)
BH provides placement assistance to homeless clients leaving public and private facilities. They also collaborate with the courts and interested parties in an effort to determine how best to meet client needs in a community setting. Based on assessment, ho meless individuals are provided with housing placement in board and care, skilled nursing, and privately funded structured residential settings.
Foster Care - Riverside County’s Children’s Services Division Independent Living Extended Foster Care programs help transition dependent youth who are emancipating from foster care to independent living. Services available for homeless young adults who left foster ca re includes:
re-entering extended foster care, housing referrals, SSI screening, application assistance with medical and food benefits, transportation vouchers, clothing services and replacement of lost or stolen vital documents, such as: Social Security card, birth certificate, state ID or driver’s license.
Corrections - T
he Department of Public Social Services and the Riverside Sheriff’s and Probation Departments support the Continuum of Care’s mission of working towards reintegrating persons leaving correctional facilities to community -based living and self - sufficiency through effective use of community services. They identify individuals leaving county correctional facilities and work with stakeholders to link these individuals to housing, mental health and substance abuse services, and community supports. Another resource is the Probation Day Reporting centers established for the Early Release (AB109) offenders and offer assistance for job placement, food, clothing and counseling services upon release from county and state correctional institutions.
Consolidated Plan RIVERSIDE 143
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards Under the Residential Lead Based Paint Hazard Reduction Act of 1992—Title X, a lead based paint hazard is defined as “any condition that causes exposure to lead from lead contaminated dust, lead contaminated soil, lead contaminated paint that is deteriorat ed or present in accessible surfaces, friction surfaces, or impact surfaces that would result in adverse human health effects.” The County of Riverside, Environmental Health Department, has programs to identify and address lead-based paint hazards. The programs from the Office of Industrial Hygiene (OIH) are as follows:
How are the actions listed above related to the extent of lead poisoning and hazards? The actions above are integrated into housing policies and procedures within the various housing programs. For all rental assistance programs, including but not limited to Rapid Re -Housing and Tenant Based Rental Assistance, all owners are required to certify that units do not contain any lead-based paint. Clients receiving rental assistance are given information on how to avoid lead poisoning regardless of the age of the unit. For all rehabilitation projects whe re the City has committed HOME Investment Partnerships (HOME) funds, projects are required to have lead hazard evaluation preformed which results in the paint being tested for lead. If less than $5,000 is committed for a specific project, then all surfaces disturbed by rehabilitation are required to be repaired if tested positive for lead. If between $5,000 and $25,000 is committed for a specific project, then interim controls are performed to reduce lead -based paint hazards which consists of removing lead -based paint and its dust; replacing components with lead- based paint; and removing or permanently covering lead contaminated soil. If more than $25,000 is committed for a specific project, then complete lead abatement is required to permanently eliminate a ll lead-based paint hazards. The lead abatement must last for a life expectancy of 20 years, and abatement must be performed by certified abatement workers.
Consolidated Plan RIVERSIDE 144
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Official poverty data come from the Current Population Survey (CPS) Annual Social and Economic Supplement (ASEC). There are two slightly different versions of the federal poverty measure: the poverty thresholds and the poverty guidelines. The official measure of poverty was established by the OMB in Statistical Policy Directive 14. The poverty thresholds determined by the U.S. government, and updated each year by the Census Bureau, use a set of money income thresholds that vary by family size and composition to determine who is in poverty. If a family's total income is less than the family's threshold, then that family and every individual in it is considered in poverty. The official poverty thresholds do not vary geographically but are updated for inflation using the Consumer Price Index (CPI-U). The thresholds are used by Federal agencies mainly for statistical purposes. Government aid programs do not have to use the official poverty measure as eligibility criteria. Many government aid programs use a different version of the Federal poverty measure- the poverty guidelines. They are issued each year in the Federal Register by the Department of Health and Human Services. The guidelines are a simplification of the poverty thresholds for use for administrative purposes; (e.g., determining financial eligibility for certain federal programs - each aid program may define eligibility differently). For more information, go to www.hhs.gov.
Although there are many causes of poverty, some of the more pronounced causes of poverty include the following:
• low income-earning capability;
• low educational attainment and job skills;
• discrimination; and
• personal limitations (e.g. developmental and physical disabilities, mental illness, drug/alcohol dependency, etc.).
Some other important causes of poverty related to those mentioned above include: unemployment or underemployment; lack of affordable and decent housing; lack of policy and widespread community support for poverty issues (this includes the lack of additional funding and programs to address the problem of poverty); unaffordable childcare and health care; age; cultural and language barriers; lack of behavioral changes of people in poverty; limited access to services; transportation difficulties; stress; and strained family relationships. All of these barriers make it hard for low -income families to obtain and maintain employment, and therefore, housing and basic needs.
Although the many and varied solutions for the reduction or elimination of poverty appear endless, costly, and complex, the City utilizes a variety of strategies to help reduce the number of households with incomes below the poverty line, including efforts to stimulate economic growth and additional job opportunities. An example would be economic development activities that help create additional jobs.
Economic development opportunities, such as higher paying jobs, are very important to low -income persons to gain economic self-sufficiency and live above the poverty level.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
Consolidated Plan RIVERSIDE 145
OMB Control No: 2506-0117 (exp. 09/30/2021)
The affordable housing plan offers numerous programs that eliminate and reduce the barriers associated with poverty. Each of these programs strategically analyzes the barriers associated with poverty through census data, ACS, CHAS Reports, and through comm unity outreach. The shared goal between these programs is self-sufficiency.
Family Self-Sufficiency Program - Assists Housing Choice Voucher holders who are striving to become free of governmental assistance. The program is administered by case managers that assist in transitioning families that are usually under-employed or receiving public assistance to employment at a wage or salary that provides means of independence. The program is administered by case managers that assist in transitioning families that are usually under-employed or receiving public assistance to employment at a wage or salary that provides means of greater independence. The case manager and the household work in partnership to develop a self- sufficiency plan and communicate regularly to work on the progress of the household’s ultimate goal. Like other families in the HCV programs, most FSS participants pay rent based on a percentage of their household income. The benefit that the client joining this program receives, other than extensive case management, is that they may be eligible to establish an escrow savings account. As each household i ncome increases so does the amount the household pays towards their portion of rent. FSS participants, however, have the opportunity to convert increases in rent due to increases in earned income into savings. For FSS participants, the HACR will deposit an amount generally equal to the increase in rent due to the families' increased earnings into the FSS escrow account. This allows FSS participants to build savings automatically over time. FSS escrow savings do not count against asset limits for means tested programs until they are disbursed coordinators may work with participants to coach them on how to use their escrowed funds strategically to meet personal and life goals.
The escrow deposit calculation varies depending on the family’s income level, with different rules for families with incomes below 50 percent and between 50 and 80 percent of the Area Median Income (AMI).
In brief, a family whose income is greater than 50 percent of AMI but less than or equal to 80 percent of AMI is treated as if its income is 50 percent of AMI for purposes of calculating the escrow deposit. In addition, families whose incomes rise above the low -income limit (80 percent of area median) do n ot receive any additional escrow deposits.
A family is eligible to receive its full escrow account balance (in excess of any amounts owed to the Housing Authority upon graduating successfully from the FSS program. These funds are unrestricted. However, coordinators may work with participants to coach them on how to use their escrowed funds strategically to meet personal and life goals.
SP-70 Anti-Poverty Strategy 1
Resident Opportunity Self-Sufficiency (ROSS) - Provides case management activities at the three Housing Authority-owned, public housing sites. The case management activities include resume building classes, employment referrals, credit counseling, and referrals to other non -profits and governmental agencies for supportive services. The ultimate goal of the ROSS program is to increase self-sufficiency among public housing residents.
In addition to the offered self-sufficiency programs, the City of Riverside has multiple programs that assist in the elimination of the barriers associated with poverty. These programs include HOME, ESG, PSH, COC and other programs targeting special needs populations. Each of these programs provide rental assistance either through new construction, rehabilitation or tenant -based rental assistance mitigating the cost burdened issues for low-income households.
Consolidated Plan RIVERSIDE 146
OMB Control No: 2506-0117 (exp. 09/30/2021)
CAP Riverside serves the low-income residents of Riverside County. It is a public Community Action Agency and a department of the County of Riverside. These programs provide the City’s low -income residents with a variety of support mechanisms as they move toward self- sufficiency. Community Action works to change the institution of poverty while empowering the individual.
The DPSS Self-Sufficiency Division is responsible for administering programs and services that can assist Riverside residents with basic needs and other services that can help them become self -sufficient and improve the quality of their lives. DPSS interacts with people on many levels, thereby impacting their daily lives through children’s services, education, employment, training, health and human services, homelessness and housing. Self -Sufficiency Programs Include CalFresh (SNAP), CalWORKS, Childcare, Employment Services, Homeless Programs, and Medical. The City will continue to work closely with DPSS in servicing the needs of homeless during the ensuing five years. This joint effort has worked successfully in the past and the City agencies pledge their continuing support of the endeavor.
Consolidated Plan RIVERSIDE 147
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
Monitoring of the HHS Department contractors and subrecipient partners is not simply a regulatory process. Rather, it involves effective communication and problem -solving relationships between HHS and its subrecipients. In December 2008, the HHS established a Subrecipient Grant Monitoring Policy to ensure that sub -recipients comply with all HUD, CDBG, HOME, HOPWA, ESG, Part 200 Financial Regulations as well as City policies and procedures as applicable.
A subrecipient is an organization receiving Federal funds from the City. Each program requires a written agreement between the City and the sub- recipient. The requirements demand that the agreement remain in effect throughout the period that the subrecipie nt has control over funds.
These provisions include a statement of work (description of work, budget, and time schedule);records, program income, uniform administrative requirements, fair housing, labor, displacement, employment opportunities, lead -based paint, debarred contractors, conflict of interest, restrictions for resident aliens, provisions for CHDO, religious entities, the Architectural Barriers Act and the Americans with Disabilities Act.
When the City awards a grant, the HHS Department develops an individual monitoring schedule for each subrecipient that includes desk monitoring, quarterly reports and onsite reviews. HHS staff reviews copies of files to ensure documentation regarding client eligibility, property eligibility, appropriate funding, compliance with requirements, and performance reports. For capital projects and public service, reports are required on a quarte rly basis. Housing program reports are obtained based upon specifics of the programs’ operations. The HHS Department also provides annual onsite reviews of a project so it can assess abilities of staff and review files. For housing projects, the HHS Department has additional monitoring procedures that provide the following assurances: consistency with objectives, criteria for one or more of the national objectives, compliance with all regulatory eligibility requirements, compliance with the Consolidated Plan regulations regarding displacement, production, accountability, organizational and project performance. CBOs are funded for a wide variety of CDBG -funded activities. Their experience and training in implementing these activities in compliance with statutory and regulatory requirements vary widely. In addition, some project s are a one-time City effort while others are ongoing activities.
The City has determined that some projects can represent a high risk, while others a low risk.
Further, ongoing CBO projects receive annual on-site monitoring visits.
As a condition of receiving HOME funds, recipients agree to maintain all HOME -assisted units as affordable housing and in compliance with Housing Quality Standards (HQS) or the City’s established standards. A site visit to determine compliance shall be conducted no less than once
Consolidated Plan RIVERSIDE 148
OMB Control No: 2506-0117 (exp. 09/30/2021)
every three years for project containing 1-4 units; once every two years for project containing 5- 25 units; and once per year for properties with 26 or more units. In addition, in order to conduct mandatory tenant file reviews, the City shall conduct annua l tenant’s income certification via a self-certification process. Under the HOME Program, each CHDO shall be recertified annually as a part of the monitoring process. The review for recertification will include, among other things, a review of the Board of Directors, capability of current staff, review of financial statements, mission statements, and review of past and current projects. HHS understands that monitoring the Consolidated Plan and the annual activities must be carried out regularly to ensure that statutory and regulatory requirements are met.
Consolidated Plan RIVERSIDE 149
OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
In order to receive the CPD funding, the City must develop and submit a Consolidated Plan every five years to the U.S. Department of Housing and Urban Development (HUD). The City of Riverside anticipates receiving an annual allocation of CDBG, HOME, ESG and HOPWA funds from HUD over the next five years for activities that provide decent housing, suitable living environments, and expanded economic opportunities for its residents. These funds are intended to help meet priority needs identified throughout the City. Detailed information on the resources the City expects to receive and the activities to be undertaken to meet the priority needs that are identified in this Five-Year Consolidated Plan.
One of the main obstacles to meeting community needs is inadequate resources. As with most of the priority goals, the needs far outweigh the City’s available resources; that are not sufficient to address all of the needs of low- and moderate-income persons or special needs residents in the City. It is anticipated that Federal and private funding sources for housing and community development programs will remain limited until the current economic conditions eventually recover. Even under these circumstances, the City strives to make progress in implementing its public improvement and community service projects and programs as well as meetin g the established objectives.
The following section summaries the major sources of funding available to carry out housing and community development activit ies in the City, and specifically identifies the City’s first year and projected funding levels over the five-year plan period for formula grant programs (CDBG, HOME, HOPWA, and ESG). Funds are available from the following categories.
Consolidated Plan RIVERSIDE 150
OMB Control No: 2506-0117 (exp. 09/30/2021)
Anticipated Resources
Consolidated Plan RIVERSIDE 151
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
2,777,642 0 0 3,180,351 12,721,404 Expected amounts
assumes annual
allocation at level
funding
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
1,211,509 200,000 0 1,411,509 5,646,036 Expected amounts assumes annual
allocation at level
funding
Consolidated Plan RIVERSIDE 152
OMB Control No: 2506-0117 (exp. 09/30/2021)
HOPWA public -
federal
Permanent
housing in
facilities
Permanent
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
4,636,741 0 0 3,292,411 13,169,644 Expected amounts
assumes annual
allocation at level
funding
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-housing
(rental
assistance)
Rental Assistance
Services
Transitional
housing
251,666 0 0 251,666 1,006,664 Expected amounts
assumes annual
allocation at level
funding
Table 55 - Expected Resources – Priority Table
Consolidated Plan RIVERSIDE 153
OMB Control No: 2506-0117 (exp. 09/30/2021)
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
City staff, in its funding applications, emphasizes to applicants the need to leverage federal, state, and local resources. T he HOME Program regulations, 24 CFR 92.218, require a 25% match. The City has an excessive HOME match of $16,539,023 to cover the required HOME match.
ESG Program regulations, 24 CFR 576.201, require a dollar- for-dollar match. Funds set -aside for program administration and for Community Housing Development Organization (CHDO) technical assistance/capacity building is exempt from this matching requirement. The match must be met by the end of the Federal fiscal year in which the expenditure occurred. This requirement is not project-specific but rather program-wide.
Emergency Solutions Grant - The Emergency Solutions Grant program has a mandatory “matching grant” requirement for sub recipients. It is anticipated that the City will leverage or “match” more than two times its ESG allocation with Federal, State, and private re sources. Affordable Housing- HOME Program regulations require a twenty-five percent (25%) non-Federal match for every HOME dollar expended. Funds set-aside for program administration and for Community Housing Development Organization (CHDO) technical assistance/capacity building is exempt from this matching requirement. The match must be met by th e end of the Federal fiscal year in which the expenditure occurred. This requirement is not project-specific but rather program-wide. The City expects to leverage CPD funds with the following funding sources to assist in accomplishing the goals of the Five-Year Consolidated Plan:
1. Department of Public Social Services (DPSS) - As the County of Riverside’s Collaborative Applicant and the county’s lead agency in providing public assistance programs, DPSS is able to effectively leverage additional federal and state funds and in -kind support, including mainstream programs with a minimum of 150% leveraging. These resources are also leveraged through each of the 13 sub recipients. The CoC Program is designed to promote a community -wide commitment to the goal of ending homelessness; to provide funding for efforts by nonprofit providers, States, and local governments to quickly re -house the homeless while minimizing the trauma and dislocation caused by homelessness; to promote access to and effective utilization of m ainstream programs by the homeless; and to optimize self - sufficiency among those experiencing homelessness. Current year estimate is $8,398,381; expected amount available for remaind er of Con Plan is $33,593,524.
2. The leveraging of public and private funds is critical to the success of HOME projects. In order to provide sufficient financial support, most HOME projects require layered funding. Some of the possible funding sources that may be used in conjunction with HOME funds include Limited Partner Tax Credit Equity, California Housing Finance Agency (Cal HFA) funds, California Department of Housing and Co mmunity Development Multifamily Housing Program (MHP) funds, and Federal Home Loan Bank Affordable Housing Program (AHP) funds.
Consolidated Plan RIVERSIDE 154
OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan During the program year, the City anticipates the following affordable housing activities to occur:
− Eden Housing will complete the construction of Mulberry Gardens Senior Apartments consisting of 59 affordable housing units on state-owned land
− Eden Housing will start construction on the Mulberry Family Apartments consisting of 150 family affordable housing units on state-owned land
− Start construction on the development of 22 permanent supportive housing units on land that was sold by the City’s Housing Authority to Neighborhood Partnership Housing Services. − The City of Riverside will release to the public a map of city -owned properties available for development. If properties are not developed with affordable housing, they will be sold at market rate and 50% of the sale proceeds will be deposited into an Affordable Housing Trust Fund to be used in developing affordable housing.
Discussion
N/A
Consolidated Plan RIVERSIDE 155
OMB Control No: 2506-0117 (exp. 09/30/2021)
It is very clear that given the extent and magnitude of the need for housing, as well as other community and economic development needs in the City of Riverside, it is imperative that the limited resources made available through the CPD programs be leverag ed with other resources. Many of the most successful affordable housing projects, community facilities, and public service programs use extensive leveraging.
Consolidated Plan RIVERSIDE 156
OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Star
t
Yea
r
End
Yea
r
Category Geographi
c Area
Needs Addressed Funding Goal Outcome Indicator
1 Community
Services
202
5 202
6 Non-
Housing
Community
Developmen
t
CITYWIDE
ALL
COUNCIL
WARDS
Special Needs
Services/
Homelessness
Community
Services
CDBG:
$416,646
Public service
activities other than
Low/Moderate
Income Housing
Benefit: 38992
Persons Assisted
2 Infrastructur
e
202
5 202
6 Non-
Housing
Community
Developmen
t
CITYWIDE
ALL
COUNCIL
WARDS
Infrastructure CDBG:
$1,630,467
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit: 3480 Persons
Assisted
3 Community
Facilities
202
5 202
6 Non-
Housing
Community
CITYWIDE
ALL
Community
Facilities
CDBG:
$175,000
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Consolidated Plan RIVERSIDE 157
OMB Control No: 2506-0117 (exp. 09/30/2021)
Developmen
t
COUNCIL
WARDS
Income Housing
Benefit: 2145 Persons
Assisted
4 Special
Needs
202
5 202
6 Non-
Housing
Community
Developmen
t
CITYWIDE
ALL
COUNCIL
WARDS
Special Needs
Services/Homeless
ness
HOPWA:
$4,636,741
HIV/AIDS Housing
Operations: 690
Household Housing
Unit
5 Expand the
Affordable
Rental
Housing
Stock
202
5 202
6 Improve
Access to
Affordable
Housing
CITYWIDE
ALL
COUNCIL
WARDS
Affordable Housing HOME:
$876,689,57
Creation of 11 HOME
affordable rental
units
6 Homelessnes
s- SL - 1
202
5 203
0 Homeless CITYWIDE
ALL
COUNCIL
WARDS
Special Needs
Services/
Homelessness
ESG:
$232,791.05
Tenant-based rental
assistance / Rapid
Rehousing: 10
Households Assisted
Homeless Person
Overnight Shelter: 60
Persons Assisted
Table 56 – Goals Summary
Consolidated Plan RIVERSIDE 158
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Descriptions
Goal Name Goal Description
Consolidated Plan RIVERSIDE 159
OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
HUD requires a consolidated planning process for CDBG, HOME, HOPWA and ESG programs. This process consolidates multiple grant application requirements into a single submission. The Five-Year Consolidated Plan outlines proposed strategies for the expenditures of CDBG, HOME, ESG and HOPWA for the purpose of providing a suitable living environment through safer, more livable neighborhoods and greater participation of lower- income residents throughout the City of Riverside. The consolidated plan also outlines how the expendit ure of federal funds will increase housing opportunities; reinvestment in deteriorating neighborhoods; provide decent housing by preserving the existing affordable housing stock; increase the availability of affordable housing; reduce discriminatory barrie rs; increase the supply of supportive housing for those with special needs; prevent homelessness; and transition homeless persons and families into housing. Furthermore, the plan identifies the strategies to expand economic opportunities through employment opportunities that pay self -sufficiency wages; homeownership opportunities; development activities that promote long- term community sustainability; and the empowerment of lower-income persons to achieve self-sufficiency. In Program year 2025/2030, the City will address the above priorities by funding the following projects:
Projects
# Project Name
1 2025-2026 B-25-MC-06-0538 (COR) Administration
2 2025-2028 CAH25F007 (COR) HOPWA Administration
3 2025-2028 CAH25F007 (HA)
4 2025-2028 CAH25F007 (FAP)
5 2025-2028 CAH25F007 (TruEvolution)
6 2025-2026 B-24-MC-06-0538 (PW- ADA Footpath Impr.)
7 2025-2026 B-25-MC-06-0538 (PW- W1 St Imprv.)
8 2025-2026 B-25-MC-06-0538 (PW- W2 St Imprv.)
9 2025-2026 B-25-MC-06-0538 (PW-W3 St Imprv)
10 2025-2026 B-25-MC-06-0538 (PW-W7 St Imprv)
Consolidated Plan RIVERSIDE 160
OMB Control No: 2506-0117 (exp. 09/30/2021)
11 2025-2026 B-25-MC-06-0538 (ATA)
12 2025-2026 B-25-MC-06-0538 (AL)
13 2025-2026 B-25-MC-06-0538 (BBBS)
14 2025-2026 B-25-MC-06-0538 (CC)
15 2025-2026 B-25-MC-06-0538 (HHS-RAW)
16 2025-2026 B-25-MC-06-0538 (DBIE)
17 2025-2026 B-25-MC-06-0538 (FH)
18 2025-2026 B-25-MC-06-0538 (FMFM)
19 2025-2026 B-25-MC-06-0538 (HH)
20 2025-2026 B-25-MC-06-0538 (ILST)
21 2025-2026 B-25-MC-06-0538 (JGF)
22 2025-2026 B-25-MC-06-0538 (RH)
23 2025-2026 B-25-MC-06-0538 (RARCC)
24 2025-2026 B-25-MC-06-0538 (RCSF)
25 2025-2026 B-25-MC-06-0538 (RMW)
26 2025-2026 B-25-MC-06-0538 (SAFE)
27 2025-2026 B-25-MC-06-0538 (SUH)
28 2025-2026 B-25-MC-06-0538 (VC)
29 2025-2026 B-25-MC-06-0538 (YSAE)
30 2025-2026 E-25-MC-06-0538 (ESG Admin/RRH/Shelter
Operations)
31 2025-2026 M-25-MC-06-0529 (HOME Admin)
32 2025-2026 M-25-MC-06-0529 (HOME Affordable Housing
Project)
Table 57 – Project Information
Consolidated Plan RIVERSIDE 161
OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The primary objective of the City's federal programs is to develop viable urban communities by providing decent, safe, and sanitary housing, and expanding economic opportunities principally for persons of low and moderate -income. The mission of meeting and addressing these community, social and economic development needs of low -income persons and their communities is of importance to the City. Unfortunately, there are barriers and challenges that hinder the development and implementation of important programs intended to serve those most in need.
One of the most important steps in addressing obstacles to community development is identification and evaluation. In the City of Riverside, obstacles for federally funded activities include language and culture, location and geography, limited resources, and program restrictions and regulations. Currently the primary obstacle to meeting all of the identified needs, including those identified as priorities is the general lack of funding resources available to public and private agencies that serve the needs of low - and moderate -income residents. As noted previously, the number of resources available to address social, community, and economic development goals pale in comparison to the recognized needs. To address this obstacle, the City strongly encourages s ub-recipients to seek other resources, build new partnerships and collaboration, and to leverage additional funding whenever possible from local, State, Federal, and private sources. The City urges federally funded programs and services to be flexible, whi le at the same time to be as efficient and effective as possible to achieve expected performance outcomes.
The City developed its Five-Year Consolidated Plan in 2025. As part of the process for developing the Consolidated Plan, City staff conducted a survey that was distributed to the following locations seeking community input in establishing priority needs under the CDBG eligibility categories:
Resource Center for Non-Profit Management, City of Riverside Main Page Website, Housing and Human Services Department/CDBG Division website, social media, City of Riverside Community Centers, Manufacture Home Communities, City of Riverside Main Library, City of Riverside Police Department, City of Riverside Fire Administration Office, Community Ward Meetings (7), Riverside Neighborhood Partnership and Advocacy groups, Fair Housing Council, City Hall Concierge Desk, and Housing and Human Services Lobby. The results of that survey are as follows:
Community Services, Infrastructure, Community Facilities, Neighborhood Services, Special Needs Services, Housing, Business and Jobs.
Consolidated Plan RIVERSIDE 162
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
1 Project Name 2025-2026 B-25-MC-06-0538 (COR) Administration Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $555,528
Description City of Riverside CDBG Administration
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
N/A
Location
Description
City of Riverside, City Hall
Planned
Activities
Administration of the CDBG Program.
Project Name 2025-2028 CAH25F007 (COR) HOPWA Administration
Consolidated Plan RIVERSIDE 163
OMB Control No: 2506-0117 (exp. 09/30/2021)
2 Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Special Needs
Needs
Addressed
Special Needs Services/Homelessness
Funding HOPWA: $162,285
Description City of Riverside HOPWA Administration
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
N/A
Location
Description
City of Riverside, City Hall
Planned
Activities
Administration of the HOPWA Program.
3 Project Name 2025-2028 CAH25F007 (HA)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Special Needs
Consolidated Plan RIVERSIDE 164
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs
Addressed
Special Needs Services/Homelessness
Funding HOPWA: $1,600,000
Description Riverside County Housing Authority HOPWA Services to assist approx. 200 HIV/AIDS patients and their families. The services include Tenant-Based Rental Assistance; Permanent Supportive Housing, Short-Term Assistance with rent, mortgage, and utility costs (STRMU), Short-term Term Emergency, Supportive Services, Housing Information Services, Permanent housing Placement which will be provided by local HIV/AIDS services providers through subcontracts, and Program Administration at 7% max
Target Date 6/30/2028
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
HIV/AIDS patients and their families approx. 200. The services include Tenant-Based Rental Assistance; Permanent Supportive Housing, Short-Term Assistance with rent, mortgage, and utility costs (STRMU), Short-term Term Emergency, Supportive Services, Housing Information Services, Permanent housing Placement which will be provided by local HIV/AIDS services providers through subcontracts, and Program Administration at 7% max Location
Description
Riverside County Housing Authority will provide services in the City of Riverside and County of Riverside Planned
Activities
Housing opportunities for persons with AIDS by the Housing Authority of the County of Riverside. 4 Project Name 2025-2028 CAH25F007 (FAP)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Special Needs
Consolidated Plan RIVERSIDE 165
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs
Addressed
Special Needs Services/Homelessness
Funding HOPWA: $1,600,000
Description Foothill AIDS Project HOPWA Services for Riverside and San Bernardino Counties to assist approx. 395 HIV/AIDS patients and their families. The funds will be used for various eligible housing and related supportive services including, but not limited to Short-Term Rental, Mortgage, Utility Assistance (STRMU), Tenant-Based Rental Assistance (TBRA), Permanent Housing Placement (PHP), Facility Based Hotel/Motel, Housing Information Services, Resource Identification, Program Administration at 7% max and other related services, and program administration/oversight activities.
Target Date 6/30/2028
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Foothill AIDS Project HOPWA Services will assist approx. 395 HIV/AIDS patients and their families in the Riverside and San Bernardino County. Location
Description
Services will be provided in the Riverside and San Bernardino County.
Planned
Activities
Funding for various eligible housing and related supportive services, including, but not limited to Short-Term Rental, Mortgage, Utility Assistance (STRMU), Tenant-Based Rental Assistance (TBRA), Permanent Housing Placement (PHP), Facility Based Hotel/Motel, Housing Information Services, Resource Identification, Program Administration at 7% max and other related services, and program administration/oversight activities. 6 Project Name 2025-2028 CAH25F007 (TruEvolution)
Target Area CITYWIDE ALL COUNCIL WARDS
Consolidated Plan RIVERSIDE 166
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals
Supported
Special Needs
Needs
Addressed
Special Needs Services/Homelessness
Funding HOPWA: $759,833
Description TruEvolution HOPWA Services to assist approx. 65 HIV/AIDS patients and their families. The services include Supportive Services, Facility-based Housing Assistance, and Housing Case management for people living with HIV/AIDS through the housing development program.
Target Date 6/30/2028
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
TruEvolution HOPWA Services to assist approx. 65 HIV/AIDS patients and their families. Location Description
Services will be provided by TruEvolution in City of Riverside and County of Riverside Planned
Activities
The services include Supportive Services, Facility-based Housing Assistance, and Housing Case Management for people living with HIV/AIDS through the housing development program. 7 Project Name 2025-2026 B-25-MC-06-0538 (PW- ADA Footpath Impr.)
Target Area ADA Footpath CDBG TARGET AREA
Consolidated Plan RIVERSIDE 167
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals
Supported
Community Facilities
Needs
Addressed
Community Facilities
Funding CDBG: $200,000
Description ADA Footpath Improvements- Construction of approximately 22 new pedestrian ramps at various locations throughout the city
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
ADA Footpath Improvements- Construction of approximately 22 new pedestrian ramps at various locations throughout the city
Location
Description
ADA Footpath Improvement
Planned
Activities
ADA Footpath Improvements- Construction of approximately 22 new pedestrian ramps at various locations throughout the city
8 Project Name 2024-2025 B-24-MC-06-0538 (PW- W4 St Imprv.)
Target Area WARD 1 CDBG TARGET AREAS
Goals
Supported
Infrastructure
Consolidated Plan RIVERSIDE 168
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs
Addressed
Infrastructure
Funding CDBG: $450,000
Description The project will entail street improvements. Tenth St. from Sedgwick Ave. to Kansas Ave. Ottawa Ave. from Linden St. to University Ave.
Target Date 6/30/2028
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 560 residents of the GEOID: 060650302005 Block Group 5, Census Tract 414.08, of which 225 are low- to moderate-income
Location
Description
Tenth St. from Sedgwick Ave. to Kansas Ave. Ottawa Ave. from Linden St. to University Ave.
Planned
Activities
The project will entail street improvements to Tenth St. from Sedgwick Ave. to Kansas Ave. Ottawa Ave. from Linden St. to University Ave.
9 Project Name 2025-2026 B-25-MC-06-0538 (PW- W2 St Imprv.) Target Area WARD 2 CDBG TARGET AREAS
Goals
Supported
Infrastructure
Needs
Addressed
Infrastructure
Funding CDBG: $261,467.3
Consolidated Plan RIVERSIDE 169
OMB Control No: 2506-0117 (exp. 09/30/2021)
Description The project will entail street improvements Linden St. from Chicago Ave. to Iowa Ave.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 1385 residents of the 317.01 Census Tract Block Group 1 which 775 are low to moderate income.
Location
Description
Ward 2 Linden St. from Chicago Ave. to Iowa Ave.
Planned
Activities
The project will entail street improvements to Linden St. from Chicago Ave. to Iowa Ave. 10 Project Name 2025-2026 B-25-MC-06-0538 (PW-W3 St Imprv) Target Area WARD 3 CDBG TARGET AREA
Goals
Supported
Infrastructure
Needs
Addressed
Infrastructure
Funding CDBG: $432,000
Description The project will entail street improvements to Walter St. from Rexford Dr. to Streeter Ave. Sunnyside Dr. from Rexford Dr. to Streeter Ave.
Target Date 6/30/2026
Consolidated Plan RIVERSIDE 170
OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 1055 residents of the GEOID: 060650412023 Block Group 3, Census Tract 412.02, of which 675 are low- to moderate-income
Location
Description
Ward 3 Walter St. from Rexford Dr. to Streeter Ave. Sunnyside Dr. from Rexford Dr. to Streeter Ave.
Planned
Activities
Street improvements located in Ward 3 Walter St. from Rexford Dr. to Streeter Ave. Sunnyside Dr. from Rexford Dr. to Streeter Ave.
Project Name 2025-2026 B-25-MC-06-0538 (PW-W7 St Imprv) Target Area WARD 7 CDBG TARGET AREA
Goals
Supported
Infrastructure
Needs
Addressed
Infrastructure
Funding CDBG: $462,000
Description The project will entail street improvements to Lake St. (Arlington Ave. to Via Norte Dr.) and Randolph St. (Via Norte Dr. to Green Ave.) and Mallard Dr. (Randolph St. to EOS)
Target Date 6/30/2026
Estimate the
number and
Consolidated Plan RIVERSIDE 171
OMB Control No: 2506-0117 (exp. 09/30/2021)
type of
families that
will benefit
from the
proposed
activities
Location
Description
Ward 7 Walter St. from Rexford Dr. to Lake St. (Arlington Ave. to Via Norte Dr.) and Randolph St. (Via Norte Dr. to Green Ave.) and Mallard Dr. (Randolph St. to EOS)
Planned
Activities
Street improvements located in Ward 7 Lake St. (Arlington Ave. to Via Norte Dr.) and Randolph St. (Via Norte Dr. to Green Ave.) and Mallard Dr. (Randolph St. to EOS)
11 Project Name 2025-2026 B-25-MC-06-0538 (ATA)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $20,000
Description Continuum of Care Program will target homeless, disabled, and impoverished persons residing within the western areas of the City of Riverside and provide temporary assistance in the form of food, clothing, utility assistance, and referrals to medical/dental/mental health services.
Target Date 6/30/2025
Estimate the
number and
type of
families that
will benefit
3000 people
Consolidated Plan RIVERSIDE 172
OMB Control No: 2506-0117 (exp. 09/30/2021)
from the
proposed
activities
Location
Description
Citywide
Planned
Activities
Food distribution for homeless or low-income families in the City of Riverside 12 Project Name 2025-2026 B-25-MC-06-0538 (AL)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $18,000
Description The Snack Attack Program will target low-moderate-income youth identified as homeless and/or highly needy by Riverside Unified School District personnel and provide nutritious food items for their consumption over the weekend.
The lunch bag will help 1,000 homeless and severely financially disadvantaged students. The funds will be used to purchase the nutritious snacks included in over 9,000 snack bags anticipated to be packaged and delivered this upcoming school year.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
12 schools and 1,000 students in the City of Riverside Title 1 schools
Consolidated Plan RIVERSIDE 173
OMB Control No: 2506-0117 (exp. 09/30/2021)
proposed
activities
Location
Description
Citywide
Planned
Activities
Snacks are made available for low to moderate-income children in the City of Riverside schools 13 Project Name 2025-2026 B-25-MC-06-0538 (BBBS)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $15,000
Description Support Services and Mentorship for Riverside Youth will provide assistance to 15 households (units of service) that will help families enroll in our program with wraparound support in the form of food assistance, mental health counselling, and other supportive services.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
15 households in the City of Riverside
Consolidated Plan RIVERSIDE 174
OMB Control No: 2506-0117 (exp. 09/30/2021)
Location
Description
Citywide
Planned
Activities
Support Services and Mentorship for Riverside Youth Program will provide wraparound support in the form of food assistance, mental health counselling, and other supportive services. 14 Project Name 2025-2026 B-25-MC-06-0538 (CC)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $15,000
Description Outreach Casework Services Program will provide casework services including intake and assessments, emergency assistance, case management, and linkages to other community service providers to residents of the City of Riverside.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 200 individuals will be served
Location
Description
Citywide
Consolidated Plan RIVERSIDE 175
OMB Control No: 2506-0117 (exp. 09/30/2021)
Planned
Activities
Casework Services
15 Project Name 2025-2026 B-25-MC-06-0538 (HHS - RAW)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $18,000
Description The Riverside at Work program indented to provide on the job training to City residents who are homeless or at risk of homelessness in order to assist them with developing job and life skills which will provide stability and reintegration with the community.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 45 individuals will be served
Location
Description
Citywide
Planned
Activities
Job training and employment.
Consolidated Plan RIVERSIDE 176
OMB Control No: 2506-0117 (exp. 09/30/2021)
16 Project Name 2025-2026 B-25-MC-06-0538 (DBIE)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $14,000
Description The Diaper Bank Program will provide no-cost diapers and wipes to City of Riverside families.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 600 low to moderate income persons served
Location
Description
Citywide
Planned
Activities
Diaper and wipes available to vulnerable families in the City of Riverside. 17 Project Name 2025-2026 B-25-MC-06-0538 (FH)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Consolidated Plan RIVERSIDE 177
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs
Addressed
Community Services
Funding CDBG: $89,646.30
Description Comprehensive Fair Housing Program offers a full array of housing counseling services that affirmatively promote housing rights and obligations. It administers Anti-Discrimination and Landlord/Tenant counseling respectively. FHCRC proposes to serve 7,100 persons with the funding awarded. The components are Education, Training and Technical Assistance, and Enforcement.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 7,100 low to moderate income persons served
Location
Description
Citywide
Planned
Activities
Anti-Discrimination provided and housing counseling services for Landlord/Tenant and Anti-Discrimination complaints. 18 Project Name 2025-2026 B-25-MC-06-0538 (HH)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Housing
Consolidated Plan RIVERSIDE 178
OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding CDBG: $35,000
Description Critical Home Repair program (CHR) is a one-time home preservation service that offers interior and exterior repair designed to assist LMI homeowners living in a single-family home or mobile home park.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approximately 7 housing construction/rehabilitation homes.
Location
Description
Citywide
Planned
Activities
Provide exterior and/or interior rehabilitation repairs to single-family homes or manufactures homes. 19 Project Name 2025-2026 B-25-MC-06-0538 (ILST)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $16,000
Description Inspiring Hope Program will provide safe and stable housing for former foster and homeless youth in three Riverside locations to serve 14-18 people.
Consolidated Plan RIVERSIDE 179
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2025
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 15 former foster youth between the ages of 14-18 in the City of Riverside Location
Description
Citywide
Planned
Activities
Affordable housing and mentoring for former foster youth residing within the City of Riverside 20 Project Name 2025-2026 B-25-MC-06-0538 (JGF)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $16,000
Description Comprehensive Senior Programming and Services will provide educational nutrition and fitness programs, interpreter services, and senior advisor services.
Target Date 6/30/2025
Estimate the
number and
Approx. 650 seniors ages 50 and older in the City of Riverside
Consolidated Plan RIVERSIDE 180
OMB Control No: 2506-0117 (exp. 09/30/2021)
type of
families that
will benefit
from the
proposed
activities
Location
Description
Janet Goeske Senior Center
Planned
Activities
Nutrition fitness program, interpreter services, and senior advisor for the 50 and up population. 21 Project Name 2025-2026 B-25-MC-06-0538 (RH)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $12,000
Description Freedom Shop (Social Enterprise) provides a residential program for survivors of human trafficking that includes various types of therapy, daily groups and classes, case management, and employment. The program will employ two low- income homeless human trafficking victims participating in the Victim to Survivor Program with part-time employment at Rebirth Homes.
Target Date 6/30/2026
Estimate the
number and
type of
families that
Approx. 2 low to moderate income individuals in the City of Riverside.
Consolidated Plan RIVERSIDE 181
OMB Control No: 2506-0117 (exp. 09/30/2021)
will benefit
from the
proposed
activities
Location
Description
CITYWIDE ALL COUNCIL WARDS
Planned
Activities
Long-term rehabilitation services to homeless victims of human trafficking. 22 Project Name 2025-2026 B-25-MC-06-0538 (NORA)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $19,000
Description The Prevention and Intervention for Trauma Survivors program will provide 24-hour crisis hotline response, hospital advocacy, court accompaniment, in-house clinical counseling, support groups, information, and referrals for survivors of sexual assault, domestic violence, child abuse, and other forms of trauma.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
Survivors of sexual assault and their families approx. 450 individuals
Consolidated Plan RIVERSIDE 182
OMB Control No: 2506-0117 (exp. 09/30/2021)
proposed
activities
Location
Description
Citywide
Planned
Activities
Rape crisis services and aftercare services to victims of sexual assault and their families. 23 Project Name 2025-2026 B-25-MC-06-0538 (RCSF)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $19,000
Description The Youth and Family Tuition Assistance Program provides need-based financial aid to ensure children and families can access community programs such as sports, arts, and educational workshop.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 2,500 youth
Consolidated Plan RIVERSIDE 183
OMB Control No: 2506-0117 (exp. 09/30/2021)
Location
Description
Citywide
Planned
Activities
Tuition for youth in programs such as sports, arts and educational workshops. 24 Project Name 2025-2026 B-25-MC-06-0538 (RMOW)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $15,000
Description The Riverside Meals on Wheels Fresh Meals Program provides delivery of affordable, nutritious, fresh meals 5 days a week to seniors and homebound individuals throughout the City of Riverside.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 77-85
Location
Description
Citywide
Consolidated Plan RIVERSIDE 184
OMB Control No: 2506-0117 (exp. 09/30/2021)
Planned
Activities
Provide meals to seniors.
25 Project Name 2025-2026 B-25-MC-06-0538 (SAFE)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $9,000
Description SAFE and Healthy Families Program will provide comprehensive direct services to victims of abuse through basic needs, emergency assistance, and safety services.
Target Date 6/30/2025
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 550 individuals will be served. Location
Description
Citywide
Planned
Activities
It is a one-stop shop assistance and services to victims seeking guidance about how to navigate the abuse they have experienced by providing confidential advocacy, support services, case management, classes and groups.
Project Name 2025-2026 B-25-MC-06-0538 (SUH)
Consolidated Plan RIVERSIDE 185
OMB Control No: 2506-0117 (exp. 09/30/2021)
26 Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $25,000
Description Smile Unto Him provides 100% free dental treatment to low-income Veterans and seniors, restoring oral health and preventing chronic systemic diseases, regain self-confidence, and better quality of life.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 500 individuals will be served
Location
Description
Citywide
Planned
Activities
Smile Unto Him provides 100% free dental treatment to low-income Veterans and seniors. 27 Project Name 2025-2026 B-25-MC-06-0538 (VC)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Consolidated Plan RIVERSIDE 186
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs
Addressed
Community Services
Funding CDBG: $12,000
Description Court Appointed Special Advocate (CASA) Program will provide foster care children with critical advocacy services to address their education, physical and mental health, housing, and overall wellbeing.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Foster children in the City of Riverside approx. 6 foster children in the fiscal year Location
Description
Citywide
Planned
Activities
Court Appointed Special Advocate Program (CASA) - volunteers to speak up for the interest of children in court and in the community.
28 Project Name 2025-2026 B-25-MC-06-0538 (YSAE)
Target Area CITYWIDE ALL COUNCIL WARDS
Goals
Supported
Community Services
Needs
Addressed
Community Services
Funding CDBG: $25,000
Consolidated Plan RIVERSIDE 187
OMB Control No: 2506-0117 (exp. 09/30/2021)
Description TruEvolutions Housing Services and Safety for Riverside’s Homeless Community project focuses on upgrading the transitional-housing units, improving campus security, and ensuring regular maintenance at TruEvolutions’ community campus.
Target Date 6/30/2026
Estimate the
number and
type of
families that
will benefit
from the
proposed
activities
Approx. 350 individuals will be served
Location
Description
Citywide
Planned
Activities
To upgrade transitional-housing units and improving campus security.
Consolidated Plan RIVERSIDE 188
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed As the 12th largest city in California, Riverside has a diverse population of 318,858 covering over 85 square miles. Much of the planning and community development activities in the city are divided geographically based on the seven City Council Wards and the 26 neighborhoods that are formally recognized by the City.
A vast majority of the residents with low- or moderate-incomes live in portions of 7 neighborhoods, which include Downtown/Northside in Ward 1, Eastside in Ward 2, Magnolia Center in Ward 3, Casa Blanca in Ward 4, Arlington in Ward 5, Arlanza in Ward 6, and La Sierra in Ward 7. These are CDBG Benefit Service Areas (commonly referred to as CDBG Target Areas). The City seeks to direct funds primarily to these areas of the City and to programs and projects.
Geographic Distribution
Target Area Percentage of Funds
WARD 2 CDBG TARGET AREA - 01 0
WARD 1 CDBG TARGET AREA - 02 2
WARD 1 CDBG TARGET AREA - 03 0
WARD 2 CDBG TARGET AREA - 04 0
CITYWIDE ALL COUNCIL WARDS 74
WARD 6 CDBG TARGET AREA 0
WARD 5 CDBG TARGET AREA 23
WARD 7 CDBG TARGET AREA 1
WARD 4 CDBG TARGET AREAS 0
WARD 3 CDBG TARGET AREA 0
Table 58 - Geographic Distribution
Rationale for the priorities for allocating investments geographically In addition, to projects and programs available to eligible participant’s citywide, specific projects and programs will be targeted to the designated low/moderate income CDBG Benefit Service Areas described above. CDBG Benefit Service Areas are defined as geographic locations within the City of Riverside boundaries where 51% or more of the households residing in those areas are low- to moderate-income. Based on the ACS Census, 33% of the census blocks in the City of Riverside qualify as CDBG Benefit Service Areas.
Consolidated Plan RIVERSIDE 189
OMB Control No: 2506-0117 (exp. 09/30/2021)
The plan for the geographic distribution of resources and projects identified as serving an area benefit is based in part on the geographic distribution of low- and moderate-income households throughout the City. Exhibit C identifies the percentage of low- and moderate-income households throughout the City that reside within each City Council Ward. City Council members utilize this information as a guide for determining the annual distribution of funding for projects.
A community survey conducted by the Housing and Human Services Department in 2024 determined that the issues surrounding homelessness were of the greatest concern to the community. In order to meet these needs the City has decided to prioritize the funding of several public facility projects to address homelessness throughout the City. While the majority of these funds will be spent in a specific low- income target area, they will serve the city as a whole. The majority of 2025 -2026 funding will be allocated to projects which serve low- moderate income clientele throughout the City. The largest exception to this is the Arlington Park ADA sidewalk improvement project in the Ward 5 Target Area. The City will generally allocate an ADA barrier removal project in a different Ward on a rotating basis each year.
The City’s HOME Investment Partnerships Program Tenant-Based Rental Assistance Program and ESG Rapid Re -Housing Programs have been expanded countywide to support the Riverside County Continuum of Care’s and City’s goal of ending homelessness.
Discussion
In order for an activity or project to be eligible for funding, it must qualify as meeting one of the three national objectives of the program:
1) Principally benefit (at least 51%) low and moderate-income persons; 2) Aid in the prevention of slums or blight; or
3) Meet community development needs having a particular urgency.
Priorities that guide the allocation of CPD funds are derived from the following goals:
• To provide decent housing:
• To provide a suitable living environment; and
• To expand economic opportunities
In addition to national objectives and performance measurements, the City must weigh and balance the input from different groups and assign funding priorities that best bridge the gaps in the City's service delivery system. The City received input through outreach efforts helping to prioritize funding for community facilities, community services, homeless facilities and services, economic development, and public improvements. In summary, projects are reviewed, and funding allocations are made based upon the above criteria, including the projects ability to reach and serve the areas and persons with the greatest need.
Consolidated Plan RIVERSIDE 190
OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported Homeless 26
Non-Homeless 11
Special-Needs 0
Total 37
Table 59 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through Rental Assistance 26
The Production of New Units 11
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 37
Table 60 - One Year Goals for Affordable Housing by Support Type
Discussion
The City of Riverside will be able to assist households using HOME and ESG grant funds. The City will be able to assist 8 homeless youth and 8 homeless adults with rental assistance through the California Homeless Housing, Assistance and Prevention (HHAP) grant.
During Fiscal Year 2025/2026, the City of Riverside will complete the Mulberry Gardens Senior community, which is the development of 59 affordable senior housing units, 25 are HOME - assisted unit. Mulberry Family Gardens will be under construction for the creation of 150 affordable family housing units.
If Homekey+ funding from the State of California is awarded in FY 2025/2026 to the City of Riverside and Riverside Housing Development Corporation (RHDC), RHDC will proceed with the acquisition and conversion of 114 motel rooms into 90 permanent supportive housing units and 24 affordable housing units.
Consolidated Plan RIVERSIDE 191
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of the County of Riverside administers and manages several programs to address the housing needs of residents throughout the County. The annual estimated operating budget of $126.7 million is allocated to fund Housing Authority projects and programs.
The Public Housing Program, now a part of the Housing Choice Project Based Voucher Program, provides decent, safe, and sanitary housing to low and moderate -income families, seniors, and persons with disabilities. These multi-family developments were constructed or purchased with funding provided by HUD. The property units are operated and maintained by the Housing Authority’s non-profit Riverside County Housing Corp and the property management company Riverside Housing Development Corporation with funding s ubsidies from HUD. On October 1, 2016, the HACR’s 469 units of public housing were converted to Project- Based Vouchers via HUD’s Rental Assistance Demonstration Program. The Section 8 (Voucher) Tenant -Based and Project-Based Program assists lower- income ho useholds with rental assistance to provide an opportunity to live in affordable, decent, safe, and sanitary housing.
Actions planned during the next year to address the needs to public housing The Housing Authority converted all of its public housing stock to long -term project -based Section 8 contracts through the Rental Assistance Demonstration (RAD) program. The conversion was completed during Fiscal Year 2016 -2017, and as of October 1, 2016, the HACR no longer owns any public housing units.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
The Housing Authority operates on the premise that affordable housing is not the end goal for a family but a steppingstone to reach full sufficiency in market -rate housing. The ultimate goal is for the agency’s families to successfully graduate to homeownership. To actively engage residents in this goal, the agency has taken the following actions:
1. Regular engagement of residents via onsite managers and through specialized self-sufficiency coordinators funded through HUD’s Family Self-Sufficiency Program.
2. Providing outreach and information to all residents on community homeownership initiatives and credit counseling agencies.
3. Working collaboratively with our local Habitat for Humanity to provide residents with targeted
Consolidated Plan RIVERSIDE 192
OMB Control No: 2506-0117 (exp. 09/30/2021)
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
N/A – HACR has been rated as a HUD High Performer for the past 19 years for the Section 8 (Voucher) Program, and until October 1, 2016, either a HUD High Performer or a Standard Performer for the Public Housing Program.
Discussion
Refer to above discussion.
Consolidated Plan RIVERSIDE 193
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City (the City), as with other jurisdictions across the country that receive federal funds for homeless assistance, is required to conduct a Point-In-Time Count (PIT) of homeless persons each year. The 2025 PIT count was conducted on January 22, 2025; the results of this count will be published in April 2025. The PIT Count for the City of Riverside is ___, which is a ___% increase/decrease from the previous year and represents ___% of the County’s homeless population.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
During the action plan period, the City will continue functioning zero in ending youth homelessness which the City achieved in FY 2024/2025. The City will assist 26 homeless individuals exit the streets through the rental assistance programs and assist 20 households with homeless prevention through the State Homeless Housing, Assistance and Prevention grant.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City (the City), as with other jurisdictions across the country that receive federal funds for homeless assistance, is required to conduct a Point -In-Time Count (PIT) of homeless persons every other year. The 2025 PIT count was conducted on January 22, 2025; the results of this count will be published in April 2025. The PIT Count for the City of Riverside is ____, which is a ____% increase/decrease from the previous year and represents ____% of the County’s homeless population.
The U.S. Department of Housing and Urban Development (HUD) charges communities that receive funds under the Homeless Continuum of Care (CoC) Program of the Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH) with specific responsibil ities. On January 17, 2025, the Department of Housing and Urban Development (HUD) announced the Fiscal Year 2024 HUD Continuum of Care (CoC) Program awards. Riverside County’s award of $18,283,543 includes an increase of $2,504,588 in comparison to last year’s award as a result of Fair Market Rate increases and a first of its kind, cost of living adjustment. The award provides funding to 17 renewal projects including: Permanent Supportive Housing, Rapid Rehousing, Homeless Management Information System (HMI S) and a CoC Planning grant that will directly support 884 people access to permanent housing with ongoing supportive services.
The Riverside County CoC Governance Board continues to meet to identify gaps in homeless services, establish funding priorities, and to pursue an overall systematic approach to address homelessness. These are public meetings in which the community of providers and stakeholders are welcome to attend and provide comments. The City’s Housing and Human Services Director is the vice chair of the CoC and vice chair of the Policy and Advocacy Committee. Through regular attendance and participation in the Riverside County CoC meetings, the city consults with the
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Riverside County CoC to develop cooperative plans and strategies to leverage resources to provide emergency shelter and rapid re-housing services.
The City will also work on establishing an outreach team outside the Robert Presley Detention Center to engage homeless individuals being released from the downtown jail to be connected to resources to help them exit the streets.
Addressing the emergency shelter and transitional housing needs of homeless persons The City plays a vital role in addressing the emergency shelter and transitional housing needs of individuals and families experiencing homelessness or at -risk of homelessness. Through various programs tailored to meet different circumstances, services aim to provide rapid assistance, support in securing permanent housing, and ultimately work towards ending homelessness and promoting housing stability within the community.
Operation Safehouse’s shelter programs offers rapid exit from homelessness by relocating individuals ages 11-17 and 18-24 to the Youth Shelter and Young Adult shelter where they offer a safe and stable environment along with programs designed to promote se lf-sufficient and reunification.
The City will be providing ESG and HHAP grant funds to Operation Safehouse to cover their operation costs to help clients achieve successful outcomes.
The City is working on addressing shelter needs countywide and meeting with cities through subregional collaborations to discuss how cities can work together to fill the shelter needs gap.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the peri od of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
During the planning period, the City will create a resource list for chronically homeless individuals and families, families with children, and veterans and their families so that service and outreach providers can quickly connect homeless individuals and families with resources to help them quickly exit the streets that will include resources countywide.
The City will continue to refer homeless families to the Riverside County Department of Social Services to be connected to benefits including housing resources.
The City has eight (8) supportive housing units, which are reserved for chronically homeless individuals. In relation to these units, the city has one full -time case manager who provides supportive services, addresses barriers to clients sustaining their housing and helps them achieve self-sufficiency.
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The City will continue to operate a Homeless Prevention Program that helps households at -risk of becoming homeless with up to three months of past due rent and utilities. This program is funded through the State HHAP grant.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The County of Riverside CoC Discharge Policy is mandated by the state and followed by the CoC.
The CoC is in the process of reconvening the Discharge Planning Committee to update the CoC Discharge Policy. The Discharge Planning Committee is responsible for implementing policies and protocols as well as coordinating with various organizations to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. The goals are to identify discharge needs including housing and supportive services and links the individual with community resources that will include mental health services, substance abuse support, and housing. Representing health care, the Discharge Planning Committee facilitates communication regarding the discharge planning needs of homeless persons from acute care hospitals. Representing mental health, the County of Riverside’s Riverside University Health Systems - Behavioral Health collaborates with the Department of Public Social Services and the CoC in the coordination and implementation of discharge planning for homeless individuals disabled by a serious mental health and/or substance abuse disorder(s). Foster Care and Extended Foster Care programs help transition dependen t youth who are emancipating from foster care to independent living. Representing Corrections - The Department of Public Social Services and the Riverside Sheriff’s and Probation Departments support the Continuum of Care’s mission of working towards reinte grating persons leaving correctional facilities to community-based living and self-sufficiency.
Individuals discharged from the hospital and those discharged from correctional facilities are connected to the emergency shelter to assist with shelter, health care, housing, employment and educational needs.
Discussion
During the program year, the City will rehabilitate the Riverside Access Center, homeless drop-in day center that assists our unhoused population. The City is also will continue funding three substance abuse counselors and three behavioral health peer supp ort specialists through the County of Riverside to augment the City’s Public Safety and Engagement Team (PSET) since substance abuse among our unhoused population is the largest barrier to getting people to accept shelter and services.
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The City will continue to fund two additional TAY case managers to help connect unhoused TAY individuals to shelter and housing through the City's Rapid Re -Housing Program that is funded through the State Homeless Housing, Assistance and Prevention grant.
The City will continue to operate the Homeless Housing, Assistance and Prevention (HHAP) Homeless Prevention program to help reduce the number of people entering our homeless system of care.
The City will continue implementing the Supplemental Rental Assistance Program t6hat assists seniors at or over the age of 70 who are on the Section 8 wait list and affordable housing wait lists that are at-risk of becoming homeless. This program will help seniors remain stably housed.
AP-70 HOPWA Goals - 91.220 (l)(3)
One-year goals for the number of households to be provided housing through the use of HOPWA for:
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or family
Tenant-based rental assistance
Units provided in permanent housing facilities developed, leased, or operated with HOPWA funds
Units provided in transitional short-term housing facilities developed, leased, or operated with HOPWA funds
Total
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
There are several barriers to affordable housing that are continuing to contribute towards the shortage of affordable housing. In the private sector, the demand for affordable housing is larger than the supply, and as per basic economic principles, this is driving housing prices up. There are many more jobs being added to the area than there are housing units being added, further increasing the imbalance between supply and demand. Riverside has also seen construction costs and interest rates increase which has resulted in developers waiting for these variables to change to proceed with construction of developments that have been entitled.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
In the 2025-2026 year, the City will be exploring the following policies to lessen the impacts of regulatory, land use, and costs for affordable housing production.
1. Advertise the Accessory Dwelling Unit (ADU) program that includes standard plans, streamlined processing and educational materials to facilitate ADU development.
2. Prepare a Zoning Code update to streamline the entitlement process and simplify development standards for new housing development.
3. Infill Residential/Small Lot Subdivisions Ordinance to facilitate and encourage infill housing development on underutilized, urban sites in transit-rich areas.
4. Prepare a Zoning Code update to further encourage mixed -use development with transit access that reduces automobile trips, vehicle miles traveled, and associated energy consumption; and
5. Develop design standards that will help reduce housing costs by promoting sustainable and resilient design and construction practices; promoting technological improvements such as increased energy efficiency, net-zero construction, solar, electric transportation; and encourage reduced water/energy consumption and reduced waste generation.
Discussion:
N/A
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AP-85 Other Actions – 91.220(k)
Introduction:
The City of Riverside will use CDBG, HOME, HOPWA, and ESG to meet the needs of the community over the 2025-2026 Plan year. Please refer to the Project Summary in AP-38.
Actions planned to address obstacles to meeting underserved needs The City will determine where underserved populations are located through an update to the City’s Analysis of Impediments to Fair Housing and what programs can assist these underserved populations.
The City will be meeting with senior apartment property managers throughout the city to conduct a needs assessment with residents and based on the needs assessment pull in the organizations that can assist with residents needs to ensure they remain stably housed.
The City opened the Riverside Access Center, homeless drop- in day center, during the weekend to ensure that our unhoused population can get access to shelter and resources to help them exit the streets.
Please also refer to the Project Summary in AP -38 for public service activities to be funded over the plan year.
Actions planned to foster and maintain affordable housing The City of Riverside will continue to invest federal and State funds into affordable housing projects that provide rental for low-income households but is continuing a focus in the provision of permanent supportive housing units through the City’s approve d Housing First Plan. The City of Riverside will also continue to seek collaborative partnerships with developers, nonprofit, and private institutions to construct new opportunities for affordable housing and develop the City of Riverside Housing Authority's properties.
Actions planned to reduce lead-based paint hazards
The City will help reduce lead- based paint hazards through the City’s Housing Rehabilitation Program that provides loans to low-income homeowners to assist with home repairs.
Actions planned to reduce the number of poverty-level families To the extent possible, the City plans to reduce the number of households with incomes below the Federal poverty level (extremely low -income households earning less than thirty percent (30%) of the AMI) through a combination of direct assistance and indire ct benefit from neighborhood improvement activities, and Social Services through Non -Profits granted through CDBG funds.
The City's Five -Year Consolidated Plan will focus primarily on supporting programs that raise household incomes and stabilize housing situations by supporting anti-poverty activities through
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the following: 1) Encourage economic development in low- and moderate -income areas; 2) Provide comprehensive homeless prevention housing programs from overnight shelters, to bridge housing, and paths to permanent housing through TBRA; and 3) Follow nationa lly recognized Housing First best practices in reducing instances of homelessness in Riverside.
Actions planned to develop institutional structure
The City of Riverside partners with the business community, other government agencies such as the County of Riverside, the Riverside County Housing Authority, non- profit organizations that provide housing assistance and public services, faith-based organizations, the Continuum of Care, and collaborates interdepartmentally to carry out goals and strategies of the Consolidated Plan.
When possible, the City’s Housing Authority writes down the land value of properties it owns for the purpose of providing affordable housing units.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to strive to increase affordable housing collaborative efforts with public and private sector entities, numerous advisory agencies, lending institutions, as well as other service providers including the County Housing Authority, Depa rtment of Public Social Services, and County Department of Behavioral Health. Efforts to increase the participation of the CDBG, HOME, Low-income Housing Tax Credit, Federal, State and other local housing program sources will be directed at: 1. strengthening the housing service delivery system by working more closely with County housing agencies and by collaborating with non -profit organizations; 2. increasing the involvement of the Continuum of Care for Riverside County, and 3. working more closely with new developers and permanent supportive service providers.
Discussion:
During the program year, the City will be holding a second Homeless Forum with cities in Riverside County to discuss identify collaboration opportunities and identify needs to addressing homelessness The City will also be holding a Faith Summit to discuss what services faith based organizations are offering to our unhoused population and opportunities for volunteering and developing transitional housing, permanent supportive housing and affordable housing on vacant and underutilized land.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income 0
Other CDBG Requirements
1. The amount of urgent need activities 0
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
To further the development of affordable housing, the City will dedicate the City’s direct allocation of State Permanent Local Housing Allocation towards the development of affordable housing, and pursue private funding and grants.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
See the response under the next section on resale or recapture.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
The City will use the recapture provisions to enforce the period of affordability for homebuyers. All written agreements with the homebuyers will outline the period of
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affordability, principal residence requirement, and the resale or recapture provision that will be used to ensure the period of affordability. The City will secure all the HOME investments for homebuyer and rental activities with proper security instruments, such as promissory notes, deeds of trust, and declarations of restrictive covenants, placed upon the property to ensure the period of affordability. Upon the satisfaction of the period of affordability by the homebuyer, the homebuyer shall be entitled to all “net proceeds” for the sale of the property and/or will no longer be obligated to use the property as their principal residence. The City’s Resale-Recapture Policy is attached as Appendix 6 for review.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City of Riverside does not intend to use HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds.
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
N/A
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)).
N/A
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR
92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).
The City has a local preference for affordable housing communities. The affordable housing communities being developed with HOME -ARP have a homeless preference and referrals must come from the Coordinated Entry System.
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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
See Appendix # (update number)
2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
The CoC is responsible for establishing and operating a centralized or coordinated assessment system, a statutory requirement that provides an initial, comprehensive assessment of the needs of individuals and families and effectively matches each with the most appropriate resources available to address that individual or family’s needs.
The County of Riverside CoC has established chronically homeless persons as the highest need priority. The CoC implements a targeted street -to-home outreach program/campaign that covers 100% of its area and takes a housing first approach for chronically ho meless households and others with a disabling condition. Non- disabled persons are referred to emergency shelter or rapid re-housing programs and housed as quickly as possible. The CoC is in the process of implementing a coordinated assessment system in HMI S to ensure appropriate intervention through program admissions that will be marketed to community groups and outreach providers who coordinate outreach efforts with staff trained to guide households through the process regardless of age, gender, ethnicity , disability, etc. The CES policies and procedures were adopted by the CoC in January 2018.
ESG and CoC sub -recipients input client data into the Homeless Management Information System (HMIS), which is a mandatory comprehensive and standardized assessment tool used to collect client level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. The recipient must ensure that data on all persons served, and all activities assisted under ESG are entered the community wide HMIS in the area in which those persons and activities ar e located. Victim service providers cannot participate, and Legal Services Organizations may choose to not participate, in HMIS; however, they must instead report using a comparable database that produces unduplicated, aggregate reports.
As required, the city being an ESG recipient continues to coordinate and collaborate with the CoC and other key stakeholders to foster a comprehensive, community -wide planning process that ensures a seamless coordination of services and funding streams.
3. Identify the process for making sub-awards and describe how the ESG allocation available to
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private nonprofit organizations (including community and faith-based organizations).
The city solicits proposals for annual ESG allocations. A Notice of Funding Availability (NOFA) is released to invite qualified non-profits, community groups, faith-based organizations, and governmental entities to apply. Pursuant to the City’s application review process, an application is reviewed and evaluated for completeness, eligibility, and the project’s ability to reach and serve the areas and persons with the greatest need.
Recommendations for eligible projects are based on the resources, capacity, knowledge, and experience of applicants to effectively implement and administer the ESG -funded program.
Per HUD requirements, the city must consult with the CoC to provide recommen dations of the funding allocation, trends, and needs of the community to work in collaboration with the efforts of CoC of eliminating and preventing homelessness.
ESG funds are awarded through a competitive process following federal guidelines. Funding is allocated as part of the Annual Year Action Plan approval process which includes a public hearing before the Riverside City Council. Further, funding approval is made by the City Council and allocated based on funding availability, number of clients proposed to serve, area need, recommendations of CoC, and public comments.
The city enters into one -year agreements with each sub -recipient of ESG funding, these agreements define:
• Key program components or activities (including benchmarks for success); • The level of ESG funding.
• The anticipated source and amount of matching funds (24CFR 576.201) contributed by the agency/organization; and
• Documentation or reporting requirements.
• Receipt of Agreement and Terms
• Match Requirements and source of match
ESG allocations are available to private nonprofit organizations and will continue to be allocated based on the guidelines as provided in the outline process above.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.
The homeless participation requirement is met. Sub -recipients extend in their policy an invitation to previous homeless clients an opportunity to participate on the Board, provide feedback, and participate in surveys regarding services and policies of their facility. Sub - recipients consult with homeless or formerly homeless person in the consideration and making of policies and decisions regarding any ESG -funded facilities, services, or other
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assistance. An exit interview and survey are offered to existing clients and a suggestion box and or open- door policy to address any issues related to the operation of the facility and services to clients are available. It is the intent of the city in collaborating with the Continuum of Care and ESG sub -recipients to ensure that the perspective of homeless and formerly homeless individuals and families are incorporated into the City’s ESG program and the Consolidated Plan.
The city will continue development of a comprehensive Homeless Participation Plan; at a minimum, the plan will:
Encourage all ESG non -profit sub-recipients to include a homeless or formerly homeless person on their board of directors and/or a policy making committees.
Assign a higher rating/ranking score to ESG applicants that demonstrate homeless participation.
Require all ESG sub -recipients to provide an exit survey to all persons that have exited from an ESG funded shelter or participated in an ESG -funded program. The survey will request input or seek the opinion of the participants on a variety of topics or is sues including at a minimum:
1. The quality of effectiveness of the shelter or services provided
2. The unmet needs of homeless persons in the City of Riverside
3. How can services be improved or expanded
4. What are the gaps in shelter or homeless services?
5. The location and hours of shelters or services; and
6. Access to shelters, health care, food and clothing, legal services, etc.
The City will conduct onsite interviews with homeless individuals or groups at ESG-funded shelters throughout the program year to gather information from, and encourage the participation of, homeless persons to assist the City in the making of ESG policies.
5. Describe performance standards for evaluating ESG.
ESG performance standards are followed per 24 CFR Part 576, including, measures to evaluate the effectiveness of the program and measures to assess how well the program serves the targeted population. Sub -recipients receiving funding from the City are evaluated based on written standards and guidelines. T his includes reductions in the number of homeless people living on the streets and in shelters, the number of people who do not re -enter the shelter or supportive housing system within one year, and the number of people exiting with permanent housing.
Performance standards for evaluating ESG activities were developed in consultation with
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the Continuum of Care lead agency, City of Riverside ESG recipient, providers, and other organizations and stakeholders. As part of tracking, evaluating, and reporting ESG Program services, Homeless Management Information Systems (HMIS) are used to collect Data Standards including three key indicators: (1) exits to permanent housing; (2) length of stay in emergency shelter and/or transitional housing; and (3) returns to homelessness from permanent housing. The CoC lead agency, responsible for HMIS, extracts ESG sub- recipient data from HMIS for review by the CoC HMIS Administrator Council to evaluate subrecipients for accuracy and performance based on services provided to their clients.
In addition, the guidelines below have been set as part of the performance standards for evaluating ESG:
Performance of ESG recipients include:
a. Ensure that ESG funds are used effectively to assist homeless individuals and families and that the basic ESG program goals are met.
b. Ensure compliance with ESG regulations and program requirements in the usage of funds and in carrying out program activities; and
c. Enhance and develop the management capacity of grantees or recipients.
Performance Measures for Homelessness Prevention
a. A reduction in the number of homeless individuals and families seeking emergency shelter services.
b. Expected Outcome: At least 35% of participants assisted will remain in permanent housing six (6) months after the last assistance provided under ESG.
Performance Measures for Homeless Rapid Re-Housing
a. A reduction in the reoccurrence of homelessness for individuals and families who exit the shelter system.
b. Expected Outcome: At least 35% of participants assisted will remain in permanent housing six (6) months after the last assistance provided under ESG.
Appendix - Alternate/Local Data Sources