WHEREAS, the Council affirms that homelessness is a regional challenge that cannot be solved by the City of Roseville alone, and therefore actively partners with the Local Government Advisory Committee and the Homeless Resource Council of the Sierras, alongside non-profit organizations, healthcare providers, and the broader community, to leverage resources, coordinate strategies, and scale sustainable solutions; and
WHEREAS, while the Council recognizes that there are multiple pathways from homelessness to housing, it does not support the City development of a traditional emergency shelter within the City of Roseville, as such a facility, based on local data, is not expected to provide meaningful added value beyond the City’s current investments in prevention, outreach, rapid rehousing, supportive housing, transitional housing, and coordinated cross-departmental response strategies; and
WHEREAS, the City of Roseville Homeless Strategy and Response Plan has been reviewed by the City Council.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Roseville that the City of Roseville Homeless Strategy and Response Plan is hereby adopted.
BE IT FURTHER RESOLVED that all City-led and City-supported efforts to address homelessness shall be centered on a compassionate and coordinated model that fosters healing, accountability, personal growth, and long-term stability, empowering those experiencing homelessness to reclaim their lives and realize their innate potential.
PASSED AND ADOPTED by the Council of the City of Roseville this ___ day of ______________, 20__, by the following vote on roll call:
AYES COUNCILMEMBERS:
NOES COUNCILMEMBERS:
ABSENT COUNCILMEMBERS:
_______________________________
MAYOR
ATTEST:
__________________________
City Clerk
City of Roseville - Homelessness Strategy and Response Plan The City of Roseville takes a comprehensive and compassionate approach to preventing and addressing homelessness. This strategy outlines how the City manages and mitigates the impacts of homelessness while connecting individuals and families to housing, services, and long-term solutions.
With changes in state law, increasing service demands, and the potential for reductions in federal funding, it is more important than ever to clearly communicate what the City is doing and why. This document provides a high- level overview of Roseville’s core strategies, guiding philosophies, and interdepartmental coordination to address homelessness with clarity and consistency.
This plan includes:
• Roseville’s strategic framework to prevent and reduce homelessness • Specific actions the City is taking under each strategy • The City’s role in regional collaboration and its position on emergency shelters • Key principles guiding future planning, investment, and communication Roseville’s strategic response to homelessness
Roseville implements a multi-faceted, coordinated strategy to address homelessness. These eight pillars guide the City’s day-to-day work and long-term planning.
City of Roseville Homelessness Strategy
and Response Plan
Connecting people to housing, services, and stability
Prevention
and stability
Access to
supportive services
Transitional
housing
Affordable
housing supply
Community
partnerships
Public safety and
crisis response
Reducing
community impacts
Sustainable
funding
City of Roseville - Homelessness Strategy and Response Plan
1. Prevention and stability
Goal: Intervene before homelessness occurs by supporting individuals and families at risk.
Actions:
• Maintain rental assistance programs
• Provide tenant protections and mediation services
• Offer financial literacy and employment training
• Continue the Homeless Prevention and Rapid Rehousing (HPRR) program, including emergency housing support
2. Access to supportive services
Goal: Ensure people have access to services that promote housing stability and wellness.
Actions:
• Provide rapid rehousing and hotel voucher programs through HPRR • Support Community Development Block Grant (CDBG) programs for housing and community development • Coordinate with County partners for mental health, addiction recovery, and healthcare access
3. Transitional housing
Goal: Expand transitional options that support individuals on their path to permanent housing.
Actions:
• Increase transitional housing programs with job training and mental health services • Maintain partnerships with local hotels for interim housing • Prioritize funding to support the creation of transitional housing units
4. Affordable housing supply
Goal: Expand the availability of affordable housing options.
Actions:
• Apply for additional Housing Choice Vouchers
• Maintain the City’s 10 percent affordable housing goal for new developments • Support tax credit and subsidy-based affordable housing projects • Streamline development processes to encourage affordable construction
City of Roseville - Homelessness Strategy and Response Plan
5. Community partnerships
Goal: Leverage cross-sector collaboration to expand resources and service delivery.
Actions:
• Collaborate with nonprofits, faith-based organizations, and healthcare providers • Engage local residents and volunteers in outreach and education efforts • Increase public-private partnerships to sustain programs and enhance impact • Coordinate with regional agencies to adopt shared best practices
6. Public safety and crisis response
Goal: Use a balanced and accountable approach to reduce harm and connect people to services.
The Four P’s Framework (via Roseville’s Social Services Unit – SSU):
Proactive: Officers and clinicians engage individuals before incidents occur, building trust and identifying service needs early
Prevention: Intervene before challenges escalate by identifying signs of distress, addiction, or declining health Provision: Connect individuals to stable housing options, treatment, and case management through coordinated partnerships
Partnerships: Collaborate with legal and community partners to assess individual circumstances, determine the most appropriate course of action, and identify solutions that balance individual needs with public safety.
7. Reducing community impacts
Goal: Protect public health and safety while reducing the negative effects of homelessness on neighborhoods, parks, and open spaces.
Actions:
• Monitor encampments for health, safety, and environmental risks • Allocate resources to support environmental cleanup efforts • Track and assess encampments to ensure consistent outreach and avoid displacement between jurisdictions
8. Sustainable funding
Goal: Secure reliable and diversified funding to support long-term homelessness response and prevention.
Actions:
• Apply for competitive grants that support housing and homelessness initiatives • Pursue gap financing to support affordable housing development • Encourage philanthropic contributions from businesses and community groups • Maintain City investment in key homelessness response programs • Maximize available and eligible funding opportunities to strengthen outcomes
City of Roseville - Homelessness Strategy and Response Plan City investment in homelessness strategy
The City of Roseville continues to make a significant and deliberate investment in addressing homelessness and supporting housing stability throughout the community. Through a combination of local, state, and federal resources, the City funds a broad range of programs and initiatives, including homelessness prevention, rapid rehousing, and the development of affordable and transitional housing. These investments support projects that offer housing options, emergency support services, and long-term solutions for individuals and families experiencing or at risk of homelessness.
The City’s Social Services Unit, housed within the Police Department, plays a critical role in connecting people with permanent housing, supportive services, and case management. Across departments, from Housing to Police, from Parks to Public Works, Roseville allocates staff and operational resources to manage encampments, coordinate service delivery, and maintain public safety and cleanliness in community spaces.
This integrated approach reflects the City’s ongoing commitment to a sustainable and coordinated response.
Roseville continues to prioritize programs that deliver measurable results and lasting community impact, guided by compassion, accountability, and fiscal responsibility.
South Placer regional coordination
The City of Roseville participates in the Local Government Advisory Committee that is a part of the Homeless Resource Council of the Sierras, a regional body that includes Lincoln, Rocklin, and Placer County. Through this partnership, the City works to align services, share data, and coordinate homelessness response across jurisdictional boundaries.
Based on the City’s analysis of local service outcomes and operational costs, Roseville does not view traditional emergency shelters as a cost-effective or sustainable solution. The financial and staffing burdens required to operate and maintain these facilities often outweigh their benefits, especially when more effective models, such as transitional housing and permanent supportive housing, are available.
While emergency shelters may serve as a short-term bridge in very specific cases, Roseville does not support shelter development unless there is a clearly demonstrated need, comprehensive wraparound services, regional funding agreements, and robust operational standards. The City remains focused on long-term investments that prevent, address, and reduce homelessness, improve public safety, and support lasting stability for vulnerable populations.
City’s commitment
The City of Roseville is committed to a consistent, transparent, and collaborative approach to addressing homeless- ness. This strategy reflects the City’s high-level framework, but it is closely connected to the City’s Unsheltered Strate- gies document, which serves as the detailed, working plan for day-to-day operations. That plan represents a cross-de- partmental effort involving nearly every City department, from Housing to Police, from Public Works to Parks, working together to address this complex challenge.
The City is focused on building public trust, maintaining a clear and consistent message, and tracking measurable progress. We use data to guide our decisions and continuously assess the effectiveness of our efforts, including service delivery, housing placements, and community impact mitigation.
Roseville’s response will continue to evolve as laws change, funding shifts, and community needs grow. Our commitment remains the same – to reduce homelessness through proactive care, strong partnerships, and long-term solutions that strengthen the health, safety, and vitality of our community.
City Council
Communication
Meeting Date: 9/17/2025
Item #: IX.19
File #: 0709-03
Item ID: 2025-579
Title: Community Development Block Grant 2024 Consolidated Annual Performance and Evaluation Report
Contact: Michelle Wurster 916-774-5469 [email protected]
SUMMARY
Staff recommends approving the 2024 Program Year Consolidated Annual Performance and Evaluation Report, and authorize the City Manager to execute necessary documents and certifications on behalf of the City for submittal to the U.S. Department of Housing & Urban Development. Community Development Block Grant funding is provided as a federal grant to the City. These grants are used to offset potential costs to the General Fund and to serve the community. This item does not impact the City's General Fund.
RECOMMENDATION
Staff recommends that the City Council:
1. Receive public comment on the City of Roseville 2024 Consolidated Annual Performance and Evaluation Report (CAPER); and
2. Adopt a resolution approving the 2024 Program Year CAPER and authorize the City Manager to execute necessary documents and certifications on behalf of the City of Roseville for submittal to the U.S.
Department of Housing & Urban Development.
BACKGROUND
As an entitlement jurisdiction for Community Development Block Grant (CDBG) funds, the City is required to annually review and report on the progress it has made in carrying out its Annual Action Plan and progress toward the goals identified in the 2020–2025 Consolidated Plan/Five-Year Strategic Plan. The 2024 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the reporting period from July 1, 2024 to June 30, 2025, the fifth and final year of the five-year 2020-2025 Consolidated Planning period. The CAPER is a requirement of CDBG funding and must be submitted to HUD within 90 days of the completion of the CDBG program year (see Attachment 1). The City of Roseville received an entitlement allocation of $707,089 in CDBG funds for the 2024 Program Year.
During the 2024 program year, HUD-allocated CDBG funds totaling $1,169,293.73 have benefited four low-income households in Roseville through housing rehabilitation, and 1,552 low-income persons through public services, and homeless shelter and prevention services. These funds also provide funding for Housing Division administrative expenses to manage these programs. In this same time period, the Housing Authority's Housing Choice Voucher Program (federal rental assistance program) assisted 781 households with $10,549,060 in rental subsidies.
The table below lists the individual activities funded by CDBG exclusively, including the amount expended and number of beneficiaries assisted during Fiscal Year 2024-25.
The draft CAPER document is provided with this report, and includes the following:
• progress information towards completion of the City's Five-Year Strategic Plan goals; • a description of the resources made available towards goals; • information regarding the investment of available resources; • an overview of the geographic distribution and location of investments; • a tally of the number of households and persons assisted; • a list of actions taken to Affirmatively Further Fair Housing; • an evaluation of the City’s progress in meeting affordable housing objectives; • a description of the activities undertaken with CDBG funds; and
• a summary of progress on other actions indicated in the Five-Year Strategic Plan and Annual Action Plan.
The CAPER is available for public review during a 15-day public comment period that began on August 30, 2025, and ends at the conclusion of this public hearing on September 17, 2025, prior to the submission deadline. Any public comments received will be included in the CAPER, with City responses, prior to its submittal to HUD for review. To date, no comments have been received.
FISCAL IMPACT
CDBG funding is provided as a federal grant to the City. These grants are used to offset potential costs to the General Fund and to serve the community. This item does not impact the City's General Fund.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The 2024 CDBG CAPER meets the above criteria and is not subject to CEQA. No additional environmental review is required.
CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
1. Ensure a safe and healthy community
Respectfully Submitted,
Michelle Wurster, Housing Analyst
Melissa Anguiano, Economic Development Director
ATTACHMENTS:
1. Resolution 25-300
2. 2024 Draft Consolidated Annual Performance and Evaluation Report
REVIEWERS:
Michelle Wurster, Economic Development Department - Housing Created/Initiated - 8/27/2025 Trisha Isom, Economic Development Department - Housing Approved - 8/27/2025 Melissa Anguiano, Economic Development Department Approved - 8/29/2025 Gretchen Hakala, City Attorney Department Approved - 9/2/2025 Katrina Six, City Clerk Department Approved - 9/2/2025
Ryan DeVore, City Manager Department - Assistant City Manager Approved - 9/2/2025 Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 9/3/2025 Michelle Sheidenberger, City Attorney Department Approved - 9/4/2025 Dominick Casey, City Manager Department - City Manager Approved - 9/4/2025 Katrina Six, City Clerk Department Final Approval - 9/4/2025
RESOLUTION NO. 25-300
APPROVING THE 2024 CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT (CAPER) AND AUTHORIZING THE
CITY MANAGER OR HIS DESIGNEE TO SUBMIT THE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2024 CAPER TO THE U.S. DEPARTMENT OF HOUSING & URBAN DEVELOPMENT (HUD)
WHEREAS, the 2024 Consolidated Annual Performance and Evaluation Report (CAPER) has been prepared; and
WHEREAS, a 15 day review and comment period was provided; and
WHEREAS, a public hearing was held September 17, 2025 at which time the City Council received further public comment on the City’s progress in carrying out its strategic plan and action plan;
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Roseville that the 2024 Consolidated Annual Performance and Evaluation Report is hereby approved;
BE IT FURTHER RESOLVED that the City Manager or his designee is authorized to execute any necessary documents and certifications on behalf of the City of Roseville for submittal of the Community Development Block Grant 2024 Consolidated Annual Performance and Evaluation Report to the U.S. Department of Housing & Urban Development.
PASSED AND ADOPTED by the Council of the City of Roseville this __________ day of __________________ 2025, by the following vote on roll call:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
______________________________
MAYOR
ATTEST:
________________________
CITY CLERK
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
CONSOLIDATED ANNUAL PERFORMANCE PLAN
Draft 2024 CAPER
ECONOMIC DEVELOPMENT DEPARTMENT
HOUSING DIVISION
316 VERNON STREET STE. 150
ROSEVILLE, CA 9567
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The 2024 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the reporting period from July 1, 2024 to June 30, 2025, the fifth year of the five-year 2020-2025 Consolidated Planning period. The City of Roseville received an entitlement allocation of $707,089 in Community Development Block Grant (CDBG) funds for the 2024 Program Year (PY). The City also received $15,982 in program income, carried over $881,298.07, for a total program budget of $1,604,369.07. The City expended $1,169,293.73 leaving a balance of $435,075.34.
Over the last year, the Housing Division has assisted 1,552 low income persons, and four low income households through the use of CDBG and other housing and community development funds.
Also in the last year, the Housing Authority’s Housing Choice Voucher Program (federal rental assistance program) assisted 781 households with $10,549,060 in rental subsidies. This includes regular, NED, VASH, Mainstream, Emergency Housing, Foster Youth Initiative, and Project-Based vouchers.
In the 2024 PY, CDBG has benefitted lower income households in Roseville through housing rehabilitation, public services, public facility improvements, and homeless shelter and prevention services. These funds also provide funding for Housing Division administrative expenses to manage these programs.
The City uses other Federal, State and local resources (when available), including Housing Choice Voucher Rental Assistance Contracts, State- administered HOME funds, and local developer contributions to address housing and community development priority needs identified in the Consolidated Plan.
The CAPER identifies the programs and activities the City undertook during the 2024 PY to meet underserved needs identified in the Consolidated Plan. In addition, the CAPER discusses the actions the City took to address: lead-based paint hazards; barriers to affordable housing; the needs of households at or below the poverty level; and access to fair housing information.
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
CARES Act – CDBG-CV1 and CDBG-CV3
The City is including a brief update regarding CARES Act (CDBG-CV) funding and spending in the CAPER. CDBG-CV funding and related goals were not included in the City’s 2024 Annual Action Plan.
On March 27, 2020 the Coronavirus Aid, Relief and Economic Security Act (CARES Act) was enacted to provide emergency assistance and health care response for individuals, families, and businesses affected by the COVID-19 pandemic. On April 2, 2020, HUD announced that the City would receive $417,412 of CARES Act CDBG funds, known as CDBG-CV1; on September 11, 2020, the City received notification that it would receive $795,721 of Round 3 of the CARES Act CDBG funds (CDBG-CV3). These funds must be used to prevent, prepare for and respond to COVID-19. A total of three substantial amendments were submitted to the 2019 Annual Action Plan to allocate the CV funds.
Programs implemented and completed with Round 1 of CV funding (CDBG-CV1) included:
- The Small Business Loan program: $501,585 expended of CV1 and CV3 funds (plus $204,070 Entitlement and prior year carryover funds). The CDBG-CV Small Business Loan program assisted small businesses with loans to address the coronavirus, through the support of employee retention and reduction of job loss due to the pandemic. The City’s Small Business Loan program assisted 23 local business owners with the creation of 58 jobs, and 187 jobs retained.
- The Gathering Inn Shelter-in-Place program: $31,632.19 expended. The Shelter-In-Place program provided homeless individuals shelter at their facility as well as St. John's church due to COVID-19. The second site allowed for appropriate social distancing for the homeless individuals staying at the shelter. Forty-one homeless individuals were assisted with the funds for the two month period. This program was completed and reported on in the 2020 CAPER.
Two Notification of Funding Availability (NOFA) notices were released to allocate CDBG-CV3 funds. Programs implemented with CDBG-CV3 funds included:
- Project Roomkey funding support: $24,000 awarded, fully expended. The program housed approximately 60 previously homeless residents at a local hotel, in order to provide a safe and isolated environment due to COVID-19.
CDBG-CV3 funds were provided to Placer County towards Project Roomkey for a total of three months. This program
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
was completed and reported on in the 2021 CAPER; a total of 102 beneficiaries were served.
- AMI Housing Emergency Rental Assistance program: $450,000 awarded, $449,995.60 expended. The emergency rental assistance program provided funding for rent and back rent to help prevent homelessness and potential evictions, while also providing families with stability during an uncertain time. Funding for this program is now completed with a total of 242 beneficiaries served.
- Placer County Office of Education After-School Care for Homeless Students program: $50,000 awarded, $46,701.03 expended. District staff relayed that students who fall under the McKinney Vento Act (homeless or in Foster Care) required several services due to COVID-19. These services included the provision of safe, free, and consistent childcare where COVID precautions are being taken, while also supporting families who were impacted by COVID with navigating social services and assisting with accessing permanent housing. Funding for this program was completed and reported on in the 2022 CAPER; a total of 60 beneficiaries were served.
- Project Sentinel’s Fair Housing Services program: $50,000 awarded, fully expended. The Fair Housing Services provider has assisted Roseville residents with comprehensive fair housing services including investigation, counseling and legal referrals for victims of housing discrimination, along with community education and outreach regarding fair housing law and practices. The housing counseling agency has played a role in reducing and preventing evictions by providing Roseville residents with information on tenant rights and fair housing issues. Funding for this program was completed and reported on in the 2022 CAPER; a total of 112 beneficiaries were served.
- KidsFirst Rent/Mortgage and Utility Assistance program: $50,000 awarded, $49,592.43 expended. The KidsFirst’s Rental/Mortgage and Utility Assistance Program provided emergency housing/shelter and utility supports for clients affected by COVID-19 impacts, such as job loss and employment reduction. KidsFirst was able to provide rental/mortgage and/or utility assistance to 28 Roseville households. 28 low-income Roseville clients, most at or below 30% AMI and from single-parent households, were able to keep their lights on and avoid eviction. Funding for this program was completed and reported on in the 2022 CAPER; a total of 60 beneficiaries were served.
HUD’s original deadline to spend 80% of CDBG-CV1 and CDBG-CV3 funds within three years of receipt (August 24, 2023) has been revised to require that 100% of the funds be spent by August 2026 and final spending and accomplishments data
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
reported to HUD by November 2026. At the time of this report’s preparation, the City has expended $1,192,122.64 (98%) of CV funds, and anticipates to be on track to meet this goal.
In April 2025, the City issued a Request for Proposals (RFP) to distribute remaining CDBG-CV funds. The RFP generated strong interest, with four organizations submitting applications for consideration. Following a thorough review and evaluation process, Volunteers of America was selected as the award recipient. Their proposal demonstrated the greatest alignment with program goals and community needs, ensuring that the remaining CDBG-CV resources will be used effectively to support vulnerable populations impacted by the pandemic. The City is currently working with Volunteers of America to establish priorities and goals for the use of these funds, which will be included in the PY 2025 CAPER.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source
/
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Addressing
Homelessness Homeless CDBG:
$
Public Facility or
Infrastructure Activities
for Low/Moderate
Income Housing Benefit
Households
Assisted 5 0
0.00%
Addressing
Homelessness Homeless CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 0 104 0 104
Addressing
Homelessness Homeless CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted 1500 104
6.93% 87 104
119.54%
CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Addressing
Homelessness Homeless CDBG:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 20 0
0.00% 0 0
Addressing
Homelessness Homeless CDBG:
$
Homelessness
Prevention
Persons
Assisted 50 0
0.00%
Addressing
Homelessness Homeless CDBG:
$
Housing for Homeless
added
Household
Housing
Unit
20 0
0.00%
Development
of Affordable
Rental Housing
Affordable
Housing
CDBG:
$
Rental units constructed
Household
Housing
Unit
50 0
0.00% 4 0
0.00%
Prevent,
Prepare for and
Respond to
COVID-19
Homeless
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted
50 0
0.00%
Prevent,
Prepare for and
Respond to
COVID-19
Homeless
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$ Jobs created/retained Jobs 15 0
0.00%
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Prevent,
Prepare for and
Respond to
COVID-19
Homeless
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$ Businesses assisted Businesses
Assisted
15 0
0.00%
Provide Fair
Housing
Services
Non-
Homeless
Special Needs
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 250 0
0.00%
Provide Fair
Housing
Services
Non-
Homeless
Special Needs
CDBG:
$
Public service activities
for Low/Moderate
Income Housing Benefit
Households
Assisted 0 0 65 0
0.00%
Provide Fair
Housing
Services
Non-
Homeless
Special Needs
CDBG:
$ Other Other 40 0
0.00%
Provision of
Services for
Low-Income
Persons
Non-
Homeless
Special Needs
CDBG:
$
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted
20 0
0.00%
Provision of
Services for
Low-Income
Persons
Non-
Homeless
Special Needs
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 4000 1587
39.68%
725 1587
218.90%
Provision of
Services for
Low-Income
Persons
Non-
Homeless
Special Needs
CDBG:
$
Homelessness
Prevention
Persons
Assisted
50 0
0.00%
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Facilities
and
Improvements
Non-Housing
Community
Development
CDBG:
$
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted
4720 0
0.00%
Rehabilitation
of Affordable
Rental Housing
Affordable
Housing
CDBG:
$
Rental units
rehabilitated
Household
Housing
Unit
50 0
0.00%
Rehabilitation
of Owner-
Occupied
Housing
Affordable
Housing
CDBG:
$
Homeowner Housing
Rehabilitated
Household
Housing
Unit
20 5
25.00% 2 5
250.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date The above table is still in progress will be finalized in the final submittal to HUD.
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The City was able to address priority needs in PY 2024, while also continuing to address the coronavirus pandemic, which was a high priority need.
The City improved four housing units using CDBG, addressing moderate to substantial rehabilitation needs. These housing units, occupied by low- income, elderly and disabled persons, will be safer and have the useful life of the major systems extended.
Public services, improved public facilities, and affordable housing activities were provided to 1,552individuals. These services meet the basic needs of low-income households, including basic nutrition, and serve to both address and prevent chronic homelessness.
The City complied with all Federal Overlay requirements for all projects and activities undertaken during the 2024 PY. During the 2024 PY the
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
City:
- Continued to strengthen its relationships with private for-profit developers and non-profit housing providers to expand the availability of affordable housing and increase program efficiencies and outcomes.
- Continued to participate in the Governance Committee of the “Homeless Resource Council of the Sierras” (HRCS) for the Nevada-Placer Joint Applicant and led efforts for the Placer County Continuum of Care (CoC) in its planning process on ending homelessness and efforts to improve systems through its Built for Zero policy consortium membership. HRCS and the CoC are collaborative associations of service providers and governmental agencies who work together to strengthen the delivery system by integrating and coordinating housing, homeless assistance, and supportive services.
- Participated in the Point in Time Count for South Placer, including the City of Roseville. This was in coordination with the overall HRCS effort, to gain comprehensive information about Placer County homeless individuals and families.
- Continued the City’s partnership with Project Sentinel to provide fair housing services to residents of Roseville. Project Sentinel hosted outreach events, opened housing discrimination cases, and responded to calls from residents regarding fair housing rights.
- Provided essential services to high need populations including homeless, seniors, disabled persons, youth, and veterans.
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 1,204
Black or African American 141
Asian 85
American Indian or American Native 23
Native Hawaiian or Other Pacific Islander 22
Other multiracial 81
Total 1,556
Hispanic 302
Not Hispanic 1,254
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
Race and ethnicity data is collected from all subrecipients who receive CDBG funding and provide a direct service to low/moderate income persons. Table 2 provides an aggregate of race and ethnicity data for the combined number of people, families, and households served during the program year based on accomplishment data from all CDBG activities reported in HUD’s Integrated Disbursement and Information System (IDIS). Table 2 aggregates the beneficiaries served with both Entitlement as well as CV funds.
Race and origin data from the 2020 Census indicates that 15.8% of Roseville residents identify as Hispanic. Approximately 19% of beneficiaries served with 2024 PY CDBG entitlement funds were Hispanic.
The City allocated resources on a citywide basis. Resources targeted to the new construction of affordable housing were allocated on a citywide basis in accordance with the City's 10% Affordable Housing Goal and provide for disbursement of affordable housing throughout the City, rather than concentrated within low-income areas of the City.
Resources targeted to special needs populations were also allocated on a Citywide basis, where needs were identified and/or where resources could be coordinated with existing facilities and services.
Activities such as infrastructure improvements are targeted to low-income neighborhoods with older infrastructure most in need of assistance.
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The City assigned the priority for each category of priority needs based on the overall relative need, resources received, and policies established by the City. The City will continue to pursue all available Federal, State and local resources and look to all segments of the community to assist with meeting homeless, affordable housing and community development needs. The City’s greatest obstacle to meeting underserved needs within the community continues to be lack of resources given budget reductions at the Federal, State and local levels.
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CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $1,604,369.07 $1,169,293.73
Table 3 - Resources Made Available
Narrative
Roseville is an “exception grantee” under the CDBG rules that relate to the use of CDBG funds to benefit low-income areas. Rather than a residential area needing to be comprised of 51% or more low-income households to be considered low-income, areas that are within the upper quartile of low-income households are low-income areas for the purposes of CDBG funding.
The City of Roseville was awarded $707,089 in PY 2024. Total resources available, including unallocated prior year funds of $881,298.07 and program income received of $15,982.00, brought the total funding available to $1,604,369.07. Currently, the City has expended $1,169,293.73 in PY 2024. The unexpended balance to be carried over totals $435,075.34.
CDBG-CV: The City of Roseville was awarded a total of $1,213,133 in CDBG-CV funds ($417,412 from CV1 and $795,721 from CV3). The total expended CV funds are $1,192,122.64, leaving a carryover balance of $21,010.36.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Table 4 – Identify the geographic distribution and location of investments
Narrative
Based on the 2016-2020 American Community Survey (ACS) data collected by HUD, the City’s “upper quartile” for 2024 was 38.7%.
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City has actively sought funding sources in addition to CDBG to leverage its resources. In addition to CDBG, these were some of the funds that were available for use during the program year: CalHome, HOME, Housing Choice Voucher Section 8 Rental Assistance, Redevelopment Low- Moderate Income Housing Funds, Local Housing Trust Funds, Permanent Local Housing Allocation funds, Low- income Housing Tax Credits, Tax Exempt Bond financing, State Housing-Related Parks Program Funds, and local developer contributions.
The City does not receive an entitlement allocation of HOME funds. The City must compete annually in order to receive State-administered HOME funds. The City was awarded $1M in 2014 from State HOME funds. This grant was completed in 2017 and the City continues to administer program income.
The City of Roseville owned land at 120 Pacific Street that was sold to St. Anton and was developed as an 80 unit affordable rental project known as Junction Crossing Apartments. Junction Crossing is located in a moderate resource area of the City, and now provides studio and one-bedroom apartments with rent affordable to extremely low to low-income households. The development is one of the City of Roseville’s pre-design projects and addresses the City’s community development priorities as outlined in the Downtown Specific Plan, as well as local need for affordable housing that serves small 1-2 person households.
The City’s Housing Element notes that existing affordable housing inventory and future affordable housing sites were evaluated to ensure sites planned for future development would not further segregation patterns and trends. As noted, the City’s segregation pattern is low and therefore this evaluation is focused on whether the lower-income inventory is spread throughout the community (not concentrated in particular areas). Deed-restricted affordable housing and high-density housing is distributed throughout the city. Housing capacity at varying levels of affordability is distributed evenly, and is not segregated. Additionally, the City’s existing affordable housing inventory and future affordable housing sites were evaluated to ensure sites planned for future development would not further segregation patterns and trends. To address fair housing issues in disadvantaged community areas, the City is focusing supportive and assertive programs to these areas and also increasing housing opportunities within high opportunity areas of the City.
The City of Roseville owns land at 505 Royer Street that was proposed to be developed as a 57 unit affordable rental project for seniors known as 505 Royer Street Apartments. This project was not able to secure Tax Credit funding and was cancelled by the developer. The City plans to release an RFP in 2025 to sell the land to a developer that proposes a project that will address the City’s community development priorities as outlined in the Downtown Specific Plan.
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In the 2024-25 program year, the City provided $634,070 towards Homeless Prevention and Rapid Rehousing (HPRR) services. Of the $634,070 made available, $250,000 was former Redevelopment Low- Moderate Housing funds, while the remaining $384,070 came from the Permanent Local Housing Allocation. These resources were awarded to five local collaborative non-profit grant applications and are providing funding to prevent homelessness (utility bills, healthcare costs, car repair, eviction prevention, etc.) or to help re-house a household (deposit, application, fees, etc.). HPRR funds also provide job search assistance and food assistance. Nine hundred, eighty-nine benefited from the 2024- 25 PY HPRR funds; of those, beneficiaries included 77 seniors, 20 veterans, 566 disabled persons, 222 with minor(s) in the household, and 104 Transition Age Youth (TAY).
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CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 12 25
Number of Non-Homeless households to be
provided affordable housing units 6 4
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 18 29
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 12 25
Number of households supported through
The Production of New Units 4 0
Number of households supported through
Rehab of Existing Units 2 4
Number of households supported through
Acquisition of Existing Units 0 0
Total 18 29
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City exceeded its goals for the production of affordable housing.
The 2024 Action Plan included a project for the development of affordable rental housing. The intended goal of the project was to support new housing development through acquisition of a site to be used for affordable rental housing development for low-income households and individuals. The proposed project would support the development of affordable rental housing goal in the Consolidated Plan, and
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was estimated to serve four households. The 2024 Action Plan included a project for the development of affordable rental housing to provide funding assistance to developers of rental housing affordable to low-income households. The purpose of this NOFA would be to obtain proposals for the acquisition of property to be used for the future development of affordable housing. The intent of this Notice of Funding Availability (NOFA) was to solicit proposals for the acquisition of property designated for future affordable housing development. However, due to staff transitions and the timing of funding availabilit, the NOFA was not released before the close of the program year. The City now plans to issue this NOFA in PY 2025.
Discuss how these outcomes will impact future annual action plans.
The City does not expect outcomes for the Owner-Occupied Housing Rehabilitation Program to be impacted for future action plans. Goals are set based upon past funding history in order to meet the goals identified in the Five-Year Consolidated Plan and Annual Action Plans.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 4 0
Moderate-income 0 0
Total 4 0
Table 7 – Number of Households Served
Narrative Information
Extremely low-income and low-income renter households are served through local homeless prevention programs, funded by State Permanent Local Housing Allocation Funds, to prevent loss of housing.
Housing Choice Vouchers and local affordable housing opportunities are also provided to extremely low- income and low-income renter households.
Low-income homeowners are served through local homeless prevention programs as well. Energy efficiency programs are available through Project GO and Roseville Electric. Roseville Electric recently increased the maximum income requirements for their energy assistance program which allows more households to qualify for this important resource.
Maintenance/habitability programming is available through the Roseville Owner Occupied Rehabilitation (OOR) Program. Low-income homeowners are served through Roseville’s OOR program and local inclusionary requirements that produce affordable ownership opportunities and local secondary mortgage loans at 0% interest.
Moderate income renters are served through affordable housing opportunities under local inclusionary
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requirements and tax credit projects. Both Junction Crossing and Prospera at Fiddyment had Workforce housing units come online in 2024 to serve this population.
Middle income renters are served through the local rental housing market.
Middle income owners are served through the local inclusionary requirements that produce affordable ownership opportunities and local secondary mortgage loans. “WORST-CASE NEEDS”: Worst case housing needs are defined as low-income renter households who pay more than half their income for rent, live in seriously substandard housing, which includes homeless people, or have been involuntarily displaced. The City of Roseville served the worst-case needs in PY 2024 by providing the following:
Very Low-Income Renters Overpaying (more than 50% of income towards rent) are served through the Housing Choice Voucher program, particularly through the Small Area Fair Market Rents (SAFMR) that Roseville adopted in February 2018 and updated annually. The SAFMR was adopted to update local payment standards to better align with rents by zip code. These households are also served by local homeless prevention funding from the City to reduce potential risk of homelessness. The continued development of new affordable rental units and rental housing opportunities overall are also aimed at the goal of reducing incidents of overpayment within Roseville.
To address substandard housing, the Housing Choice Voucher program and the housing rehabilitation programs ensured that housing met Housing Quality Standards (HQS), State Standards and/or local standards for decent, safe and sanitary housing.
Homeless individuals are served through coordinated efforts of the Roseville Homeless Response Team within the Placer County Continuum of Care. In addition to homeless prevention and rapid rehousing funding that is provided by the City, Roseville Housing Authority administers 38 Emergency Housing Vouchers, 100 VASH vouchers, 20 Foster Youth Initiative vouchers and 43 Mainstream vouchers to address the needs of homeless individuals. Additional services and coordination are provided through the Coordinated Entry System and local collaboration on the By Name List.
Persons with Disabilities are served through reasonable accommodations in all of the City’s programs.
Additionally, persons with disabilities receive a preference under the City’s Housing Choice Voucher program, and are assisted by the Roseville Owner Occupied Rehabilitation Program and local agencies, including: AMI Housing, Seniors First, Placer Independent Resource Services (PIRS), and Project Go.
Involuntarily Displaced: During the reporting period, there was no involuntary displacement through the City’s programs.
During the 2024 PY, the Roseville Housing Authority (RHA) increased the total voucher count from 838 to 852. This includes HCV vouchers and specialty vouchers EHV, NED, VASH, FYI and Mainstream.
Through the HCV program, 608 households in Roseville and 139 households in Rocklin were supported through rental assistance, a total of 747 families.
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During the 2024 PY, RHA paid $76,000 in owner incentives and added 34 new landlords to the HCV program. Roseville Housing Authority’s landlord incentive program is designed to encourage new private landlords to participate in the Housing Choice Voucher Program and create more available units for all voucher holders. Qualifying property owners receive a one-time $1,000 payment each time they enter into a lease and contract with a Housing Choice Voucher holder.
The City of Roseville continued implementation of the City's 10% Affordable Housing Goal to increase the number of rental and purchase units affordable to very low, low and moderate-income households, and supported private development of affordable housing using Low-Income Housing Tax Credits, Tax Exempt Bond proceeds, Local Housing Trust Funds, and funds from the former Redevelopment Agency.
The housing market has recovered from the slowdown in housing production during the recent recession. Housing vacancy is between 2-3 percent in Roseville, decreasing the supply of affordable housing and increasing rents.
Affordable housing developers have been affected by reductions or eliminations of a variety of funding sources. The City is challenged to develop new affordable housing units given the reduction of resources to subsidize affordable housing production. This reality is further compounded by the impacts of a shrunken housing construction labor force, which leads to competition for labor with the Bay Area and higher overall building costs.
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CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Roseville has the following outreach programs to individuals and families who are experiencing homelessness:
Drop-In Centers with Services: The Auburn Welcome Center and the Cirby Clubhouse in Roseville are mainly staffed by mental health clinicians and clients that provide homeless individuals and families a place to use computers to search for jobs, housing, and services. This Center also houses The Gathering Inn Mid Placer Shelter in Auburn. The Gathering Inn South Placer has a weekly health clinic, and daily provides a clothing closet and laundry facilities in addition to a nightly emergency shelter through the rotation of local churches.
Social Services Unit of the Police Department: In 2016, the police department created the Social Services Unit (SSU). The SSU completes regular outreach and interaction with the local unsheltered population.
Through this unit, local County Housing Coordinators, and Roseville Housing staff, individuals who are homeless or at-risk of homelessness are being referred to appropriate services and housing options within the Continuum of Care. These efforts are further augmented through a City-County outreach partnership that utilizes a homeless outreach worker position for South Placer and City efforts towards its own outreach worker.
Point in Time Count: The City of Roseville Social Services Unit and Housing staff led 2025 Point in Time Count efforts throughout South Placer and achieved great success in scheduling training and events for data collection and conducting outreach to individuals otherwise unreachable for the Point In Time Count.
Addressing the emergency shelter and transitional housing needs of homeless persons Emergency shelter is provided locally through a rotating shelter at local churches, coordinated by The Gathering Inn. This shelter serves an average of 60-90 individuals each evening. Local transitional housing programs through Roseville HomeStart and AMI Housing address much-needed transitional housing needs for families and individuals with mental illness. Lastly, Stand Up Placer provides emergency and transitional housing for domestic violence and human trafficking victims countywide.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care
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facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Homeless priorities have been established within the framework of the Homeless Resource Council of the Sierras (HRCS) and CA 515 – the Placer County Continuum of Care; the priorities have been set as:
emergency shelter, transitional housing, permanent supportive housing, and rapid re-housing. In February 2023, Placer County established a low barrier mobile temporary shelter for people experiencing homelessness. The MTS is located at the Government Center in mid Placer and offers 50 beds. In total throughout the county there are 348 emergency and transitional beds, of which 66 are solely for people fleeing domestic violence and administered by Acres of Hope, Sierra Community House, and Stand Up Placer. The 282 remaining beds are administered by AMI Housing, The Gathering Inn, Volunteers of America, Placer County Adult System of Care, Unity Care, and Victory Village.
Emergency hotel vouchers are available for short-term and extreme circumstances.
Permanent Supportive housing is identified as a high priority. The need for transitional beds, mental and behavioral health services, substance use treatment, and hygiene and medical exists, especially for some subpopulations, such as those with severe mental illness or individuals who are chronically homeless (who have had regular or continued periods of homelessness).
The City of Roseville Housing Division participates in discussions with local hospital staff and Placer County probation staff on improved discharge and services planning for existing inmates, including a specific focus on persons with a history of homelessness, mental and behavioral health needs. Placer County’s Continuum of Care has implemented a Coordinated Entry System through a central phone line, 211 and is working to increase its use by people existing hospitals and jails to homelessness as a means for planning their housing options more proactively. Services staff at the hospitals and jail are actively working on increased use of 211 as part of and prior to discharge planning.
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
Outreach: The City of Roseville Social Services Unit, Placer County’s Homeless Liaison Team, The Gathering Inn, and AMI Housing provide outreach to connect people with services to get them housed.
Rapid Rehousing: Local service providers are applying for and have received Rapid Rehousing and Homeless Prevention funds to assist homeless families and individuals. The City also partners with AMI Housing to provide hotel vouchers, security deposits, and rental assistance to assist with rapid rehousing
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and homelessness prevention.
Housing: In planning for the housing needs of these populations the CoC considers the housing needs for both families and individuals. The scattered site housing programs serve both populations. The local housing authorities have also secured and are leasing up VASH Vouchers, Mainstream Vouchers, Emergency Housing Vouchers, and Foster Youth to Independence Vouchers to serve individuals and families who are homeless or at risk of homelessness. These vouchers have been successful in getting Veterans, families, chronically homeless individuals, and transitional age youth permanently housed.
Roseville Housing Authority is seeking additional vouchers to serve individuals and families who are homeless.
Coordinated Services: Domestic violence, substance use, mental, behavioral, and physical disabilities can all contribute to individuals and family homelessness. There are collaborative community efforts to provide coordinated services to those in need of assistance. The City participates in the Built for Zero effort and leads regular meetings with social service providers and social workers to address barriers to housing of each person on the By Name List.
Unaccompanied youth: With the support of Placer County, community-based, non-profit, multi-service youth and family development agency Unity Care provides educational and social programs for at-risk youth and their families and offers the Transition to Independence Process (TIP) program for ages 14-24 who are experiencing emotional, behavioral, or other challenges. Youth receive assistance to make a successful transition into adulthood. The CoC also has a collaborative called the Transition Aged Youth Housing Collaborative to provide housing assistance for transition age youth who are homeless or at imminent risk of homelessness. The focus of the collaborative is to work with local providers to offer TAY the support and services they need.
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City does not have public housing. The Roseville Housing Authority operates the Housing Choice Voucher (HCV) Section 8 Rental Assistance Program which serves both the cities of Roseville and Rocklin.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable; the City does not have public housing.
Actions taken to provide assistance to troubled PHAs
Not applicable. The Roseville Housing Authority (RHA) received a rating of High Performer for the nineteenth consecutive year.
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CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken 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. 91.220 (j); 91.320 (i) As of the fifth year of the five-year plan, there are currently approximately 1,700 affordable units (designated for very-low and low income persons) in the entitlement phase for future production within the next one to four years. There are another 950 affordable units currently under construction that will provide housing within the next 12 to 24 months. The City continues to support opportunities for the redevelopment of underutilized parcels downtown, particularly for high density and affordable housing development. The City also works to increase opportunities for higher density and the use of density bonuses throughout the city.
The Density Bonus Program provides for a minimum 20% to a maximum 50% density bonus in the maximum number of dwelling units, in addition to incentives and/or concessions. The concessions and/or incentives may include reduction in zoning standards, development standards, design requirements, mixed-use zoning, financial assistance, or any other incentive that would reduce costs of the developer.
City Council approved the Douglas Boulevard/Harding Boulevard Corridor Plan which includes a mix of single-family residential properties, single-family residences which have been converted to businesses, aging hotels, and many older commercial properties with large, minimally improved parking fields. The new Commercial Corridor Plan Specific Plan established mixed-use land use and zoning designations to provide more opportunities for redevelopment and reuse, more flexible zoning and development standards, and streamlined approval processes. The City added capacity for a minimum of 600 lower- income residential units, which represents both the total and realistic capacity.
The City has a ministerial approval process, called Objective Design Standards (ODS) for affordable housing projects which meet specified criteria. The streamlined approval process is an opt-in program for developers who must request streamlined ministerial approval at the time of application to the City.
To qualify, the developer must agree to enter into an affordable housing agreement with the City ensuring a minimum of 20% of the units will be affordable to low, very low, or extremely low income households. A qualifying project may opt to be reviewed for conformity with the City’s ODS though the ministerial Building Permit process in lieu of the City’s discretionary Design Review Permit process. The ODS program has been used to approve ten affordable housing projects since its inception in 2021 allowing the development of over 2,000 units.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) Consistent with priority needs identified in the Consolidated Plan, during the 2024 PY the City provided funding for the following activities that addressed priority special needs populations:
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- AMI Housing provided case management, vouchers and other support services to individuals with mental illness.
- KidsFirst offered no-cost therapy and case management services to low-income Roseville residents.
- Seniors First Meals on Wheels and Saint Vincent de Paul Society’s BAGS program offered nutrition for seniors and disabled persons.
- The 2025 Placer Veterans Stand Down event assembled over 60 service providers to offer free services to military veterans and their family members.
- Stand Up Placer provided crisis-based services to Roseville victims of domestic violence, sexual assault, and human trafficking.
- The rehabilitation of owner-occupied housing was addressed through the City’s Owner Occupied Housing Rehabilitation program. These projects helped maintain the affordable housing stock in the City.
The City’s Housing Authority has recently created a quarterly newsletter, which is disbursed to various agencies and participants and also kept in the Housing Division lobby. The newsletter provides a variety of resources available to City residents. For example, the newsletter advertises the Affordable Connectivity Program through the FCC, which is a program to assist low-income households with broadband service to provide high speed connectivity they need for work, school, and healthcare. The newsletter also promotes the City’s Fair Housing Services provider, Project Sentinel, along with a variety of other resources to assist Roseville residents.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) Grants are available for initial inspection, mitigation, and clearance costs for all of these programs through the City’s Lead-Based Paint Hazard Reduction Program (LBPHRP). Community Development Block Grant (CDBG) and HOME funds are set aside to offer these grants; under the Housing Rehabilitation Program, grants are provided for all actual costs of lead-based paint evaluation and reduction activities.
The City also requires that rental property owners properly maintain their dwelling units. Deteriorated surfaces containing lead-based paint posing a hazard to occupants is reportable to the Placer County Environmental Health Department and represents a potential County Health Code violation subject to appropriate mitigation by the rental property owner.
The City continues to fund the Lead-Based Paint Hazard Reduction Program to comply with the 1992
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Housing and Community Development Act (Title X) in addressing potential lead-based paint hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) During the 2024 PY the City took the following actions to reduce the incidence of poverty within the City's jurisdiction:
- The City continued to promote the Family Self Sufficiency Program for Housing Choice Voucher (HCV) participants and actively recruited new households to participate.
- The City frequently posts available jobs, job fairs, training and educational opportunities to the Housing Authority’s Facebook page as well as notifying participants by email.
- The City continued its policy of promoting a jobs/housing balance to ensure a variety of jobs with varying levels of skill and training and development of affordable housing to all income groups.
- The City participates in the Placer County Work Experience Program (WEX) which offers supervised, short-term job placements to help participants build basic job skills, gain work history, and improve employability, thus reducing dependence on public assistance.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) With regard to the distribution of affordable housing, it has been the goal of the City’s 10% affordable housing program to distribute new, affordable housing throughout the City by requiring that each specific plan provide 10% of their total housing units as affordable to low and middle-income households.
The City has continued to rely on the Housing Division to administer its housing programs and implement housing policies. The Housing Division administers rental assistance, housing rehabilitation, and new construction projects. The Housing Division also provides resource information and referral to residents, including referrals to homeless assistance, fair housing, legal services, etc.
The programs administered by the Housing Division are funded through a variety of public and private sources, including Federal, State, City and private developer funding under local affordable housing requirements.
The City continues to work toward a regional approach to serving the needs of residents through the Continuum of Care on a countywide basis.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
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The Housing Division acts as a liaison between other public and private agencies to maximize service to Roseville residents and prevent duplication of services.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City displays its Fair Housing Banner in a prominent location within the Housing Division office, as well as at functions throughout the year where the City is represented. The banner reads, “Fair Housing is Everyone’s Right” in both English and Spanish and includes the Equal Housing Opportunity logo.
Fair Housing pamphlets and literature are also made available to the public. Housing Division Supervisory staff continues to work with other staff members to further their knowledge of fair housing laws and issues, including making pamphlets and news articles available to staff. Staff regularly receives Fair Housing and diversity training. Housing staff attended Fair Housing Training presented by Project Sentinel in June 2025.
Housing Division staff continues to record all housing complaints, including those regarding discrimination and works cooperatively with the local Legal Services branch. In the case of alleged discrimination, residents are provided with information regarding fair housing law, a HUD discrimination complaint form, and referrals to legal services, the State Department of Fair Housing and Employment, and other appropriate agencies.
The City’s Housing Authority continues to request and receive VASH, Mainstream and Project- based vouchers. During the 2024 PY, the Housing Authority was awarded 15 VASH vouchers, which serve veterans who are homeless or at risk of homelessness. The program offers up to 36 months of rental support and connects youth with services like education, employment, and life skills training to help them transition to independent living.
The 2020 Analysis of Impediments to Fair Housing Choice, or AI, was conducted as a joint effort for the Sacramento Valley region, including Roseville. According to the AI, Roseville is one of several cities in the region where residents are most likely to have access to economically strong neighborhoods.
Additionally, residents of Roseville are one of several cities in the region where residents are most likely to have access to proficient schools. Survey results found that residents living in Roseville tended to rate each healthy neighborhood indicator (ease of getting to the places they want to go using their preferred transportation option, convenient access to grocery stores, job opportunities, and health care facilities, and park and recreation facilities of similar quality to other neighborhoods) higher than the regional average. Various recommendations for the City were identified in the AI adopted in 2020, including:
expanding affordable rental opportunities; increasing homeownership among under-represented groups; and focusing on a range of equity issues.
In order to address these recommendations, the City has:
- Worked to expand equity in access to economic opportunity: One of the strategies in the AI to
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address fair housing barriers included the goal to expand equity in access to economic opportunity. In order to address this goal, the City has partnered with Placer County Adult System of Care (ASOC) with Mainstream Vouchers and also partnered with ASOC’s Full Service Partnership Program with Project Based Vouchers. The City administered Homeless Prevention and Rapid Rehousing (HPRR) program partners with mental health, recovery, and disability service providers to reduce housing instability.
- Administered the Family Self Sufficiency Program (FSS) for Housing Choice Voucher (HCV) participants. When a participant of the program receives an increase in income, any rent increases are saved in an escrow account that they will receive once they successfully complete the program. In the 2024 PY, 29 participants enrolled in the program, and seven graduated. $48,014.49 was disbursed between the seven graduates. Participants assisted included seven female head of householders, and two Hispanic households.
- Expanded affordable rental opportunities by increasing accessible and affordable housing opportunities. The City has affordable housing development agreements with 30 multi-family and senior complexes. Out of the total 2,292 units, 496 are accessible units. Of the 21 multi- family apartments, 15 have 3-bedroom units, and two have 4-bedroom units to accommodate larger families.
- Contracted with a fair housing services provider, Project Sentinel. This organization has continued to work in conjunction with the City to provide comprehensive fair housing services of investigation, counseling and legal referrals for victims of housing discrimination. During PY 2024, Project Sentinel provided valuable community education and outreach regarding fair housing law and practices to Roseville residents, including tenants and landlords. More specifically, Project Sentinel accomplished the following actions:
o In the 2024 PY, outreach was directed to Roseville tenants, landlords, the public, as well as service providers, including:
In June 2025, Project Sentinel conducted a virtual workshop to service providers, city agencies and other non-profits. This workshop included a Fair Housing presentation with a strong focus on LEP discrimination, as well as disability, sex, and Familial Status. Two Roseville representatives were able to participate and offer feedback.
In May 2025, Project Sentinel sent a total of 702 mailers, including general information about our services and contact information to local organizations, community centers, and partner agencies.
o Received 11 calls and assisted 28 persons. Most calls were disability related, with some calls received based on sex, source of income, and criminal background. o Opened 10 cases and conducted several audits based on source of income. o Project Sentinel did not have any HUD or CRD referrals this last fiscal year. They were able to provide extended counseling to several clients and opened several cases for testing investigation.
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o Currently the organization has brochures available in English, Spanish, Mandarin, Tagalog, and Vietnamese.
Through the actions listed above, the City is providing valuable services to address various issues of discrimination found in the community. The programs and progress directed through the City’s Housing Division, in conjunction with the outreach efforts conducted by Project Sentinel, is translating to more residents becoming aware of services as well as rights when it comes to fair housing.
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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
Each year, the City conducts a risk assessment of subrecipients to determine the need for monitoring. All subrecipients are subject to a minimum of desk monitoring. If the risk assessment reveals the need, on- site monitoring is also conducted. Staff will monitor 2024 PY subrecipients in the fall and winter of 2025.
Additionally, individualized technical assistance was provided to subrecipients on an as-needed basis throughout a program year.
Roseville seeks to ensure minority business owners are included in any outreach and comprehensive planning requirements. In order to do so, public notices are translated and offered in Spanish, and any request for additional translation is available for those who request it. All organizations applying for funding are provided technical assistance to ensure they have info they need to apply. Notices of Funding Availability (NOFA) are provided to a variety of groups to encourage diverse populations have access to the information, including the Placer County Continuum of Care, the Latino Leadership Council, and Placer Collaborative Network. NOFA’s are also posted in public locations such as City libraries. Any Requests for Proposals released by the City are noticed in the local newspaper and posted on the City’s website in order to ensure a variety of submittals are attained. Contracts include language regarding equal opportunity and nondiscrimination, and contracts requiring subcontractors are encouraged to reach out to minority and women owned businesses for the work to be subcontracted.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The City published a notice in the Roseville Press Tribune on August 29, 2025, announcing the availability of the CAPER for public review, the public comment period, to whom comment should be submitted, and the scheduled public hearing. The notice was published in English and in Spanish. Notice was also published on the City’s website.
The public will be invited to comment during a minimum 15-day period, August 30, 2025 through September 17, 2025. To date, no comments have been received.
The Roseville City Council reviews, conducts the public hearing, and approves the CAPER prior to submission to the Department of Housing and Urban Development.
The City notified public service agencies directly via an email to several local non-profit collaborations regarding the availability of the 2024 CAPER and attached electronic copies/links of the public
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review/hearing notice and Draft document. Agencies notified included the Placer Collaborative Network, the Placer Consortium on Homelessness, the Latino Leadership Council, and the Health Education Council. The Latino Leadership Council is a local nonprofit that provides services to underserved Spanish-speaking populations by connecting Latinos to a multitude of health, education, and youth development services. The Health Education Council serves residents in under-served communities, particularly minorities. These organizations all provide services to minorities and persons with disabilities. The City encourages all agencies who receive these types of notices to share this information with their clients and other organizations who may be interested in the Draft CAPER.
A public hearing will be held before the City Council on September 17, 2025 to review the City’s progress in meeting its Housing and Community Development needs. The public hearing allows additional opportunity for the public to comment on the 2024 CAPER.
During the public hearing on September 17, 2025, City Council members will be given the opportunity to ask questions.
In order to address access to public meetings for persons with disabilities, Roseville Transit offers ADA Paratransit for ADA-certified passengers. Additionally, all information is available in an accessible format to persons with visual impairment upon request. All public notices state:
The hearing will be available for live access on Comcast 14, Consolidated Communications 73, AT&T U- verse, and the City’s YouTube channel. All interested persons are invited to appear and be heard. Meeting facilities are accessible to persons with disabilities. By request, translation services and documents, as well as alternative accessible document formats are available to persons with varying language needs or disabilities. To arrange an alternative agenda document format or to arrange aid or services to modify or accommodate persons with a disability to participate in a public meeting, please contact the City of Roseville by calling 916-774-5200 (voice) or 916-774- 5220 (TDD) a minimum of two business days prior to the meeting.
The CAPER will be submitted to HUD by September 30, 2025 for review.
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CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The Johnson Pool ADA improvements project with the City’s Parks and Recreation Department experienced several delays due to issues with procuring bids. In the Fall of 2022, the project went out to bid, with only one bid received which was far above the project budget. The project scope was then reduced and rebid in early 2023, but no bids were received. Finally, the project scope and design was revised to combine what was originally planned as two separate phases of work. When the project went out to bid again in the winter of 2024, bids were received, and a contractor was selected. The accessibility improvements were completed in PY 2024, and the pool was reopened to the public on June 14, 2025. The project is nearing completion, with final items such as the waterslide installation still pending. Completion is anticipated in PY 2025; accomplishments will be entered upon project completion.
The 2024 Action Plan included a project for the development of affordable rental housing to provide funding assistance to developers of rental housing affordable to low-income households. The purpose of this NOFA would be to obtain proposals for the acquisition of property to be used for the future development of affordable housing. The intent of this Notice of Funding Availability (NOFA) was to solicit proposals for the acquisition of property designated for future affordable housing development.
However, due to staff transitions and the timing of funding availability, the NOFA was not released before the close of the program year. The City now plans to issue this NOFA in PY 2025. As a result of these experiences, the City will take additional steps to anticipate and address potential timing challenges with similar projects in the future.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
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CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
Assisted residents to apply for, or attend community college or a four year educational institution.
Assisted residents to apply for, or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
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Other.
Table 9 – Qualitative Efforts - Number of Activities by Program
Narrative
Section 3 is a provision of the Housing and Urban Development Act of 1968. The purpose of Section 3 is to ensure that employment and other economic opportunities generated by CDBG funds shall, to the greatest extent feasible, and consistent with existing Federal, State, and local laws and regulations, be directed to low- and very low-income persons, particularly those who are recipients of government assistance for housing, in addition to business concerns which provide economic opportunities to low- and very low-income persons.
One capital improvements project slated to be completed within the 2024 PY was an ADA improvements project to Johnson Pool. As outlined in CR-45, the project faced delays primarily due to challenges in securing bids and managing budget constraints. Section 3 requirements and information were detailed in the bid advertisement and bid documents, in the contract, and communicated during the pre- construction meeting. Certification forms and relevant information regarding efforts has been provided to those working on the project. The City is actively collaborating with the contractor and subcontractors to ensure compliance with Section 3 throughout the duration of the project. Section 3 labor hours and applicable efforts will be reported on once accomplishments are reported.