Agenda packet — Santa Ana City Council, June 3, 2025 (part 5 of 12)

Transportation Commission (CTC) (Exhibit 1). Each proposed RMRA-funded project must be specifically identified and differentiated from other gas tax funding programs.

For fiscal year 2025-26, the City is estimated to receive RMRA funding in the amount of $8,154,314. The City must submit a proposed fiscal year 25-26 RMRA projects list to the CTC, and as required, provide updates on RMRA funded project progress. The proposed fiscal year 2025-26 projects list must include a project description, specific location, proposed schedule for its completion, and the project’s estimated useful life.

The proposed RMRA funded projects have been incorporated in the proposed fiscal year 2025-26 Capital Improvement Program Budget (Exhibit 2). The proposed projects for fiscal year 2025-26 were identified by the City’s Pavement Management Program as high priority to maintain Santa Ana’s Pavement Condition Index (PCI) citywide. Staff recommends that the City Council adopt a resolution recognizing the proposed fiscal year 2025-26 RMRA funded project list.

Euclid Street
The City’s proposed fiscal year 2025-26 capital improvement program includes $4.8M RMRA funds for Euclid Street improvements. These RMRA funds were received and Euclid Street listed as a project in prior fiscal year reports to the CTC and is therefore not included in this proposed fiscal year 25-26 list. To supplement local funding for Euclid Street and to deliver a complete corridor project, PWA staff has submitted grant funding applications through the Southern California Association of Governments (SCAG) for the Federal Fiscal Year 2026-27 and Federal Fiscal Year 2027-28 Surface Transportation Block Grant (STBG) program and the Congestion Mitigation and Air Quality improvement program (CMAQ). Furthermore, PWA staff will be submitting a grant application for the Federal Safe Streets for All program due June 26, 2025 and, if successful, will return to Council for acceptance of awards.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with the action.

FISCAL IMPACT
Pursuant to the California Transportation Commission’s Annual Reporting Guidelines for Local Streets and Roads Funding, Staff has identified 11 projects to be funded with anticipated fiscal year 2025-26 RMRA revenues of $8,154,314.

FY25-26 CIP - SB1 Road Repair and Accountability Act Project List PROJECT LOCATION Funding
17th Street Rehabilitation
(Reconstruction of existing
pavement and replacement of
curbs, gutters and sidewalks)
Cabrillo Park Drive to East City Limit $411,837
17th Street Rehabilitation
(Reconstruction of existing
Grand Avenue to Cabrillo Park Drive $834,500
City Council 21 – 2 6/3/2025
SB1 FY 2025-26 Projects List
June 3, 2025

Page 3 ends

pavement and replacement of
curbs, gutters and sidewalks)
Broadway Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
17th Street to MainPlace Drive $307,700
Broadway Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
Bishop Street to 1st Street $135,300
Civic Center Drive Rehabilitation
(Replacement of existing asphalt
pavement with concrete
pavement)
Minter Street to Santiago Street $742,000
Dyer Road Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
Main Street to Grand Avenue $595,100
Grand Avenue Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
1 st Street to Santa Ana Boulevard $297,300
MacArthur Boulevard
Rehabilitation (Reconstruction of
existing pavement and
replacement of damaged curbs,
gutters and sidewalks)
Harbor Boulevard to Fairview Street $441,300
Main Street Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
Edgewood Road to Memory Lane $274,200
Raitt Street Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
Civic Center Drive to Washington
Avenue
$2,646,077
Raitt Street Rehabilitation
(Reconstruction of existing
pavement and replacement of
damaged curbs, gutters and
sidewalks)
McFadden Avenue to 1st Street $1,469,000
Total: $8,154,314
City Council 21 – 3 6/3/2025
SB1 FY 2025-26 Projects List
June 3, 2025

Page 4 ends

EXHIBIT(S)

1. Resolution and Proposed List of Projects for FY 2025-26

2. FY 2025-26 RMRA CIP Project Worksheet
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Alvaro Nuñez, City Manager
City Council 21 – 4 6/3/2025
Resolution No. 2025-XXX

Page 1 of 4 ends

RESOLUTION NO. 2025-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SANTA ANA ADOPTING A LIST OF PROJECTS TO BE
FUNDED BY FISCAL YEAR 2025-26 FUNDED BY SB 1: THE
ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS:

Section 1. The City Council of the City of Santa Ana hereby finds, determines and declares as follows:

A. Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017, was passed by the Legislature and signed into law by the Governor in April 2017 in order to address the significant multi-modal transportation funding shortfalls statewide.

B. SB 1 includes accountability and transparency provisions that will ensure the residents of the City of Santa Ana are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year.

C. The City of Santa Ana must establish a list of all projects to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement.

D. The City will receive an estimated $8,154,314 in RMRA funding in Fiscal Year 2025-26 from SB 1.

E. This is the ninth year in which the City of Santa Ana is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1.

F. The City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the priorities of the community for transportation investment.

G. The funding from SB 1 will help the City maintain and rehabilitate eleven streets/roads throughout the City this year and future streets/roads rehabilitations, bridge projects, and active transportation projects in the future.

H. The 2023 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in good condition and this revenue will help us EXHIBIT 1
City Council 21 – 5 6/3/2025
Resolution No. 2025-XXX

Page 2 of 4 ends

maintain the overall quality of our road system and over the next decade will allow us the opportunity to enhance our overall streets and roads condition.

I. The SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance, safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

Section 2. The City of Santa Ana adopts the following list of newly proposed projects to be funded in-part or solely with Road Maintenance and Rehabilitation Account (RMRA) revenues for Fiscal Year 2025-26.

Project Name Location Description Proposed
Project
Start date
Proposed
Project
Completion
date
Estimated
Useful
Life
17th Street Cabrillo Park Drive to East City
Limit
Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
17th Street Grand Avenue to Cabrillo Park
Drive
Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Broadway 17th Street to MainPlace Drive Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Broadway Bishop Street to 1st Street Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Dyer Road Main Street to Grand Avenue Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Grand Avenue 1st Street to Santa Ana Boulevard Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
EXHIBIT 1
City Council 21 – 6 6/3/2025
Resolution No. 2025-XXX

Page 3 of 4 ends

MacArthur
Boulevard
Harbor Boulevard to Fairview
Street
Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Main Street Edgewood Road to Memory Lane Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Raitt Street Civic Center Drive to Washington
Avenue
Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Section 3. The following previously proposed and adopted project may also utilize Fiscal Year 2025-26 Road Maintenance and Rehabilitation Account revenues in its delivery. With the relisting of this project in the adopted fiscal year resolution, the City is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:

Project Name Location Description Proposed
Project
Start date
Proposed
Project
Completion
date
Estimated
Useful
Life
Civic Center Minter Street to Santiago Street Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Raitt Street McFadden Avenue to First Street
(Previously McFadden Avenue to
Civic Center Drive)
Road
Rehabilitation -
Grind/Overlay
with associated
concrete work.
7/1/25 12/31/26 20 years
Section 4. This Resolution shall take effect immediately upon its adoption by the City Council, and the City Clerk shall attest to and certify the vote adopting this Resolution.

EXHIBIT 1
City Council 21 – 7 6/3/2025
Resolution No. 2025-XXX

Page 4 of 4 ends

ADOPTED this 3rd day of June, 2025.

Valerie Amezcua
Mayor
APPROVED AS TO FORM:

Sonia R. Carvalho, City Attorney
By:

Kyle Nellesen
Assistant City Attorney
AYES: Councilmembers
NOES: Councilmembers
ABSTAIN: Councilmembers
NOT PRESENT: Councilmembers _

CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, Jennifer L. Hall, City Clerk, do hereby certify the attached Resolution No. 2025 -_____ to be the original resolution adopted by the City Council of the City of Santa Ana on June 3, 2025.

Date:

City Clerk
City of Santa Ana
EXHIBIT 1
City Council 21 – 8 6/3/2025
PROJECT TITLE:
17th St Rehab: Gabri/lo Park to City
Limit
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
AGENCY:

Public Works
,_._ "
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CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps along 17th Street between Gabri/lo Park Drive and City Limit.

PROJECT COSTS
Engineering
TOTAL

SOURCE OF FUNDS
RMRASB1
TOTAL
FY 25/26 ---- FY 26/27
411,837 ----
411,837
FY 25/26 ---- FY 26/27
411,837 ----
411,837
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

This segment of roadway has been identified as a high priority by the City's Pavement Management System. The pavement is deteriorating due to the weather, age, and heavy usage. Some of the adjacent curbs, gutters, driveway approaches, curb ramps, and sidewalks are also in various states of disrepair and require replacement.

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Jason Gabriel, Principal Civil Engineer DATE:
17-Apr-2025
12 EXHIBIT 2
City Council 21 – 9 6/3/2025
PROJECT TITLE:
17th St Rehab: Grand to Gabri/lo
Park
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation
LOCATION MAP �
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AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

PROJECT COSTS FY 25/26 FY 26/27
Engineering 834,500
TOTAL 834,500
SOURCE OF FUNDS FY 25/26 FY 26/27
RMRASB1 834,500
TOTAL 834,500
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Jason Gabriel, Principal Civil Engineer DATE:
17-Apr-2025
1 EXHIBIT 2
City Council 21 – 10 6/3/2025
PROJECT TITLE:

Broadway St Rehab: 17th to
Main place
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps along Broadway Street between 17th Street and Mainplace Drive.

PROJECT COSTS FY 25/26 FY 26/27
Engineering 307,700
TOTAL 307,700
SOURCE OF FUNDS FY 25/26 FY 26/27
RMRASB1 307,700
TOTAL 307,700
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Alex Bangean, Senior Civil Engineer
DATE:
17-Apr-2025
2 EXHIBIT 2
City Council 21 – 11 6/3/2025
PROJECT TITLE:

Broadway St Rehab: Bishop to 1st
St
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
-:::

AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps along Broadway Street between Bishop Street and 1st Street.

PROJECT COSTS FY 25/26 FY 26/27
Engineering 135,300
TOTAL 135,300
SOURCE OF FUNDS FY 25/26 FY 26/27
RMRASB1 135,300
TOTAL 135,300
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Alex Bangean, Senior Civil Engineer
DATE:
17-Apr-2025
3 EXHIBIT 2
City Council 21 – 12 6/3/2025
PROJECT TITLE:

Civic Center Rehab: Minter to
Santiago
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
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AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Replacement of existing asphalt roundabout intersection pavement with Portland cement concrete pavement and AC pavement
rehabilitation along Civic Center Drive between Minter Street and Santiago Street.

PROJECT COSTS FY 25/26 FY 26/27
Engineering 742,000
TOTAL 742,000
SOURCE OF FUNDS FY 25/26 FY 26/27

GENERAL FUND
RMRASB1 742,000
TOTAL 742,000
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Marc Canta, Senior Civil Engineer
DATE:
17-Apr-2025
4 EXHIBIT 2
City Council 21 – 13 6/3/2025
PROJECT TITLE:

Dyer Rd Rehab: Main to Grand
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation
- �
LOCATION MAP �
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AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

PROJECT COSTS FY 25/26 FY 26/27
Construction
Engineering 595,100
TOTAL 595,100
SOURCE OF FUNDS FY 25/26 FY 26/27
RMRASB1 595,100
TOTAL 595,100
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

The City's Pavement Management Program (PMP) has been
developed to prioritize and recommend the most cost-effective roadway repairs, and maximize the return from available funding for street pavement. This segment of Dyer Road pavement rehabilitation is identified as a high priority in the PMP.

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Gilbert Castillo, Senior Engineer
DATE:
17-Apr-2025
5 EXHIBIT 2
City Council 21 – 14 6/3/2025
PROJECT TITLE:

Grand Ave Rehab: 1st to Santa Ana
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation
LOCATION MAP �
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�"
•
'•,�-:: \
\
AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps along Grand Avenue between 1st Street and Santa Ana Boulevard.

PROJECT COSTS FY 25/26 FY 26/27
Construction 2,675,000
Engineering 297,300
TOTAL 2,972,300
SOURCE OF FUNDS FY 25/26 FY 26/27
GAS TAX 2,675,000
RMRA SB1 297,300
TOTAL 2,972,300
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Alex Bangean, Senior Civil Engineer
DATE:
17-Apr-2025
6 EXHIBIT 2
City Council 21 – 15 6/3/2025
PROJECT TITLE:

MacArthur Blvd Rehab: Harbor to
Fairview
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation
LOCATION MAP �
AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps within along MacArthur Boulevard between Harbor Boulevard and Fairview Street.

PROJECT COSTS FY 25/26 FY 26/27
Construction 4,086,388
Engineering 326,912
TOTAL 4,413,300
SOURCE OF FUNDS FY 25/26 FY 26/27
GAS TAX 3,972,000
RMRA SB1 441,300
TOTAL 4,413,300
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Gilbert Castillo, Senior Engineer
DATE:
17-Apr-2025
7 EXHIBIT 2
City Council 21 – 16 6/3/2025
PROJECT TITLE:

Main St Rehab: Edgewood to
Memory Lane
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
............

AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps within along Main between Edgewood and Memory Lane.

PROJECT COSTS FY 25/26 FY 26/27
Engineering 274,200
TOTAL 274,200
SOURCE OF FUNDS FY 25/26 FY 26/27
RMRASB1 274,200
TOTAL 274,200
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Jason Gabriel, Principal Civil Engineer DATE:
17-Apr-2025
8 EXHIBIT 2
City Council 21 – 17 6/3/2025
PROJECT TITLE:

Raitt St Rehab: Civic Center to
Washington
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction of existing Portland cement concrete pavement and replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps, signing and striping along Raitt Street between Civic Center Drive and Washington Avenue.

PROJECT COSTS FY 25/26
Construction 2,646,077
TOT AL 2,646,077
SOURCE OF FUNDS FY 25/26
RMRA S81 2,646,077
TOT AL 2,646,077
FY 26/27
----
FY 26/27
----
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

The City's Pavement Management Program has been developed to identify total deferred maintenance requirements for the City's arterial network and to move toward preventative maintenance. As one of the City's arterial streets, Raitt Street pavement rehabilitation is identified as a high priority in the Pavement Management Program.

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Marc Canta, Senior Civil Engineer
DATE:
17-Apr-2025
9 EXHIBIT 2
City Council 21 – 18 6/3/2025
PROJECT TITLE:

Raitt St Rehab: McFadden to 1st
PROJECT CATEGORY:

Street Improvements
Arterial Street Rehabilitation

LOCATION MAP
AGENCY:

Public Works
CITY OF SANTA ANA FY 25/26CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Reconstruction/resurfacing of existing pavement and
replacement/installation of missing or damaged, curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps, addition of bike lanes, signing and striping, and landscaping and irrigation along Raitt Street between McFadden Avenue and 1st Street.

PROJECT COSTS FY 25/26 FY 26/27
Construction 1,869,000
TOTAL 1,869,000
SOURCE OF FUNDS FY 25/26 FY 26/27
GENERAL FUND 400,000
RMRASB1 1,469,000
TOTAL 1,869,000
FY 27/28
FY 27/28
DIVISION: CONTACT:

PROJECT NEED:

FY 28/29 FY 29/30 FY 30/31 FY 31/32
FY 28/29 FY 29/30 FY 30/31 FY 31/32
GIP Engineering Marc Canta, Senior Civil Engineer
DATE:
17-Apr-2025
10 EXHIBIT 2
City Council 21 – 19 6/3/2025
City Manager’s Office
www.santa-ana.org/cm
Item # 22
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
June 3, 2025
TOPIC: Ordinance Adding Article XII Entitled Disclosure of Certain Enforcement Actions to Chapter 2 of the Santa Ana Municipal Code Requiring Disclosure of Federal Election Commission and California Fair Political Practices Commission Enforcement Actions

AGENDA TITLE
Second Reading and Adoption - Ordinance Adding Article XII Entitled Disclosure of Certain Enforcement Actions to Chapter 2 of the Santa Ana Municipal Code Requiring Disclosure of Federal Election Commission and California Fair Political Practices Commission Enforcement Actions
First reading conducted at the May 20, 2025 City Council meeting and approved by vote of 6-1. Legal notice published in the OC Reporter on May 23, 2025.

RECOMMENDED ACTION
Conduct a second reading and adopt an Ordinance adding Article XII entitled Disclosure of Certain Enforcement Actions to Chapter 2 of the Santa Ana Municipal Code requiring disclosure of Federal Election Commission and California Fair Political Practices Commission enforcement actions:

ORDINANCE NO. NS-3080 entitled AN ORDINANCE OF THE CITY COUNCIL OF THE

CITY OF SANTA ANA ADDING ARTICLE XII ENTITLED DISCLOSURE OF CERTAIN ENFORCEMENT ACTIONS TO CHAPTER 2 OF THE SANTA ANA MUNICIPAL CODE

REQUIRING DISCLOSURE OF FEDERAL ELECTION COMMISSION AND

CALIFORNIA FAIR POLITICAL PRACTICES COMMISSION ENFORCEMENT

ACTIONS FOR CERTAIN LICENCES, PERMITS OR OTHER ENTITLEMENTS FOR USE
GOVERNMENT CODE §84308 APPLIES: No

DISCUSSION
At the May 20, 2025 meeting, the City Council conducted a first reading of an ordinance that requires that any party or participant involved in the application for a license, permit, or entitlement for use disclose final enforcement actions taken by the Federal Election City Council 22 – 1 6/3/2025
Ordinance Adding Article XII Entitled Disclosure of Certain Enforcement Actions to Chapter 2 of the Santa Ana Municipal Code Requiring Disclosure of Federal Election Commission and California Fair Political Practices Commission Enforcement Actions June 3, 2025

Page 2 ends

Commission (FEC) or the California Fair Political Practices Commission (FPPC). The ordinance, approved 6-1 (Councilmember Lopez dissenting), requires a second reading.

The following change to the ordinance was made by the City Council:

Section 2-921-(a) was revised to change “involving” to “against.” A copy of the ordinance for second reading is attached to this report as Exhibit 1.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
The implementation of this ordinance is expected to have minimal fiscal impact. The primary costs will be associated with notifying applicants and ensuring compliance. City staff will need to review applications for the required disclosures and may need to make minor updates to public notices and staff reports. The ordinance does not require significant new infrastructure or resources.

EXHIBIT(S)

1. Ordinance Requiring Disclosure of Federal Election Commission and California Fair Political Practices Commission Enforcement Actions Submitted By: Sylvia Vazquez, Deputy City Manager
Approved By: Alvaro Nuñez, City Manager
City Council 22 – 2 6/3/2025
Ordinance No. NS-XXX

Page 1 of 3 ends

ORDINANCE NO. NS-XXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

SANTA ANA ADDING ARTICLE XII ENTITLED

DISCLOSURE OF CERTAIN ENFORCEMENT ACTIONS TO
CHAPTER 2 OF THE SANTA ANA MUNICIPAL CODE

REQUIRING DISCLOSURE OF FEDERAL ELECTION

COMMISSION AND CALIFORNIA FAIR POLITICAL

PRACTICES COMMISSION ENFORCEMENT ACTIONS

FOR CERTAIN LICENCES, PERMITS OR OTHER

ENTITLEMENTS FOR USE

THE CITY COUNCIL OF THE CITY OF SANTA ANA DOES ORDAIN AS FOLLOWS:

Section 1. Article XII entitled “Disclosure of Certain Enforcement Actions” is added to Chapter 2 of the Santa Ana Municipal Code starting with Section 2-920 as follows:

ARTICLE XII. – DISCLOSURE OF CERTAIN ENFORCEMENT ACTIONS Sec. 2-920. -Definitions.
(a) “Party” shall have the same meaning as that set forth in California Government Code Section 84308(a)(1) and as periodically amended. (b) “Participant” shall have the same meaning as that set forth in California Government Code Section 84308(a)(2) and as periodically amended. (c) “License, permit or other entitlement for use” shall have the same meaning as that set forth in California Government Code Section 84308(a)(5)(A) and as periodically amended.
(d) “Final enforcement action” shall mean that the California Fair Political Practices Commission and/or Federal Election Commission has issued a warning letter, advisory letter, administrative penalty and/or fine.

Section 2. Section 2-921 shall be added to Article XII of Chapter 2 of the Santa Ana Municipal Code to read as follows:

Sec. 2-921. – Disclosure of Federal Election Commission and California Fair Political Practices Commission Enforcement Actions Required.
(a) Every party or participant in a proceeding involving a license, permit or other entitlement for use shall disclose any final enforcement action taken by the City Council 22 – 3 6/3/2025
Ordinance No. NS-XXX

Page 2 of 3 ends

Federal Election Commission or the California Fair Political Practices Commission against the party or participant in the last ten (10) years and shall include the enforcement action case number, date of final enforcement action, and nature of final enforcement action taken.
(b) Said disclosure shall be made in writing as part of the application process at the time the party applies for any license, permit or other entitlement for use. (c) Said disclosure shall be included as part of any public notice provided and set forth in any staff report for any public meeting pursuant to the Brown Act (California Government Code section 54950 et seq.) involving the party’s application for license, permit or other entitlement for use. (d) Said disclosure shall be made orally by any participant during public comment at any public meeting pursuant to the Brown Act (California Government Code section 54950 et seq.).

Section 3. Section 2-922 shall be added to Article XII, of Chapter 2 of the Santa Ana Municipal Code as follows:

Sec. 2-922.- Penalty for violation.
(a) Every violation of this article may be charged as either a misdemeanor or as an infraction in the discretion of the citing officer or city attorney and, upon conviction thereof, shall be punishable as provided for in section 1-8 of this Code. (b) Use of criminal enforcement and/or administrative citations shall not prevent or preclude the city from seeking all other legal remedies available in court for violations of this article.

Section 4. If any section, subsection, sentence, clause, phrase or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Santa Ana hereby declares that it would have adopted this ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.

Section 5. This Ordinance shall become effective thirty (30) days after its adoption.

Section 6. The City Clerk shall certify the adoption of this Ordinance and shall cause the same to be published as required by law.

ADOPTED this day of June, 2025.
_______________________
Valerie Amezcua
Mayor
City Council 22 – 4 6/3/2025
Ordinance No. NS-XXX

Page 3 of 3 ends

APPROVED AS TO FORM:

Sonia R. Carvalho, City Attorney
By: ____________________________
Laura A. Rossini
Chief Assistant City Attorney
AYES: Councilmembers
NOES: Councilmembers
ABSTAIN: Councilmembers
ABSENT: Councilmembers

CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, JENNIFER L. HALL, City Clerk, do hereby attest to and certify the attached Ordinance No. NS-XXXXXX to be the original ordinance adopted by the City Council of the City of Santa Ana on , 2025.

Date: _________________ _______________________
Jennifer L. Hall
City Clerk
City of Santa Ana
City Council 22 – 5 6/3/2025
Community Development Agency
www.santa-ana.org/community-development
Item # 23
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
June 3, 2025
TOPIC: Fiscal Year 2025-29 Five-Year Consolidated Plan and Fiscal Year 2025-26 Annual Action Plan for CDBG, HOME, and ESG Programs

AGENDA TITLE
Public Hearing – Approve the Fiscal Year 2025-29 Five-Year Consolidated Plan, Fiscal Year 2025-26 Annual Action Plan and Budgets for the Community Development Block Grant, HOME Investment Partnerships Grant, and Emergency Solutions Grant for Submission to the U.S. Department of Housing and Urban Development; and Receive and File the Fiscal Year 2025-29 Regional Assessment of Fair Housing.

Published in the OC Register, La Opinion, and Nguoi Viet on April 28, 2025.

RECOMMENDED ACTION

1. Approve the Fiscal Year 2025-29 Five-Year Consolidated Plan and Fiscal Year 2025-26 Annual Action Plan for submission to the U.S. Department of Housing and Urban Development.

2. Approve the Fiscal Year 2025-26 budgets for the Community Development Block Grant Program in the total amount of $4,366,478, HOME Investment Partnerships grant in the amount of $1,159,062, and Emergency Solutions Grant in the amount of $377,330.

3. Authorize the City Manager to prepare and approve funding agreements and/or memorandums of understanding with various city departments and nonprofit public service providers awarded funds as part of the approved budget for the Community Development Block Grant program and the Emergency Solutions Grant program for a term beginning July 1, 2025 through June 30, 2026.

4. Receive and file the Fiscal Year 2025-29 Regional Assessment of Fair Housing.

GOVERNMENT CODE §84308 APPLIES: Yes

DISCUSSION
Every five years, the City of Santa Ana (City) must submit a Five-Year Consolidated Plan to the United States Department of Housing and Urban Development (HUD) to receive federal funding for the Community Development Block Grant (CDBG), the HOME Investment Partnerships (HOME), and the Emergency Solutions Grants (ESG) City Council 23 – 1 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 2 ends

programs. These federal funds provide for the development of affordable housing, street improvements, park and public facilities improvements, economic development, code enforcement, nonprofit public services, the expansion and retention of businesses, and for the delivery of services for individuals experiencing homelessness. In general, the Five-Year Consolidated Plan describes how the City will invest and allocate these limited federal funds for and on behalf of the community. The Five-Year Consolidated Plan covers the five-year period from July 1, 2025 to June 30, 2029. It also includes the first Annual Action Plan for the one-year period from July 1, 2025 through June 30, 2026 (e.g. it includes the Annual Plan for the first year of the Five-Year Plan). These two planning documents are described in detail below.

Fiscal Year 2025-29 Five-Year Consolidated Plan
The Fiscal Year 2025-29 Five-Year Consolidated Plan is the City of Santa Ana’s Strategic Plan for the investment of annual allocations of CDBG, HOME, and ESG funds from HUD during the five-year period covered by the Consolidated Plan beginning July 1, 2025 and ending June 30, 2029 (Exhibit 1). The Five-Year Consolidated Plan (Plan) outlines the overall strategy that the City intends to carry out over the next five years and identifies the objectives and outcomes to be accomplished with that strategy. In consideration of limited grant resources, the Strategic Plan within the Consolidated Plan outlines the areas and population segments with the greatest level of need for a particular program or activity and intends to invest grant resources in high leverage opportunities where data suggests that the City will be able to maximize the impact of every dollar. The Strategic Plan identifies the City’s priority needs, including the rationale for establishing allocation priorities, and specific measurable goals to be addressed during the five-year period covered by the Consolidated Plan through activities to be implemented as part of the five Annual Action Plans using CDBG, HOME, and ESG Program funds.

The Consolidated Plan also contains a Needs Assessment and Market Analysis that provide insight into the different levels of need in the community and the market in which grant-funded programs will be implemented. The Needs Assessment incorporates national data from the 2020 American Community Survey 5-Year Estimates, the 2016-2020 Comprehensive Housing Affordability Strategy (CHAS), and the 2023 and 2024 Point-In-Time (PIT) Homeless Counts in addition to data sets from HUD, the State of California, and local/regional data. Based on the Needs Assessment and Market Analysis, the Strategic Plan identifies six high priority needs to be addressed using the City’s CDBG, HOME, and ESG Program funds. The six priority needs for the City include:
• Expand the supply of affordable housing
• Preserve the supply of affordable housing
• Access to and supply of public services
• Increase access to and supply of homeless services and facilities • Promote economic opportunity
City Council 23 – 2 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 3 ends

• Improve City public facilities and infrastructure
The City of Santa Ana anticipates that it will continue to receive CDBG, HOME, and ESG funding during the duration of this Consolidated Plan cycle. When accounting for program income and prior year resources, the City anticipates that it will have the following funding to target to its strategic goals and priorities over the next five years (page 97):

Program Allocation
CDBG $20,950,890
HOME $5,795,310
ESG $1,886,650
TOTAL $28,632,850
The summary of goals to be achieved through the Strategic Plan is provided in a table on page 104 of the Consolidated Plan. The goals are aspirational in nature and subject to adjustment dependent on funding from HUD, city resources, and staff capacity. Staff reports out on our progress to achieve the goals each year through the Consolidated Annual Performance and Evaluation Report submitted to City Council after every fiscal year.

Fiscal Year 2025-26 Annual Action Plan
The Consolidated Plan includes the first of five Annual Action Plans during the five-year period covered by the Consolidated Plan. As part of this five-year strategic planning process, the City is required to submit an Annual Action Plan each year that describes how the City will achieve the goals stated in the Five-Year Consolidated Plan. This document establishes a one-year investment plan that outlines the intended use of resources in the forthcoming fiscal year. The proposed Annual Action Plan covers Fiscal Year (FY) 2025–26 and seeks to allocate funding where programs and resources will have the maximum positive impact (Exhibit 1).

The Annual Action Plan describes the planned use of the City’s federal entitlement grants specifically for FY 2025-26. For FY 2025-26, the City will receive $4,190,178 in CDBG program funds and $176,300 in prior years resources, $1,159,062 in HOME program funds, and $377,330 in ESG program funds from HUD:

Program Allocation
CDBG $4,366,478
HOME $1,159,062
ESG $377,330
TOTAL $5,902,870
City Council 23 – 3 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 4 ends

The various projects and programs covered under the FY 2025-26 Annual Action Plan are designed to serve low-income residents. The FY 2025-26 Annual Action Plan includes the program budgets described in detail below for the CDBG, HOME, and ESG programs respectively.

Community Development Block Grant Program Budget
The Community Development Block Grant (CDBG) program provides funds to improve low and moderate-income neighborhoods, eliminate blight, and create a more stable economic base. These funds may be used for a diverse range of programs, including affordable housing, street improvements, park and public facilities improvements, economic development, code enforcement, and public services. The City’s CDBG allocation for FY 2025-26, is $4,190,178.

The proposed FY 2025-26 CDBG Program Funding Plan consists of the Community Development Commission funding recommendations for nonprofit public service programs from 2024 and staff’s funding recommendations this year for administration and planning, code enforcement, city capital improvements, and housing. The CDBG Program Funding Plan can be summarized in two general categories: 1) Capital Projects/CDBG Program Funding Plan; and 2) Public Services. A summary of the process and allocation for the FY 2025-26 CDBG Program is provided below for both general categories.

Capital Projects/CDBG Program Funding Plan
The FY 2025-26 CDBG Program Funding Plan includes the funding allocations for administration and planning, code enforcement in low and moderate-income areas of the city to address health and safety violations, economic development to provide small business grants, nonprofit public services, city capital improvement projects, and single-family rehabilitation grants (Exhibit 2).

The CDBG allowable cap of 20% for administration and fair housing services is $838,035 for FY 2025-26. Administration is necessary for staffing, compliance, reporting, fiscal management, studies, and monitoring of the entire program. Fair housing is necessary due to CDBG requirements that the City affirmatively further fair housing.

Two new city capital improvement projects are recommended for funding for a total of $591,955, which includes $415,655 for Cedar Street Improvements and $176,300 for the Bristol-Tolliver Street Urban Greening Project.

The proposed programs and capital improvement projects have been determined to be of highest priority and need by the Executive Directors of the Parks, Recreation, and Community Services Agency, Public Works Agency, and Community Development Agency. These determinations come subsequent to the City's internal application process, ensuring a thorough assessment and alignment with overarching objectives.

City Council 23 – 4 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 5 ends

FY 2025-26 CDBG Program Budget
General Activity Funding Amount
CDBG Program Administration and Fair Housing $838,035
Code Enforcement - Enforcement of Housing and Municipal Building Codes $825,000 Economic Development $100,000
Non-Profit Public Services $628,527
City Capital Improvements $591,955
Housing $1,382,961
TOTAL $4,366,478
City Department / Division 2025-26
Award
Community Development Agency - Administration of the CDBG Program.

Proposed funding amount calculated based on 20% administrative cap less Fair Housing amount. $768,036
Orange County Fair Housing Council Inc. – Provides fair housing education, landlord tenant counseling, and enforcement services to combat housing discrimination and city administrative support for the residents of the City of Santa Ana. A commitment to further fair housing is a requirement of CDBG funding. $70,000 Code Enforcement – Community Preservation Services $825,000 Economic Development - New Business Start-Up/Micro Enterprise Grants $100,000 Public Works Agency – Cedar Street Improvements, Bristol-Tolliver Street Urban Greening Project $591,955
Housing – To address rehabilitation of single-family housing with Habitat for Humanity of Orange County (Citywide) $500,000
Housing – To provide down payment assistance (Citywide) $882,961 TOTAL $3,737,952
Nonprofit Public Services
A maximum of 15% of the Community Development Block Grant (CDBG) funding for FY 2025-29 ($628,527) is allocated for nonprofit public services. For the fiscal years 2024- 2025 and 2025-26, the City agreed to provide the entire estimated public service allocation to nonprofit organizations for programs with an emphasis on crime prevention, intervention, and suppression for children, youth, and families, economic development, tenant services assistance and programs, health services, and senior services (Exhibit 3).

On May 7, 2024, the City Council authorized the City Manager to execute agreements with nonprofit organizations awarded funds as part of the approved CDBG Program for a two-year term beginning July 1, 2024 through June 30, 2026. Therefore, funding for City Council 23 – 5 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 6 ends

Public Services approved for FY 2024-2025 are being renewed for FY 2025-26 at the same proportional award amount with an average 6% decrease due to a funding decrease from HUD.

Public Service Organizations 2025-26
Award
AIDS Services Foundation of OC dba Radiant Health Centers – HIV Care Services $34,860
America on Track – Brighter Futures for Children of Prisoners $34,860 Community Health Initiative Orange County – Community Health Access Program $34,860
Community Legal Aid SoCal – Domestic Violence Prevention Project $34,860 Delhi Center – Teens Engaged in Learning and Leadership $62,053 Girl’s Inc. of Orange County – StrongHer Together $34,860 Human Options – Assisting Domestic Violence Victims $34,860 Lutheran Social Services of Southern California – Victims Intervention Program $34,860
MOMs OC – Maternal Child Health Coordination Program $34,860 Nati's House (dba Neutral Ground) – Summer Night Lights $34,860 Orange County Children's Therapeutic Arts Center –Neighborhood Crime Prevention & Intervention Program $34,860
Project Hope Alliance – On Site Case Management Program $43,574 StandUp for Kids - On Campus Mentoring for Homeless Youth $34,860 Straight Talk Clinic, Inc. – Crisis Intervention and Comprehensive Mental Health Services for Low-Income Santa Ana Residents $34,860
Templo Calvario – Legado Academy $34,860
United Cerebral Palsy Association of OC dba Unlimited Possibilities – Safety Net Fund $34,860
WISEPlace – Steps to Independence $34,860
TOTAL $628,527
HOME Investment Partnerships Grant Program Budget
The HOME Investment Partnerships (HOME) program provides funds for a wide range of housing-related activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership, or providing direct tenant-based rental assistance to low-income residents. The program’s flexibility allows HOME funds to be used for grants, direct loans, loan guarantees or other forms of credit enhancements, or tenant-based rental assistance or security deposits.

City Council 23 – 6 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 7 ends

At least 15% of HOME funds must be set aside for specific activities to be undertaken by a special type of nonprofit called a Community Housing Development Organization (CHDO). A CHDO is a private nonprofit, community-based organization that has staff with the capacity to develop affordable housing for the community it serves. In order to qualify for designation as a CHDO, the organization must meet certain requirements pertaining to their legal status, organizational structure, and capacity and experience.

The City’s HOME allocation for FY 2025-26 is $1,159,062. In this Annual Action Plan, funds are proposed for program administration, the required set-aside for CHDOs, and funds for affordable housing development and rehabilitation.

FY 2025-26 HOME Program Budget
General Activity Funding Amount
HOME Program Administration $115,906
HOME CHDO Set-Aside $173,859
Affordable Housing Development and Rehabilitation $869,296 TOTAL $1,159,061
The FY 2025-26 HOME Program Funding Plan is not attached as an exhibit because the funding plan is described in the table above.

Emergency Solutions Grant
The Emergency Solutions Grants (ESG) program provides funds to assist both sheltered and unsheltered homeless individuals, as well as those on the brink of homelessness, enabling them to swiftly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. Recipients of ESG funding in Orange County include the following entitlement jurisdictions: the County of Orange, City of Anaheim, City of Irvine, City of Santa Ana, and City of Garden Grove.

Collectively, this group is referred to as the Orange County ESG Collaborative that was formed over ten years ago.

The City's ESG allocation for FY 2025-26 is $377,330. The proposed FY 2025-26 ESG Program Funding Plan includes a list of homeless service providers recommended for funding for FY 2025-26 (Exhibit 4). These funding recommendations are based upon applications received during the 2019 RFP process, taking into account performance metrics and current needs as identified by staff. The budget below is broken down by category to provide more detail on funds allocated to eligible ESG activities:

FY 2025-26 ESG Program Budget
General Activity Funding Amount
ESG Program Administration $28,300
Emergency Shelter & Outreach $176,885
City Council 23 – 7 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 8 ends

Housing Relocation & Stabilization Services $114,000
Homeless Management Information System $58,146
TOTAL $377,331

Outreach and Engagement
To develop the 2025-29 Five-Year Consolidated Plan and 2025-26 Annual Action Plan, in accordance with the City’s adopted Citizen Participation Plan, staff conducted extensive outreach and engagement to the community for three months from October 2024 to December 2024 through surveys, community meetings, and public hearings.

Efforts were made to encourage participation by low- and moderate-income persons, particularly those living in slum and blighted areas and in areas where HUD funds are proposed to be used, and by residents of predominantly low- and moderate-income neighborhoods. The City also made efforts to encourage the participation of minorities and non-English speaking persons, as well as persons with disabilities. The consultation process included representatives of the Continuum of Care, Santa Ana Housing Authority, and other specified groups who completed surveys, provided local data, and assisted the City to ensure practical coordination of strategies to maximize impact and to avoid duplication of effort.

To foster meaningful engagement and gather comprehensive input, staff created two surveys, distributed flyers, and held 13 community meetings. For the two surveys, first a Community Needs Survey was made available in electronic and hard copy in English, Spanish, and Vietnamese. It was open from October 3, 2024 to December 11, 2024. A total of 102 responses were received. A second Stakeholder Survey was made available in English from October 23, 2024 to November 23, 2024. It was e-mailed to hundreds of businesses and nonprofit organizations. A total of 40 responses were received.

Consolidated Plan flyers soliciting community and stakeholder input were created in English, Spanish, and Vietnamese. These flyers include a link to the survey and they were distributed to the following recipients, who were asked to share them with their respective stakeholders:
• CDBG nonprofit contacts for FY 2023-24 and FY 2024-25 • ESG nonprofit contacts for FY 2023-24 and FY 2024-25
• 2-1-1 list of non-profits and other community organizations • Affordable housing developers and their property management companies • Neighborhood Associations Newsletters
• Community Development Commissioners
• Economic Development’s list of business owners
• Homeless Services Division list of homeless service providers • Posted on City’s Parks, Recreation, and Community Services Catalog Page • Delivered flyers to all of the City’s Community Centers City Council 23 – 8 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 9 ends

• Posted on City’s social media platforms including Twitter, Instagram, Facebook, Nixle, COSA Newsletter
• Housing Authority’s Family Self-Sufficiency program and lobby • Santa Anita’s Thanksgiving Event on Saturday, November 16th A total of 13 Consolidated Plan Community Meetings were also held at the following locations with 134 participants in attendance:

Date Location Event Type Time # of
Participants
Tuesday,
October 22
Southwest Senior
Center Community Meeting 5:00 p.m. to 7:00 p.m. 1
Wednesday,
October 23 Roosevelt Walker Stakeholder Meeting 9:30 a.m. to 12:00 p.m. 0 Thursday, Stakeholder Meeting 1:30 p.m. to 4:30 p.m. 10 October 24
Salgado Community
Center Community Meeting 4:30 p.m. to 7:30 p.m. 0
Friday,
October 25
El Salvador
Community Center Community Meeting 10:00 a.m. to 12:00 p.m. 0 Monday,
November 4
Willard Neighborhood
Association
Neighborhood
Association Meeting
(English and
Spanish)
5:00 p.m. to 7:00 p.m. 23
Artesia Pillar
Neighborhood
Association
Neighborhood
Association Meeting
(English and
Spanish)
6:00 p.m. to 8:00 p.m. 10
Thursday,
November 7 Downtown and Flower
Neighborhood
Association
Neighborhood
Association Meeting 6:00 p.m. to 8:00 p.m. 8
Tuesday,
November 12
Pacific Park
Neighborhood
Association
Neighborhood
Association Meeting
(English and
Spanish)
6:00 p.m. to 8:00 p.m. 18
Wednesday,
November 13
Mabury Neighborhood
Association
Neighborhood
Association Meeting
(English)
6:00 p.m. to 8:00 p.m. 15
Morning Virtual
Meeting 10:30 a.m. to 11:00 a.m. 21 Tuesday,
November 19
Virtual Meetings via
Teams Afternoon Virtual
Meeting 2:30 p.m. to 3:30 p.m. 11
Thursday,
November 21
ComLink
Neighborhood
Association
Neighborhood
Association Meeting
(English)
6:00 p.m. to 7:00 p.m. 17
TOTAL 134
For comparison purposes of the extent of outreach for this Consolidated Plan compared to the last one, in 2020 staff held only five community workshops and conducted a City Council 23 – 9 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 10 ends

survey. For this Consolidated Plan, staff conducted nearly three times the amount of community meetings and outreach as before while also conducting a survey.

Fiscal Year 2025-29 Regional Assessment of Fair Housing The federal regulations for the Consolidated Plan require that grantees conduct an Assessment of Fair Housing (AFH), take appropriate actions to overcome the effects of impediments identified through that Assessment, and maintain records reflecting the assessment and actions (Exhibit 6). An AFH is a document that analyzes local and regional policies, procedures, and practices within a community that may limit a person’s ability to choose their residence free from discrimination, and addresses actions that may be taken to overcome these discriminatory housing policies, procedures, and practices
While the requirement to complete an AFH must be fulfilled by individual grantees, HUD encourages regional collaboration for this planning effort. In Orange County, 19 entitlement cities (Aliso Viejo, Anaheim, Buena Park, Costa Mesa, Fountain Valley, Fullerton, Garden Grove, Huntington Beach, Irvine, La Habra, Laguna Niguel, Lake Forest, Mission Viejo, Newport Beach, Orange, Rancho Santa Margarita, San Clemente, Santa Ana, Tustin, and Westminster) and 14 cities contracted with the County of Orange (Cities of Brea, Cypress, Dana Point, Laguna Beach, Laguna Hills, Laguna Woods, La Palma, Los Alamitos, Placentia, San Juan Capistrano, Seal Beach, Stanton, Villa Park, Yorba Linda, and all unincorporated areas of the County) elected to prepare a Regional AFH. The 19 entitlement cities and 14 cities contracted with the County of Orange entered into an agreement with MDG Associates, Inc. to complete the Regional AFH. The benefit of a Regional AFH is that it allows for a broader perspective on issues that may be impacting housing choice and/or mobility within the region as well as potential solutions and/or strategies. The Regional AFH provides an overview of laws, regulations, conditions, or other possible obstacles that may affect an individual or a household’s access to housing in a community. It also presents local and regional demographic profiles, assesses the extent of housing needs among specific groups, identifies existing barriers or impediments that may limit housing choice, and proposes actions to overcome those barriers.

To prepare the Regional AFH on behalf of all of the cities and the County, MDG Associates conducted a broad array of outreach and engagement through community meetings, focus groups, and public hearings. MDG Associates reached out to tenants, property owners, homeowners, fair housing organizations, civil rights and advocacy organizations, legal services providers, social services providers, housing developers, and industry groups to hear directly about fair housing issues affecting residents of Orange County. Specifically, beginning in October 2024, MDG Associates held meetings with individual stakeholders throughout the County. In January and February 2025, evening community meetings were held in Costa Mesa, La Habra, and Santa Ana. Also in February, MDG Associates held a focus group with a wide array of City Council 23 – 10 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 11 ends

nonprofit organizations and government officials. Additional presentations and meetings were held with City Councils and various city staff members.

Geographically specific community meetings were held across Orange County, including the South, West, Central, and North parts of the County. Additional outreach was conducted for members of protected classes, including the Latino and Vietnamese communities. All community meetings had translation services available if requested in Spanish and Vietnamese. In addition, all meetings were held in locations accessible to people with mobility issues.

Next Steps
HUD regulations require a 30-day public review and comment period for the draft 2025- 29 Five-Year Consolidated Plan and the Annual Action Plan. On April 28, 2025, the drafts were posted to the City’s webpage and a public notice (Exhibit 7) was published in the Orange County Register, La Opinion, and Nguoi Viet newspapers, that the draft Plans were available for review beginning April 28, 2025, and that two public hearings would be held on May 28, 2025 at the Community Development Commission and June 3, 2025 at the City Council regular meeting. The 30-day public comment period will conclude on May 30, 2025, at 4:00 P.M.

FISCAL IMPACT
Funds will be budgeted and available in the following grant account (nos. 13518780, 13518782, 13518783, 13518785 and 13018780) upon execution of a grant agreement between the City and HUD and adoption of the FY 2025-26 annual budget. A proposed carryover of $176,300 for the Bristol-Tolliver Street Urban Greening Project will be presented to City Council for approval to FY 2025-26 as part of the citywide carryforward process:

Fiscal
Year
Grant
Year
Accounting
Unit-Account
Fund
Description
Accounting Unit,
Account Description Amount
FY
2025-26 2025 13518780-various
Community
Development
Block Grant
CDBG
Administration $838,035
FY
2025-26 2025 13518782-various
Community
Development
Block Grant
CDBG Housing $1,382,961
FY
2025-26 2025
13518783-
various
Community
Development
Block Grant
CDBG Programs $1,340,655
FY
2025-26 2023 13518783- various
Community
Development
Block Grant
CDBG Programs $176,300
FY
2025-26 2025
13518783-
69135
Community
Development
Block Grant
CDBG Programs $628,527
Total for FY 2025-26 $4,366,478
City Council 23 – 11 6/3/2025
FY 2025-29 Five-Year Consolidated Plan, FY 2025-26 Annual Action Plan and Budgets for CDBG, HOME, and ESG Programs
June 3, 2025

Page 12 ends

Fiscal
Year
Grant
Year
Accounting
Unit-Account
Fund
Description
Accounting Unit,
Account Description Amount
FY
2025-26 2025 13018780-
various
HOME
Investment
Partnerships
Grant
HOME Program $1,159,062
Total for FY 2025-26 $1,159,062
Fiscal
Year
Grant
Year
Accounting
Unit-Account
Fund
Description
Accounting Unit,
Account Description Amount
FY
2025-26 2025 13518785-various
Emergency
Solutions
Grant
ESG Grant $377,330
Total for FY 2025-26 $377,330
Any remaining balances not expended at the end of the fiscal year will be presented to City Council for approval of carryovers to FY 2026-27.

EXHIBIT(S)

1. FY 2025-29 Consolidated Plan and FY 2025-26 Annual Action Plan

2. FY 2025-26 CDBG Program Funding Plan

3. FY 2025-26 CDBG Program Summaries

4. FY 2025-26 ESG Program Funding Plan

5. FY 2025-26 ESG Program Summaries

6. FY 2025-29 Regional Assessment of Fair Housing

7. Proofs of Publication
Submitted By: Michael L. Garcia, Executive Director of Community Development Approved By: Alvaro Nuñez, City Manager
City Council 23 – 12 6/3/2025
DRAFT - April 2025
2025-2029 Consolidated Plan
2025-2026 Action Plan
EXHIBIT 1
City Council 23 – 13 6/3/2025
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EXHIBIT 1
City Council 23 – 14 6/3/2025
Santa Ana City Council
Valerie Amezcua
Mayor
Benjamin Vazquez
Mayor Pro Tem
Phil Bacerra
Council Member
Johnathan Ryan Hernandez
Council Member
David Penaloza
Council Member
Thai Viet Phan
Council Member
EXHIBIT 1
City Council 23 – 15 6/3/2025
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EXHIBIT 1
City Council 23 – 16 6/3/2025
i
Table of Contents
Executive Summary................................................................................................................. 1 ES-05 Executive Summary ...................................................................................................... 1 The Process .............................................................................................................................. 9 PR-05 Lead & Responsible Agencies ...................................................................................... 9 PR-10 Consultation..................................................................................................................10 PR-15 Citizen Participation......................................................................................................62 Needs Assessment..................................................................................................................65 NA-05 Overview ......................................................................................................................65 NA-10 Housing Needs Assessment .......................................................................................67 NA-35 Public Housing.............................................................................................................79 NA-40 Homeless Needs Assessment.....................................................................................82 NA-45 Non-Homeless Special Needs Assessment................................................................87 NA-50 Non-Housing Community Development Needs.........................................................91 MA-05 Overview......................................................................................................................94 MA-10 Number of Housing Units...........................................................................................95 MA-15 Housing Market Analysis: Cost of Housing ...............................................................99 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)..................................104 MA-25 Public and Assisted Housing....................................................................................108 MA-30 Homeless Facilities and Services .............................................................................109 MA-35 Special Needs Facilities and Services......................................................................113 MA-40 Barriers to Affordable Housing.................................................................................116 MA-45 Non-Housing Community Development Assets......................................................117 MA-50 Needs and Market Analysis Discussion...................................................................123 MA-60 Broadband Needs......................................................................................................127 MA-65 Hazard Mitigation......................................................................................................128 Strategic Plan ........................................................................................................................129 SP-05 Overview.....................................................................................................................129 SP-10 Geographic Priorities..................................................................................................132 SP-25 Priority Needs .............................................................................................................133 EXHIBIT 1
City Council 23 – 17 6/3/2025
ii
SP-30 Influence of Market Conditions..................................................................................140 SP-35 Anticipated Resources................................................................................................142 SP-40 Institutional Delivery Structure..................................................................................146 SP-45 Goals Summary..........................................................................................................149 SP-50 Public Housing Accessibility and Involvement.........................................................152 SP-55 Barriers to Affordable Housing..................................................................................153 SP-60 Homelessness Strategy..............................................................................................156 SP-65 Lead based paint Hazards ..........................................................................................158 SP-70 Anti-Poverty Strategy................................................................................................. 159 SP-80 Monitoring ..................................................................................................................160 Annual Action Plan................................................................................................................161 AP-15 Expected Resources ...................................................................................................161 AP-20/ AP-23 Annual Goals and Objectives.........................................................................164 AP-35 Projects .......................................................................................................................167 AP-38 Project Summary........................................................................................................168 AP- 50 Geographic Distribution............................................................................................172 AP-55 Affordable Housing ....................................................................................................173 AP- 60 Public Housing...........................................................................................................174 AP- 65 Homeless and Other Special Needs Activities.........................................................175 AP- 75 Barriers to Affordable Housing.................................................................................177 AP-85 Other Actions..............................................................................................................180 AP- 90 Program Specific Requirements...............................................................................182 Tables
Table 1 - Strategic Plan Summary........................................................................................... 5 Table 2 – Responsible Agencies.............................................................................................. 9 Table 3 – Participation.............................................................................................................12 Table 4– Other local / regional / federal planning efforts......................................................61 Table 5 - Citizen Participation Outreach.................................................................................63 Table 6 - Housing Needs Assessment Demographics ..........................................................68 Table 7 - Number of Households Table .................................................................................68 Table 8 - Housing Problems (Households with one of the listed needs) .............................68 Table 9 - Housing Problems (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)........................69 EXHIBIT 1
City Council 23 – 18 6/3/2025
iii
Table 10 - Cost Burden >30%..................................................................................................70 Table 11 - Cost Burden > 50%.................................................................................................70 Table 12 - Crowding– More than one person per room........................................................71 Table 13 - Households with children under the age of six....................................................71 Table 14 - Public Housing by Program Type .........................................................................79 Table 15 - Characteristics of Public Housing Residents by Program Type ..........................79 Table 16 - Race of Public Housing Residents by Program Type...........................................80 Table 17 - Ethnicity of Public Housing Residents by Program Type ....................................80 Table 18 - Homeless Needs Assessment...............................................................................84 Table 19 - Nature and Extent of Homelessness.....................................................................85 Table 20 - Residential Properties by Unit Number................................................................95 Table 21 - Unit Size by Tenure ...............................................................................................95 Table 22 - Rental Housing Costs...........................................................................................100 Table 23 - Cost of Housing....................................................................................................100 Table 24 - Rent Paid ..............................................................................................................100 Table 25 - Housing Affordability...........................................................................................100 Table 26 - Monthly Rent........................................................................................................101 Table 27 - Condition of Units................................................................................................105 Table 28 - Year Unit Built......................................................................................................105 Table 29 - Risk of Lead-Based Paint .....................................................................................106 Table 30 - Total Number of Units by Program Type ...........................................................108 Table 31 - Public Housing Condition....................................................................................108 Table 32 - Facilities and Housing Targeted to Homeless Households ...............................109 Table 33 - Homeless Service Providers for the City of Santa Ana......................................111 Table 34 - Business Activity..................................................................................................117 Table 35 - Labor Force ..........................................................................................................117 Table 36 - Occupations by Sector.........................................................................................118 Table 37 - Travel Time ..........................................................................................................118 Table 38 - Educational Attainment by Employment Status (Population 16 and Older) ....118 Table 39 - Educational Attainment by Age ..........................................................................118 Table 40 - Median Earnings in the Past 12 Months by Educational Attainment................119 Table 41 - Strategic Plan Summary......................................................................................130 Table 42 - Geographic Priority Areas ...................................................................................132 Table 43 – Priority Needs Summary ....................................................................................133 Table 44 – Influence of Market Conditions...........................................................................140 Table 45- Anticipated Resources..........................................................................................143 Table 46- Institutional Delivery Structure ............................................................................146 Table 47 - Homeless Prevention Services Summary ..........................................................147 Table 48 – Goals Summary...................................................................................................149 Table 49- Expected Resources –PY 2025..............................................................................162 EXHIBIT 1
City Council 23 – 19 6/3/2025
iv
Table 50 - Goals and Objectives...........................................................................................164 Table 51 - Project Information..............................................................................................167 Table 52 - Project Summary ................................................................................................. 168 Table 53 - Geographic Distribution ......................................................................................172 Table 54 - One Year Goals for Affordable Housing by Support Requirement...................173 Table 55 - One Year Goals for Affordable Housing by Support Type ................................173 Table 56 - CDBG Requirements............................................................................................182 Table 57 - Other CDBG Requirements..................................................................................182 Figures
Figure 1 – Households ............................................................................................................67 Figure 2 – Most Prevalent Housing Problems .......................................................................76 Figure 3 - Households With 30-50% & >50% Cost Burden....................................................77 Figure 4 - Overall Homelessness By Age...............................................................................84 Figure 5 – Accessibility and Condition of Public Facilities and Infrastructure .....................92 Figure 6 – Availability and Quality of Social Services...........................................................93 Figure 7 – Change in Median Rent and Income.....................................................................94 Figure 8 – Minimum Wage Affordability................................................................................98 Figure 9 - Median Home Value...............................................................................................99 Figure 10 - Units Affordable to Households By Income Range ..........................................101 Figure 11 - Rent Differentials ................................................................................................102 Figure 12 – Rental & Ownership Housing Income...............................................................103 Figure 13 - Top Industry Sectors By Jobs............................................................................119 Figure 14 – Community Need For Internet Reliability.........................................................127 Figure 15 – Community Need For Disaster Preparedness ..................................................128 Maps
Map 1 – Households with Extremely Low Incomes and Severe Cost Burden.....................72 Map 2 - Households with Low Income and Severe Cost Burden .........................................73 Map 3 - Households with Moderate Income and Severe Cost Burden ................................73 Map 4 - Households with Multiple Housing Problems .......................................................124 Map 5 - Concentration of Households with Low-Income....................................................125 EXHIBIT 1
City Council 23 – 20 6/3/2025
1 Executive Summary
ES-05 Executive Summary
The City of Santa Ana has prepared the 2025-2029 Consolidated Plan as required to receive federal Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Shelter Grant (ESG) funds. As required by the U.S. Department of Housing and Urban Development (HUD) the Consolidated Plan provides a comprehensive assessment of the City’s housing and community development needs and outlines the City’s priorities, objectives, and strategies for the investment of CDBG, HOME, and ESG funds to address these needs over the next five years, beginning July 1, 2025, and ending June 30, 2030.

Each year, the City receives CDBG, HOME, and ESG funds through a formula-based allocation from HUD. These funds are awarded to non-profit organizations, for-profit entities, and public agencies to support a variety of activities that align with the City’s Consolidated Plan goals and address the priority needs of low- and moderate-income residents.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
The CDBG program, established under the Housing and Community Development Act of 1974, is a flexible federal funding source designed to address a wide range of housing and community development needs. HUD evaluates the City’s Consolidated Plan and program performance based on three primary objectives: providing decent housing, creating suitable living environments, and expanding economic opportunities for low- and moderate-income households. To qualify for CDBG funding, each activity must meet one of the following national objectives:
- Benefit low- and moderate-income persons; or
- Aid in the prevention or elimination of slums and blight; or - Meet other community development needs having a particular urgency (usually the result of a natural disaster).

HOME INVESTMENT PARTNERSHIPS (HOME)
The HOME program, established under the Cranston-Gonzalez National Affordable Housing Act of 1990, is the largest federal program dedicated to affordable housing development. Designed to increase the supply of safe and affordable housing for low- and moderate-income households, the HOME program is often implemented in collaboration with non-profit housing developers, public agencies, and private entities. Eligible activities supported by HOME funds include new construction, acquisition, and rehabilitation of affordable housing, homebuyer assistance programs, and tenant-based rental assistance.

EXHIBIT 1
City Council 23 – 21 6/3/2025
2 EMERGENCY SHELTER GRANT (ESG)
The Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 (HEARTH Act) amended the McKinney-Vento Homeless Assistance Act, significantly revising the former Emergency Shelter Grants Program and renaming it the Emergency Solutions Grants program. The ESG program provides funding for street outreach, emergency shelter, emergency shelter operations, essential services, rapid re-housing, and homelessness prevention.

The City has been allocated $4,190,178 of CDBG, $1,159,062 of HOME, and $377,330 of ESG funds for the 2025 Program Year. The 2025-2026 Action Plan allocates these resources to fund program activities listed below that will be implemented from July 1, 2024, to June 30, 2025.
2025-2026 CDBG ACTIVITIES

PUBLIC SERVICES
AIDS Services Foundation of OC (dba Radiant Health Centers) $34,860 American on Track $34,860
Community Health Initiative Orange County $34,860
Community Legal Aid SoCal - Domestic Violence Prevention Project $34,860 Delhi Center - Teens Engaged in Learning & Leadership $62,053 Girls Inc of Orange County - StrongHer $34,860
Human Options $34,860
Lutheran Social Services of SoCal $34,860
MOMs OC $34,860
Nati’s House (dba Neutral Ground) - Summer Night Lights $34,860 OC Children’s Therapeutic Arts Center - Willard $34,860 Project Hope Alliance $43,574
Straight Talk Clinic, Inc. $34,860
Templo Calvario Community Development Corporation $34,860 United Cerebral Palsy Association of OC (dba Unlimited Possibilities) $34,860 WISEPlace $34,860

CAPITAL
Cedar Street Improvements $415,655
EXHIBIT 1
City Council 23 – 22 6/3/2025
3 CODE ENFORCEMENT
Community Preservation Code Enforcement $825,000

ECONOMIC DEVELOPMENT
New Business Start-Up/Micro Enterprise Grants $100,000

HOUSING
Singe Family Rehabilitation Program – Habitat for Humanity of OC $500,000 Down Payment Assistance Program $882,961

ADMINISTRATION & PLANNING
Administration & Planning $768,035
Fair Housing Council of Orange County $70,000
2025-2026 HOME ACTIVITIES
Affordable Housing $869,296
CHDO $173,859
Administration & Planning $115,906
2025-2026 ESG ACTIVITIES
Interval House $80,000
Covenant House $40,000
Santa Ana Police Department HEART Program $56,885
Volunteers of America Los Angeles – Rapid Rehousing $57,000 WISEPlace – Rapid Rehousing $57,000
Orange County United Way – Homeless Management Information System $58,146 Administration & Planning $28,300
As of the date of the preparation of this draft document, HUD has not yet released the 2025- 2026 Annual Allocations. HUD has advised the City to prepare this draft document utilizing the current year annual allocation and include “contingency provision” language detailing how the City will adjust its proposed Plan once the actual allocation amounts become EXHIBIT 1
City Council 23 – 23 6/3/2025
4 known. As such, should the City’s allocation be greater or less than the amount anticipated the difference will be applied equally across all projects.

Summary of the objectives and outcomes identified in the Plan needs assessment Overview
The 2025-2029 Consolidated Plan is grounded in a comprehensive, data-driven needs assessment and market analysis, combined with insights gathered from residents, community organizations, and other local stakeholders. This approach ensures CDBG, HOME, and ESG funds are directed toward high priority needs that align with the City’s goals.

Based on this, the City has identified 10 priority needs, which will be addressed through six goals over the five-year period. These goals establish a clear framework for the allocation of CDBG, HOME, and ESG funds which ensure investments produce meaningful results.

Each goal is tied to measurable outcome indicators which allow the City to track progress, assess performance, and evaluate the impact of HUD-funded activities. The following table summarizes the goals, priority needs, and expected five-year outcomes.

EXHIBIT 1
City Council 23 – 24 6/3/2025
5 Table 1 - Strategic Plan Summary
Goal Name Category Needs Addressed Funding Goal Outcome Indicator Goal 1: Affordable
housing development,
maintenance, and
preservation
Affordable Housing -Expand the supply of
affordable housing
-Preserve the supply of
affordable housing
CDBG $5,237,723
HOME $5,215,779
-Homeowner Housing
Rehabbed: 25 Household/
Housing Units
-Rental Housing Rehabbed:
40 Household/ Housing
Units
-Rental Housing Units
Constructed: 25 Housing
Units
-Homeownership Housing
Units Constructed: 8
Housing Units
-Direct Financial Assistance
to Homebuyers: 8
Households Assisted
-TBRA/RRH: 40 Households
Assisted
Goal 2: Code
enforcement
Non—Homeless Special
Needs; Non-Housing
Community
Development
Preserve the supply of
affordable housing
CDBG $2,933,125 Housing Code Enforcement:
10,440 Housing Units
Goal 3: Public Service
Programs
Non—Homeless Special
Needs; Non-Housing
Community
Development
Access to and supply of
public services
CDBG $3,142,633 Public services activities
other than for low-/modincome housing benefit:
7,400 Households
EXHIBIT 1
City Council 23 – 25 6/3/2025
6 Goal Name Category Needs Addressed Funding Goal Outcome Indicator Goal 4: Homeless
services and facilities
Homeless Increase access to and
supply of homeless
services and facilities
ESG $1,745,151 TBRA/RRH:45 Households
Assisted
Homeless Person Overnight
Shelter:315 Persons
Assisted
Overnight/ES/TH Beds
Added: 15 beds
Homelessness Prevention:
55 Persons Assisted
Goal 5: Economic
development programs
Non-Housing
Community
Development
Promote economic
opportunity
CDBG:
$209,509
15 businesses assisted
Goal 6 Public facility
and infrastructure
improvement
Non-Housing
Community
Development
Improve city public
facilities and
infrastructure
CDBG: $5,237,723 Public services other than
Low/ Moderate Income
Housing Benefit: 7,000
persons assisted
EXHIBIT 1
City Council 23 – 26 6/3/2025
7 Evaluation of past performance
The investment of HUD resources during the 2019-2023 Program Years had widespread impact in Santa Ana. During Program Year 2019, the global coronavirus pandemic struck and in 2020, Congress passed the Coronavirus Aid, Relief, and Economic Security Act (CARES). The City received $6,894,836 CDBG-CV and $13,325,845 ESG-CV funds to prevent, prepare for, and respond to the virus in the community. The World Health Organization, based on evidence, has ended pandemic status and the national public health emergency has ended.

Together with other federal, state, and local investments, HUD resources allowed the City of Santa Ana and its partners to provide assistance to low and moderate-income individuals and households through community. The City continues to effectively implement its activities and align projects and programs with the City’s overall strategies and goals. A full review of past performance is available in the Consolidated Annual Performance and Evaluation Reports (CAPERs) that can be accessed through the City’s website at https://www.santa-ana.org/?post_type=document&p=96924&preview=true. In summary, as of June 30, 2024, the City provided
- Public services to 73,556 individuals
- Code enforcement to 22,996 housing units
- Economic development grants to 12 start up businesses - Homelessness prevention services to 855 individuals;
- Emergency shelter to 387 individuals
Summary of citizen participation process and consultation process The Consolidated Plan regulations at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to address homelessness, Public Housing Authorities (PHA), business leaders, civic leaders, and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low-income individuals and families, homeless individuals and families, youth and/or other persons with special needs. Information supplied by these community stakeholders, together with the data supplied by HUD resulted in a well-informed planning document that reflects the housing and community development needs and priorities for the City of Santa Ana over the next five years.

In accordance with the City's Citizen Participation Plan (CPP), residents and stakeholders were able to participate in the development of the 2025-2029 Consolidated Plan through surveys, community meetings, and public hearings. Efforts were made to encourage participation by low- and moderate-income persons, particularly those living in areas where HUD funds are proposed to be used, and by residents of predominantly low- and moderate-income neighborhoods. Efforts were made to encourage the participation of EXHIBIT 1
City Council 23 – 27 6/3/2025
8 minorities and non-English speaking persons, as well as persons with disabilities. The consultation process included representatives of the CoC, PHA, and other specified groups who completed surveys, provided local data, and assisted the City to ensure practical coordination of strategies to maximize impact and to avoid duplication of effort.

Summary of public comments
TBD
Summary of comments or views not accepted and the reasons for not accepting them
TBD
Summary
The 2025-2029 Consolidated Plan establishes a clear framework for the strategic use of CDBG, HOME, and ESG funds to address high-priority community needs. All projects align with at least one of the six Strategic Plan goals and their corresponding measurable objectives.

In program year 2025-2026 the City will to allocate $4,190,178 of CDBG, $1,159,062 of HOME, and $377,330 of ESG funds toward eligible activities designed to provide suitable affordable housing and improve the quality of life of its low- and moderate-income residents.

EXHIBIT 1
City Council 23 – 28 6/3/2025
9 The Process
PR-05 Lead & Responsible Agencies
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 Santa Ana Community Development Agency HOME Administrator Santa Ana Community Development Agency ESG Administrator Santa Ana Community Development Agency Table 2 – Responsible Agencies

Narrative
The Community Development Agency of the City of Santa Ana is the lead agency responsible for the administration of the CDBG, HOME, and ESG programs, and projects.

Policy and funding approvals are decided by the City Council, which consists of the Mayor, who is elected at-large and five City Council Members from each of four council districts and one at large. Decisions regarding implementation of activities within the Consolidated Plan are based on staff recommendations and input from the residents.

The City contracted with MDG Associates, Inc. to prepare the 2025‐2029 Consolidated Plan.

In the development of this Consolidated Plan, the City and MDG Associates, Inc. implemented a comprehensive citizen participation and consultation process and conducted a needs assessment and market analysis to identify levels of relative need regarding affordable housing, homelessness, special needs, and community development.

This information was gathered through consultation with stakeholders and community meetings, review of demographic and economic data, and housing market analysis.

In the implementation of the 2025‐2029 Consolidated Plan and each of the five Annual Action Plans, Community Development Agency staff shall be responsible for all grants planning, management, and monitoring duties necessary to comply with HUD regulations and City policy.

Consolidated Plan Public Contact Information
David Flores, Housing Programs Manager
City of Santa Ana, Community Development Agency
[email protected]
714-647-6561
EXHIBIT 1
City Council 23 – 29 6/3/2025
10 PR-10 Consultation
As part of the preparation of the Consolidated Plan the City reached out for consultation to 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 homeless and non-homeless individuals with special needs. To facilitate this consultation, the City solicited feedback through the following methods:
- Community Needs Survey (web‐based and paper‐surveys)
- Community and stakeholder meetings
- Public hearings
- Receipt of written or oral comments
The input received from these consultations helped establish and inform the objectives and goals described in the Strategic Plan.

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 recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of the CDBG, HOME, and ESG programs.

As a result, during the development of the Consolidated Plan, the City consulted with organizations that provide assisted housing, health services, and other community-focused programs. Outreach efforts included surveys, invitations to community meetings, and follow-up interviews where appropriate. Outreach was made to over 100 organizations and agencies including:
- Nonprofit services providers,
- Affordable and market rate housing developers,
- Housing advocates,
- Public agencies (such as the school district and Public Housing Authority) - Economic development and employment organizations
- Community and neighborhood groups, and
- Neighboring cities and communities.

The City further recognizes the importance of continued coordination and alignment during the upcoming five‐year planning period with these organizations and agencies and will work to strengthen relationships over the next five years.

EXHIBIT 1
City Council 23 – 30 6/3/2025
11 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 Orange County Continuum of Care (CoC) is comprised of a network of public, private, faith-based, for-profit, and non-profit service providers who utilize several federal, state, and local resources to provide services for homeless people. The region’s municipalities, including the City of Santa Ana, also provide resources for services that assist the homeless and those at risk of becoming homeless. The non-profit and faith-based community plays a key role in the current CoC system. Hundreds of agencies throughout the region 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 non-profit and faith-based community also serves special needs populations, such as victims of domestic violence, veterans, the disabled, and youth.

The CoC guides the development of homeless strategies and the implementation of programs to end homelessness throughout the region. The City regularly consults with the CoC to identify needs in the jurisdiction and its objectives to address the needs of different homeless populations, including chronically homeless families and individuals, families with children, veterans, unaccompanied youth, and persons at risk of homelessness. The City continues to coordinate with the CoC to clarify existing needs and objectives and identify opportunities for collaboration during the five-year planning process.

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
The Orange County CoC consults with jurisdictions receiving ESG funds on an ongoing basis. An ESG collaborative was formed in Orange County and quarterly meetings are held with representatives of the ESG jurisdictions, the Cities of Anaheim, Garden Grove, Santa Ana, and Santa Ana, and the CoC. During the meetings, funding priorities are determined which are consistent with the current Countywide Plan to End Homelessness and the Consolidated Plans of ESG jurisdictions.

The Orange County CoC’s performance standards and outcome evaluation methodology is based on data collected from HMIS and Annual Performance Reports (APRs). This information provides the CoC the extent to which each project has resulted in rapid return to permanent housing and the cost of programs. These data elements are reviewed annually.

EXHIBIT 1
City Council 23 – 31 6/3/2025
12 Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
Table 3 – Participation

LOCAL GOVERNMENT
1 Agency/ Group/ Organization City of Anaheim
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
2 Agency/ Group/ Organization City of Costa Mesa
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
3 Agency/ Group/ Organization City of Santa Ana
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization; Services-Children; ServicesEmployment; Services-Health What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 32 6/3/2025
13 4 Agency/ Group/ Organization City of Newport Beach
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
5 Agency/ Group/ Organization City of Santa Ana
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization; Services-Children; ServicesEmployment
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
6 Agency/ Group/ Organization Santa Ana City Council
Agency/ Group/ Organization Type Local Government
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
7 Agency/ Group/ Organization City of Tustin
Agency/ Group/ Organization Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning
Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Lead-Based Paint Strategy; AntiPoverty Strategy EXHIBIT 1
City Council 23 – 33 6/3/2025
14 How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

COUNTY GOVERNMENT
8 Agency/ Group/ Organization Orange County Board of Supervisors Districts 3 & 5 Agency/ Group/ Organization Type Local Government; Public Land Agency What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness
Strategy; Non-Homeless Special Needs; Economic
Development; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
9 Agency/ Group/ Organization Los Angeles County Department of Health Agency/ Group/ Organization Type Local Government; Health Agency What section of the Plan was
addressed by Consultation?
Homeless Strategy; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
10 Agency/ Group/ Organization Orange County Department of Housing & Community Development
Agency/ Group/ Organization Type Local Government; Housing What section of the Plan was
addressed by Consultation?
Homeless Strategy; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

HOMELESS/ VICTIMS/ VICTIMS OF DOMESTIC VIOLENCE
11 Agency/ Group/ Organization Casa Teresa
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 34 6/3/2025
15 12 Agency/ Group/ Organization Colette's Children's Home Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
13 Agency/ Group/ Organization Families Forward
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
14 Agency/ Group/ Organization Family Assistance Ministries Agency/ Group/ Organization Type Services-Homeless; Services-Veterans What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
15 Agency/ Group/ Organization Family Promise of Orange County Inc Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
16 Agency/ Group/ Organization Family Solutions Collaborative Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 35 6/3/2025
16 17 Agency/ Group/ Organization Friendship Shelter Inc Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
18 Agency/ Group/ Organization Goodwill Industries of Orange County Agency/ Group/ Organization Type Services-Homeless; Services-Employment What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
19 Agency/ Group/ Organization Home on the Green Pastures Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
20 Agency/ Group/ Organization Human Options
Agency/ Group/ Organization Type Services-Homeless; Services-Victims of Domestic Violence; Services-Victims
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
21 Agency/ Group/ Organization Illumination Foundation
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless NeedsUnaccompanied Youth; Anti-Poverty How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 36 6/3/2025
17 22 Agency/ Group/ Organization Laura's House
Agency/ Group/ Organization Type Services-Homeless; Services-Victims of Domestic Violence; Services-Victims
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless NeedsUnaccompanied Youth; Anti-Poverty; Other: NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
23 Agency/ Group/ Organization Orange County Asian and Pacific Islander Community Alliance
Agency/ Group/ Organization Type Service-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
24 Agency/ Group/ Organization Orange County United Way Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Continuum of Care;
Services-Homeless; Services-Children; ServicesElderly; Anti-Poverty How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
25 Agency/ Group/ Organization Power of One Foundation
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy, Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
26 Agency/ Group/ Organization New Beginning Outreach
Agency/ Group/ Organization Type Service-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
EXHIBIT 1
City Council 23 – 37 6/3/2025
18 How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
27 Agency/ Group/ Organization Project Self Sufficiency Agency/ Group/ Organization Type Service-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
28 Agency/ Group/ Organization South County Outreach
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
29 Agency/ Group/ Organization StandUp For Kids
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless NeedsUnaccompanied Youth; Anti-Poverty How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
30 Agency/ Group/ Organization Tender Touch Ministries Inc Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs- Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
31 Agency/ Group/ Organization Thomas House Family Shelter Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
EXHIBIT 1
City Council 23 – 38 6/3/2025
19 How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
32 Agency/ Group/ Organization Trauma Intervention Program of Orange County Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Services-Victims of
Domestic Violence; Services-Victims; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
33 Agency/ Group/ Organization To Stop Abuse Proactively Agency/ Group/ Organization Type Services-Homeless; Services-Victims of Domestic Violence; Services-Victims
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty; Other: NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
34 Agency/ Group/ Organization United Way of Orange County Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
35 Agency/ Group/ Organization Volunteers of America
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs-Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
36 Agency/ Group/ Organization Interval House
Agency/ Group/ Organization Type Services-Homeless; Homeless/Formerly Homeless Resident
EXHIBIT 1
City Council 23 – 39 6/3/2025
20 What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
37 Agency/ Group/ Organization Mercy House
Agency/ Group/ Organization Type Services-Homeless; Homeless/Formerly Homeless Resident
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
38 Agency/ Group/ Organization Orange County Partnership Agency/ Group/ Organization Type Services-Homeless; Homeless/Formerly Homeless Resident
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
39 Agency/ Group/ Organization WisePlace
Agency/ Group/ Organization Type Services-Homeless; Homeless/Formerly Homeless Resident
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
40 Agency/ Group/ Organization Iraq and Afghanistan Veterans of America Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs-Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 40 6/3/2025
21 41 Agency/ Group/ Organization Iraq and Afghanistan Veterans of America Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs-Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
42 Agency/ Group/ Organization Semper Fi Fund
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs-Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
43 Agency/ Group/ Organization The Veteran's Hub at the Tierney Center Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless Needs-Veterans;
Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
44 Agency/ Group/ Organization Casa Youth Shelter
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homeless NeedsUnaccompanied Youth; Anti-Poverty How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
45 Agency/ Group/ Organization Orange County Community Services Agency/ Group/ Organization Type Continuum of Care; Services-Homeless What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 41 6/3/2025
22 46 Agency/ Group/ Organization 2-1-1 Orange County
Agency/ Group/ Organization Type Continuum of Care; Services-Homeless What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
47 Agency/ Group/ Organization Homeless Intervention Services of Orange County Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
48 Agency/ Group/ Organization Continuum of Care; Services-Homeless Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
49 Agency/ Group/ Organization
Agency/ Group/ Organization Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Anti-Poverty
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

DISABILITIES & ELDERLY
50 Agency/ Group/ Organization ARC Mid-Cities
Agency/ Group/ Organization Type Services – Disabled; Services-Children What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 42 6/3/2025
23 51 Agency/ Group/ Organization Code the Spectrum
Agency/ Group/ Organization Type Services – Disabled; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
52 Agency/ Group/ Organization Dayle McIntosh Center
Agency/ Group/ Organization Type Services-Disabled
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Housing Need
Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
53 Agency/ Group/ Organization Easter Seals Southern California Agency/ Group/ Organization Type Services-Disabled
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
54 Agency/ Group/ Organization Hope 4 Arts
Agency/ Group/ Organization Type Services-Disability
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development; Housing Need
Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
55 Agency/ Group/ Organization Orange County Asperger's Support Group Agency/ Group/ Organization Type Services-Disabled
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 43 6/3/2025
24 56 Agency/ Group/ Organization Orange County Autism Foundation Agency/ Group/ Organization Type Services-Disabled; Services-Children; Civic Leader What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
57 Agency/ Group/ Organization Pearl Transit
Agency/ Group/ Organization Type Services-Disability; Services-Homeless What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homeless Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
58 Agency/ Group/ Organization Southern California Alcohol and Drug Programs Inc Agency/ Group/ Organization Type Services-Disability; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
59 Agency/ Group/ Organization United Cerebral Palsy of Los Angeles, Ventura and Santa Barbara Counties
Agency/ Group/ Organization Type Services-Disability
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
60 Agency/ Group/ Organization Abrazar, Inc.

Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 44 6/3/2025
25 61 Agency/ Group/ Organization Age Well Senior Services Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
62 Agency/ Group/ Organization Alzheimer's Association, Orange County Chapter Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Housing Need
Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
63 Agency/ Group/ Organization Asian American Senior Citizens Service Center Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Housing Need
Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
64 Agency/ Group/ Organization Council on Aging Orange County Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Housing Need
Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
65 Agency/ Group/ Organization Santa Ana Evergreen Senior Association Agency/ Group/ Organization Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 45 6/3/2025
26 CHILDREN
66 Agency/ Group/ Organization ALBI
Agency/ Group/ Organization Type Service-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
67 Agency/ Group/ Organization America On Track
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homeless NeedsUnaccompanied Youth How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
68 Agency/ Group/ Organization Assistance League of Santa Ana Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
69 Agency/ Group/ Organization Boys and Girls Club of Central Orange Coast Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
70 Agency/ Group/ Organization Cedar Tree
Agency/ Group/ Organization Type Services-Children; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 46 6/3/2025
27 71 Agency/ Group/ Organization First 5 Orange County Agency/ Group/ Organization Type Services-Children; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty
Strategy; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
72 Agency/ Group/ Organization Fristers
Agency/ Group/ Organization Type Services-Children; Civic Leaders What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty
Strategy; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
73 Agency/ Group/ Organization Human-Works Foundation
Agency/ Group/ Organization Type Services-Children; Services-Homeless What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homeless NeedsVeterans; Homeless Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
74 Agency/ Group/ Organization Children’s Center of the Antelope Valley Agency/ Group/ Organization Type Services – Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
75 Agency/ Group/ Organization Santa Ana Children's Fund Agency/ Group/ Organization Type Services-Children; Services-Education; Local Government
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
To obtain a comprehensive assessment of the
needs and priorities within the community, the
EXHIBIT 1
City Council 23 – 47 6/3/2025
28 are the anticipated outcomes of the
consultation or areas for improved
coordination?
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
76 Agency/ Group/ Organization Kids Stuff Center
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
77 Agency/ Group/ Organization KidWorks
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
78 Agency/ Group/ Organization Mary's Path
Agency/ Group/ Organization Type Foster Care Agency/ Facility; Services-Children What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
79 Agency/ Group/ Organization Miracles for Kids
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
80 Agency/ Group/ Organization Orange County YMCA
Agency/ Group/ Organization Type Services-Children; Civic Leader EXHIBIT 1
City Council 23 – 48 6/3/2025
29 What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
81 Agency/ Group/ Organization Orange County 4 Kids
Agency/ Group/ Organization Type Services-Children; Foster Care Agency/ Facility What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
82 Agency/ Group/ Organization Orange County Child Abuse Services Team Agency/ Group/ Organization Type Services-Children; Child Welfare Agency; ServicesVictims What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
83 Agency/ Group/ Organization Orange County Children's Therapeutic Art Center Agency/ Group/ Organization Type Services-Children; Services-Employment What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
84 Agency/ Group/ Organization Orangewood Foundation
Agency/ Group/ Organization Type Services-Children; Foster Care Agency/ Facility What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
EXHIBIT 1
City Council 23 – 49 6/3/2025
30 consultation or areas for improved
coordination?
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
85 Agency/ Group/ Organization Project Youth Orange County Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
86 Agency/ Group/ Organization Strong Families/Olive Crest Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
87 Agency/ Group/ Organization Team Kids
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
88 Agency/ Group/ Organization Teen Leadership Foundation Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
89 Agency/ Group/ Organization The All American Boys Chorus Agency/ Group/ Organization Type Services-Children; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
EXHIBIT 1
City Council 23 – 50 6/3/2025
31 Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
90 Agency/ Group/ Organization The Eli Home
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
91 Agency/ Group/ Organization The Sheepfold
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
92 Agency/ Group/ Organization The Teen Project Inc
Agency/ Group/ Organization Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
93 Agency/ Group/ Organization Upwards
Agency/ Group/ Organization Type Services-Children; Services-Employment What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 51 6/3/2025
32 providers, and selected departments through
surveys, meetings, and email.
94 Agency/ Group/ Organization Yuriko Hasegawa
Agency/ Group/ Organization Type Services-Children; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EDUCATION
95 Agency/ Group/ Organization Anatolia Cultural Centers Agency/ Group/ Organization Type Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty; OtherNon-Housing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
96 Agency/ Group/ Organization CEF
Agency/ Group/ Organization Type Services-Children; Services-Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
97 Agency/ Group/ Organization California State University Fullerton Auxiliary Services Corporation
Agency/ Group/ Organization Type Services-Education; Services-Children; Public Funded Institution; Services-Homeless
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
98 Agency/ Group/ Organization Santa Ana Childcare Project Agency/ Group/ Organization Type Services-Education; Publicly Funded Institution; Local Government
EXHIBIT 1
City Council 23 – 52 6/3/2025
33 What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty; OtherNon-Housing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
99 Agency/ Group/ Organization Santa Ana Public Schools Foundation Agency/ Group/ Organization Type Services-Education; Services-Children What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
100 Agency/ Group/ Organization Santa Ana Unified School District Agency/ Group/ Organization Type Services-Education; Services-Children; ServicesDisabilities; Services-Homeless; Publicly Funded Institution
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
101 Agency/ Group/ Organization Santa Ana Valley College Agency/ Group/ Organization Type Services-Education; Services-Children; ServicesHomeless; Publicly Funded Institution What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
102 Agency/ Group/ Organization Korean American Center
Agency/ Group/ Organization Type Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
EXHIBIT 1
City Council 23 – 53 6/3/2025
34 consultation or areas for improved
coordination?
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
103 Agency/ Group/ Organization Latina Geeks
Agency/ Group/ Organization Type Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
104 Agency/ Group/ Organization Latino Communications Institute at California State Fullerton
Agency/ Group/ Organization Type Services-Education; Services-Disabilities; ServicesHomeless What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
105 Agency/ Group/ Organization Orange County Heritage Council Agency/ Group/ Organization Type Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
106 Agency/ Group/ Organization Pretend City Children's Museum Agency/ Group/ Organization Type Services-Education; Services-Children What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
107 Agency/ Group/ Organization Templo Calvario CDC
Agency/ Group/ Organization Type Services-Education
EXHIBIT 1
City Council 23 – 54 6/3/2025
35 What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
108 Agency/ Group/ Organization University of California Santa Ana Agency/ Group/ Organization Type Services-Education; Services-Disabilities; ServicesHomeless What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness
Strategy; Anti-Poverty; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

ASSISTED HOUSING/ HOUSING/ FAIR HOUSING/ PHA
109 Agency/ Group/ Organization Affordable Housing Clearinghouse Agency/ Group/ Organization Type Assisted Housing; Services-Housing What section of the Plan was
addressed by Consultation?
Housing Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
110 Agency/ Group/ Organization C & C Development
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
111 Agency/ Group/ Organization Chelsea Investment Co.

Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 55 6/3/2025
36 providers, and selected departments through
surveys, meetings, and email.
112 Agency/ Group/ Organization Delhi Center
Agency/ Group/ Organization Type Assisted Housing
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
113 Agency/ Group/ Organization Epicenter Foundation
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
114 Agency/ Group/ Organization Fair Housing Council of Orange County Agency/ Group/ Organization Type Services-Fair Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
115 Agency/ Group/ Organization Fair Housing Foundation Agency/ Group/ Organization Type Services-Fair Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
116 Agency/ Group/ Organization Garden Grove Housing Authority Agency/ Group/ Organization Type PHA
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Public Housing Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 56 6/3/2025
37 providers, and selected departments through
surveys, meetings, and email.
117 Agency/ Group/ Organization Grandma's House of Hope Agency/ Group/ Organization Type Services-Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
118 Agency/ Group/ Organization Innovative Housing Opportunities Agency/ Group/ Organization Type Assisted Housing; Housing What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
119 Agency/ Group/ Organization Santa Ana Community Land Trust Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
120 Agency/ Group/ Organization Jamboree Housing Corporation Agency/ Group/ Organization Type Assisted Housing; Services-Housing What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
121 Agency/ Group/ Organization Kennedy Commission
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 57 6/3/2025
38 providers, and selected departments through
surveys, meetings, and email.
122 Agency/ Group/ Organization Mercy House Living Centers Inc Agency/ Group/ Organization Type Assisted Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
123 Agency/ Group/ Organization Omid Multicultural Institute for Development Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
124 Agency/ Group/ Organization Orange County Community Housing Corporation Agency/ Group/ Organization Type Housing; Assisted Housing What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
125 Agency/ Group/ Organization Orange County Eviction Diversion Collaborative Agency/ Group/ Organization Type Services-Fair Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
126 Agency/ Group/ Organization Orange County Goes Solar Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Homelessness Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 58 6/3/2025
39 providers, and selected departments through
surveys, meetings, and email.
127 Agency/ Group/ Organization Orange County Housing Authority Agency/ Group/ Organization Type PHA; Assisted Housing; Services-Housing What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
128 Agency/ Group/ Organization Orange County Housing Finance Trust Agency/ Group/ Organization Type Assisted Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
129 Agency/ Group/ Organization Orange County Human Relations Agency/ Group/ Organization Type Assisted Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
130 Agency/ Group/ Organization Public Law Center
Agency/ Group/ Organization Type Services-Fair Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
131 Agency/ Group/ Organization Santa Ana Housing Authority Agency/ Group/ Organization Type PHA; Assisted Housing; Services-Housing What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 59 6/3/2025
40 providers, and selected departments through
surveys, meetings, and email.
132 Agency/ Group/ Organization Tenants United Santa Ana Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
133 Agency/ Group/ Organization The Santa Ana Company
Agency/ Group/ Organization Type Housing; Business Leader What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
134 Agency/ Group/ Organization Thrive Stanta Ana
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
135 Agency/ Group/ Organization Villa Center
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
136 Agency/ Group/ Organization Waymakers
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 60 6/3/2025
41 providers, and selected departments through
surveys, meetings, and email.
137 Agency/ Group/ Organization WISE Place
Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
138 Agency/ Group/ Organization The Michaels Organization Agency/ Group/ Organization Type Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Homeless Special
Needs; Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

HEALTH
139 Agency/ Group/ Organization Access to Prevention Advocacy Intervention & Treatment
Agency/ Group/ Organization Type Services-HIV/AIDS
What section of the Plan was
addressed by Consultation?
Non-Housing Special Needs
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
140 Agency/ Group/ Organization Casa de la familia
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
141 Agency/ Group/ Organization Community Health Initiative of Orange County Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
Strategy
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
EXHIBIT 1
City Council 23 – 61 6/3/2025
42 consultation or areas for improved
coordination?
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
142 Agency/ Group/ Organization For Families
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
143 Agency/ Group/ Organization Healthy Smiles of Orange County Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
144 Agency/ Group/ Organization Hecht Trauma Institute
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
145 Agency/ Group/ Organization Hello Bloom
Agency/ Group/ Organization Type Services-Health; Services-Disabilities What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
146 Agency/ Group/ Organization HERstory
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 62 6/3/2025
43 consultation or areas for improved
coordination?
providers, and selected departments through
surveys, meetings, and email.
147 Agency/ Group/ Organization County of Los Angeles Health Department Agency/ Group/ Organization Type Health Agency; Publicly Funded Institution What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development; Lead
Paint
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
148 Agency/ Group/ Organization HOAG Center for Healthy Living & Hospital Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
149 Agency/ Group/ Organization Hurtt Clinic
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
150 Agency/ Group/ Organization Santa Ana Adult Day Health Services Agency/ Group/ Organization Type Services-Health; Services-Disabilities What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
151 Agency/ Group/ Organization Latino Health Access
Agency/ Group/ Organization Type Services-Health; Civic Leader What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 63 6/3/2025
44 providers, and selected departments through
surveys, meetings, and email.
152 Agency/ Group/ Organization Mental Health Association of Orange County Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
153 Agency/ Group/ Organization Mercy Health
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
154 Agency/ Group/ Organization MOMS Orange County
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
155 Agency/ Group/ Organization Nogales Psychological
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
156 Agency/ Group/ Organization Norooz Clinic
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 64 6/3/2025
45 providers, and selected departments through
surveys, meetings, and email.
157 Agency/ Group/ Organization Oak Health Foundation
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
158 Agency/ Group/ Organization Providence
Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
159 Agency/ Group/ Organization Radiant Health
Agency/ Group/ Organization Type Services-Health; Services-HIV/AIDS What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
160 Agency/ Group/ Organization St. Jude Neighborhood Health Center Agency/ Group/ Organization Type Services-Health; Civic Leader What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
161 Agency/ Group/ Organization Straight Talk Counseling Agency/ Group/ Organization Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
EXHIBIT 1
City Council 23 – 65 6/3/2025
46 providers, and selected departments through
surveys, meetings, and email.

REGIONAL PLANNING, EMERGENCY & FLOODPLAIN MANAGEMENT, OTHER, WATER

DISTRICT AGENCY
162 Agency/ Group/ Organization California Culinary Coalition Agency/ Group/ Organization Type Other: Community Group What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
163 Agency/ Group/ Organization Santa Ana Ranch Water District Agency/ Group/ Organization Type Water District/ Agency Regional Organization; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
164 Agency/ Group/ Organization OneOC
Agency/ Group/ Organization Type Other: Community Group What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
165 Agency/ Group/ Organization Orange County Emergency Management Bureau Agency/ Group/ Organization Type Emergency Management Agency; Regional Organization; Planning Organization; Local
Government
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 66 6/3/2025
47 166 Agency/ Group/ Organization Orange County Fire Authority Agency/ Group/ Organization Type Emergency Management Agency; Regional Organization; Planning Organization; Local
Government
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
167 Agency/ Group/ Organization Orange County Public Works Agency/ Group/ Organization Type Floodplain Management Agency; Local Government What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
168 Agency/ Group/ Organization Regional Center of Orange County Agency/ Group/ Organization Type Regional Organization; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
169 Agency/ Group/ Organization Southern California Association of Governments Agency/ Group/ Organization Type Regional Organization; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-NonHousing Community Development How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
170 Agency/ Group/ Organization St Vincent De Paul
Agency/ Group/ Organization Type Other: Community Group What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
EXHIBIT 1
City Council 23 – 67 6/3/2025
48 How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
171 Agency/ Group/ Organization US Department of Housing & Urban Development Agency/ Group/ Organization Type Federal Government;
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Homeless Strategy;
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

BROADBAND ADVOCATE, BUSINESS LEADERS, CIVIC, EMPLOYMENT, ISP 172 Agency/ Group/ Organization 100 Black Men of Orange County Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
173 Agency/ Group/ Organization 1736 Family Crisis Center Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
174 Agency/ Group/ Organization Access So Cal
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
175 Agency/ Group/ Organization Advanced Lumber Consultants Agency/ Group/ Organization Type Business Leader
EXHIBIT 1
City Council 23 – 68 6/3/2025
49 What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
176 Agency/ Group/ Organization Afghans Empowered
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
177 Agency/ Group/ Organization Anita Coleman
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
178 Agency/ Group/ Organization Arise Santa Ana
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
179 Agency/ Group/ Organization Asian Business Association Orange County Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
180 Agency/ Group/ Organization Black Chamber of Orange County Agency/ Group/ Organization Type Business Leader
EXHIBIT 1
City Council 23 – 69 6/3/2025
50 What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
181 Agency/ Group/ Organization California Emerging Technology Fund Agency/ Group/ Organization Type Broadband Advocate
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
182 Agency/ Group/ Organization Charitable Ventures of Orange County Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
183 Agency/ Group/ Organization Chinese Christian Herald Crusaders LA Agency/ Group/ Organization Type Other- Community Group What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
184 Agency/ Group/ Organization Church of Southland
Agency/ Group/ Organization Type Other: Community Group What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
185 Agency/ Group/ Organization Community Action Partnership of Orange County Agency/ Group/ Organization Type Civic Leader
EXHIBIT 1
City Council 23 – 70 6/3/2025
51 What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
186 Agency/ Group/ Organization Community Hub Santa Ana Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
187 Agency/ Group/ Organization Cooperacion Santa Ana
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
188 Agency/ Group/ Organization COR CDC
Agency/ Group/ Organization Type Other-Community Group
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
189 Agency/ Group/ Organization Crece Urban Farms
Agency/ Group/ Organization Type Civic Leader; Services-Employment What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
190 Agency/ Group/ Organization Doing Good Works: Foster Greatness Agency/ Group/ Organization Type Business Leader
EXHIBIT 1
City Council 23 – 71 6/3/2025
52 What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
191 Agency/ Group/ Organization Ektaa Center
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
192 Agency/ Group/ Organization Environmental Justice of Orange County Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
193 Agency/ Group/ Organization Families Together of Orange County Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
194 Agency/ Group/ Organization Filipino American Chamber of Commerce of Orange County
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
195 Agency/ Group/ Organization Filipino Influential Leaders And Mentors Agency/ Group/ Organization Type Civic Leader
EXHIBIT 1
City Council 23 – 72 6/3/2025
53 What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
196 Agency/ Group/ Organization GL Larson Insurance & Financial Solutions Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
197 Agency/ Group/ Organization Greater Santa Ana Chamber of Commerce Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
198 Agency/ Group/ Organization Hope Builders
Agency/ Group/ Organization Type Services-Employment
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
199 Agency/ Group/ Organization Hopkinscarley
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
200 Agency/ Group/ Organization H Park Law
Agency/ Group/ Organization Type Business Leader
EXHIBIT 1
City Council 23 – 73 6/3/2025
54 What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
201 Agency/ Group/ Organization International Sanctuary Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
202 Agency/ Group/ Organization Santa Ana Korean Adult League Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
203 Agency/ Group/ Organization KC Matthews
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
204 Agency/ Group/ Organization Korean American Chamber of Commerce Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
205 Agency/ Group/ Organization Korean and Chinese Social Services Agency/ Group/ Organization Type Civic Leader
EXHIBIT 1
City Council 23 – 74 6/3/2025
55 What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
206 Agency/ Group/ Organization Korean and Chinese Social Services Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
207 Agency/ Group/ Organization Linh Truonga
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
208 Agency/ Group/ Organization Love Santa Ana
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
209 Agency/ Group/ Organization NAACP OC
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
210 Agency/ Group/ Organization National Hispanic Business Women Association Agency/ Group/ Organization Type Business Leader
EXHIBIT 1
City Council 23 – 75 6/3/2025
56 What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
211 Agency/ Group/ Organization Oasis Center International Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
212 Agency/ Group/ Organization One Step Ministry
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
213 Agency/ Group/ Organization Orange County Chinese American Chamber of Commerce
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
214 Agency/ Group/ Organization Orange County Council Boy Scouts Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 76 6/3/2025
57 215 Agency/ Group/ Organization Orange County Hispanic Chamber of Commerce Education Foundation
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
216 Agency/ Group/ Organization Orange County Iranian Chamber of Commerce Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
217 Agency/ Group/ Organization Orange County Justice Fund Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
218 Agency/ Group/ Organization Orange County Rescue Mission Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
219 Agency/ Group/ Organization Parentis Health Foundation Agency/ Group/ Organization Type Civic Leader; Services-Health What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 77 6/3/2025
58 220 Agency/ Group/ Organization Sacheena Osornio
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
221 Agency/ Group/ Organization Santa Ana Handball
Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
222 Agency/ Group/ Organization SCORE Orange County
Agency/ Group/ Organization Type Services-Employment
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
223 Agency/ Group/ Organization SHIP
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
224 Agency/ Group/ Organization Small Business Diversity Network Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 78 6/3/2025
59 225 Agency/ Group/ Organization South Coast Chinese Cultural Center Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
226 Agency/ Group/ Organization Spectrum
Agency/ Group/ Organization Type ISP
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development;
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
227 Agency/ Group/ Organization Steven Damigella
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
228 Agency/ Group/ Organization The Priority Center
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
229 Agency/ Group/ Organization Vecindario Lacy en Accion Agency/ Group/ Organization Type Civic Leader
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

EXHIBIT 1
City Council 23 – 79 6/3/2025
60 230 Agency/ Group/ Organization Vietnamese American Chamber of Commerce of Orange County
Agency/ Group/ Organization Type Business Leader
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
231 Agency/ Group/ Organization Vocational Visions
Agency/ Group/ Organization Type Services-Employment
What section of the Plan was
addressed by Consultation?
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.
232 Agency/ Group/ Organization Working Wardrobes
Agency/ Group/ Organization Type Services-Employment; Civic Leader What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development;
Economic Development
How was the Agency/ Group/
Organization consulted and what
are the anticipated outcomes of the
consultation or areas for improved
coordination?
To obtain a comprehensive assessment of the
needs and priorities within the community, the
Consolidated Plan process included consultation
and engagement with City residents, service
providers, and selected departments through
surveys, meetings, and email.

Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a list of agencies, organizations and other stakeholders that have expressed an interest in City’s CDBG, HOME, and ESG programs and invited representatives from each entity to participate at multiple points in the planning process.

All agencies were strongly encouraged to attend the Community Meetings and participate in surveys. If an agency did not attend meetings or participate in surveys, it was done so by the agency’s choice.

EXHIBIT 1
City Council 23 – 80 6/3/2025
61 Other local/regional/state/federal planning efforts considered when preparing the Plan
Table 4– Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Orange County Community
Resources
Consultation with the CoC indicates that the
City’s Consolidated Plan goals are consistent
with the CoC’s strategies.
2021-2029
Housing Element City of Santa Ana
The goals included in the Consolidated Plan
are consistent with the Housing Element
policies and objectives.

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))
City of Santa Ana departments, adjacent units of government, the CoC, and Santa Ana Public Housing Authority were consulted with on the development and implementation of the Consolidated Plan.

EXHIBIT 1
City Council 23 – 81 6/3/2025
62 PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal setting The City of Santa Ana conducted a comprehensive citizen participation process to ensure the 2025-2029 Consolidated Plan reflects community needs and priorities. The public engagement process was designed in accordance with the City’s Citizen Participation Plan (CPP) and HUD regulations (24 CFR 91.105), ensuring residents, local organizations, and community stakeholders had meaningful opportunities to participate in shaping the City's housing and community development strategies.

The Community Development Agency led outreach efforts, emphasizing broad public engagement, particularly among low- and moderate-income residents, individuals with disabilities, racial and ethnic minorities, non-English-speaking populations, and public housing residents. The City also actively consulted with local and regional institutions, businesses, developers, non-profit and faith-based organizations, the Continuum of Care (CoC), and philanthropic entities to ensure a coordinated and holistic approach to addressing housing and community development needs.

To identify and prioritize community needs, the City developed and distributed a survey to gather input on housing, community, and economic development needs. The survey was available in English, Spanish, and Vietnamese online and in paper format at various public facilities. The survey received 103 responses. A summary of the survey and responses is in Appendix B.

In the Fall of 2024, five publicly noticed meetings were held to obtain the views of the community on the City’s housing and community development needs. The first public hearing was held on October 22, 23 and 24, 2024, in the morning afternoon and evening at four different locations throughout the City. A public hearing to adopt the Consolidated Plan and first year Annual Action Plan is scheduled for June 3, 2025, at 5:00 PM, at City Hall.

Public notices for public hearings, meetings, the survey, and the 30-day comment period were published in a medium of general circulation in the City. Additionally, the City used social media platforms such as Facebook and Instagram to advertise the opportunities to participate. At each step in the process, the City was careful 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 activities supported by the Consolidated Plan programs had the opportunity to be actively involved.

EXHIBIT 1
City Council 23 – 82 6/3/2025
63 Table 5 - Citizen Participation Outreach
Outreach Summary
Mode Additional
Modes Target Content/ Attendance Comments
Comments
not
accepted
Newspaper
Ad
City
website;
Social
Media;
Flyers
Broad Community Public Meeting, October 22, 5:00 PM, at the South West Senior Center, October 23, 2024, at 10:00 AM at
the Roosevelt Walker Community Center; October
24, 2024, at 2:00 PM and 5:00 PM, at the Salgado
Community Center, October 25, 2024, at 10:00 AM at
the El Salvador Community Center; Community
Needs Survey.

N/A N/A
Public
Meeting
Broad Community Public Hearing, October 22, 5:00 PM, at the South West Senior Center. See Appendix B.

All comments
were
accepted
N/A
Public
Meeting
Broad Community Public Meeting, October 23, 2024, at 10:00 AM at the Roosevelt Walker Community Center. See Appendix
B.

All comments
were
accepted
N/A
Public
Meeting
Broad Community Public Meeting, October 24, 2024, at 2:00 PM at the Salgado Community Center. See Appendix B.

All comments
were
accepted
N/A
Public
Meeting
Broad Community Public Meeting, October 24, 2024, at 5:00 PM, at the Salgado Community Center. See Appendix B.

All comments
were
accepted
N/A
Public
Meeting
Broad Community Public Meeting, October 25, 2024, at 10:00 AM and, at the El Salvador Community Center. See Appendix
B.

All comments
were
accepted
N/A
Community
Needs
Survey
Broad Community See Appendix B All comments
were
accepted
N/A
Newspaper
Ad
Cityweb
site
Broad Community Substantially complete Draft 2025-2029
Consolidated Plan and 2025-2026 Annual Action Plan
30-day review period from May 5 to June 3, 2025,
and public hearing on June 3, 2025, 5:00 PM, at City
Hall.

N/A N/A
EXHIBIT 1
City Council 23 – 83 6/3/2025
64 Outreach Summary
Mode Additional
Modes Target Content/ Attendance Comments
Comments
not
accepted
30-Day
Review
Broad Community Made available on website and in hard copy from May 5 to June 3, 2025

TBD TBD
Public
Hearing
Broad Community Public hearing of Draft 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan on June 3, 2025,
5:00 PM, at City Hall.

TBD TBD
EXHIBIT 1
City Council 23 – 84 6/3/2025
65 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Consolidated Plan Needs Assessment examines a range of needs, including housing, homelessness, non-homeless special needs, and non-housing community development needs. The housing needs assessment section evaluates household income, tenure (renter or owner), housing cost as a function of household income, disproportionate need amongst racial and ethnic groups, and public housing needs.

The homeless needs assessment examines the sheltered and unsheltered homeless population in Orange County to inform the City’s strategy to address homelessness during the next five years.

The non-homeless special needs assessment section evaluates the needs of people who are not homeless, and due to various reasons need services. This population includes people who are elderly, frail and elderly, have severe mental illness, including Post Traumatic Stress Disorder (PTSD), developmental and physical disabilities, alcohol or other drug addictions, and HIV/AIDS, victims and survivors of human trafficking and domestic violence.

Lastly, the non-housing community development needs assessment section discusses the need for public facilities, public infrastructure improvements and public services to support low- and moderate-income residents.

Methodology
To assess community needs, the City examined data, held community meetings, conducted a survey of residents and regional stakeholders, and consulted with experts and local stakeholders. The Needs Assessment primarily relies on the sources of data which follow:
- American Community Survey (ACS) 2020 5-year estimates - Comprehensive Housing Affordability Strategy (CHAS) 2016-2020 - 2023 & 2024 Point-In-Time (PIT) Homeless Count
The 2020 ACS and CHAS 5-year estimates were the most recent complete datasets available at the time the Consolidated Plan was prepared.

Consolidated Plan Survey for Residents and Stakeholders Santa Ana and stakeholders had the opportunity to respond to surveys to rate the level of need for public facilities, infrastructure, public and neighborhood services. The surveys also gathered insights into residents’ internet access and disaster preparedness.

Stakeholders include agencies and businesses that work with residents of Santa Ana with EXHIBIT 1
City Council 23 – 85 6/3/2025
66 low- and moderate-incomes, special needs, and those experiencing, or at-risk or experiencing homelessness. Survey results from 103 residents and 40 organizations can be found in the following sections:
- Housing facility and service results – NA-10 Housing Needs Assessment, and - Public facility, infrastructure, and service results – NA-50 Non-Housing and Community Development Needs.

EXHIBIT 1
City Council 23 – 86 6/3/2025
67 NA-10 Housing Needs Assessment
Summary of Housing Needs
Santa Ana’s population fell by four percent between 2010 and 2020, decreasing from 324,528 to 310,277 (Table 6). During this same period, the number of households rose by six percent from 74,381 to 79,142 and the median household income increased 32 percent from $54,877to $72,406.

Over 66 percent of all households in Santa Ana earn up to 80 percent Area Median Income (AMI). Figure 1 shows how many households are in each income category.

Figure 1 – Households
Data Source: 2016-2020 CHAS
The Number of Households Table (Table 7) categorizes household types in the City by income levels. Small family households consist of two-to-four family members, while large family households have five or more people. Small family households are the most common household type, representing 44 percent of all households in Santa Ana.

In this section there are eight tables of data which reference housing problems. Housing problems are defined by HUD as:

1. Lacks complete kitchen facilities: Household lacks a sink with piped water, a range or stove, or a refrigerator.

2. Lacks complete plumbing facilities: Household lacks hot and cold piped water, a flush toilet, and a bathtub or shower.

3. Overcrowding / severe overcrowding: A household is overcrowded if there are more than 1.01 people per room, excluding bathrooms, porches, foyers, halls, or halfEXHIBIT 1 City Council 23 – 87 6/3/2025
68 rooms. A household is considered severely overcrowded if there are more than 1.5 people per room.

4. Cost burden / severe cost burden: A household is considered cost burdened if the household pays more than 30 percent of its total gross income for housing costs. A household is considered severely cost burdened if the household pays more than 50 percent of its total income for housing costs. For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage, taxes, insurance, and utilities.

The Housing Problems Table (Table 8) highlights that a housing cost burden exceeding 30 percent of income is the most common housing problem across renter and owner households, with renter households most impacted by severe housing problems.

Approximately 40 percent of the 52,465 households earning at most 80 percent AMI experience a housing cost burden over 30 percent of income. Approximately 73 percent of households earning at most 80 percent AMI with one or more severe housing problem are renters.

Housing Needs Summary Tables
Table 6 - Housing Needs Assessment Demographics
Demographics Base Year: 2010 Most Recent Year: 2020 % Change Population* 324,528 310,227 -4.4%
Households 74,381 79,142 6.4%
Median Income $54,877.00 $72,406.00 31.9%
Data Source: *2010 & 2020 Decennial Census, 2016-2020 ACS Estimates Table 7 - Number of Households Table
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-100%
AMI
>100%
AMI
Total Households 17,335 16,010 19,120 9,525 17,150
Small Family Households 6,620 6,665 8,955 4,625 8,165
Large Family Households 3,990 5,750 5,675 2,695 4,110
Household contains at least one
person 62-74 years of age 3,370 2,950 4,395 2,070 4,010 Household contains at least
one-person age 75 or older 2,605 1,670 1,800 710 1,270
Households with one or more
children 6 years old or younger 4,660 4,565 4,995 5,015 2,740 Data Source: 2016-2020 CHAS
Table 8 - Housing Problems (Households with one of the listed needs) EXHIBIT 1
City Council 23 – 88 6/3/2025
69 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 155 145 100 70 470 60 30 40 0 130
Severely
Overcrowded 2,775 1,960 1,785 545 7,065 250 340 625 345 1,560 Overcrowded 2,225 2,810 2,205 730 7,970 340 770 980 710 2,800 Housing cost
burden greater
than 50% of
income
4,840 1,375 175 0 6,390 2,345 1,165 485 65 4,060
Housing cost
burden greater
than 30% of
income
1,225 2,650 2,560 360 6,795 495 1,300 2,360 815 4,970
Zero/negative
Income (and
none of the
above problems)
520 0 0 0 520 160 0 0 0 160
Data Source: 2016-2020 CHAS
Table 9 - Housing Problems (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
9,995 6,290 4,265 1,345 21,895 2,995 2,310 2,125 1,120 8,550 Having none of
four housing
problems
2,605 3,725 6,240 2,400 14,970 1,740 3,685 6,495 4,665 16,585 Household has
negative income,
but none of the
other housing
problems
520 0 0 0 520 160 0 0 0 160
Data Source: 2016-2020 CHAS
EXHIBIT 1
City Council 23 – 89 6/3/2025
70 Table 10 - 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 4,920 3,335 1,620 9,875 980 1,190 1,660 3,830 Large Related 3,255 2,780 610 6,645 345 1,200 560 2,105 Elderly 1,635 475 188 2,298 1,460 500 725 2,685
Other 1,155 825 900 2,880 440 170 245 855
Total need by income 10,965 7,415 3,318 21,698 3,225 3,060 3,190 9,475 Data Source: 2016-2020 CHAS
Table 11 - 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 3,760 770 35 4,565 770 565 245 1,580
Large Related 2,295 550 115 2,960 280 320 30 630
Elderly 1,265 180 8 1,453 1,195 260 185 1,640
Other 925 365 45 1,335 385 110 45 540
Total need by income 8,245 1,865 203 10,313 2,630 1,255 505 4,390 Data Source: 2016-2020 CHAS
EXHIBIT 1
City Council 23 – 90 6/3/2025
71 Table 12 - 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 4,525 3,745 2,760 775 11,805 430 645 710 390 2,175 Multiple, unrelated
family households 425 940 1,120 255 2,740 160 455 900 650 2,165 Other, non-family
households 75 140 145 45 405 4 20 10 10 44
Total need by
income 5,025 4,825 4,025 1,075 14,950 594 1,120 1,620 1,050 4,384 Data Source: 2016-2020 CHAS
Table 13 - Households with children under the age of six 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
Households with
children six years
of age or younger
present
3,985 3,535 3,370 10,890 675 1,030 1,625 3,330
Data Source: 2016-2020 CHAS
EXHIBIT 1
City Council 23 – 91 6/3/2025
72 Map 1 – Households with Extremely Low Incomes and Severe Cost Burden Source: 2016-2020 CHAS Data
EXHIBIT 1
City Council 23 – 92 6/3/2025
73 Map 2 - Households with Low Income and Severe Cost Burden Data Source: 2016-2020 CHAS
Map 3 - Households with Moderate Income and Severe Cost Burden EXHIBIT 1
City Council 23 – 93 6/3/2025
74 Data Source: 2016-2020 CHAS
EXHIBIT 1
City Council 23 – 94 6/3/2025
75 Describe the number and type of single-person households in need of housing assistance.

The precise number of single-person households that are elderly or low-income and in need of housing assistance is not available. According to the 5-Year ACS Estimate there were 10,496 single-person households in 2020, approximately six percent of which were over 65 years of age. Typically, it is presumed that a household needs housing assistance if they experience one or more housing problem and have incomes of at most 80 percent AMI. Table 10 provides data on the types of households impacted by housing cost burden. “Other” households are defined as nonfamily and nonelderly, which is inclusive of single persons. Elderly households include elderly families with two or more persons age 62 or older, as well as elderly nonfamilies with one or two individuals aged 62 or older. CHAS 2016-2020 estimates find 4,983 elderly and 3,735 “other” households in this income range spend more than 30 percent of their income on housing costs. The majority, 56 percent, of single-person households are renters.

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.

Domestic and dating violence, assault, and stalking are not always reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes/sexual assaults were reported to the Police. The State of California Department of Justice maintains statistics on domestic violence calls to local law enforcement statewide by jurisdiction (openjustice.doj.ca.gov). In 2022, 1,127 calls related to domestic violence were made from Santa Ana. Of these incidents:
- 107 involved a weapon
- Eight involved a firearm
- 21 involved a knife or cutting instruments
- 38 involved other dangerous weapons
- 40 involved personal weapons (i.e., feet or hands)
There were at least 1,127 times during 2022 when a household needed some type of domestic violence services. In households where physical violence occurred, it is possible that at least one member of the household needed to relocate to escape recurring violence.

These households may include children. Victims of domestic violence suffer in many ways including economically, which impacts access to safe and affordable permanent housing.

There is a need for emergency shelter and affordable permanent housing.

What are the most common housing problems?
The most common housing problem in the City is overcrowding and severe overcrowding.

Analysis of Housing Problems (Table 8) shows this affects 17,065 households with income at or below 80 percent AMI. Of those households, 81 percent rent their homes. The second EXHIBIT 1
City Council 23 – 95 6/3/2025
76 most common housing problem is housing cost burden greater than 30 percent of income which impacts 40 percent of households earning at most 80 percent AMI. Those affected include 12,825 renter and 8,150 owner households.

Figure 2 – Most Prevalent Housing Problems
Data Source: 2016-2020 CHAS

Are any populations/household types more affected than others by these problems?
Renter households are most impacted by housing problems. Among these, small related households with low- and moderate- incomes are most impacted by housing cost burden and single family renter households are particularly affected by crowding as detailed in Table 10, Table 11, and Table 12. These households account for 21 percent of those earning at or below 80 percent of the AMI and are the most impacted by crowded living conditions.

Approximately 31 percent of households earning up to 80 percent AMI (16,470 households), carry a housing cost burden of 30 to 50 percent of income. More than twice as many renter households in this income range are impacted by this degree of housing cost burden as homeowner households. Across renter and owner households the most impacted types of households are small related, followed by large related, elderly, and “other.” About 41 percent of households (31,173 households), earning at or below 80 percent AMI carry a severe cost burden of over 50 percent of their income. More than twice as many renters are living in these circumstances as owner-occupied households. Within impacted renter households the most impacted types of households are small related, followed by large related, “other”, and elderly. Within impacted owner households the most impacted types of households are small related, followed by elderly, large related, and “other.” EXHIBIT 1
City Council 23 – 96 6/3/2025
77 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
Extremely low- and low-income households with one or more housing problem are presumed to be unstably housed, putting them at risk of falling into homelessness. There are 33,345 households in Santa Ana earning up to 50 percent AMI, representing 42 percent of all households. Within this income range individuals and families with children are highly sensitive to adverse events.

The greatest concentrations of unstably housed households are among renter households with housing cost burden at or above 50 percent of their gross household income. Among renters experiencing severe housing cost burden small-related households are most impacted, followed by households that are large related, elderly, and “other.” Among owners experiencing severe housing cost burden small-related households are most impacted followed by elderly, large related, and “other.” Households in this income range living in crowded conditions are also unstably housed. This condition impacts a much smaller, but still significant, number of households than housing cost burden does, twentyfive percent of renter households with incomes at or below 50 percent AMI are living in crowded homes.

Figure 3 - Households With 30-50% & >50% Cost Burden
Data Source: 2016-2020 CHAS
As described in the Market Analysis section of the Consolidated Plan, rental housing costs have risen steadily over the past ten years – creating more pressure on extremely lowEXHIBIT 1 City Council 23 – 97 6/3/2025
78 income households. The ACS data shows the median contract rent in Santa Ana increased 32 percent from 2010 to 2020. As rental prices continue to rise throughout Orange County, the pressure on extremely low-income households will continue to increase.

Rapid rehousing programs may help homeless individuals and families; however, unless they secure a housing unit is within a subsidized affordable housing development, formerly homeless families and individuals receiving rapid rehousing assistance face considerable uncertainty with respect to their monthly housing costs and ability to remain stably housed once the assistance contract ends. Near the termination of assistance, finding replacement housing is difficult for the same reasons it was difficult before becoming homeless: high housing cost and the possibility of an eviction record.

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:

The assessment of at-risk populations described in the foregoing paragraphs in this Consolidated Plan is based on ACS and CHAS data using HUD definitions for household types and housing problems, supplemented by available local data for certain groups specified by HUD, such as households with children and victims of domestic violence, dating violence, sexual assault, and stalking.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness.

There are 10,110 renter households who earn up to 50 percent AMI and are severely cost burdened, according to the CHAS data (Table 11). Of these households:
- 4,530 are small related households with four or fewer members - 2,845 are large related households with five or more members - 1,445 are elderly households with one or more members over the age of 62 - 1,290 are other households
These extremely low- and low-income households are considered the most at-risk of becoming homeless.

Discussion
Of households with incomes at or below 50 percent AMI, 30 percent are cost burdened renters, and 30 percent are overcrowded or severely overcrowded renters (Table 8). Of households with incomes at or below 30 percent AMI, 35 percent are cost burdened renters and 29 percent are overcrowded or severely overcrowded renters (Table 8). These households are presumed to be most at-risk of becoming homeless. To the greatest extent feasible, assistance options could make affordable housing accessible to severely cost burdened and overcrowded renter households earning up to 50 percent AMI. This is one of many ways to prevent homelessness.

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79 NA-35 Public Housing
Introduction
The Santa Ana Housing Authority (SAHA) is a Housing Choice Voucher (HCV) only entity.

It administers tenant- and project-based and special purpose vouchers. There are 10 project-based voucher sites. Special purpose vouchers include Mainstream Five-Year (MS5) and Veteran Affairs Supportive Housing. Additionally, SAHA administers Foster Youth to Independence and Emergency Housing Vouchers. SAHA’s mission is to “provide affordable housing for the most vulnerable members of our community to use as a platform to obtain self-sufficiency and independence from our assistance.” The tables below reflect the data provided by HUD in the eConPlanning Suite. MS5 data is included in the “Disabled” column in the tables in this section.

Table 14 - Public Housing by Program Type
Vouchers
Total Tenant -based Special Purpose Voucher
VASH Disabled
Unit vouchers in use 1,793 1,713 2 78
Data Source: PIC (PIH Information Center)
Table 15 - Characteristics of Public Housing Residents by Program Type Vouchers
Total Tenant -based
Special Purpose
Voucher
VASH
Average Annual Income 17,541 17,644 13767
Average length of stay 7 8 0
Average Household size 2 2 4
Homeless at admission 0 0 0
Elderly Program Participants
(>62) 773 768 1
Disabled Families 314 241 0
Families requesting
accessibility features N/A N/A N/A
HIV/AIDS program
participants No data No data No data
DV victims No data No data No data
Data Source: PIC (PIH Information Center)
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80 Table 16 - Race of Public Housing Residents by Program Type Vouchers
Total Tenant -based Special Purpose Voucher
VASH Disabled
White 792 747 No data 45
Black/ African American 60 52 2 6
Asian 919 895 No data 24
American Indian/
Alaska Native 18 15 No data 3
Pacific Islander 4 4 No data No data
Other No data No data No data No data
Data Source: PIC (PIH Information Center)
Table 17 - Ethnicity of Public Housing Residents by Program Type Ethnicity
Vouchers
Total Tenant -based Special Purpose Voucher
VASH Disabled
Hispanic 625 602 23
Not Hispanic 1,168 1,111 2 55
Data Source: PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.

Section 504 of the Rehabilitation Act of 1973 prohibits discrimination based on disability in any program or activity that is conducted by federal agencies or that receives financial assistance from a federal agency. A housing provider may not deny or refuse to sell or rent to a person with a disability and may not impose application or qualification criteria, rental fees, or sales prices and rental or sales terms or conditions that are different than those required of or provided to persons who are not disabled. Further, housing providers may not require people with disabilities to live only on certain floors, or to all live in one section of the housing. Housing providers may not refuse to make repairs and may not limit or deny someone with a disability access to recreational and other public and common use facilities, parking privileges, cleaning or janitorial services or any services that are made available to other residents.

When possible, SAHA fulfills reasonable accommodation requests. Accommodations can be requested at any time. The tenant-based HCV waitlist was open from May 2, 2022, to May 31, 2022. This resulted in a 7,500-household long waitlist. Priority was given to U.S. veterans and families that live or work in Santa Ana. As of September 30, 2024, waitlist was down to 6,710 households. Households on the waitlist are mostly families with children (54 percent), elderly households represent 28 percent and disable households represent 18 percent. A households may be both disabled and elderly.

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81 Most immediate needs of residents of Public Housing and Housing Choice voucher holders.

The most pressing need for HCV holders is affordable housing. This is evidenced by the fact that some households have been waiting for housing for almost three years as of the completion of this Consolidated Plan.

Beyond the need for affordable housing, resident may also need additional access to service programs such as:
- Job training and placement,
- Youth employment and educational programs,
- Childcare services,
- Transportation, and
- Medical facilities near affordable housing.

How do these needs compare to the housing needs of the population at large? The needs experienced by SAHA residents are similar to the needs of very low-income and low-income households throughout the City of Santa Ana.

Discussion
The SAHA implements a variety of strategies to address the need for affordable housing.

The core strategies include maximizing affordable housing opportunities through continuous program and management improvement and leveraging CDBG and HOME resources.

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82 NA-40 Homeless Needs Assessment
Introduction
There are four federally defined categories under which individuals and families are considered homeless:
1) Literally Homeless – An individual or family:
a. Living unsheltered on the streets;
b. Living in a vehicle or other place not meant for habitation; c. Living in an emergency shelter or transitional housing program, including a motel/hotel paid by a charitable organization or government program; or d. Exiting an institution (resided 90 days or less and previously resided in one of the two items listed above).
2) Imminent Risk of Homelessness – An individual or family imminently losing their housing:
a. Housing will be lost within 14 days; and
b. Has no subsequent residence; and
c. Lacks the resources and support network.
3) Homeless Under other Federal Statutes – An unaccompanied youth under the age of 25 or families with children and youth, who do not otherwise qualify as homeless under this definition, but who do meet all of the following:
a. Are defined as homeless under Section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), Section 637 of the Head Start Act (42 U.S.C. 9832), Section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), Section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), Section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), Section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or Section 725 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a);
b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance;
c. Have experienced persistent instability as measured by two or more moves during the 60-day period immediately preceding the date of applying for homeless assistance; and
d. Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy, low English EXHIBIT 1
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83 proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment.
4) Fleeing or Attempting to flee Domestic Violence – An individual or family:
a. Fleeing or attempting to flee domestic violence situation, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member; and b. Has no subsequent residence; and
c. Lacks the resources and support network.

According to the 2024 Annual Homeless Assessment Report (AHAR) to Congress, during the Point in Time (PIT) Count in January 2024, California had the highest number and rate of unsheltered homeless population in the country. Twenty-eight percent of the nation’s homeless population was reported in California. More than half of all the nation’s homeless individuals are concentrated in three states: California (24 percent), New York (20 percent), and Washington (four percent). The rate of homelessness in California increased three percent from 2023 to 2024, and 35 percent from 2007 to 2024.

In Orange County, homelessness is addressed regionally by the Orange County Continuum of Care (CoC), an umbrella organization that brings together government agencies and community-based nonprofit organizations in a coordinated effort to meet the urgent needs of those who have become homeless or are in imminent danger of becoming homeless.

The County of Orange Health Care Agency is the collaborative applicant, and 2-1-1 OC is the Homeless Management Information System (HMIS) lead agency.

The Orange County CoC conducts a PIT Count, to create a census of unsheltered and sheltered individuals experiencing homelessness. It conducts a sheltered PIT Count annually and an unsheltered PIT Count every-other-year. From 2022 to 2024, in Orange County the number of
- homeless residents rose from 5,718 to 7,322 individuals, - unsheltered residents rose from 3,057 to 4,173, and
- sheltered residents rose from 2,661 to 3,149.

In Santa Ana, from 2022 to 2024, the number of
- homeless residents rose from 990 to 1,428,
- unsheltered residents rose from 508 to 871, and
- sheltered residents rose from 482 to 557.

Since 2020, the rate of child homelessness (under the age of 18) decreased by 26 percent from 933 children to 691 children. Homelessness among transition-aged youth (18 – 24) rose 10 percent, while for adults over 24 it increased 10 percent, from 5,765 to 6,323.

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84 Figure 4 - Overall Homelessness By Age
Data Source: HUD 2020-2024 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations
Table 18 - Homeless Needs Assessment
Population
Homeless on a given night Homeless each year Days of
homeless
-ness
Sheltered Unsheltered Experiencing Becoming Exiting
Persons in
households with
adults and
children
948 180 4,806 3,612 877 221
Persons in
households with
only children
2,195 3,993 562 554 126 292
Persons in
households with
only adults
6 0 15,323 11,531 1,414 1,526
Chronically
homeless
individuals
877 1,600 7,090 5,092 722 2,325
Chronically
homeless
families
3 18 556 395 94 466
Veterans 80 248 651 480 225 1,337
Unaccompanied
Child 6 0 1,602 1,405 207 729
Persons with
HIV/AIDS 175 92 326 247 36 1,111
Data Source: 2024 Orange County Homeless Count & Survey Report Data Source Comments: HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations PIT count
Jurisdiction Has No Rural Homeless
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85 Table 19 - Nature and Extent of Homelessness
Race/ Ethnicity Sheltered Unsheltered (optional)
American Indian, Alaska Native, or
Indigenous 36 75
Asian or Asian American 103 164
Black, African American, or African 329 223
Hispanic/Latina/e/o Only 37 1,509
Middle Eastern or North African 1 40
Native Hawaiian or Other Pacific Islander 53 45
White 1,120 1,772
Hispanic and One or More Race 1,419 268
Non-Hispanic and Multiple Race 51 77
Data Source: HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations
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", then describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).

Data is provided in Table 18as the “number of persons becoming and exiting homelessness year” and the “number of days that persons experience 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 2024 PIT Count in Orange County, there were 1,128 people in households with at least one adult and one child, comprised of 948 sheltered and 180 unsheltered people in urgent need of housing assistance.

The 2024 PIT Count revealed in Orange County 80 sheltered veterans and 248 unsheltered veterans. It is unclear how many unique families are represented in these numbers. In the universe of homeless individuals, it is not clear how many are families of deceased or estranged veterans.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The 2024 PIT Count showed that most people experiencing homelessness identified as White, followed by Hispanic and One or More Race; Hispanic/Latino Only; Black, African EXHIBIT 1
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86 American, or African; Asian or Asian American; Non-Hispanic and Multiple Races; American Indian, Alaska Native, and Indigenous; Native Hawaiian or Other Pacific Islander; and, Middle Eastern or North African.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The 2024 PIT Count shows that on January 24, 2024, throughout Orange County most people experiencing homelessness were unsheltered. Of the 7,322 homeless individuals, 57 percent were unsheltered. Unsheltered chronically, homeless people accounted for 22 percent of all homeless individuals. Among those who were reported as being homeless and unsheltered (4,173 individuals), 49 percent were living with chronic substance abuse; 30 percent faced severe mental health issues; and ten percent had experienced domestic violence.

Discussion
The January 24, 2024 PIT Count results indicate that approximately 7,322 people were homeless in Orange County on any given night, with 20 percent (1,428 individuals) living in Santa Ana.

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87 NA-45 Non-Homeless Special Needs Assessment
Introduction
Special needs populations consist of persons who are not homeless, but due to various reasons they need services and supportive housing. Persons with special needs include the elderly, frail elderly, severely mentally ill, developmentally disabled, physically disabled, persons with alcohol or other drug addictions, persons with HIV/AIDS, and victims of domestic violence. The City of Santa Ana will consider allocating CDBG to public services for special the needs populations indicated, as well as victims of human trafficking and those with Post-Traumatic Stress Disorder (PTSD) or other needs.

Describe the characteristics of special needs populations in your community.

Elderly and Frail Elderly
HUD defines elderly as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to perform at least three “activities of daily living” including eating, bathing, grooming, or home management activities. Generally, elderly people have lower incomes than the population at large. Based on 2016-2020 CHAS data of the 24,850 households containing at least one elderly person in Santa Ana, 68 percent, 16790 households, earn less than 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 11,814 residents of Santa Ana aged 65 and above have a disability. Of those people, 59 percent have ambulatory difficulty, 50 percent have independent living difficulty, and 34 percent have hearing difficulty.

Persons with Disabilities
HUD defines a disabled person as having a physical or mental impairment that substantially limits one or more major life activity. The main obstacle to independent living for these adults is not only their disability, but also the lack of financial resources, often due to limited employment opportunities. Additionally, persons with disabilities have high health care costs, are dependent on supportive services, and may require accessibility modifications to accommodate their disability. Based on the 2021, 1-year ACS estimate, of the total Civilian Noninstitutionalized Population age 18 and to 64 in Santa Ana, an estimated 5,477 people are employed and have a disability; 699 are unemployed and have a disability; and 6,501 have a disability and are not part of the labor force.

Alcohol and Other Drug Addictions & Mental Illness
The Substance Abuse and Mental Health Services Administration (SAMHSA) is the federally-funded institution established to disseminate information on mental disorders, including data on prevalence. Prevalence data is collected through the National Survey on Drug Use and Health (NSDUH) and is calculated for a two-year period. Unfortunately, the EXHIBIT 1
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88 pandemic disrupted the method of survey delivery, which has disrupted the data series.

The most recent data set for the 2021-2022 period is only available at the state level.

Since the pandemic, rates of substance use disorder, mental illness, serious mental illness, and receipt of mental health treatment have increased among Californians ages 18-25 and 26 and over. The younger age group (18-25) shows a higher prevalence of these issues compared to the older group (26+). Any mental illness and serious mental illness do not include developmental, or substance use disorders. Survey results from 2021-2022 show the following.
18- to 25-year-olds
- 34.35 percent had any mental illness
- 12.08 percent had serious mental illness
- 21.56 percent received mental health treatment in the past year - 27.24 percent had substance use disorder
26-year-olds and over
- 20.31 percent had any mental illness
- 4.66 percent had serious mental illness in the past year - 17.08 percent received mental health treatment in the past year - 16.58 percent had substance use disorder

HIV/AIDS
Human Immunodeficiency Virus (HIV) weakens the immune system by destroying important cells that fight disease and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage of HIV. The Center for Disease Control’s (CDC) Atlas Plus program reported 257 new HIV diagnoses during 2022 in Orange County (https://www.cdc.gov/nchhstp/atlas/index.htm, accessed January 2025). New HIV diagnoses were most concentrated among people aged 25-34. For persons living with HIV/AIDS, access to affordable housing, supportive services, and quality health care is important to maintaining their health and well-being.

Victims of Domestic Violence
Domestic violence, assault, and stalking are not always reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes/ sexual assaults were reported to the police. Domestic violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, a total of 1,127 calls related to domestic violence were made from Santa Ana (openjustice.doj.ca.gov, accessed November 2024). Of those 107 incidents involved a weapon.

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89 Those incidents breakdown as follows:
- eight were with a firearm;
- 21 were with a knife or cutting instruments;
- 38 were with other dangerous weapons; and
- 40 were with personal weapons.

What are the housing and supportive service needs of these populations and how are these needs determined?
Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training provided for the purpose of facilitating a person’s stability and independence. To determine the level of need and types of services needed by special needs populations, the City conducted a survey, consulted with local service providers, and reviewed ACS data.

In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no-step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and smoke alarms. Residents who are blind may require tactile marking of changes in floor level and stair edges and braille markings on appliances and controls.

People with low vision may require large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.

For persons with special needs, the high cost of living in Orange County makes it difficult to maintain a stable residence. Often these segments of the population rely on support services from various Orange County nonprofit organizations to avoid becoming homeless or institutionalized.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area.

According to the CDC, at the end of 2022, 1.2 million people in the United States had HIV, and 35,716 people had been newly diagnosed in 2021 and increased to 37,601 new diagnoses in 2022 (cdc.gov, accessed January 2025). In Orange County CDC data show, the number of persons living with HIV has increased from 6,855 in 2018 to 7,325 in 2022. Of those diagnosed with HIV, 69 percent were in receipt of medical care and 64 percent had reached viral suppression. Viral load is an indicator of health and adherence to medication.

A high viral load is indicative of illness. Viral load suppression (less than 200 copies/ml) is suggestive of improved health.

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90 In 2022, there were 257 new HIV diagnoses in Orange County. People aged 25-34 accounted for 37 percent, the greatest concentration of new cases. Of the newly diagnosed, 89 percent were male of whom most identified racially/ ethnically as Hispanic/ Latino.

Discussion
In addition to the elderly, frail elderly, severe mentally ill, developmentally disabled, physically disabled, persons with alcohol and other drug addictions, persons with HIV/AIDS, and victims of domestic violence described above, two other subpopulations with special needs in Orange County include victims of human trafficking and individuals with PTSD.

Victims of Human Trafficking
Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercialized sex acts. Human trafficking is extremely difficult to track; there is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking which involved 2,045 victims (https://humantraffickinghotline.org/ accessed January 2025). The most common type of human trafficking reported in California was sex trafficking.

The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world. Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras. Trafficking in Persons reports “Traffickers often target those who experience compounding forms of discrimination (such as discrimination because of one’s racial or ethnic group, gender identity, disability, or sexual orientation), experience violence (such as intimate partner or domestic violence) or interact with government run programs (such as the criminal justice system, runaway and homeless youth services, foster or institution care, and the immigration enforcement system.”
Post-Traumatic Stress Disorder
The National Institute of Mental Health (NIMH) explains Post-Traumatic Stress Disorder (PTSD) can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human-caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD recognizes the disorder impacts populations inside and outside of the military including families, children, and non-combatants. The National Center reports an estimated six percent of the population, eight percent of women and four EXHIBIT 1
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91 percent of men, will have PTSD at some point in their lives. “Women are more likely to develop PTSD than men in part due to the types of traumatic events that women are more likely to experience – such as sexual assault—compared to men.” Challenges these special needs populations and subpopulations face include low-income and high housing cost. This segment of the population also struggles for a decent quality of life that includes access to necessities, adequate food, clothing, and medical care.

Novel Coronavirus (COVID-19)
COVID-19 caused a global pandemic. Its widespread impact on the United State began in March 2020. In the ensuing years, lives changed dramatically, from the impact of measures to prevent the spread of the disease – including stay-in-place orders, social distancing, mask wearing and vaccination – to death. The Coronavirus Aid, Relief and Economic Security (CARES) Act allocated funds to respond to the public health emergency through HUD. The City of Santa Ana was awarded $6,894,836 CDBG-CV and $13,325,845 ESG-CV funds to assist low- and moderate-income individuals and families impacted by COVID-19.

The national and global public health emergency status was lifted in May 2023; however, the virus is still present and active around the world.

NA-50 Non-Housing Community Development Needs
Describe the jurisdiction’s need for Public Facilities.

Santa Ana continues to invest in new public facilities and the maintenance and improvement of existing facilities. Facilities constructed during the 1070s and 1980s require rehabilitation to meet evolving community needs, modernization of amenities, and compliance with the American with Disabilities Act.

CDBG public facility projects that meet CDBG eligibility requirements, align with a Strategic Plan goal, and address a CDBG National Objective will be considered for funding in the five Annual Action Plans. The Strategic Plan includes a goal to improve public facilities.

Facilities may require improvement during the next five years include, but are not limited to, parks and recreational and parking facilities and childcare, youth and community centers.

How were these needs determined?
The need for public facility improvements was determined through community meetings, the Community Needs Survey, stakeholder meetings, the Stakeholder Survey, and review of the City’s Capital Improvement Plan.

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92 Figure 5 – Accessibility and Condition of Public Facilities and Infrastructure Source: Community Needs Survey
Describe the jurisdiction’s need for Public Improvements.

Santa Ana works to improve and construct public infrastructure to meet the needs of residents. The Capital Improvement Program includes projects in the areas of street, traffic, utility, drainage and lighting improvements. Eligible projects will be considered for CDBG funding.

How were these needs determined?
The need for public infrastructure improvements was determined through community meetings, the Community Needs Survey, stakeholder meetings, the Stakeholder survey, and review of the City’s Capital Improvement Plan.

Describe the jurisdiction’s need for Public Services.

Residents and stakeholders in Santa Ana appreciate the availability and quality of public services and express the view that continued support for services is needed. Approximately 66 percent of households in Santa Ana have income at or below 80 percent AMI. The provision of services at reduced or no cost expands choices available to residents with lowand moderate-incomes.

Pursuant to CDBG regulations, only 15 percent of the City’s annual grant allocation and any prior year program income may fund public service-type activities. The City proposes to focus funds on households with lower incomes to establish, improve, and expand access to existing public services, such as services for families with children, youth, workforce development, mental health, and neighborhood clean-ups.

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93 How were these needs determined?
The need for public services was determined through community meetings, the Community Needs Survey, stakeholder meetings, the Stakeholder Survey, and consultation with the Community Development Agency.

Figure 6 – Availability and Quality of Social Services
Source: Community Needs Survey

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94 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
This section of the Consolidated Plan evaluates housing market conditions in Santa Ana including housing supply, demand, condition, and cost. The data shows that that are single detached-structures a are most prominent representing 47 percent of all structures. The housing stock is relatively dated, 80 percent of units were constructed before 1980.

The data shows the housing market in Santa Ana is relatively tight and many households, especially renters, are experiencing a housing cost burden. From 2020 to 2024 the median value for homes in Santa Ana increased 41 percent, according to the Zillow Home Value Index. ACS data shows median contract rent increased 32 percent over the last 10 years.

While CHAS data shows there are enough housing units affordable to people with incomes up to 80 percent AMI the surplus of units is minimal. There are only 652 more units affordable to households with income up to 80 percent AMI than there are households at that income level. There is no assurance as to which unit a household occupies. This situation is not new. For many years monthly rent increased at a faster rate than household income. CHAS data shows 20 percent of households earning at or below 80 percent AMI experience a housing cost burden greater than 50 percent of income.

Figure 7 – Change in Median Rent and Income
Source: 2016-2020 ACS
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95 MA-10 Number of Housing Units
Introduction
According to 2016-2020 ACS data, 47 percent of the City’s housing stock is comprised of single detached-structures. Structures with 20 or more units make up 16 percent, while mobile homes comprise the smallest portion at two percent. According to the 2016-2020 ACS estimates, the gross number of housing units in the city increased by 4,140 from 77,156 in 2015 to 81,296 in 2020.

Most rental and ownership housing units in Santa Ana have two or three bedrooms (60 percent). Less than one percent of all units are ownership units that have no-bedroom and four percent of all units are rentals with four or more bedrooms. Table 20 and Table 21 illustrate the number of residential properties in the City by property type, unit size, and tenure.

Table 20 - Residential Properties by Unit Number
Property Type Number %
1-unit detached structure 38,605 47%
1-unit, attached structure 6,409 8%
2-4 units 7,303 9%
5-19 units 12,560 15%
20 or more units 12,617 16%
Mobile Home, boat, RV, van, etc. 3,802 5%
Total 81,296 100%
Data Source: 2016-2020 ACS
Table 21 - Unit Size by Tenure
Owners Renters
Number % Number %
No-bedroom 628 2% 4,063 10%
1 bedroom 1,153 3% 11,660 27%
2 or 3 bedrooms 23,564 64% 23,647 56%
4 or more bedrooms 11,247 31% 3,180 7%
Total 36,592 100% 42,550 100%
Data Source: 2016-2020 ACS
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96 Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City tracks the affordability status of 5,018 affordable housing units, which were constructed, rehabilitated, or supported with HOME, Housing Set-Aside, Housing Bond, or tax credit funds, HCVs and other public sources, according to the City’s 2021-2029 Housing Element.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

HUD requires the City to analyze federal, state and locally assisted housing units that may be lost from the City’s affordable housing stock. The expiration of affordability restrictions on government assisted rental units is the typical reason that affordable units convert to market rate and are “lost.” Much of the housing at-risk of conversion from affordable housing to market rate housing is predominantly reserved for lower income households.

Use restrictions, as defined by state law, means any federal, state, or local statute, regulation, ordinance, or contract that as a condition of receipt of any housing assistance, including a rental subsidy, mortgage subsidy, or mortgage insurance, to an assisted housing development, establishes maximum limitations on tenant income as a condition of eligibility for occupancy.

Conversion Risk
According to the City’s 2021-2029 Housing Element, there are 500 publicly assisted affordable rental units at risk of converting to market rate units in 2025.

Preservation and Replacement Options
To maintain the existing affordable housing stock, the City may either preserve the existing assisted units or facilitate the development of new units. Each negotiation to preserve affordable units is unique, as project ownership interests and economic vary and City resources may be insufficient to preserve all units when covenants expire. Depending on the circumstances, different options may be used to preserve or replace the units.

Preservation options typically include: 1) transfer of units to nonprofit ownership; 2) providing rental assistance to tenants using other funding sources; and 3) purchasing extended affordability covenants. For replacement, the most direct option is the development of new affordable units with long-term covenants.

Does the availability of housing units meet the needs of the population? There is a significant need for additional rental housing units of all sizes affordable to households earning up to 80 percent AMI, especially smaller units such as no-bedroom and one-bedroom units and larger units such as those with four or more bedrooms t.

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97 Determining the exact number and size of units is challenging, as there is no guarantee regarding the size of the housing unit a household occupy.

Describe the need for specific types of housing.

ACS data indicates that in 2020 there were 10,496 single-person households in Santa Ana – 4,598 renters and 5,898 owners. Table 21 shows 17,504 no-bedroom and one-bedroom units in the City, 15,723 rental, 1,781 owner. The data suggests a potential need for more opportunities to purchase small housing units. CHAS data shows that in 2020 there were 18,110 large family households with more than four family members and 14,427 housing units with four or more bedrooms. This may indicate a potential need for more large units.

Table 10 reports cost burden and illustrates the number and approximate size of households with incomes at or below 80 percent AMI living in housing units that are beyond their financial means. Elderly and “other” types include single-person households and large related households include more than four people. In Santa Ana there are
- 2,298 renter and 2,685 owner elderly households;
- 2,880 renter and 855 “other” households; and
- 6,645 renter and 2,105 owner large related households.

This data also indicates there may be a need for more opportunities to purchase small housing units and rent large housing units..

Discussion
For decades, California’s housing market has been among the most expensive in the country, and those conditions persist today. Not only is renting expensive, but purchasing a home is also largely out of reach. To afford median market rent for a two-bedroom unit in Santa Ana a household must earn $63 per hour or work over 156 hours per week at minimum wage of $16 per hour, which equates to about four full time jobs. These calculations were made using the same method as the National Low Income Housing Coalition in the Out if Reach series and using market rate rent from Zumper. Market rate rents are significantly higher than fair market rents and more accurately reflect the experience low- and moderate-income households are facing.

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98 Figure 8 – Minimum Wage Affordability
Data Source: 2022 Zumper Research & CA Minimum Wage Data

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99 MA-15 Housing Market Analysis: Cost of Housing
Introduction
One of the most important factors in evaluating a community’s housing market is the cost of housing and whether the housing is affordable to households who live there or would like to live there. If housing costs are relatively high in comparison to household income, a correspondingly high prevalence of housing cost burden and overcrowding will typically occur.

Table 23 indicates the median home value and contract rent (not including utility or other associated costs). These values are self-reported by residents through the ACS Survey and the data reflects the 5-Year Estimate for 2016-2020. Looking to more current housing sales and rental market data it becomes clear the cost of housing is growing rapidly. ACS data shows median contract rent increased 32 percent from 2010 to 2020. In 2020, according to ACS data, median home values in Santa Ana rose 26 percent greater than in 2010, during the mortgage-backed securities housing foreclosure crisis. According to the Zillow home value index, value increased 41 percent from $594,064 in November 2020 to $834,377 in November 2024.

Figure 9 - Median Home Value
Data Source: 2021-2023 Zillow Home Value Index Research Table 25 indicates the number of units currently affordable to households at different levels of income. It is important to note that simply because a unit is affordable to residents at that income level, it does not necessarily mean that a household at that income level is occupying the unit.

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Table 22 - Rental Housing Costs
Rental Housing Cost by
Bedroom 2022 ($) 2023 ($) 2024 (%) Change
1-bedroom 2,250 2,107 2,190 -2.7%
2-3 bedrooms 2,900 2,954 2,998 3.4%
4 or more -bedrooms 3,450 3,686 4,200 21.7%
Data Source: Zumper Research
Table 23 - Cost of Housing
Cost of Housing 2010 ($) 2020 ($) Change
Median Home Value 417,400 525,900 26%
Median Contract Rent 1,231 1,626 32%
Data Source: 2010, 2016-2020 ACS (Most Recent Year)
Table 24 - Rent Paid
Rent Paid Number %
Less than $500 1,090 2.61%
$500-999 2,942 7.03%
$1,000-1,499 13,337 31.88%
$1,500-1,999 14,095 33.69%
$2,000 or more 10,372 24.79%
Total 41,836 100%
Data Source: 2016-2020 ACS
Table 25 - Housing Affordability
Units affordable to
Households at: Renter Owner
30% HAMFI 12,595 4,760
50% HAMFI 10,189 6,049
80% HAMFI 10,885 8,639
100% HAMFI 4,044 5,938
Total 37,713 25,386
Data Source: 2016-2020 CHAS
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Table 26 - Monthly Rent
Bedrooms Efficiency/ No
Bedroom ($) 1 ($) 2 ($) 3 ($) 4 ($)
Fair Market 1,716 1,905 2,324 3,178 3,674
High HOME 1,523 1,633 1,961 2,257 2,498
Low HOME 1,186 1,270 1,525 1,761 1,965
Data Source: 2022 HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? CHAS data indicates the number of units affordable to each income group, from below 30 percent AMI to 100 percent AMI. The data shows there are more units affordable to households at each income level than there are households. The number of extra units declines with household incomes. According to the data there are 20 more units affordable to households with incomes at or below 30 percent AMI and 248 units affordable to households with incomes at or below 50 percent AMI.

Determining the number of additional affordable housing units needed to eliminate or significantly reduce cost burden is complex. A key challenge is that households of a particular income level do not always occupy a unit that aligns with their income level, even when such units are available in the open marketplace. This is evident in the data, which shows there are enough units affordable to all households, still 40 percent of households earning up to 80 percent AMI experience a housing cost burden spending more than 30 percent of their income on housing.

Figure 10 - Units Affordable to Households By Income Range Data Source: 2016-2020 CHAS Data
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How is affordability of housing likely to change considering changes to home values and/or rents?
Rental housing costs have increased steadily over the past ten years – creating more pressure on extremely low-income households. Median market rate rents exceed the Fair Market Rents for Orange County and represent a significant burden for low- and moderateincome households struggling to remain housed. Similarly, according to home value data supplied by Zillow, median home sales increased 41 percent from $594,064 in 2020 to $834,377 in 2024. Based on this information and barring significant regional and national changes in economic conditions, the price of housing in Santa Ana is forecast to continue increasing during the period of the 2025-2029 Consolidated Plan.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? In 2022 there was significant variation in low HOME, fair market, market rate, and median contract rents. This variance makes it difficult to identify viable affordable housing projects to support and reduces the number of affordable housing units that become available.

Figure 11 - Rent Differentials
Data Source: 2022HOME Rates, 2016-2020 5—estimates ACS, 2022Zumper Research Discussion
Economic expansion over the last decade and a lag in production of new housing units in Southern California have created a housing economy that is overburdened.

Homeownership is out of reach to many Santa Ana households and a single person earning minimum wage cannot reasonably afford a two-bedroom rental apartment. A household would need to earn about $177,840 annually to reasonably afford a $730,205 home, which was the median home value in Santa Ana reported November 2022 per the Zillow Home EXHIBIT 1
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Value Index. The median household income in Santa Ana in 2022 was less than half that, $84,210. A household would need to earn about $116,000 annually to afford a two-bedroom rental in the City. A full-time minimum wage employee will gross approximately $30,000 annually.

Figure 12 – Rental & Ownership Housing Income
Data Source: 2022 Zumper Research, Zillow Home Value Index & Mortgage Calculator, CA Minimum Wage Data, Freddie Mac 30 Year Fixed Interest Rate Mortgage Data Note: Housing income was calculated based on 30 percent of market rate housing costs, HUD area median income, and Freddie Mac reporting of average 30-year fixed mortgage rates.

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MA-20 Housing Market Analysis: Condition of Housing –

91.210(a)
Introduction
Assessing the age and physical condition of housing in Santa Ana forms the basis of strategies to maintain and improve housing quality for low- and moderate-income residents. For this assessment, the ACS defines a “selected condition” as owner- or renteroccupied housing units with 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.

Approximately half of both renter- and owner-occupied units have one or two selected conditions.

Definitions
Substandard housing is housing that does not meet the minimum standards contained in the State Housing Code (i.e., does not provide shelter, endangers health, safety or wellbeing of occupants). A substandard condition is one that adversely affects habitability of the housing unit. 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 public.

Such conditions include:
- Inadequate sanitation
- Structural hazards
- Any nuisance that 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 that were not designed or intended to be used for such occupancies EXHIBIT 1
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- Inadequate maintenance that causes a building or any portion thereof to be declared unsafe
Standard housing condition in Santa Ana is defined as housing that meets the minimum standards of the State Housing Code. For the purposes of the CDBG program, a unit in substandard condition is considered suitable for rehabilitation provided the unit is structurally sound, and the cost of rehabilitation is considered economically warranted.

Table 27 - Condition of Units
Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 14,315 39.1% 20,778 14,315
With two selected Conditions 1353 3.7% 8,968 1353
With three selected Conditions 30 0.1% 80 30
With four selected Conditions 5 0.0% 0 5
No selected Conditions 20,889 57.1% 12,724 20,889
Total 36,592 100.0% 42,550 36,592
Data Source: 2016-2020 ACS
Table 28 - Year Unit Built
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 1,515 4.1% 2,585 6.1%
1980-1999 3,240 8.9% 8,485 19.9%
1960-1979 15,770 43.1% 20,040 47.1%
1940-1959 13,000 35.5% 8,665 20.4%
Before 1939 3,070 8.4% 2,775 6.5%
Total 36,595 100.0% 42,550 100.0%
Data Source: 2016-2020 CHAS
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Table 29 - Risk of Lead-Based Paint
Risk of Lead-Based Paint
Hazard
Owner-Occupied Renter-Occupied
Number % Number %
Units Built Before 1980 31,840 31,480
with children under the age of
six present 4,405 13.8% 8,420 26.7%
Units Built Before 1980 with
households <80% AMI 16,720 52.5% 24,685 78.4%
with children under the age of
six present 2,905 9.1% 7,825 24.9%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Need for Owner and Rental Rehabilitation
The age and condition of Santa Ana’s housing stock is an important indicator of potential rehabilitation needs. Housing over 30 years of age can be presumed to need some form of major rehabilitation, such as roof replacement, foundation work and plumbing systems.

Housing over 20 years of age will generally exhibit deficiencies in terms of paint, weatherization, heating/air-conditioning systems, hot water heaters and finish plumbing fixtures. Housing values in Santa Ana have increased significantly over a relatively short period of time. Longtime homeowners, especially the elderly and disabled, are more likely to have fixed and limited incomes and may have difficulty maintaining their homes.

The housing stock in Santa Ana is dated; 80 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. About 15 percent of owner- and renteroccupied housing in Santa Ana was built 30 to 40 years ago between 1980 and 1999. There are 24,850 households with at least one member over the age of 62 and 16,790 of whom have household incomes at or below 80 percent AMI, according to 2016-2020 CHAS data.

There are approximately 12,148 people aged 18 to 64 with disabilities, according to 2016- 2020, ACS 5-Year estimates. These households may be presumed to have fixed incomes. It is reasonable to anticipate a significant number of housing units in need of repair and a significant number of households will need financial assistance to complete those repairs.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
Any housing built before 1978 may contain lead-based paint. If ingested, lead may cause severe damage to young children including decreased growth, learning disabilities, impaired hearing, hyperactivity, nerve and brain damage. Lead attacks the central nervous system, the neurological system, and can cause brain damage, IQ reduction, learning disabilities, decreased attention span, hyperactivity, growth inhibition, comas, seizures, and in some cases, death. Fetuses may also experience significant adverse effects through prenatal exposure. Children are more susceptible to the effects of lead because their EXHIBIT 1
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growing bodies absorb more lead, and young children often put their hands and other objects in their mouths. Most children do not have any symptoms, even if a blood test shows that they have an elevated blood lead level. If a child does have symptoms, the symptoms may be mistaken for the flu or other illnesses.

Most of the housing stock in Santa Ana was built before 1979 and is presumed to contain lead paint. The 2016-2020 CHAS data shows 7,825 low- and moderate-income renter households with children under the age of six were living in housing constructed before 1980, and 2,905 owner-occupied households meet the same conditions.

Number of Children with Elevated Blood Levels of Lead
The State of California mandates lead screening for all children who participate in publicly funded health programs. In California, screening typically occurs at ages one and two years. A blood level of 10 µg/dL or higher was previously referred to as an “elevated blood level (EBL).” However, as it is now recognized there is no safe level of lead, and adverse effects occur at levels below 10 µg/dL, an “elevated” blood lead level is no longer defined at a specific cut-off point. Of Orange County children under the age of six whose blood lead level has been fully tested 1.46 percent have levels greater than 3.5 mcg/Dl.

Discussion
Preservation of the physical and functional integrity of existing housing units occupied by low- and moderate-income households is a cost-effective way to invest limited resources to retain existing housing units already affordable to low- and moderate-income households in the community. Many different types of housing services are needed. As required by HUD’s Lead Safe Housing Rule, the City’s housing rehabilitation programs will include appropriate safety measures such as testing and abatement for projects involving units constructed prior to 1978.

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MA-25 Public and Assisted Housing
Introduction
As indicated in section NA-35, SAHA administers HUDs Housing Choice Vouchers (HCV).

Table 30 reflects the data provided by HUD in the eConPlanning Suite and the Disabled column includes MS5 data.

Table 30 - Total Number of Units by Program Type
Vouchers
Total Tenant -based Special Purpose Voucher
VASH Disabled
Unit/vouchers
available 2658 No data 0 31
Accessible units N/A N/A N/A N/A
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments.

There are no public housing developments in Santa Ana. There are 10 projects assisted by the SAHA.

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 There are no public housing developments in Santa Ana. All housing assistance is conveyed through HVCs. SAHA monitors units to ensure they are in adequate condition.

Public Housing Condition
Table 31 - Public Housing Condition
Public Housing Development Average Inspection Score
Not Applicable Not Applicable
Describe the restoration and revitalization needs of public housing units in the jurisdiction.

There are no public housing developments in Santa Ana. SAHA uses Housing Quality Standards for the inspection of all voucher units.

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing.

The SAHA administers the Family Self Sufficiency (FSS) program. This is a voulntary program available to families in recipet of a HCV program to households become economic independent through financial literacy. The Housing Authority also support a resident adviosry board.

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MA-30 Homeless Facilities and Services
Introduction
Regionally, there are numerous facilities and services to support residents at-risk of becoming homeless and experiencing homelessness. These include a range of emergency shelters, transitional shelters, and permanent supportive housing options. HUD uses the following definitions for these three facility types:
- Emergency Shelter (ES): Any facility with the primary purpose of providing a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements.
- Transitional Housing: Transitional housing (TH) is designed to provide homeless individuals and families with interim stability and support to successfully move to and maintain permanent housing. Transitional housing may be used to cover the costs of up to 24 months of housing with accompanying supportive services.

Program participants must have a lease (or sublease) or occupancy agreement in place when residing in transitional housing.
- Rapid Re-Housing (RRH) is designed to quickly move individuals and families out of homelessness and into permanent housing through the provision of up to 24 months of rental assistance and supportive services.
- Permanent Supportive Housing: Permanent supportive housing (PSH) is defined as community-based housing paired with supportive services to serve households in which at least one member has a disability. Housing does not have a designated length of stay in which formerly homeless individuals and families live as independently as possible. Under PSH, a program participant must be the tenant on a lease (or sublease) for an initial term of at least one year that is renewable and is terminable only for cause.

Table 32 - Facilities and Housing Targeted to Homeless Households 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
Adults and Children 645
0 624 1,313
N/A
Only Adults 2,365 217 1,677
Chronically Homeless N/A N/A 795
Veterans 2 81 1,186
Unaccompanied Youth 45 63 14
Data Source: 2024 Housing Inventory Count
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons
In California, the primary programs for assisting families in poverty are CalWORKS, CalFresh, and Medi-Cal. These programs provide clients with employment assistance, discounted food, medical care, childcare, and cash payments to meet basic needs, such as housing and transportation.

The California Work Opportunities for Kids (CalWORKs) program provides financial assistance and Welfare-to-Work services to California families with little to no cash.

Through this program these families may be eligible to receive immediate short-term help with housing, food, utilities, clothing, or medical care. Childcare is also available through this program.

CalFresh, formerly the Food Stamp Program, is a nutritional assistance program that provides Electronic Benefit Transfer Cards to people receiving public assistance to purchase food and other essential items.

The Medi-Cal program provides health coverage for people with low-income and limited ability to pay for health coverage, including seniors, those with disabilities, young adults and children, pregnant women, persons in a skilled nursing or intermediate care home, and persons in the Breast and Cervical Cancer Treatment Program (BCCTP). People receiving federally-funded cash assistance programs, such as CalWORKs (a state implementation of the federal Temporary Assistance for Needy Families (TANF) program), the State Supplementation Program (SSP) (a state supplement to the federal Supplemental Security Income (SSI) program), foster care, adoption assistance, certain refugee assistance programs, or In-Home Supportive Services (IHSS), are also eligible.

CDBG, HOME, and ESG Funded Activities
Congress designed the CDBG programs to serve low-income people, some of which may meet the federal poverty definition. The City of Santa Ana received funding to run CDBG, HOME, and ESG programs. At least 70 percent of all CDBG funds must be used for activities that are considered under program rules to benefit low- and moderate-income persons.

Additionally, every CDBG activity must meet one of three national objectives: benefit lowand moderate-income persons (at least 51 percent of the beneficiaries must be low- and moderate-income); address slums or blight; or meet a particularly urgent community development need. CDBG programs assist the homeless and those at-risk-of homelessness directly and indirectly.

Under the HOME program, households must earn no more than 80 percent of the AMI, adjusted for household size, to be eligible for assistance. Furthermore, 90 percent of the EXHIBIT 1
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allocation that is invested in affordable rental housing must be directed to assist households earning no more than 60 percent AMI.

The Emergency Solutions Grant (ESG) program provides homeless persons with basic shelter and essential supportive services. It can assist with the operational costs of the shelter facility, and for the administration of the grant. ESG also provides short-term homeless prevention assistance to persons at imminent risk of losing their own housing due to eviction, foreclosure, or utility shutoffs.

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.

Table 33 - Homeless Service Providers for the City of Santa Ana Provider Location Description
2-1-1 Orange County Orange County Homeless services
Human Options Orange County ES, TH, RRH
Families Forward Orange County RRH
Radiant Health Centers Orange County ES
South County Outreach Orange County Homeless services and housing assistance
StandUp For Kids Orange County Homeless services and housing assistance
OCAPICA Orange County Homeless services and housing
assistance
American Family Housing Orange County ES, PSH, Other Permanent Housing (OPH)
APAIRT Orange County ES
Casa Teresa Orange County ES, TH
Casa Youth Shelter Orange County ES
City Net Orange County ES
Covenant House California Orange County ES, RRH
Family Assistance Ministries Orange County ES, TH
Family Promise of Orange County Orange County ES
Friendship Shelter Orange County ES, PSH, RRH
Grandma’s House of Hope Orange County ES, TH
HIS-OC Orange County ES, TH, RRH
Illumination Foundation Orange County ES, PSH, RRH, OPH Interval House Orange County ES, TH, RRH, OPH
Jamboree Orange County ES, PSH
Last Is First Philanthropies Orange County ES, TH, OPH
Laura’s House Orange County ES, TH
Mercy House Orange County ES, PSH, RRH, OPH
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Provider Location Description
OC Rescue Mission Orange County ES, TH
PATH Orange County ES, RRH
Pathways of Hope Orange County ES, PSH
Project Kinship Orange County ES
Radiant Futures Orange County ES, TH, RRH
Salvation Army Orange County ES, RRH
The Eli Home Inc Orange County ES
VOALA Orange County ES
Waymakers Orange County ES
WISEPlace Orange County ES, TH, RRH
Colette’s Children’s Home Orange County ES
The Orangewood Foundation Orange County TH
Thomas House Orange County TH
Health Care Agency – Behavioral Health Orange County PSH Orange County Housing Authority Orange County PSH, OPH
1736 Family Crisis Center Orange County RRH
SPIN Orange County RRH
US Veterans Initiative Orange County RRH
Housing for Health Orange County Orange County OPH
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MA-35 Special Needs Facilities and Services
Introduction
Special needs populations include people who are not homeless but need services and supportive housing. The City will consider allocating CDBG public service funding to programs that provide services to special needs populations, including but not limited to those serving the elderly, frail elderly, people with disabilities including mental, physical, and alcohol or substance abuse, PTSD, HIV/AIDS, veterans, and survivors and victims of domestic violence and human trafficking or other needs.

Elderly is defined under the CDBG program as a person who is aged 62 and older. A frail elderly person is an elderly person who is unable to independently perform at least three “activities of daily living” including eating, bathing, grooming or home management activities. Based on 2016-2020 CHAS data, of the 24,850 households containing at least one elderly person in Santa Ana, 16,790 households, earn up to 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 11,814 residents of Santa Ana aged 65 and older have a disability. Of those people, 59 percent have independent living difficulty, 50 percent have hearing difficulty, and 34 percent have hearing difficulty.

People with disabilities defined as having a physical or mental impairment that substantially limits one or more major life activities, generally rely on supportive services to perform activities of daily living. In Santa Ana, the Civilian Noninstitutionalized Population aged 18 to 64 includes 213,771 individuals, an estimated 5.7 percent experiencing a disability (ACS, 5-year estimates). Among those with disabilities:
- 44 percent have ambulatory difficulty;
- 41 percent have cognitive impairments;
- 37 percent have independent living difficulties;
- 24 percent have a vision difficulty;
- 19 percent a hearing impairment; and
- 19 percent have difficulty with self-care.

Drug abuse or substance abuse is defined as the use of chemical substances that lead to an increased risk of problems and an inability to control the use of the substance.

Substance abuse can be indicative of addiction disorder and may stem from physical and mental health issues. SAMHSA conducted the National Survey on Drug Use and Health and found in California the prevalence of substance use disorder over the last year among the population over the age of 11 was 8.27 percent in 2013-2014 and was 17.12 percent in 2021-2022.

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HIV is a virus that weakens the immune system by destroying important cells that fight diseases and infection. Acquired Immune Deficiency Syndrome is the final stage of HIV.

The Center for Disease Control’s (CDC) Atlas Plus program reported an estimated 7,325 persons living in Orange County with HIV disease at the end of 2022. Of that number, 257 had been newly diagnosed during that year (https://www.cdc.gov/nchhstp/atlas/index.htm, accessed January 2025). New HIV diagnoses were most concentrated among those aged 25 to 34.

Domestic violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, 1,127 calls related to domestic violence were made from Santa Ana (openjustice.doj.ca.gov, accessed November 2024). Of these domestic incidents, 107 involved a weapon and 1,020 did not.

Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercial sex acts. Human trafficking is extremely difficult to track; there is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking, which involved 2,045 victims (https://humantraffickinghotline.org/ accessed January 2025). The most common type of human trafficking reported in California was sex trafficking The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world.

Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras.

The National Institute of Mental Health (NIMH) explains PTSD can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or humancaused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives.

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.

To determine the level of need and types of services needed by special needs populations, the City conducted the Community Needs Survey, consulted with local service providers, and reviewed data from the ACS, CHAS, CDC, State of California Department of Justice, EXHIBIT 1
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U.S. Department of State, and NIMH. Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training for the purpose of facilitating a person’s stability and independence.

In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and smoke alarms. Residents who are blind may require tactile marking of changes in floor level and stair edges and braille markings on appliances and controls.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing A lack of supportive housing combined with inadequate discharge planning and coordination contributes to homelessness when individuals are released from public institutions or public systems of care without having access to appropriate housing options. Coordinated discharge planning is considered a best practice for those exiting foster care, healthcare, mental health treatment, and correctional facilities. The state mandates discharge planning policy for these systems to help ensure a smoother transition into stable housing.

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.

Santa Ana identified access to and supply of public services as a priority need in the City.

It set the goal of providing access to and supply of public services Work with local and regional nonprofits and service providers to ensure the provision of critical services and activities to low- and moderate-income residents and special needs populations throughout the City. During the first year of this Consolidated Plan cycle the City will allocate $628,527 to public services activities which it anticipates will benefit approximately 1,480 households with low- and moderate-income.

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MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are legally permissible, whereas impediments to fair housing choice are typically unlawful.

The City’s 2021-2029 Housing Element includes an identification and prioritization of significant contributing factors that impede fair housing and/or result in disproportionate housing needs. Through discussions with stakeholders and fair housing advocates, community feedback, and the assessment of fair housing included in the Housing Element, the City identified the following fair housing issues:
- Displacement risk
- Lack of safe and sanitary housing
- Housing overcrowding
- Low household incomes
- Exposure to environmental hazards
- Lack of quality education and job training
The primary factor contributing to these housing issues is the limited availability of resources to subsidize housing development to the point that units are affordable to lowand moderate-income households. The elimination of local Redevelopment Agencies by the State of California resulted in the loss of a crucial resource for the development and preservation of affordable housing. This was the most significant public policy change impacting affordable housing and residential investment. While there are mechanisms whereby certain affordable housing assets tied to the former Redevelopment Agencies may be utilized today, these resources are finite and scarce.

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MA-45 Non-Housing Community Development Assets
Introduction
During the implementation of the 2025-2029 Strategic Plan, the City will use CDBG funds to address these needs and provide a suitable living environment for low- and moderateincome people.

Economic Development Market Analysis
Table 34 - Business Activity
Business Activity by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
Share
of Jobs
Jobs less
Workers
Agriculture, Mining, Oil & Gas 2,568 69 1.5% 0.1% -1.5% Arts, Entertainment, Accommodations 21,888 9,109 13.2% 6.6% -6.5% Construction 13,014 8,386 7.8% 6.1% -1.7%
Education and Health Care Services 25,872 28,035 15.6% 20.4% 4.8% Finance, Insurance, and Real Estate 8,539 9,903 5.1% 7.2% 2.1% Information 2,064 1,059 1.2% 0.8% -0.5%
Manufacturing 23,668 18,813 14.2% 13.7% -0.6%
Other Services 11,169 3,283 6.7% 2.4% -4.3%
Professional, Scientific, Management 23,970 13,797 14.4% 10.0% -4.4% Public Administration 4,029 24,234 2.4% 17.6% 15.2%
Retail Trade 18,668 12,759 11.2% 9.3% -1.9%
Transportation and Warehousing 6572 1,594 4.0% 1.2% -2.8% Wholesale Trade 4253 6,485 2.6% 4.7% 2.2%
Total 166,274 137,526 1 1 0
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Table 35 - Labor Force
Labor Force Statistics Number of People
Total Population in the Civilian Labor Force 175,219
Civilian Employed Population 16 years and over 166,274
Unemployment Rate 5.1%
Unemployment Rate for Aged 16-24 12.7%
Unemployment Rate for Aged 25-65 4.2%
Data Source: 2016-2020 ACS
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Table 36 - Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 15,595
Farming, fisheries, and forestry occupations 1,916
Service 44,589
Sales and office 35,199
Construction, extraction, maintenance, and repair 11,617 Production, transportation, and material moving 30,505
Data Source: 2016-2020 ACS
Table 37 - Travel Time
Travel Time to Work People Percent
< 30 Minutes 97,008 63%
30-59 Minutes 47,884 31%
60 or More Minutes 10,228 7%
Total 155,120 1
Data Source: 2016-2020 ACS
Table 38 - Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force Not in Labor
Civilian Employed Unemployed Force
Less than high school graduate 46,144 1,844 17,752
High school graduate & equivalent 31,432 1929 9,020
Some college or Associate degree 32,658 1,396 6,138
Bachelor's degree or higher 26,669 876 3,416
Data Source: 2016-2020 ACS
Table 39 - Educational Attainment by Age
Educational Attainment by Age Age in years
18–24 25–34 35–44 45–65 65+
Less than 9th grade 864 3,675 8,370 24,185 12,464
9th to 12th grade, no diploma 3,601 7,051 9,397 13,062 3745 High school graduate, GED, or
alternative 12,084 14,236 11,657 16,495 5,437
Some college, no degree 15,748 13,880 6,503 10,868 4,789 Associate degree 1814 3,911 2222 2,829 1566
Bachelor's degree 2706 11,555 5,743 5,769 3,009
Graduate or professional degree 95 2795 2528 2,581 1,635 Data Source: 2016-2020 ACS
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Table 40 - Median Earnings in the Past 12 Months by Educational Attainment Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $ 25,351
High school graduate (includes equivalency) $32,002
Some college or Associate degree $38,258
Bachelor's degree $56,152
Graduate or professional degree $75,328
Data Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to 2020 Longitudinal Employer Household Dynamics (LEHD) data, the top four major private employment sectors by number of jobs were Education and Health Care Services (28,872 jobs), Public Administration (24,234 jobs), Manufacturing (18,813 jobs), Professional, Scientific, and Management (13,797 jobs).

Figure 13 - Top Industry Sectors By Jobs
Data Source:ACS 2016-20205-Year Estimates, 2020 Longitudinal Employer and Household Dynamics
Describe the workforce and infrastructure needs of the business community The business community in Santa Ana relies largely on a skilled and educated workforce, starting with the Santa Ana Unified School District (SAUSD) and over 40 nearby colleges and universities and continuing with City and County employers. Santa Ana is the Orange EXHIBIT 1
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County seat. Employers across the top sectors, and especially those that are a destination location or part of a larger logistics chain such as manufacturing, depend on wellfunctioning roads and transportation system and amenities.

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.

Santa Ana continues to be directly impacted by the Orange County and metro-region’s economic conditions and changes.

Three primary trends that are impacting the region’s economy are as follows:

1. Technological advances, such as social media, e-commerce, and automation, are currently disrupting many traditional industries.

2. A surging housing market representing tremendous economic growth while simultaneously creating affordability concerns for many residents.

3. Near record-low unemployment rates and significant employment growth in traditional and emerging industry sectors.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
An estimated 41 percent of Santa Ana’s population aged 18-64 has some post-secondary education, 26 percent of whom have some college or an Associate degree. Generally, the skills and education of the current workforce correspond to the employment opportunities in Santa Ana. Table 35 indicates that the number of workers exceeds the available jobs in the following industry sectors: Agriculture, Mining, Oil & Gas, Arts, Entertainment, Accommodations, Construction, Information, Manufacturing, Other Services, Professional, Scientific, Management, Retail Trade, and Transportation and Warehousing. Most.

Additionally, most of the working population in Santa Ana travels less than 30 minutes to work.

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.

There are many workforce training initiatives available to qualified Santa Ana residents.

The Orange County Workforce Development Board (OCWDB) together with the County Board of Supervisors oversees regional economic development activities and programs, including OC Workforce Solutions.

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OC Workforce Solutions is part of the nationwide system of American Job Centers Workforce Centers. Orange County Workforce Solutions encompasses core programs services for both job seekers and businesses at no cost. OC Workforce Solutions helps residents with career services, vocational training, job search, referrals, childcare and transportation assistance. OC Workforce Solutions partners with local community colleges, nonprofits, educators and the private sector to help assist and guide its programs to ensure a strong job pipeline where employer needs and employee skills match up.

The City’s Workforce Innovation and Opportunity Act (WIOA) Youth funded program provides a range of services to young adults including career guidance, educational attainment support, skills training, and career pathways or enrollment in post-secondary education.

Orange Workforce Alliance is a regional planning unit that collaborates with local workforce boards and partners to develop and deploy innovative strategies that meet current and emerging labor gaps for employers.

The Senior Community Service Employment Program of Orange County is a program that trains, retains and prepares low-income workers, aged 55 and older, for entry or reentry into the workforce.

Cal State Fullerton hosts the Orange County/ Inland Empire Small Business Development Center (SBDC), which focuses on assisting businesses to grow and thrive through a blend of training and technical assistance. Services include training, access to resources, and oneon-one consulting services related to business development and operations.

The Santa Ana Chamber of Commerce, Santa Ana Business Council and Downtown Business Inc. represent and support businesses and entrepreneurs throughout the City via training, coordinated events and advocacy.

The Santa Ana Chamber provides training with funding via the State’s Employment Training Panel. This includes a range of continuing education courses for businesses to provide to employees focused on quality management and business skills.

Santa Ana College’s Career and Technical Education (CTE) programs include 35 areas of study with offerings totaling 59 degree options and 101 certificates. All of the CTE programs are developed and designed to meet the needs of the local labor market.

The Orange County Community Foundation’s OC Workforce Development Initiative leverages relationships between academia and industry leaders to create a pipeline of qualified candidates for in-demand middle-skills jobs. It has granted over $1.6 million to seven collaborative projects, including initiatives focused on helping graduating high school seniors enrolling in community colleges, disconnected youth seeking additional training, and underemployed young adults seeking career advancement.

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Workforce development programs represent a significant opportunity for Orange County to strengthen its labor market and competitive advantages and improve economic equity.

These programs have fewer barriers to entry than four-year college degrees and are thus more accessible to lower-income residents, including those in Disinvested Communities, and are a proven bridge to sustainable, gainful employment.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City participates in the preparation of the Orange County CEDS. The process is led by the OCWDB. The most recent CEDS covers the period 2024 to 2029 and establishes six goals. Goal number two is to “focus on residents living in disinvested communities.” Disinvested communities are the top 25 percent of Census Tracts in Orange County based on the economic, social, and environmental metrics of the CalEnviroScreen. In Santa Ana, 11 disinvested areas have been identified. Low- and moderate-income residents of these areas may qualify for public service, housing and homeless assistance programs supported with CDGB, HOME, and ESG funds.

Discussion
In the spring of 2020, unemployment rates in the United States reached the highest levels since the U.S. Bureau of Labor Statistics (BLS) began recording this data. According to the BLS, national unemployment rates reached 23.5 percent in May 2020. Unemployment rates remained at historically high levels for almost six months. As of May 2024, unemployment rates had declined to 4.6 percent in Santa Ana and 4.5 percent in Orange County. In 2019, prior to the pandemic, the unemployment rate in Santa Ana was 3.0 percent and 4.5 percent in Orange County.

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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”) Concentrations of households with housing problems are defined as ten percent over the rate at which severe housing problems occur throughout the City as a whole, based on CHAS 2016-2020 data. Citywide, 21 percent of households have one or more severe housing problem, thus the threshold for concentration is 31 percent. Map 4 illustrates areas throughout the City where a concentration of households have severe housing problems.

Are there any areas in the jurisdiction where racial or ethnic minorities or lowincome families are concentrated? (include a definition of “concentration”) Low-income is recognized as up to 50 percent AMI. Concentrations are defined as areas where these populations exceed the citywide rate by at least ten percent. Citywide, 46 percent of households have low incomes, so the threshold is 56 percent. Map 5 illustrates areas throughout the City where a concentration of households have low incomes. Ther are some areas of the City where concentration of severe housing problems and low income intersect.

Pursuant to the Interim Final Rule: Affirmatively Furthering Fair Housing Revisions Federal Register Volume 90, No. 40 – March 3, 2025 – Pages 11020-11025, HUD reconsidered the racial or ethnic minority analysis. The Interim Final Rule, effective April 2, 2025, removed this requirement formerly stated at 24 CFR 91.205(b)(2).

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Map 4 - Households with Multiple Housing Problems
Source: 2016-2020 CHAS Data
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Map 5 - Concentration of Households with Low-Income
Source: 2016-2020 CHAS & ACS Data
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What are the characteristics of the market in these areas/neighborhoods? There is a high frequency of housing cost burden in these areas.

Are there any community assets in these areas/neighborhoods? According to the City’s 2021-2029 Housing Element, Santa Ana residents tend to live in closer proximity to jobs and have better access to those jobs through transit connections when compared to the county as a whole.

Are there other strategic opportunities in any of these areas? There are no readily apparent strategic opportunities to be addressed with CDBG, HOME, or ESG funds specific to any of these neighborhoods.

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MA-60 Broadband Needs
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

All residences and small businesses in Santa Ana have access to fixed and mobile broadband. Internet Service Providers (ISP) self-report to the Federal Communications Commission on broadband availability throughout the county. Fixed broadband goes to homes and small businesses using fiber, cable, DSL, satellite, and fixed wireless technology. Mobile broadband is stationary coverage outdoors and mobile in-vehicle coverage. The FCC National Broadband data shows, as of June 2023, fixed internet access is available at six different download/ upload speeds ranging from 0.2/0.2 megabits per second (Mbps) to 1,000/100 Mbps and mobile access is available at 4G 5/1 Mbps, 5G-NR 7/1and 35/3 Mbps.

The FCC’s Affordable Connective Plan, offered financial assistance to help households with low-income afford access to the internet has been discontinued. This program was available to new applicants from 2021 through February 2024. As of December 2023 35,509, Sant a Ana households subscribed to this program. The state offers the California LifeLine program that provides discounted home and cell phone services to eligible households. A discounted phone line may defray household costs, reducing the impact of the cost of an internet service provider. A high level of need for affordable broadband is indicated.

By far most residents who responded to the community needs survey has access to reliable home internet as shown in the graph below.

Figure 14 – Community Need For Internet Reliability
Source: Community Needs Survey
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

According to the FCC there are four active fixed internet providers in Santa Ana. Charter Communications, Hughes Network Systems, LLC, Viasat, Inc., and Space Exploration Technologies Corp. that reach at least 80 percent of residences. There are four active mobile internet providers. The main mobile internet providers are Verizon Communications, Inc., T-Mobile USA, Inc., and AT&T Inc.

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MA-65 Hazard Mitigation
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The Cit of Santa Ana prepared a Hazard Mitigation Plan in 2022. That process found the City faces six main hazards that are considered a likely occurrence. Those hazards are earthquake, flood, climate change, drought, extreme heat, and epidemic/Pandemic/VectorBorne Diseases.

Describe the vulnerability of housing occupied by low- and moderate-income households to these risks.

Low- and moderate-income residents and special needs populations are especially vulnerable to the risks of climate-related hazards. The residences of low- and moderateincome households are more often in worse condition and thus are more susceptible to external weather conditions such as extreme heat. Likewise, elderly residents are at a greater risk during extreme weather events such as extreme heat events. Over 40percent of resident who responded to the community needs survey identified as extremely or somewhat prepared for a disaster, the remaining population feels unprepared to some degree.

Figure 15 – Community Need For Disaster Preparedness
Source: Community Needs Survey
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Strategic Plan
SP-05 Overview
The Strategic Plan is a guide for the City of Santa Ana to establish housing, community, and economic development priorities, strategies, and goals for its investment of Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Shelter Grant (ESG) allocations from HUD over the next five years:
beginning July 1, 2025, and ending June 30, 2030. The priority needs and goals established in this Strategic Plan are based on the Needs Assessment and Market Analysis of this Consolidated Plan. The needs are goals are applicable citywide.

The priority needs listed below are established as part of this Strategic Plan. - Expand the supply of affordable housing
- Preserve the supply of affordable housing
- Improve public facilities and infrastructure
- Increase access to and supply of homeless services and facilities - Access to supply of public services
- Promote economic opportunity
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Table 41 - Strategic Plan Summary
Goal Name Category Needs Addressed Funding Goal Outcome Indicator Goal 1: Affordable
housing development,
maintenance, and
preservation
Affordable Housing -Expand the supply of
affordable housing
-Preserve the supply of
affordable housing
CDBG $5,237,723
HOME $5,215,779
-Homeowner Housing
Rehabbed: 25 Household/
Housing Units
-Rental Housing Rehabbed:
40 Household/ Housing
Units
-Rental Housing Units
Constructed: 25 Housing
Units
-Homeownership Housing
Units Constructed: 8
Housing Units
-Direct Financial Assistance
to Homebuyers: 8
Households Assisted
-TBRA/RRH: 40 Households
Assisted
Goal 2: Code
enforcement
Non—Homeless Special
Needs; Non-Housing
Community
Development
Preserve the supply of
affordable housing
CDBG $2,933,125 Housing Code Enforcement:
10,440 Housing Units
Goal 3: Public Service
Programs
Non—Homeless Special
Needs; Non-Housing
Community
Development
Access to and supply of
public services
CDBG $3,142,633 Public services activities
other than for low-/modincome housing benefit:
7,400 Households
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Goal Name Category Needs Addressed Funding Goal Outcome Indicator Goal 4: Homeless
services and facilities
Homeless Increase access to and
supply of homeless
services and facilities
ESG $1,745,151 TBRA/RRH:45 Households
Assisted
Homeless Person Overnight
Shelter:315 Persons
Assisted
Overnight/ES/TH Beds
Added: 15 beds
Homelessness Prevention:
55 Persons Assisted
Goal 5: Economic
development programs
Non-Housing
Community
Development
Promote economic
opportunity
CDBG:
$209,509
15 businesses assisted
Goal 6 Public facility
and infrastructure
improvement
Non-Housing
Community
Development
Improve city public
facilities and
infrastructure
CDBG: $5,237,723 Public services other than
Low/ Moderate Income
Housing Benefit: 7,000
persons assisted
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SP-10 Geographic Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Investment in infrastructure improvements and public facilities will be focused primarily in areas with a concentration of at least 51 percent low- and moderate-income population.

Investment in public facilities and services for special needs populations and primarily lowand moderate-income persons will be made throughout the City prioritizing those areas with a higher percentage of disabled residents. Housing assistance (including homebuyer and rehabilitation assistance) will be available to income-qualified households citywide.

The City utilizes HUD regulations for verification of income in accordance with Title 24 Code of Federal Regulations Part 5. Required income documentation may include tax records, income statements, benefit statements, and verification of assets. For those programs that benefit Santa Ana residents only, residency documentation may include a driver’s license, utility bill, and/or lease agreement.

Table 42 - Geographic Priority Areas
Area Name
Citywide
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SP-25 Priority Needs
Table 43 – Priority Needs Summary

1. Expand the supply
of affordable
housing
Priority Level High
Population
Income Levels
Extremely low
Low
Moderate
Family Types NA
Homeless NA
Non-homeless
Special Needs NA
Geographies
Affected Citywide
Associated
Goals
- Affordable housing, development,
maintenance, and preservation
- Planning, administration and fair housing
Description
CHAS data shows the most common housing
problem in the City is overcrowding and severe
overcrowding. Analysis of Housing Problems (Table
8) shows this affects 17,065 households with
income at or below 80 percent AMI. Of those
households, 81 percent rent their homes. The
second most common housing problem is housing
cost burden greater than 30 percent of income,
which impacts 40 percent of households earning at
most 80 percent AMI. Those affected include 12,825
renter and 8,150 owner households.

Extremely low- and low-income households with
one or more housing problem are presumed to be
unstably housed, putting them at risk of falling into
homelessness. There are 33,345 households in
Santa Ana earning up to 50 percent AMI,
representing 42 percent of all households. Within
this income range individuals and families with
children are highly sensitive to adverse events.

The greatest concentrations of unstably housed
households are among renter households with
housing cost burden at or above 50 percent of their
gross household income. Among renters
experiencing severe housing cost burden smallrelated households are most impacted, followed by households that are large related, elderly, and
“other.” Among owners experiencing severe
housing cost burden small-related households are
most impacted followed by elderly, large related,
and “other.” Households in this income range living
in crowded conditions are also unstably housed.

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This condition impacts a much smaller, but still
significant, number of households than housing
cost burden does, twenty-five percent of renter
households with incomes at or below 50 percent
AMI are living in crowded homes.

Relative Basis
The development of additional affordable housing
units affordable for low- and moderate-income
households and individuals is a high priority due to
the number of severely cost burdened households.

Increasing the supply of affordable housing
includes the development of rental housing with
long-term affordability covenants and income
targeting. To the extent that resources may be
leveraged for supportive services, such
developments should follow permanent supportive
housing models determined to be a national bestpractice to address homelessness. Based on responses to the Community Needs survey and data
examined, increasing the supply of affordable
housing and providing rental assistance will be
crucial tools of the City.

2. Preserve the
supply of
affordable housing
Priority Level High
Population
Income Levels
Extremely low
Low
Moderate
Family Types NA
Homeless NA
Non-Homeless Special
Needs NA
Geographies
Affected Citywide
Associated
Goals
- Affordable housing, development,
maintenance, and preservation
- Code enforcement
- Planning, administration and fair housing
Description
The age and condition of Santa Ana’s housing stock
is an important indicator of potential rehabilitation
needs. Housing over 30 years of age can be
presumed to need some form of major
rehabilitation, such as roof replacement, foundation
work and plumbing systems. Housing over 20 years
of age will generally exhibit deficiencies in terms of
paint, weatherization, heating/air-conditioning
systems, hot water heaters and finish plumbing
fixtures. Housing values in Santa Ana have
increased significantly over a relatively short period
of time. Longtime homeowners, especially the
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elderly and disabled, are more likely to have fixed
and limited incomes and may have difficulty
maintaining their homes.

This housing stock in Santa Ana is dated; 80 percent
of housing units were constructed before 1980
according to 2016-2020 CHAS data. About 15
percent of owner- and renter-occupied housing in
Santa Ana was built 30 to 40 years ago between
1980 and 1999. There are 24,850 households with at
least one member over the age of 62 and 16,790 of
whom have household incomes at or below 80
percent AMI, according to 2016-2020 CHAS data.

There are approximately 12,148 people aged 18 to
64 with disabilities, according to 2016-2020, ACS 5-
Year estimates. These households may be
presumed to have fixed incomes. It is reasonable to
anticipate a significant number of housing units in
need of repair and a significant number of
households will need financial assistance to
complete those repairs.

Relative Basis
Preservation of the physical and functional integrity
of existing housing units occupied by low- and
moderate-income households is a cost-effective
way to invest limited resources to retain existing
housing units that are already affordable to low- and
moderate-income households in the community.

Expanding the stock of affordable housing by
supporting the construction of affordable units,
homebuyer and rental assistance programs are also
effective ways to make housing more affordable to
households. Based on responses to the Community
Needs survey and data examined, rehabilitation of
housing currently occupied by households with low
and moderate incomes is an efficient and effective
way to preserve affordable housing.

3. Improve public
facilities and
infrastructure
Priority Level Low
Population
Income Levels N/A
Family Types N/A
Homeless N/A
Non-Homeless
Special Needs
Non-housing Community
Development
Geographies
Affected Low- and moderate-income census tracts
Associated
Goals
- Public facility and infrastructure improvement
- Planning, administration, and fair housing
Description
There is need for rehabilitation, modernization and
upgrades to existing public facilities and
neighborhood amenities such as parks, recreational
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facilities and community centers to maintain an
equivalent or better level of quality to other newer
facilities in areas of the City that were developed
more recently. Additionally, Americans with
Disabilities Act (ADA) improvements are necessary
in certain facilities as the City continues to
modernize public facilities constructed more than 40
years ago. In the allocation of resources for the
rehabilitation of public facilities, priority shall be
given to facilities that primarily benefit low- income
people or address homeless or special needs
populations, particularly those facilities with
critically needed renovation or demonstrated need
for expansion to accommodate the needs of lowincome residents.

Relative Basis
The need for public facility and infrastructure
improvements are informed by the results of the
Needs Assessment Survey, input received during
the Community Meeting, and the City’s on-going
assessment of critical infrastructure.

4. Increase access to
and supply of
homeless services
and facilities
Priority Level: High
Population
Income Levels Extremely Low
Low
Family Types NA
Homeless
Chronic Homelessness
Mentally Ill
Chronic Substance
Abuse
Veterans
Unaccompanied Youth
Non-homeless Special
Needs
Geographies
Affected Citywide
Associated
Goals
- Homeless services and facilities
- Planning, administration, and fair housing
Description
The age and condition of Santa Ana’s housing stock
is an important indicator of potential rehabilitation
needs. Housing over 30 years of age can be
presumed to need some form of major
rehabilitation, such as roof replacement, foundation
work and plumbing systems. Housing over 20 years
of age will generally exhibit deficiencies in terms of
paint, weatherization, heating/air-conditioning
systems, hot water heaters and finish plumbing
fixtures. Housing values in Santa Ana have
increased significantly over a relatively short period
of time. Longtime homeowners, especially the
elderly and disabled, are more likely to have fixed
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and limited incomes and may have difficulty
maintaining their homes.

There are approximately 12,148 people aged 18 to
64 with disabilities, according to 2016-2020, ACS 5-
Year estimates. These households may be
presumed to have fixed incomes. It is reasonable to
anticipate a significant number of housing units in
need of repair and a significant number of
households will need financial assistance to
complete those repairs.

The 2024 PIT Count shows that on January 24, 2024,
throughout Orange County most people
experiencing homelessness were unsheltered. Of
the 7,322 homeless individuals, 57 percent were
unsheltered. Unsheltered chronically, homeless
people accounted for 22 percent of all homeless
individuals. Among those who were reported as
being homeless and unsheltered (4,173 individuals),
49 percent were living with chronic substance
abuse; 30 percent faced severe mental health
issues; and ten percent had experienced domestic
violence.

Relative Basis
Priority Need
The City of Santa Ana considers ending and
preventing homelessness a high priority and will
support activities that help prevent and shorten
periods of homelessness and that provide a
structured path to stable housing for individuals
and families who become homeless.

5. Access to and
supply of public
services
Priority Level High
Population
Income Levels
Extremely Low
Low
Moderate
Family Types Elderly
Families with Children
Homeless
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans
Unaccompanied Youth
Non-homeless
Special Needs Frail Elderly
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Geographies
Affected Citywide
Associated
Goals
- Public service programs
- Planning, administration, and fair housing
Description
Households with low- and moderate-incomes, living
below the poverty line, and experiencing or at-risk
of falling into homelessness are most in need of
public services to defray the cost of living and
ameliorate the impacts of poverty. CHAS 2016-2020
data shows 66 percent of households in Santa Ana
have incomes at or below 80 percent AMI (see Table
1). ACS data for the same period shows 13 percent
of the population of Santa Ana is living below the
federal poverty level (FPL), accounting for 43,975
residents. Among these residents 16,437 are
children under the age of 18 and 4,275 are elderly
aged 65 and over.

Relative Basis
Consistent with the results of the Needs
Assessment and Market Analysis sections of this
plan, including the results of the Community Needs
and Stakeholder surveys, the provision of a wide
range of public services for Households with lowand moderate-incomes, living below the poverty line, and experiencing or at-risk of falling into
homelessness is a priority need for the City of Santa
Ana.

6. Promote economic
opportunity
Priority Level Low
Population
Income Levels
Extremely Low
Low
Moderate
Family Type
Homeless
Non-homeless
Special Needs
Non-housing Community
Development
Geographies
Affected Citywide
Associated
Goals
- Economic development programs
- Planning, administration, and fair housing
Description
To address unemployment and underemployment
in the community and activate commercial
corridors City supports the development and
expansion of qualified small local businesses. This
approach fulfills several needs in the community,
including addressing employment opportunities,
supporting business to expand and update aged
and dilapidated commercial buildings, offering a
wide range of products and services to residents
and in creating the sales tax base.

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Relative Basis
Consistent with the results of the Needs
Assessment and Market Analysis sections of this
plan, including the results of the Community Needs
and Stakeholder surveys, the provision of a wide
range of economic development activities meeting
a national objective is a priority needs of the City.

In establishing five-year priorities for assistance, the City has taken several concerns into consideration:
- Those categories of extremely low, low- and moderate-income households most in need of housing and community development assistance;
- Which activities will best meet the needs of those identified households; and - The extent of federal and other resources available to address these needs.

Priority needs were determined on the basis of analytical research and the input received through outreach and consultation; four of the six priority needs are identified as high.

The City will implement projects in each five-year Action Plan that address the Priority Needs. Pursuant to CDBG regulations, projects must meet one of three national objectives set forth by HUD: (1) Benefit low- and moderate-income households, (2) Aid in the elimination/ prevention of slum and blight, or (3) Meet an urgent need (catastrophic events).

Pursuant to HOME regulations, HOME funds are specifically focused on affordable housing activities and may be used to develop and support affordable rental housing and homeownership opportunities for households earning up to 80 percent of the AMI citywide.

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SP-30 Influence of Market Conditions
Table 44 – 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)
The City may use a portion of its HOME funds to provide TBRA. CHAS data shows the most common housing problem in the City is overcrowding and severe overcrowding. Analysis of Housing Problems (Table 8) shows this affects 17,065 households with income at or below 80 percent AMI. Of those households, 81 percent rent their homes. The second most common housing problem is housing cost burden greater than 30 percent of income which impacts 40 percent of households earning at most 80 percent AMI.

Those affected include 12,825 renter and 8,150 owner households.

Extremely low- and low-income households with one or more housing problem are presumed to be unstably housed, putting them at risk of falling into homelessness. There are 33,345 households in Santa Ana earning up to 50 percent AMI, representing 42 percent of all households. Within this income range individuals and families with children are highly sensitive to adverse events.

This condition impacts a much smaller, but still significant, number of households than housing cost burden does, twenty-five percent of renter households with incomes at or below 50 percent AMI are living in crowded homes.

TBRA for NonHomeless Special
Needs
The City may use a portion of its HOME funds to provide TBRA. Included among those eligible to apply for TBRA are special non-homeless special needs populations.

New Unit
Production
The most common housing problem in the City is overcrowding and severe overcrowding. Analysis of Housing Problems (Table 8) shows this affects 17,065 households with income at or below 80 percent AMI. Of those households, 81 percent rent their homes. The second most common housing problem is housing cost burden greater than 30 percent of income which impacts 40 percent of households earning at most 80 percent AMI.

Those affected include 12,825 renter and 8,150 owner households.

Based on funding availability and allocations, the City may allocate a portion of the HOME funds to increase the supply of safe, decent, affordable housing for lower-income households (including extremely low-income households, and low- and moderate-income households), such as seniors, those with disabilities, and those experiencing and/ or at risk of experiencing homelessness.

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Affordable
Housing Type
Market Characteristics that will influence the use of funds available for housing type
Rehabilitation This housing stock in Santa Ana is dated; 80 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. This indicates a significant need for rehabilitation. The City will aid rehabilitation of residential housing units. Preservation of the physical and functional integrity of existing housing units occupied by low- and moderate-income households is a cost-effective way to invest limited resources to retain existing housing units that are already affordable to low- and moderateincome households in the community. Addressing substandard housing conditions through housing preservation activities provides that all economic segments of the community have the means to ensure that their property meets local standards.

Acquisition,
including
preservation
As the Needs Assessment and Market Analysis in this document have clearly shown, thousands of Santa Ana households are crowded, overcrowded, and cost burdened and likely eligible for newly acquired and rehabilitated affordable housing units. This is a relatively cost-effective way to make incremental increases affordable rental and homeownership housing stock. As funding is available to properly support this type of project the City will invest in acquisition rehabilitation.

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SP-35 Anticipated Resources
During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City of Santa Ana anticipates investing an estimated $20,950,890 CDBG, $5,795,310 HOME and $1,886,650 ESG funds (over the 5-year period) to support the goals of this Strategic Plan. The annual allocations are subject to federal appropriations and changes in demographic data used in HUD formulas for each respective program. The City’s Fiscal Year 2025 Action Plan will lay out the use of the annual allocations to address the priority needs and achieve the goals defined in the Strategic Plan.

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Table 45- Anticipated Resources
Program Uses of Funds
Expected Amount Available for 5-Years Expected
Amount
Available
Remainder of
Con Plan
Narrative
Annual Description
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and Planning
Economic Development
Housing
Public Improvements
Public Services
$4,190,178 $0 $176,300 $4,366,475 $16,760,712
Based on
2024 FY
allocation
from HUD.

HOME
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental rehab
New construction for
ownership
TBRA
$1,159,062 $0 $0 $ 1,159,062 $5,795,310
Based on
2024 FY
allocation
from HUD.

ESG
Conversion and rehab
for transitional housing
Financial Assistance
Overnight shelter
Rapid re-housing (rental
assistance)
Rental Assistance
Services
Transitional housing
$377,330 $0 $0 $377,330 $1,886,650
Based on
2024 FY
allocation
from HUD.

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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.

The City is expected to receive HOME funding which can be leveraged with CDBG funding if used for affordable housing and housing rehabilitation. The City will leverage HOME funding if future projects are presented during the next five years. The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets the thresholds to have the match requirements reduced. The threshold conditions are: 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 50 percent match reduction for Fiscal Year 2023. The determinations for 2024 have not been made public as of January 23, 2025. The City anticipates this designation will continue into the 2025 Consolidated Plan period.

Given the limited size of the CDBG and HOME annual allocations, the City may consider pursuing new Section 108 loans within the five-year Consolidated Plan period to support large-scale public improvements or housing projects.

Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local, and private resources, including but not limited to those listed below.

Federal Resources:
- Continuum of Care (CoC) Program
- HUD Veterans Affairs Supportive Housing (HUD-VASH)
- Supportive Housing for the Elderly (Section 202)
- Supportive Housing for Persons with Disabilities (Section 811) - Housing Opportunities for Persons with AIDS (HOPWA)
- YouthBuild
- Federal Low-Income Housing Tax Credit Program
- Project Based Housing Choice Vouchers
State Resources:
- Low-Income Housing Tax Credit Program
- Tax-Exempt Bond Financing
- Permanent Local Housing Allocation
- Building Equity and Growth in Neighborhoods Program (BEGIN) - CalHome Program
- Multifamily Housing Program (MHP)
- Homekey
- CalHFA Single and Multi-Family Program
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- Mental Health Service Act (MHSA) Funding
- Affordable Housing and Sustainable Communities Program Local Resources:
- San Diego County CoC
- San Diego Housing Commission (SDHC)
- California Home Finance Agency
- City of Santa Ana In Lieu Fees
- Low and Moderate Income Housing Asset Fund (Successor Housing Agency) Private Resources
- Federal Home Loan Bank, Affordable Housing Program
- Community Reinvestment Act Programs
- United Way
- Private Contributions
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Santa Ana will comply with state requirements under AB1486 and AB1255 to inventory and support developers to access and utilize surplus municipal and state land for the construction of affordable housing. If such sites are identified, the City will consider the use of HUD funding or other resources to assist with site preparation and/ or development. At this time, no publicly owned land or property is expected to be used to address the needs.

Discussion
Assuming continued level funding, the City expects to utilize over $28,632,850 in CDBG, HOME, and ESG funds during the five-year period beginning July 1, 2025, and ending June 30, 2030, to achieve the goals of the Strategic Plan.

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SP-40 Institutional Delivery Structure
Table 46 provides an overview of the institutional structure through which the City will carry out its Consolidated Plan including private industry, nonprofit organizations, and public institutions.

Table 46- Institutional Delivery Structure
Responsible Entity Responsible Entity
Type Role Geographic Area Served
Santa Ana
Government Economic
Development
Homelessness
Non-homeless
special needs
Ownership
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Jurisdiction
Orange County CoC CoC Homelessness Region
Santa Ana Housing
Authority
Government Public Housing Jurisdiction
Assess of Strengths and Gaps in the Institutional Delivery System The institutional delivery system in Santa Ana is high-functioning and collaborative— particularly the relationship between local government and the nonprofit sector comprised of a network of capable nonprofit organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs and the housing, community, and economic development activities that are implemented by the City.

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Availability of services targeted to homeless persons and persons with HIV and mainstream services
Table 47 - Homeless Prevention Services Summary
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X X
Mobile Clinics X X X
Other Street Outreach
Services
X X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X X X
Education X X X
Employment and
Employment Training
X X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
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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)
There are multiple pathways to access the services available in Santa Ana to individuals and households experiencing, or at risk of experiencing, homelessness. The CoC and the recipients of homeless funding from HUD and Homeless Housing, Assistance and Prevention (HHAP) Grant funds from the State of California utilize the Coordinated Entry System (CES) system to match clients to appropriate services.

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.

As the seat of Orange County government many public and private resource providers are located in Santa Ana. The City is committed to making a difference by coordinating with County partners, including the CoC, local businesses, community faith groups, and nonprofit partners to meet the needs of residents with special needs and those experiencing or at risk of experiencing homelessness. Despite the many resources available and the contributions of community partners, there is still not enough funding to provide the level of services needed for long-term assistance for clients on fixed or extremely limited incomes. The City supports services for special needs populations and individuals experiencing homelessness with CDBG and ESG funds.

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.

To address the lack of resources necessary to fully address the needs of special needs populations and persons experiencing homelessness, the City will continue allocating the maximum allowable amount of CDBG funds to public services. The City will work to leverage its HOME funds, including CHDO Set-Aside and Low Moderate Income Housing Asset (LMIHAF) funds, with other state, federal, and local resources to address its priority needs.

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SP-45 Goals Summary
Table 48 – Goals Summary
Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 1: Affordable
housing
development,
maintenance, and
preservation
2025 –
2029
Affordable
Housing
Citywide -Expand the
supply of
affordable
housing
-Preserve the
supply of
affordable
housing
CDBG
$5,237,723
HOME
$5,215,779
-Homeowner Housing Rehabbed:
25 Household/ Housing Units
-Rental Housing Rehabbed: 40
Household/ Housing Units
-Rental Housing Units
Constructed: 25 Housing Units
-Homeownership Housing Units
Constructed: 8 Housing Units
-Direct Financial Assistance to
Homebuyers: 8 Households
Assisted
-TBRA/RRH: 40 Households
Assisted
Provide funding for the acquisition, construction, rehabilitation and provision of affordable rental and ownership housing.

Goal 2: Code
enforcement
2025 –
2029
Non—
Homeless
Special Needs;
Non-Housing
Community
Development
Citywide Preserve the
supply of
affordable
housing
CDBG
$2,933,125
Housing Code Enforcement:
10,440 Housing Units
Support code enforcement activities to ensure residential properties are safe and suitable for habitation.

Goal 3: Public
service programs
2025 –
2029
Non—
Homeless
Special Needs;
Non-Housing
Community
Development
Citywide Access to and
supply of
public
services
CDBG
$3,142,633
Public services activities other
than for low-/mod-income
housing benefit: 7,400
Households
Work with local and regional nonprofits and service providers to ensure the provision of critical services and activities to low- and moderate-income residents and special needs populations throughout the City.

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Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 4: Homeless
services and
facilities
2025 –
2029
Homeless Citywide Increase
access to and
supply of
homeless
services and
facilities
ESG
$1,745,151
TBRA/RRH:45 Households
Assisted
Homeless Person Overnight
Shelter:315 Persons Assisted
Overnight/ES/TH Beds Added: 15
beds
Homelessness Prevention: 55
Persons Assisted
Together with local and regional stakeholders, Santa Ana will continue to promote the implementation of a cohesive and coordinated homeless system. In doing so, the City will invest in projects that ensure that homeless households from all sub-populations are supported to return to permanent housing as quickly as possible; receive strength-based services that emphasize recovery, as needed; receive only what they need to be returned to housing quickly and to be as self-reliant as possible; and are assisted in preventing homeless from occurring in the first place. If and when necessary, Santa Ana will use HUD funding to address urgent issues and conditions impacting the health and safety of homeless residents and those at risk of becoming homeless.

Goal 5: Economic
development
programs
2025 –
2029
Non-Housing
Community
Development
Citywide Promote
economic
opportunity
CDBG:
$209,509
15 businesses assisted
Support workforce training and development and business assistance via training, technical assistance and general support to microbusinesses operating in Santa Ana.

Goal 6 Public
facility and
infrastructure
improvement
2025 --
2029
Non-Housing
Community
Development
Citywide Improve city
public
facilities and
infrastructure
CDBG:
$5,237,723
Public services other than Low/
Moderate Income Housing
Benefit: 7,000 persons assisted
In collaboration with other city agencies, rehabilitate public facilities and streets to increase ADA accessibility, improve facilities and infrastructure to better meet the needs of residents, and implement measures to mitigate and reduce vandalism and graffiti in the City.

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Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 7: Planning,
administration,
and fair housing
2025 --
2029
Program
administration
N/A All CDBG:
$4,190,178
HOME:
$579,531
ESG:
$141,499 Other: 5
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG, HOME, and ESG Programs. Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services.

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) Approximately 146 extremely low-, low-, and moderate-income households will benefit from the City’s affordable housing activities.

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SP-50 Public Housing Accessibility and Involvement
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The SAHA does not have a Section 504 Compliance Agreement.

Activities to Increase Resident Involvement
The SAHA administers the FSS program. This is a voulntary program available to families in recipet of a HCV program to households become economic independent through financial literacy. The Housing Authority also support a resident adviosry board.

Is the public housing agency designated as troubled under 24 CFR part 902? SAHA is not designated as troubled.

Plan to remove the ‘troubled’ designation
Not applicable
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SP-55 Barriers to Affordable Housing
Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are legally permissible, whereas impediments to fair housing choice are typically unlawful.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing As described in the 2021-2029 Housing Element, the City is taking several actions to remove or ameliorate barriers to affordable housing. These actions are summarized below.

1. Facilitate construction of 723 ADUs between 2021-2029 by publishing preapproved ADU plans and publicizing ADU program through dedicated web page in various languages to facilitate ADU construction.

2. Enforce the City’s inclusionary housing ordinance, known as the Affordable Housing Opportunity & Creation Ordinance (AHOCO), to require eligible housing development projects of five or more units, including condominium conversions, to include at least 15 percent of the units as affordable to low-income households; or EXHIBIT 1
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10 percent of the units affordable to very low-income households; or 5 percent to extremely low-income households; or a minimum of 10 percent available affordable households with five (5)5 percent to low- income, 3 percent to very low-income, and 2 percent to extremely low-income households, for rental housing. Require 5 percent of the units as affordable to moderate-income households for for-sale housing.

3. Establish guidelines as part of the Comprehensive Zoning Code Update for new housing development projects to include a variety of unit sizes, including units for large families, that are affordable to extremely low-, very low-, and low-income families.

4. Annually monitor the status of at-risk housing projects, specifically the Warwick Square, Highland Manor, and other projects that may come due. Contact owners of properties at risk of conversion within one year of expiration to discuss City’s desire to preserve projects as affordable housing.

5. Assist low-income households with down payment assistance loans of up to $120,000 and moderate-income households with loans of up to $80,000.

6. Create, assist, and support neighborhood associations, especially in R/ECAP and TCAC Census Tracts, to collaborate on projects and sponsor and hold annual events.

7. Complete infrastructure improvements in residential neighborhoods consistent with the City’s Capital Improvement Plan.

8. Through the City’s RFP process for Affordable Housing Development, facilitate and encourage the development in the Transit Zoning Code plan area of varied housing types at a mix of affordability levels, including for lower income households using appropriate incentives, such as awarding bonus points to developers whose projects provide at least 75% or more for the units for extremely low-income families at 30% Area Median Income.

9. Implement the City’s Rent Stabilization and Just Cause Eviction Ordinance for tenants facing housing instability, including ongoing outreach and education, a program monitor system, and a schedule of penalties that may be imposed for noncompliance. Provide tenant protections beyond state mandates.

10. Provide housing assistance payments to eligible households participating in the Housing Choice Voucher Program and adhere to policies and procedures in the federal regulations and the Housing Choice Voucher Program Administrative Plan.

Administer 100 percent of the funding provided to the Housing Authority annually for eligible households. This includes Special Purpose Vouchers including the Veterans Affairs Supportive Housing Program; Mainstream Voucher Program; Foster Youth to Independence Program; and Emergency Housing Voucher Program.

The objectives are to: 1) Utilize 100 percent of the Annual Budget Authority provided by HUD for each CY; 2) Apply for new funding opportunities for additional vouchers; 3) Retain High Performer SEMAP status; 4) Communicate on a regular basis with active landlords by providing information on key program updates.

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11. Contract with a local nonprofit organization (currently Habitat for Humanity) to implement the City’s Residential Rehabilitation Grant Program. Provide grants for the repair and rehabilitation of single-family and mobile homes, prioritizing applicants in R/ECAP and TCAC Census Tracts and low-income households.

12. Enhance local preferences program for residents working and living in Santa Ana who are seeking affordable housing. Explore a right-of-first-refusal ordinance for mobile home parks and publicly supported multifamily residential properties to minimize tenant displacement and preserve affordable housing stock. Evaluate and pursue collective ownership models for mobile home parks as a tool to prevent displacement.

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SP-60 Homelessness Strategy
The needs of individuals experiencing homelessness and persons with special needs are complex and require a wide range of specialized services. Numerous agencies are involved in the care of these individuals, providing distinct services such as housing, mental health counseling, employment training, and case management services. The City funds multiple activities to assist individuals experiencing homelessness and other special needs populations. Overall, these services address the high priority of reducing homelessness and the threat of becoming homeless, as well as providing necessary supportive services.

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Santa Ana will continue to invest HUD and non-HUD funding to engage individuals and households experiencing homelessness, assessing their needs, and connecting them to appropriate resources. street outreach and emergency shelter. In previous years ESG has supported private providers of street outreach and emergency shelter. The City anticipated continuing these efforts during the next five years.

The Santa Ana Police Department (SAPD) implements proactive policing and engagement with residents experiencing unsheltered homelessness. The Quality of Life Team (QOLT) comprises members from various City Departments, including Public Works, the Police Department, Code Enforcement, Parks and Recreation, the Community Development Agency, Homeless Services, and the City’s street outreach and engagement team. The team works collaboratively to implement a coordinated response to community service requests related to the impacts of homelessness. The SAPD’s Homeless Evaluation Assessment Response Team (HEART) provides immediate assistance, long-term solutions, and connections to services such as shelter, mental health support, and housing programs.

Other City programs that reach out to unsheltered homeless individuals are Coordinated Entry and Family Reunification, Psychological Emergency Response Team (PERT), and the Santa Ana Multi-Disciplinary Response Team (SMART). The Coordinated Entry and Family Reunification program, which is privately funded, assesses the needs of residents and connects them to the appropriate resources. Resources may include emergency shelter, transitional or permanent supportive housing, and reconnecting with social networks.

PERT is a partnership with the Orange County Health Care Agency that pairs mental health clinicians with officers to assist individuals with mental health or substance abuse issues.

SMART is a contracted service provided by CityNet. SMART addresses non-emergent situations with a focus on connecting unhoused individuals to shelter, critical services, and mental health and medical treatment.

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Addressing the emergency and transitional housing needs of homeless persons The 2024 PIT Count recorded 3,149 sheltered and 4,173 unsheltered individuals experiencing homelessness. Of the sheltered and homeless population 80 percent were residing in emergency shelter and 20 percent in transitional housing. The 2024 Housing Inventory Count reported 645 emergency shelter beds and 624 transitional housing beds for household with adults and children, 2,365 emergency shelter beds and 217 transitional housing beds for households with only adults.

The Santa Ana Navigation Center opened in June 2022 as a 24-hour homeless shelter serving men, women, and families with minor children. The shelter has 200 beds in five dormitories and family rooms, including full bathroom facilities, a commercial kitchen, a children's playroom, and more. In addition to the Navigation Cetner the City may directing ESG funds to support private homeless service providers’ emergency shelter efforts.

To achieve housing stability whether individuals and families need access to housing which they can reasonably afford. The City anticipates directing ESG resources to to funding rapid rehousing and homelessness prevention activities. Furthermore, the City may leverage CDBG, HOME, PLHA and other funds to expand the supply of affordable housing.

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 City approaches assisting low-income individuals and families, especially those existing a publicly funded institution, to avoid homelessness from multiple angles. SAHA administers Mainstream 5, VASH, Foster Youth to Independence, and Emergency Housing Vouchers. These may assist individuals and households exiting hospitals, shelters, foster care, and other publicly funded institutions to secure stable housing. The Coordinated Entry and Family Reunification Program described above is another resource the City provides.

The City anticipates directing ESG resources to In addition to funding rapid rehousing and homelessness prevention activities. Furthermore, the City may leverage CDBG, HOME, PLHA, HOME-ARP, and other funds to expand the supply of affordable housing.

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SP-65 Lead based paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards.

The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.

The housing stock in Santa Ana is dated; 80 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. Units constructed prior to January 1, 1978, are presumed to have the potential to contain lead-based paint (LBP). In these units, the best way to have reasonable assurance that lead-based paint hazards are not present is to have the painted surfaces tested.

To reduce lead-based paint hazards, the City takes the following actions:
- Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978. - Educate residents on the health hazards of lead-based paint through brochures and encourage screening children for elevated blood-lead levels. - Disseminate brochures about lead hazards through the City’s residential rehabilitation activities.

How are the actions listed above related to the extent of lead poisoning and hazards?
Over time, through testing and abatement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children. This will prompt homeowners, landlords, and parents of young children, to proactively address unsafe housing conditions in pre-1978 units where children may potentially be exposed to lead-based paint hazards.

How are the actions listed above integrated into housing policies and procedures?
In accordance with federal regulation, the City of Santa Ana has established policies regarding the identification of LBP hazards. Housing built prior to 1978 must undergo leadbased paint testing prior to receiving funding for rehabilitation. If deteriorated lead-based paint surfaces are found, they must be stabilized during the rehabilitation of the property.

As required, abatement must be performed by a certified lead-based paint assessor prior to the issuance of the Notice of Completion. The City will continue to maintain policies and procedures to increase access to housing without LBP hazards. CDBG and HOME funding is not provided until it is determined properties are free of LBP hazards.

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SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs and Policies for reducing the number of PovertyLevel Families.

Poverty continues to be a significant challenge in Santa Ana. According to the 2016-2020 ACS,13 percent of residents live below the FPL, among those are 16,437 children under the age of 18 and 4,275 elderly aged 65 and over. To meaningfully address this challenge, each of the goals included in the Strategic Plan supports activities to promote the availability of affordable housing and the provision of essential services that directly benefit low- and moderate-income residents. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address these goals over the next five years. This strategy will emphasize using CDBG, HOME, and ESG funds to help individuals and families rise out of poverty to long-term self-sufficiency.

The Consolidated Plan goals strive to reduce the number of poverty-level families. Those goals are:
- Affordable housing development, maintenance, and preservation - Code enforcement
- Public services programs
- Homeless services and facilities
- Economic development programs
- Public facilities and infrastructure improvements
In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs, such as the Earned Income Tax Credit and Head Start, offer a pathway out of poverty for families who are ready to pursue employment and educational opportunities. In California, the primary programs that assist families in poverty are CalWORKS, CalFresh (formerly food stamps) and Medi-Cal. Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition and transportation.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit low- and moderate-income residents to reduce the number of poverty-level families. For example, activities completed under the affordable housing development, maintenance, and preservation goal will increase the housing stock accessible to extremely low- and low-income households transitioning out or at risk of homelessness. Implementation of this goal may reduce a household housing cost burden thereby increasing disposable income and enabling opportunity to pursue previously inaccessible choices.

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SP-80 Monitoring
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 To ensure that HUD funds are used efficiently and in compliance with applicable regulations, the City provides technical assistance to all subrecipients at the beginning of each program year and monitors subrecipients throughout the program year.

Technical Assistance
To enhance compliance, the City provides an annual Notice of Funding Availability (NOFA) workshop to review Consolidated Plan goals, program requirements and available resources. Subsequent to the approval of the Annual Action Plan, a mandatory subrecipient workshop is held to review program regulations in detail, provide useful forms and resources for documenting compliance, and review the compliance procedures and requirements. Individualized technical assistance is provided on an as-needed basis.

Activity Monitoring
All activities are monitored, beginning with a detailed review upon receipt of an application to determine eligibility, conformance with a National Objective and conformance with a Plan goal. This review also examines the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries and likelihood of compliance with other federal requirements. Subrecipients are required to submit an audit and other documentation to establish their capacity, and any findings noted in the audit are reviewed with the applicant.

Eligible applications are then considered for funding. Once funded, desk monitoring includes ongoing review of required quarterly performance reports. For CDBG public service activities, an on-site monitoring is conducted once every two (2) years, or more frequently as needed to ensure compliance. These reviews include both a fiscal and programmatic review of the subrecipient’s activities. The reviews determine if the subrecipient is complying with the program regulations and City contract. Areas routinely reviewed include overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Following the monitoring visit, a written report is provided delineating the results of the review and any findings of non-compliance and the required corrective action. Subrecipients normally have 30 days to provide the City with corrective actions taken to address any noted findings.

Individualized technical assistance is provided, as noted above, as soon as compliance concerns are identified. For CDBG capital projects, monitoring also includes compliance with regulatory agreement requirements
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Annual Action Plan
AP-15 Expected Resources
Annual allocations are subject to federal appropriations and changes in demographic data used in HUD’s formulas for the programs. During the first year Annual Action Plan from July 1, 2025, to June 30, 2026, the City will invest $4,366,475 in CDBG, $1,159,062 in HOME, and $377,330 in ESG funds to support the goals of the Strategic Plan.

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Table 49- Expected Resources –PY 2025
Program Uses of Funds
Expected Amount Available for 5-Years Expected
Amount
Available
Remainder of
Con Plan
Narrative
Annual Description
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and Planning
Economic Development
Housing
Public Improvements
Public Services
$4,190,178 $0 $176,300 $4,366,475 $16,760,712
Based on
2025 FY
allocation
from HUD.

HOME
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental rehab
New construction for
ownership
TBRA
$ 1,159,062 $0 $0 $ 1,159,062 $4,636,248
Based on
2025 FY
allocation
from HUD.

ESG
Conversion and rehab for
transitional housing
Financial Assistance
Overnight shelter
Rapid re-housing (rental
assistance)
Rental Assistance
Services
Transitional housing
$377,330 $0 $0 $377,330 $1,886,650
Based on
2054 FY
allocation
from HUD.

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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.

The extent of need in Santa Ana far exceeds the available funding from CDBG, HOME, and ESG. Most activities into which these funds are invested will leverage a variety of additional sources including, but not limited to, public and private grants, capital development and general funds, public financing, and private donations. The City has been awarded HUD HOME American Rescue Plan (ARP) and state Permanent Local Housing Allocation (PLHA) funds to further address extremely low- and low-income housing needs including the needs of residents experiencing and at risk of experiencing homelessness. The City has Low- and Moderate-Income Housing Asset Funds (LMIHAF) which may be used to supplement homeless services provided to residents. The City encourages the use of LowIncome Housing Tax Credits to fund construction, substantial rehabilitation, or acquisition or affordable housing.

The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets a threshold to have the match requirements reduced; those threshold conditions are: 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 50 percent match reduction for fiscal year 2023, as of the preparation of this Action Plan neither the fiscal year 2024 or 2025 reductions have been published. The City expects the 2023 designation will continue in fiscal year 2025.

ESG requires a 100 percent match.

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

The City will not use any publicly owned land or property located within the jurisdiction to address the needs identified in this plan.

Discussion
The City shares overall responsibility for meeting the priority needs identified in the Strategic Plan with many other organizations and is solely responsible for using CPD entitlement funds to address the needs of low- and moderate-income residents.

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AP-20/ AP-23 Annual Goals and Objectives
Table 50 - Goals and Objectives
Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 1:

Affordable
housing
development,
maintenance,
and
preservation
2025 –
2029
Affordable
Housing
Citywide -Expand the
supply of
affordable
housing
-Preserve the
supply of
affordable
housing
CDBG
$1,382,961
HOME
$1,043,155
-Homeowner Housing
Rehabbed: 5 Household/
Housing Units
-Rental Housing Rehabbed: 8
Household/ Housing Units
-Rental Housing Units
Constructed: 25 Housing Units
-Direct Financial Assistance to
Homebuyers: 3 Households
Assisted
Provide funding for the acquisition, construction, rehabilitation and provision of affordable rental and ownership housing.

Goal 2: Code
enforcement
2025 –
2029
Non—Homeless
Special Needs;
Non-Housing
Community
Development
Citywide Preserve the
supply of
affordable
housing
CDBG
$825,000
Housing Code Enforcement:
2,088 Housing Units
Support code enforcement activities to ensure residential properties are safe and suitable for habitation.

Goal 3: Public
Service
Programs
2025 –
2029
Non—
Homeless
Special Needs;
Non-Housing
Community
Development
Citywide Access to and
supply of
public services
CDBG
$628,527
Public services activities other
than for low-/mod-income
housing benefit: 1,480
Households
Work with local and regional nonprofits and service providers to ensure the provision of critical services and activities to low- and moderate-income residents and special needs populations throughout the City.

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Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 4:

Homeless
services and
facilities
2025 –
2029
Homeless Citywide Increase
access to and
supply of
homeless
services and
facilities
ESG
$349,031
TBRA/RRH:9 Households
Assisted
Homeless Person Overnight
Shelter:63 Persons Assisted
Overnight/ES/TH Beds Added:
3 beds
Homelessness Prevention: 11
Persons Assisted
Together with local and regional stakeholders, Santa Ana will continue to promote the implementation of a cohesive and coordinated homeless system. In doing so, the City will invest in projects that ensure that homeless households from all sub-populations are supported to return to permanent housing as quickly as possible; receive strength-based services that emphasize recovery, as needed; receive only what they need to be returned to housing quickly and to be as self-reliant as possible; and are assisted in preventing homeless from occurring in the first place. If and when necessary, Santa Ana will use HUD funding to address urgent issues and conditions impacting the health and safety of homeless residents and those at risk of becoming homeless.

Goal 5:

Economic
development
programs
2025 –
2029
Non-Housing
Community
Development
Citywide Promote
economic
opportunity
CDBG:
$100,000
3 businesses assisted
Support workforce training and development and business assistance via training, technical assistance and general support to microbusinesses operating in Santa Ana.

Goal 6 Public
facility and
infrastructure
improvement
2025 --
2029
Non-Housing
Community
Development
Citywide Improve city
public
facilities and
infrastructure
CDBG:
$415,655
$176,300
FY23
Public services other than
Low/ Moderate Income
Housing Benefit: 1,400
persons assisted
In collaboration with other city agencies, rehabilitate public facilities and streets to increase ADA accessibility, improve facilities and infrastructure to better meet the needs of residents, and implement measures to mitigate and reduce vandalism and graffiti in the City.

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Goal Name Time
Period Category Geographic Area
Needs
Addressed Funding Goal Outcome Indicator
Goal 7: Planning,
administration,
and fair housing
2025 --
2029
Program
administration
N/A All CDBG:
$838,035
HOME:
$115,906
ESG:
$28,299
Other: 1
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG, HOME, and ESG Programs. Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlordtenant mediation services.

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AP-35 Projects
To address the high priority needs identified in the Strategic Plan to the 2025-2029 Consolidated Plan, the City will invest CDBG, HOME, and ESG funds in projects that preserve affordable housing, provide fair housing services, provide public services to lowincome residents, prevent homelessness, and improve businesses. Together, these projects will address the housing, community, and economic development needs of Santa Ana residents.

Table 51 - Project Information
2025 Projects

1. CDBG Administration

2. CDBG Code Enforcement

3. CDBG Economic Development

4. CDBG Public Services

5. CDBG Housing Rehabilitation

6. CDBG Down Payment Assistance

7. CDBG Fair Housing

8. CDBG Street Improvement

9. ESG Homeless Activities

10. HOME Program Administration

11. HOME Affordable Housing

12. HOME CHDO
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.

As grant resources become increasingly scarce, it is important for the City to determine areas and population segments with the greatest level of need for a particular program or activity and to be able to invest federal, state, and local resources in high leverage opportunities where data suggests that the City will be able to maximize the impact of every dollar.

The 2025-2029 Consolidated Plan is a roadmap to guide the City’s housing, community, and economic development investments during the next five years. All investments of HUD funding are used to address the priority needs listed in the City’s five-year Consolidated Plan.

The limited funding resources continue to provide challenges to fully address the level of need identified in the Consolidated Plan.

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AP-38 Project Summary
Project Summary Information
Table 52 - Project Summary
1 Project Name CDBG Administration
Target Area Citywide
Goals Supported All
Needs Addressed All
Funding CDBG: $768,036
Description Program administration
Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
1-plan
Location Description Citywide
Planned Activities Planning and administration of the CDBG Program. 2 Project Name CDBG Code Enforcement
Target Area Citywide
Goals Supported Code Enforcement
Needs Addressed Preserve the supply of affordable housing Funding CDBG: $825,000
Description Code enforcement services
Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 2,088 LMI households will be assisted
Location Description CDBG eligible areas
Planned Activities Code enforcement services
3 Project Name Economic Development
Target Area Citywide
Goals Supported Economic Development Programs
Needs Addressed Citywide
Funding CDBG: $100,000
Description Microenterprise grants to small businesses
Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 5 qualified businesses will be assisted
Location Description Citywide
Planned Activities Provide economic development assistance to microenterprise businesses, all of which will be CDBG
income qualified.
4 Project Name Public Services
Target Area Citywide
Goals Supported Public Service Programs
Needs Addressed Access to and supply of public services Funding CDBG: $628,527
Description Public service programs to eligible participants Target Date 6/30/2026
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Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 1,480 LMI households will benefit.

Location Description Citywide
Planned Activities The City will provide funding for staff and nonprofit organizations to provide and deliver a range of public
services and functions to low- and moderate-income
and special needs residents throughout the City.
5 Project Name CDBG Housing Rehabilitation
Target Area Citywide
Goals Supported Affordable housing development, maintenance, and preservation
Needs Addressed Preserve the supply of affordable housing Funding CDBG: $500,000
Description Housing rehabilitation for qualified households Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately five LMI homeowner households will be
assisted.

Location Description Citywide
Planned Activities Conduct critical rehabilitation to homeowners to ensure properties are safe and suitable and meet federal
housing quality standards and health, safety and
applicable building standards.
6 Project Name CDBG Down Payment Assistance
Target Area Citywide
Goals Supported Affordable housing development, maintenance, and preservation
Needs Addressed Expand the supply of affordable housing Funding CDBG: $882,961
Description Homebuyer assistance
Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately three LMI households will benefit.

Location Description Citywide
Planned Activities Direct assistance to homebuyers
7 Project Name CDBG Fair Housing
Target Area Citywide
Goals Supported Program planning, administration, and fair housing Needs Addressed Expand the supply of affordable housing; Preserve the supply of affordable housing;
Funding CDBG: $70,000
Description Fair Housing Services
Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Other: 1-year
Location Description Citywide
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Planned Activities Provide funding for administrative and program staff to complete fair housing education, tenant counseling,
and fair housing enforcement activities in Santa Ana.
8 Project Name CDBG Street Improvement
Target Area Citywide
Goals Supported Public facilities and infrastructure
Needs Addressed Improve City public facilities and infrastructure Funding CDBG: $415,655
Description This project entails the rehabilitation of existing asphalt concrete pavement for local streets. Minor concrete
repair to severely damaged or missing curbs, gutters,
sidewalks, and wheelchair ramps will also be included.

After the road and concrete repairs within the public
right of way have been completed, the public will have
enhanced pedestrian and multi-modal mobility
throughout the improved neighborhood.

Target Date 6/30/2026
Estimate the number and type
of families that will benefit from
the proposed activities
Location Description Cedar Street
Planned Activities Rehabilitation of existing asphalt concrete pavement 9 Project Name ESG Homeless Activities
Target Area Citywide
Goals Supported Homeless Services and Facilities
Needs Addressed Increase access to and supply of homeless services Funding ESG: $377,330
Description Homeless Services and Facilities
Target Date 6/30/2026
Estimate the type and goal for
the proposed activities
Approximately 315 individuals and 45 households
experiencing homelessness and 55 individuals at risk of experiencing homelessness will be assisted. It is also
anticipated that five emergency shelter or transitional housing beds will be added.

Location Description Citywide
Planned Activities The City will fund the following eligible activities: Street Outreach, Shelter Operations and Essential Services,
Homeless Prevention, Rapid Rehousing, HMIS, and
Program Administration
10 Project Name HOME Program Administration
Target Area Citywide
Goals Supported Planning, administration, and fair housing Needs Addressed Expand the supply of affordable housing Funding HOME: $115,906
Description Planning and administration
Target Date 6/30/2026
Estimate the type and goal for
the proposed activities
Other: 1-year
Location Description Citywide
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Planned Activities Provide funding to staff and City agencies to overs and manage HOME program to ensure compliance with
HUD rules and regulations.
11 Project Name HOME Affordable Housing
Target Area Citywide
Goals Supported Affordable housing development, maintenance, and preservation
Needs Addressed Expand the supply of affordable housing; Preserve the supply of affordable housing
Funding HOME: $869,296
Description Support affordable housing development and
preservation
Target Date 6/30/2026
Estimate the type and goal for
the proposed activities
TBD
Location Description TBD
Planned Activities Through an RFP process, identify eligible new construction, acquisition, or rehabilitation activities to increase the supply of affordable housing within the
City of Santa Ana.
12 Project Name HOME CHDO
Target Area Citywide
Goals Supported Affordable housing development, maintenance, and preservation
Needs Addressed Expand the supply of affordable housing; Preserve the supply of affordable housing
Funding HOME: $173,859
Description Support affordable housing development and
preservation
Target Date 6/30/2026
Estimate the type and goal for
the proposed activities
TBD
Location Description TBD
Planned Activities In collaboration with an eligible CHDO, the City will support the acquisition, development, or rehabilitation or affordable rental housing.

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AP- 50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of lowincome and minority concentration) where assistance will be directed.

The City has not established specific target areas in which to focus the investment of CDBG funds. For the 2025 Program Year, the City will invest 100 percent of non-administrative funds to directly benefit low-and moderate-income individuals throughout the City.

Infrastructure improvements and public facilities will be focused on areas with a concentration of residents with low- and moderate-incomes or sites that serve a presumed group. Housing assistance will be made available to income-qualified households throughout the City.

Table 53 - Geographic Distribution
Target Area Percentage of Funds
Citywide 100%
Rationale for the priorities for allocating investments geographically HUD allows CDBG grantees to implement certain activities, such as initial construction or expansion of community facilities and infrastructure that benefit certain neighborhoods, but not the entire City, provided the service area for the facility or infrastructure is primarily residential, and where at least 51 percent of residents are low- and moderate-income.

It is the City’s intent to fund activities in the areas and for the populations most directly affected by the needs of low-income residents and those with other special needs. Where appropriate the Annual Action Plan will direct investment to an area benefit neighborhood.

The area benefit category is the most used national objective for activities benefiting a residential neighborhood. An area benefit activity is one that benefits all residents, where at least 51 percent are low- and moderate-income. Public infrastructure improvements are an area benefit activity when they are in a predominantly low- and moderate-income neighborhood.

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AP-55 Affordable Housing
The 2025-2029 Strategic Plan provides the framework for investing CDBG and HOME funds in Santa Ana. The affordable housing development, maintenance, and preservation goal identified in the Strategic Plan that will be addressed by the CDBG Housing Rehabilitation, CDBG Down Payment Assistance, HOME Affordable Housing, and HOME CHDO projects.

Below is a summary of the City’s planned actions in the coming year.

Table 54 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households
to be Supported
Homeless 0
Non-Homeless 41
Special-Needs 0
Total 41
Table 55 - One Year Goals for Affordable Housing by Support Type One Year Goals for the Number of Households
Supported Through
Rental Assistance 0
The Production of New Units 28
Rehab of Existing Units 5
Acquisition of Existing Units 3
Total 41
Discussion
Santa Ana residents have a significant need for high quality and affordable housing. In Program Year 2025, the City anticipates assisting five owner occupied households to rehabilitate their homes and three households to purchase a home. This assistance will be provided to eligible households with low- to moderate-incomes.

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AP- 60 Public Housing
SAHA is a Housing Choice Voucher (HCV) only entity. It administers tenant- and projectbased and special purpose vouchers. There are 10 project-based voucher sites. Special purpose vouchers include Mainstream Five-Year (MS5) and Veteran Affairs Supportive Housing. Additionally, SAHA administers Foster Youth to Independence and Emergency Housing Vouchers. SAHA’s mission is to “provide affordable housing for the most vulnerable members of our community to use as a platform to obtain self-sufficiency and independence from our assistance.”
Actions planned during the next year to address the needs of public housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership.

The SAHA administers the FSS program. This is a voulntary program available to families in recipet of a HCV program to households become economic independent through financial literacy. The Housing Authority also support a resident adviosry board.

If the Public Housing Authority (PHA) is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.

The SAHA is not designated as troubled.

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AP- 65 Homeless and Other Special Needs Activities
The City of Santa Ana places a high priority on assisting households experiencing or at risk of experiencing homelessness, and households with other non-homeless special needs.

According to the results of the January 2024, PIT Count in approximately7,322 individuals were experiencing homelessness. Analysis of available data and consultation with organizations providing services for special needs populations revealed a need for a range of services including but not limited to those concerned with disabled adults. The City strives to meet these needs through the access to public housing, expanded access to affordable housing, and public services and services specifically for individuals and households experiencing and at risk of experiencing homelessness.

Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

Preventing and ending homelessness is a HUD priority addressed nationally through coordination of regional strategies and carried out locally by government agencies and a wide variety of community-based organizations and faith-based groups. Consistent with this approach, the City supports the CoC and its member organizations that address homelessness. In alignment with this strategy, the City established the homeless services goal. The street outreach aspects of that goal will be implemented through the activities of the Interval Housing, Covenant House, and SAPD HEART program Addressing the emergency shelter and transitional housing needs of homeless persons
The City established the homeless services goal to address the need to increase access to and the supply of homeless services and facilities. The emergency shelter aspects of that goal will be implemented through the activities of the Interval Housing, Covenant House, and SAPD HEART program.

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
In alignment with the CoC strategy, the City established the homeless services goal. The rapid rehousing and homelessness prevention aspects of that goal will be implemented through the activities of the Volunteers of America Los Angeles, and WISEPlace.

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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 in collaboration with the CoC maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corrections, Foster Care, and the Mental Health systems. The City supports the CoC’s advocacy for development of consistent policy implementation by hospital administrators for best practices, such as recuperative care, and co-location of health services near affordable housing developments.

During the program year 2025 the City will direct ESG funds to Volunteers of America Los Angeles and WISEPlace to provide rapid rehousing, and homelessness prevention services to qualified households.

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AP- 75 Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are typically lawful and impediments to fair housing choice are usually unlawful.

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.

As described in the 2021-2029 Housing Element, the City is taking several actions to address the contributing factors to fair housing issues and affirmatively further fair housing throughout the city. These actions are summarized below.

To address the housing overpayment/burden and the risk of displacement or homelessness that new development and overpaying for housing may cause, the City plans to pursue the following strategies:

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Housing Stabilization. Implement the rent stabilization and just cause eviction ordinances to preserve affordable housing through regulating rent increases and establishing just cause eviction regulations.
- Housing Opportunity Ordinance. Require eligible rental and ownership housing projects to include affordable units.
- Housing Priority. Administer local preference for affordable housing created under the AHOCO or with City funding.
- Community Land Trusts and Collective Ownership. Partner with community-based organizations to support a community land trust program and pursue collective ownership models to promote ownership options and opportunities. - Shelters and Support Services. Provide funding for creation and/or the provision of shelters, permanent supportive housing, and services for those experiencing homelessness or that are at risk of becoming homeless.

To address the issues of safe and sanitary housing, the City plans to pursue the following strategies:
- Tenant Protections. Provide resources to residential tenants regarding landlordtenant laws and responsibilities to ensure units are being maintained and up to code, and if not, tenants are aware of their rights and options for recourse. - Code Enforcement. Enforce building and property maintenance standards and remove blight and unhealthy or dangerous housing conditions, and work with County Health Department to identify violations and streamline resolutions. - Home Rehabilitation Grant Program. Provide grants to assist in the repair and rehabilitation of single- and multi-family homes as well as mobile homes for lowerincome households. - Emergency and Transitional Housing. Continue providing funding and services for providers of emergency shelters, permanent supportive housing, and support services for those at risk of becoming homeless.

To address the housing overcrowding issue, the City plans to pursue the following strategies:
- Overcrowding Conditions. Facilitate development of accessory dwelling units and additions to existing homes to alleviate overcrowded housing conditions. - Diverse Housing Types. Facilitate diverse types, prices, and sizes of housing for the different needs in the community.
- Affordable Component. Continue applying AHOCO to include affordable units as part of new housing developments.

To address the issues of housing access and affordability created by lower household incomes the City plans to pursue the following strategies:

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- Affordable Housing Production. Provide financial assistance to support the production and/or rehabilitation of affordable housing for extremely low-, very low- , and low-income families.
- Rent Stabilization and Just Cause Eviction. Adopt a rent stabilization ordinance(s) to preserve affordable housing through regulating rent increases and establishing just cause eviction regulations.
- Down Payment Assistance. Assist low-income households with down payment assistance loans to facilitate ownership opportunities. - Supportive Services. Allocate funding to agencies that provide services to people experiencing homelessness or that are at risk of becoming homeless.

To address Environmental Justice (EJ) issues, the City underwent an extensive multiyear engagement effort as part of its comprehensive General Plan update, with the last year focusing on engaging EJ communities and listening to their experiences and issues regarding environmental health and quality of life. The City has developed over 75 policies and over 70 programs that are informed by the feedback received from the community and that address pollution and population variables in the CalEnviroScreen model that are in the upper quartile rank in the identified EJ areas. With the completion of the General Plan, the City will begin the process of addressing the disproportionate environmental burden that residents in these communities have experienced.

To address educational and economic opportunity barriers that lead to housing and affordability issues, the City is including an Economic Prosperity Element in the updated General Plan. The element includes programs for workforce development, small business creation and retention, and incentives to hire local. In addition, the updated General Plan includes an element called the Community Element. The Community Element includes numerous policies and programs to directly address the education and jobs training issue.

For example, there are policies and programs to support parent participation programs to increase high school and college graduation rates, expanding access to libraries and learning centers, promoting skill- based education programs, and investing in lifelong learning programs.

EXHIBIT 1
City Council 23 – 199 6/3/2025
180
AP-85 Other Actions
In the implementation of the 2025 Annual Action Plan, the City will invest CDBG, HOME, and ESG resources to address obstacles to meeting underserved needs, reduce the number of poverty-level families, develop institutional structure, and enhance coordination between agencies. Priority needs established in the 2025-2029 Consolidated Plan form the basis for establishing objectives and outcomes in the Action Plan. Those needs are as follows:
- Expand the supply of affordable housing
- Preserve the supply of affordable housing
- Improve public facilities and infrastructure
- Increase access to and supply of homeless services and facilities - Access to supply of public services
- Promote economic opportunity
Actions planned to address obstacles to meeting underserved needs.

The primary obstacles to meeting the underserved needs of low- and moderate-income people include lack of funding from federal, state, and other local sources, the lack of availability of home improvement financing in the private lending industry, and the high cost of housing. The City will continue to work to leverage public and private resources through grant and partnership opportunities.

The City will continue to promote fair housing practices for sale and rental housing and to facilitate community awareness of fair housing. The City of City will continue to use CDBG funds to contract with the Fair Housing Council of Orange County for this program year to provide fair housing and tenant/ landlord services to residents.

Actions planned to foster and maintain affordable housing.

In the implementation of the 2025 Annual Action Plan, the City will invest CDBG and HOME funds to preserve and maintain affordable housing through the CDBG Housing Rehabilitation, CDBG Down Payment Assistance, HOME Affordable Housing, HOME CHDO, and Fair Housing projects.

Actions planned to reduce lead-based paint hazards.

To reduce LBP hazards, the City’s CDBG Housing Rehabilitation and CDBG Down Payment Assistance projects will conduct LBP testing and risk assessments for each property assisted that was built prior to January 1, 1978, and will incorporate safe work practices or abatement into the scope of work reduce LBP hazards in accordance with 24 CFR Part 35.

EXHIBIT 1
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181
Actions planned to reduce the number of poverty-level families.

The implementation of CDBG, HOME, and ESG activities meeting the goals established in the Strategic Plan and this Annual Action Plan will help reduce the number of poverty-level families by supporting:
- Affordable housing development, maintenance, and preservation - Code enforcement
- Public service programs
- Homeless services and facilities
- Economic development programs
- Public facilities and infrastructure improvement
- Planning, administration and fair housing
In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs, such as the Earned Income Tax Credit and Head Start, provide pathways out of poverty for families who are ready to pursue employment and educational opportunities. Additionally, in California, the primary programs that assist families in poverty are CalWORKS, CalFresh (formerly food stamps), and Medi-Cal. Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare and cash payments to meet basic needs such as housing, nutrition, and transportation.

Actions planned to develop institutional structure.

The institutional delivery system in Santa Ana is highly functioning and collaborative, particularly the relationship between local government and the nonprofit sector, which is comprised of a network of capable organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs, housing, and community and economic development activities that are implemented by the City support to enhance the institutional structure. The City will collaborate interdepartmentally, with residents, and with nonprofit agencies receiving CDBG, HOME, and ESG funds through the 2025 Annual Action Plan to ensure the needs of low-andmoderate-income residents are met as envisioned within the 2025-2029 Consolidated Plan.

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

City staff works closely with the other organizations to improve regulatory compliance, monitoring, cooperation and partnerships among agencies and technical capacity of organizations involved in project delivery. To enhance coordination between public and private housing and social service agencies, the City will continue consulting with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate-income residents in upland—particularly the CDBG low- and moderate-income areas.

EXHIBIT 1
City Council 23 – 201 6/3/2025
182
AP- 90 Program Specific Requirements
In the implementation of programs and activities under the 2025 Annual Action Plan, the City will follow all HUD regulations concerning the use of program income, forms of investment, and overall low-and-moderate-income benefit for the CDBG program.

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 Table 64. Table 68 identifies program income that is available for use that is included in projects to be carried out.

Table 56 - CDBG Requirements

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 it 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
Table 57 - Other CDBG Requirements

1. The amount of urgent need activities 0

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

3. Overall benefit period 2024, 2025, 2026
HOME Investment Partnerships Program (HOME) Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City of Santa Ana does not use HOME funds in any other manner other than those described in Section 92.205(b).

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

The City incorporates a recapture requirement into written agreements and long-term affordability covenants for homebuyer assistance activities administered by the City as EXHIBIT 1
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required by 24 CFR 92.254. For any homebuyer assistance activity implemented by subrecipients or CHDOs, this recapture requirement shall also be used.

HOME affordability requirements are imposed based on the amount of direct HOME subsidy pursuant to HUD regulations as follows:

Assistance under $25,000: 5-year affordability period
Assistance between $25,000 - $50,000: 10-year affordability period Assistance over $50,000: 15-year affordability period
The amount subject to recapture is the direct HOME subsidy received by the homebuyer.

Direct HOME subsidy includes the HOME investment that enabled the homebuyer to purchase the property. This includes down payment assistance, closing costs, or other HOME assistance provided directly to the homebuyer or the difference between the fair market value of the property (as determined by appraisal) and a reduced sales price, but excludes any HOME assistance provided to develop the unit.

The recapture provision ensures that the entire amount of the City's direct HOME subsidy to homebuyers is recaptured if the housing does not continue to be the principal residence of the family for the duration of the applicable period of affordability (e.g., the home is sold, the home is foreclosed, the assisted owner is no longer residing in the assisted residence, or for any other breach of the agreement with the City). The HOME-assisted homebuyer may sell their unit at any time during the period of affordability, to any willing buyer, and at the price the market will bear. The recapture provision requires that the City’s direct HOME subsidy and any interest due under the HOME loan (that has not previously been repaid) is returned to the City from net proceeds, subject to the limitation that if there are no net proceeds or the net proceeds are insufficient to repay the HOME investment due, the City may only recapture the net proceeds, if any. Net proceeds are defined as the sales price minus superior loan repayment (other than HOME funds), and any closing costs.

In the event of a mortgage default, a provision in the written agreement and long-term affordability covenant stipulates that the City has the right of first refusal before foreclosure and may use additional HOME funds or other resources to acquire the housing in order to preserve the housing’s affordability. The home then will be resold to an eligible buyer with a new long-term affordability covenant that imposes a period of affordability in accordance with the total HOME investment, including the direct homebuyer assistance provided to the homebuyer at the initial sale, plus any additional HOME funds invested to purchase the property out of foreclosure.

Recaptured funds will be used for any HOME eligible activity. If the funds were provided as a grant or zero interest loan, then the recaptured funds will be receipted into IDIS and treated like program income, except that no portion of the funds will be used for administrative costs. If the recaptured funds were provided as an interest-bearing loan, EXHIBIT 1
City Council 23 – 203 6/3/2025
184
then the funds will be receipted (principal and interest) into IDIS as program income. Up to ten percent of the program income may be used for administrative costs. These recaptured funds are identified in the City’s accounting system by a unique recaptured revenue object number. Any recaptured funds will be used by the City before committing HOME funds from the City’s line of credit.

When the City uses a resale restriction, the City allows property sales to eligible income households, provided the sales price does not exceed an affordable housing cost to the proposed transferee ("Permitted Transfers"). If a homebuyer wishes to transfer the property during the affordability period, they must notify the City beforehand by submitting a Notice of Intent to Transfer. This notice should include the identity of the proposed transferee, their household income, and the proposed sales price so that the City may determine that the homebuyer’s household income and the sales price meet the affordable housing cost criteria.

The term of the period of affordability is determined according to the amount of HOME funds invested (see chart above under Recapture) and a long-term affordability covenant will be recorded against the property in the County real estate records. The covenant will impose a resale formula that provides a fair return on investment (including the homeowner’s investment and cost of capital improvements) and ensure the housing will remain affordable to a reasonable range of low-income homebuyers.

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:

See above

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:

Not applicable. The City will not be using HOME funds for this activity. If the City elects to refinance existing debt, it will provide its policies and procedures as part of an amendment to its Action Plan.

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 City consults and works with the County and CoC homeless services staff as well as local homeless service providers, advocacy groups, facilities and other stakeholders in determining its strategic approach, policies and funding decisions. A previously homeless individual participated on the ESG funding review panel. Individuals who were previously homeless provide assistance in outreach and engagement services and provide feedback EXHIBIT 1
City Council 23 – 204 6/3/2025
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to Staff. In addition, the CoC’s strategy reflects the participation of all 34 cities in Orange County as well as individuals who are homeless or previously homeless, schools, and a host of other organizations and stakeholders.

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).

N/A
Emergency Solutions Grant (ESG) Reference 91.220(l)(4) 1 Include written standards for providing ESG assistance (may include as attachment) ESG funds will be used for eligible activities under five program components: street outreach, emergency shelter, homelessness prevention, rapid re-housing assistance, and Homeless Management Information System (HMIS) costs, as well as allowable administrative costs and activities. ESG applications go through an open and transparent proposal process. The Community Development Agency is responsible for ensuring that the ESG program is implemented in accordance with all Federal rules and regulations.

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

Orange County, in collaboration with the CoC and other ESG entitlement jurisdictions including the City of Santa Ana will utilize assessment and evaluation instruments developed in consultation with the HIMIS lead agency and previously funded HPRP grantees. The County ensures ongoing coordination of program design and eligibly standards. The City will provide funding for the administration of the HMIS data entry system.

EXHIBIT 1
City Council 23 – 205 6/3/2025
186

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

On November 20, 2024, the City of Irvine released a combined ESG Request for Proposals (RFP) in partnership with the Cities of Anaheim, Garden Grove, and Santa Ana to support the Orange County Continuum of Care’s goal to end homelessness. This RFP was marketed to nonprofit organizations (including community and faith-based organizations) operating throughout Orange County. The RFP included four possible one-year renewals. Current subrecipients awarded funding for renewal years will be required to submit a new budget and program summary. the Collaborative reserves the right to redistribute funding and/or issue a new RFP at its discretion.

5. Describe performance standards for evaluating ESG.

The City utilizes the HUD Monitoring ESG handbook to monitor each program’s performance to ensure that goals are on track and funds are used for eligible activities. On a quarterly basis, invoices are reviewed to ensure program compliance. In addition, the quarterly financial invoices are monitored by City Accounting staff. On-site monitoring of non-profit organizations is done by staff and by consultants for both program and financial records on an as-needed basis, or at least every three years. The City works closely with the CoC and other ESG jurisdictions in the County to standardize processes and approaches as much as possible.

Discussion
In the implementation of programs and activities under the 2025 Annual Action Plan, the City will adhere to regulations set forth by the Community Planning and Development (CPD) agency within HUD.

EXHIBIT 1
City Council 23 – 206 6/3/2025

PROGRAM
ADMINISTRATION & PLANNING $ 838,036
Administration and Planning $ 768,036
Fair Housing Council of Orange County $ 70,000
CODE ENFORCEMENT $ 825,000
Community Preservation Code Enforcement $ 825,000
ECONOMIC DEVELOPMENT $ 100,000
New Business Start-Up/Micro Enterprise Grants $ 100,000 NONPROFIT PUBLIC SERVICES $ 628,527
AIDS Services Foundation of OC (dba Radiant Health Centers) $ 34,860 America on Track $ 34,860
Community Health Initiative Orange County $ 34,860
Community Legal Aid SoCal (Domestic Violence Prevention Project) $ 34,860 Delhi Center (Teens Engaged in Learning and Leadership) $ 62,053 Girls Inc of Orange County (StrongHer) $ 34,860
Human Options $ 34,860
Lutheran Social Services of SoCal $ 34,860
MOMs OC $ 34,860
Nati's House (dba Neutral Ground) Summer Night Lights $ 34,860 OC Children's Therapeutic Arts Center (Willard) $ 34,860 Project Hope Alliance $ 43,574
StandUP for Kids OC $ 34,860
Staight Talk Clinic, Inc. $ 34,860
Templo Calvario Community Development Corporation $ 34,860 United Cerebral Palsy Association of OC (dba Unlimited Possibilities) $ 34,860 WISEPlace $ 34,860
628,527
CITY CAPITAL IMPROVEMENTS $ 591,955
Cedar Street Improvements $ 415,655
Bristol-Tolliver Street Urban Greening Project $ 176,300 HOUSING $ 1,382,961
Single Family Rehabilitation Program w/ Habitat for Humanity of OC $ 500,000 Down Payment Assistance Program $ 882,961
-
TOTAL $ 4,366,478
FY 2025-26 CDBG Funding Plan
EXHIBIT 2
City Council 23 – 207 6/3/2025
FY 2025-26 CDBG Program Funding Plan
Program Summaries
Administration & Planning
Project Title Organization Funding Description
CDBG Program
Administration
City of Santa Ana
Community
Development
Agency (CDA)
$768,036
The program will provide for the overall administration of the CDBG Program, to include: preparation and submission of required contracts with HUD, submission of all reporting requirements, provision of individual project oversight, monitoring of all project implementation and ongoing completion, and fiscal management and oversight. Program Administration is performed by a combination of staff and professional consultants. Proposed funding amount calculated based off 20% admin cap less Fair Housing amount.

Santa Ana Fair
Housing Education,
Counseling &
Enforcement
Fair Housing
Council of Orange
County
$70,000
The program will provide fair housing education, landlord /tenant counseling and enforcement services to combat housing
discrimination and city administrative support for the residents of the City of Santa Ana. Funds will go toward administrative/program staff and service contracts. A commitment to further fair housing is a requirement of CDBG funding.

Economic Development
Project Title Organization Funding Description
Small Business
Incentive Program
City of Santa Ana
Community
Development
Agency (CDA) –
Economic
Development
$100,000
The program awards grants up to $5,000 to eligible microenterprise businesses in the City. Grants will be awarded on a first-come/firstserve basis and may be used to cover business expenses such as rent, insurance costs, utility connections, advertising, inventory, or other business-related needs. Funds will go towards grants and program staff.

Code Enforcement
Project Title Organization Funding Description
Community
Preservation (Code
Enforcement & Legal
Services)
City of Santa Ana
Planning and
Building Agency
(PBA)
$825,000
The Community Preservation Division’s goal is to improve neighborhoods through personalized neighborhood contact, education of codes and standards, responsive and dedicated personnel, fair enforcement of laws and innovative processes. The primary purpose of this enforcement is to address property maintenance and life safety violations that contribute to the visual blight and general decline of an area. Funds will go toward program staff and service contracts (equipment rental, insurance and building rental).

EXHIBIT 3
City Council –
FY 2025-26 CDBG Program Funding Plan
Program Summaries
Housing
Project Title Organization Funding Description
Single-Family
Housing
Rehabilitation
Program
Habitat for
Humanity of
Orange County
$500,000
CDBG funds will be used to rehabilitate properties to address code violations, potential code violations, or unsafe living conditions. The maximum amount of grant funds available for any qualified property is $25,000 unless approved by City Council. Funding will go toward rehabilitation and staff costs.

Down Payment
Assistance Program City of Santa Ana $882,961
The “My First Home Program” will offer down payment assistance loans to first-time home buyers to aid in the purchase of a home in the City of Santa Ana. Funds will be made available on a firstcome, first-served basis. A first-time home buyer may be eligible to borrow up to $120,000 with a 0% interest rate.

City Capital Improvements
Project Title Organization Funding Description
Street Improvements
(Cedar Street) and
Greening Project
City of Santa Ana
Public Works
Agency (PWA)
$591,955 This project entails the rehabilitation of existing asphalt concrete pavement of residential streets in the Cedar Neighborhood and the Bristol-Tolliver Street Urban Greening Project.

EXHIBIT 3
City Council –

FY 2025-26 CDBG Program Funding Plan
Program Summaries
Nonprofit Public Service (subject to 15% Public Service cap) Project Title Organization Funding Description
AIDS Services
Foundation OC (dba
Radiant Health
Centers)
HIV Care Services $34,860
AIDS Services Foundation OC (dba Radiant Health Centers) will provide low-income residents living with HIV in the City of Santa Ana with wraparound HIV care services. Participants will receive the support and resources needed to remain in medical care, maintain their health, and achieve viral suppression.

America On Track
Brighter Futures
for Children of
Prisoners
$34,860
Children of prisoners deserve the chance to discover a brighter future, which is why America On Track provides them with trained, caring mentors, STEM workshops, a “College is For Me Too!” camp, free books, and special outings, as well as nutrition seminars and wraparound services for the families.

Community Health
Initiative Orange
County
Community Health
Access Program $34,860
CHIOC helps City of Santa Ana residents to access health and social service programs by providing outreach, education, enrollment, and case management services to vulnerable
populations. We strive to ensure that clients acquire, retain, and utilize community resources effectively.

Community Legal
Aid SoCal
Santa Ana
Domestic
Violence
Prevention Project
$34,860
Community Legal Aid SoCal (previously known as The Legal Aid Society of Orange County) will provide free, holistic legal assistance to Santa Ana survivors of domestic violence to help them escape abuse and break the cycle of violence. Priority is given to service in the areas of family law, immigration, and healthcare advocacy.

Delhi Center in
collaboration with
UCI
Teens Engaged in
Learning and
Leadership
$62,053
A leadership development program that trains teens to take an active role in designing and implementing educational and team building activities in their community that teach younger children about gang prevention, problem solving, conflict resolution, avoiding risk and making safe choices.

Girls Inc. of OC StrongHer
Together $34,860
StrongHer Together provides at-risk teen girls with the tools to live a safe and healthy life. The program will serve 8th – 12th grade girls during the school year and the summer. Program elements include social and emotional learning, safe relationships, and substance abuse prevention
EXHIBIT 3
City Council –
FY 2025-26 CDBG Program Funding Plan
Program Summaries
Human Options
Promoting Safety
by Assisting
Domestic Violence
Victims
$34,860
The project will provide intensive case management services to Santa Ana residents who self-report domestic violence or who are referred by the Domestic Violence Response Team. Case
management services will include safety planning, assessment of needs and linkages to needed resources.

Lutheran Social
Services of SoCal
Victims
Intervention
Program
$34,860
The Victims Intervention Project will provide women who are victims of crime with evidence-based recovery services – direct mental health services, rental assistance, hotel/motel vouchers, intensive case management, transportation, life skills training and other supportive services.

MOMs OC
Maternal Child
Health
Coordination
Program
$34,860
Santa Ana residents will be provided monthly prenatal and infant home visitation, health education, and mental health support, that measurebly improves the health status and birth outcomes of mothers, fathers, and babies living in poverty.

Nati's House (dba
Neutral Ground)
Summer Night
Lights $34,860
Neutral Ground will provide Summer Night Lights for 5 nights during the summer. Parks and recreation centers will be open late so that families can enjoy safe spaces, meet neighbors, find new opportunities and resources, and create relationships with the City and County agencies that serve them.

Orange County
Children's
Therapeutic Arts
Center
Crime Prevention
and Intervention
Program
$34,860
OCCTAC comprehensive Crime Prevention & Intervention Program will offer Santa Ana youth and parents’ arts enrichment, therapeutic arts, youth and family counseling, parenting classes and crises intervention.

Project Hope
Alliance
On-Site Case
Management
Program (for youth
experiencing
homelessness)
$43,574
The On-Site Case Management Program, for youth experiencing homelessness will provide Santa Ana youth with resources and support to sustain their academic path. Participants are provided customized, wraparound support from case managers who are available for them 24 hours a day.

StandUp for Kids
Orange County
On Campus
Mentoring $34,860
The program provides homeless students with a personalized path to self-sufficiency. A trained StandUp for Kids case manager and mentor meets with each youth at school, twice a week. They receive basic services, adult mentorship, and tutoring in order to graduate and become self-sufficient.

Straight Talk Clinic,
Inc.

Crisis Intervention
& Comprehensive $34,860 Straight Talk Clinic will offer free crisis intervention and comprehensive mental health services and weekly one-hour EXHIBIT 3
City Council –
FY 2025-26 CDBG Program Funding Plan
Program Summaries
Mental Health
Services
counseling to extremely low-income Santa Ana residents (seniors, adults, teen, and children five years and older).

Templo Calvario
Community
Development
Corporation
Legado Academy $34,860
The Legado Academy seeks to break the cycle of poverty and thereby decrease the risk of violence and crime by delivering evidence-based parent training and financial education curriculum that are designed to promote long-term family resiliency and support generational financial stability.

United Cerebral
Palsy of OC (dba
Unlimited
Possibilities)
Safety Net Fund $34,860
Unlimited Possibilities long-running Safety Net Fund will provide early intervention, pediatric therapy, and family support services to uninsured and under-insured children and families with disabilities residing in Santa Ana.

WISEPlace
Steps to
Independence $34,860
Steps to Independence provides safe emergency shelter and rapid rehousing for unaccompanied homeless women. Women are led through the “WISEPlace Way” which includes comprehensive trauma informed support, legal advocacy and housing placement to help rebuild their lives and heal their traumas.

Total Funding $4,366,478
EXHIBIT 3
City Council –

PROGRAM
ADMINISTRATION $ 28,300
EMERGENCY SHELTER & OUTREACH $ 176,885
Interval House $ 80,000
Covenant House $ 40,000
Santa Ana Police Department HEART Program $ 56,885
HOUSING RELOCATION & STABILIZATION SERVICES $ 114,000
Volunteers of America Los Angeles (Rapid Rehousing) $ 57,000 WISEPlace (Rapid Rehousing) $ 57,000
HOMELESS MANAGEMENT INFORMATION SYSTEM $ 58,146
Orange County United Way $ 58,146
TOTAL $ 377,330
FY 2025-26 ESG Funding Plan
EXHIBIT 4
City Council 23 – 213 6/3/2025
FY 2025-26 ESG Program Funding Plan
Program Summaries
Administration (7.5% cap)
Project Title Organization Funding Description
ESG Program
Administration
City of Santa
Ana
Community
Development
Agency
(CDA)
$28,300
The program will provide for the overall administration of the ESG Program, to include: preparation and submission of required contracts with HUD, submission of all reporting requirements, provision of individual project oversight, monitoring of all project implementation and ongoing completion, and fiscal management and oversight. Program Administration is performed by a combination of staff and professional consultants. Proposed funding amount calculated based off 7.5% admin cap.

Homelessness Shelter and Outreach Services (60% cap)
HEART
Program
Homelessness
Outreach &
Engagement
City of Santa
Ana Police
Department
$56,885
Santa Ana Police Department, in partnership with local service providers, conducts proactive outreach to individuals experiencing homelessness.

Officers connect individuals to emergency shelters such as the Carnegie Shelter and Yale Navigation Center, and coordinate transportation and mental health services through the County PERT team. To reduce homelessness and promote long-term stability, focused on a housing-first approach, efforts are targeted in areas impacted by calls for service, community complaints, and visible encampments.

Domestic
Violence
Homeless
Shelter
Interval
House $80,000
Interval House provides life-saving shelter and support to homeless victims of domestic violence and their children from the most underserved communities in Santa Ana. Interval House shelter programs offer a safe, caring, and homelike environment for adults, adolescents, and children in life-threatening situations who are left homeless as a result of domestic violence. Additional specialized support services: Comprehensive counseling; legal; health and wellness; financial management; employment counseling; permanent housing; and other services as needed, provided by skilled counselors in over 70 languages.

Shelter for
Unhoused
Youth
Covenant
House $40,000
Covenant House operates a 20-bed emergency housing program for youth aged 18-24 experiencing homelessness. All participants receive a standardized assessment, case management, crisis intervention, meals, physical and mental healthcare linkages, substance use/recovery services, and education/life skills curriculum.

EXHIBIT 5
City Council 23 – 214 6/3/2025
FY 2025-26 ESG Program Funding Plan
Program Summaries
Homelessness Prevention and Rapid Rehousing
Rapid Rehousing
(short term and
long-term rental
assistance/security
deposits)
Volunteers of
America Los
Angeles
$57,000
Volunteers of America Los Angeles (VOALA) serves people experiencing homelessness in various areas throughout Orange County, including Santa Ana. Target populations include: veterans, chronically homeless individuals/families, families with children, survivors of domestic violence, youth, elderly, families, and individuals with disabilities and/or substance use disorders. Rapid Rehousing services include intake, and individualized housing and service plan, and provision of case management, housing navigation, and linkages to services and resources. Navigation includes support in identifying access to affordable units, negotiating rentals, reviewing lease agreements, and securing habitable residences. In addition to navigation, VOALA provides rapid rehousing recipients case management, budgeting, referrals to public benefits, and overall post-move-in stabilization.

Rapid Rehousing
for
unaccompanied
homeless women
WISEPlace $57,000
WISEPlace provides trauma-informed care and services to unaccompanied women experiencing homelessness. The organization provides case management, employment support, and financial empowerment to women from age 18 to 65 and older. The women served include young women leaving foster care, those who have suffered from domestic violence or human trafficking, those who experienced a financial catastrophe, or women recovering from drug abuse, alcohol abuse or incarceration. WISEPlace’s Rapid Rehousing services include case management, financial empowerment curriculum, housing search support and placement, financial support, such as deposit assistance, security deposits, help with moving costs and utilities.

Data Collection HMIS (3%)
HMIS – Homeless
Management
Information
System
Orange County
United Way $58,146
Orange County United Way will facilitate HMIS coordination, communication, training, and technical assistance of Santa Ana ESG sub-recipients to ensure adherence to data quality, supporting the City's efforts to fully comply with the HEARTH Act of 2009. Orange County United Way will: provide user meetings, perform agency audits, provide training/technical assistance, run data quality reports to post and make available online, complete project set-ups, update the dashboard on a monthly basis.

Total Funding $377,330
EXHIBIT 5
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Acknowledgements
Special thanks to all individuals and organizations that contributed to the planning process, including, but not limited to, the following:

The individuals and organizations (including Equus Workforce Solutions, Project Hope Alliance, Alianza Translatinx, Human Options, Illumination Foundation, The Eli Home, The Cambodian Family, and Orange County Families Forward) who attended the in-person and virtual community meetings.

The organizations that participated in the stakeholder interviews and focus groups, including Fair Housing Council of Orange County, Fair Housing Foundation, Orange County Families Forward, Orange County United Way, Family Assistance Ministry, The HUB OC, National Core, NeighborWorks Orange County, Thomas House Family Shelter, Domus Development, Dayle McIntosh Center, CalOptima, and Assistance League of Orange County.

Staff from all jurisdictions that participated in the planning effort, with additional thanks to staff from:
• The Cities of Costa Mesa, La Habra, and Santa Ana, for hosting in-person community meetings.
• The County of Orange and the Cities of Anaheim, Aliso Viejo, Buena Park, Fountain Valley, Fullerton, Irvine, Laguna Niguel, Mission Viejo, San Clemente, Santa Ana, and Rancho Santa Margarita for advertising the in-person and virtual community meetings through various channels.
• The City of Santa Ana, which served as lead agency responsible for coordinating the development of this report.

Document Version
Last updated: March 27, 2025
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Cover Photo Credit
The cover photograph for this report was provided courtesy of C&C Development. The photograph features Terraces at Santiago in the City of Santa Ana’s Station District.

Terraces at Santiago is an award-winning 36-unit urban infill transit-oriented multifamily affordable rental housing development featuring a mix of two-, three-, and five-bedroom apartments. In keeping with surrounding neighborhoods, this property was designed with Spanish/Santa Barbara architectural influences. Exterior detailing accents include wrought iron, decorative gables, wall sconces, decorative arches, decorative wood rafter rails, decorative painted wood shutters, and recessed stucco elements with wrought iron lattice.

The building is LEED Gold Certified.

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Table of Contents
I. Executive Summary.............................................................................................................. 1 II. Community Participation Process ...................................................................................... 3 A. Stakeholder Consultation................................................................................................. 3 B. Community Meetings ....................................................................................................... 3 III. Fair Housing Analysis ........................................................................................................... 6 A. Demographic and Housing Summary ............................................................................ 6 B. Segregation/Concentration and Integration ................................................................ 38 C. Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs)............................... 60 D. Disparities in Access to Opportunity............................................................................. 66

1. Education ..................................................................................................................... 66

2. Employment ................................................................................................................ 80

3. Transportation ............................................................................................................. 92

4. Access to Low Poverty Neighborhoods ................................................................... 99

5. Access to Environmentally Healthy Neighborhoods ............................................ 112

6. Disability and Access ................................................................................................ 120

7. Patterns in Disparities in Access to Opportunity ................................................... 124 E. Disproportionate Housing Needs................................................................................ 129 F. Local and State Policies and Practices Impacting Fair Housing .............................. 143 IV. Fair Housing Issues and Action Plan .............................................................................. 146 A. Orange County Urban County ..................................................................................... 146

1. Unincorporated Orange County .............................................................................. 149

2. Brea............................................................................................................................. 156

3. Cypress....................................................................................................................... 159

4. Dana Point.................................................................................................................. 161

5. La Palma..................................................................................................................... 165

6. Laguna Beach ............................................................................................................ 170

7. Laguna Hills ............................................................................................................... 174

8. Laguna Woods ........................................................................................................... 179 EXHIBIT 6
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9. Los Alamitos .............................................................................................................. 182

10. Placentia..................................................................................................................... 184

11. San Juan Capistrano................................................................................................. 189

12. Seal Beach ................................................................................................................. 191

13. Stanton....................................................................................................................... 193

14. Villa Park .................................................................................................................... 194

15. Yorba Linda................................................................................................................ 196 B. Aliso Viejo ...................................................................................................................... 199 C. Anaheim......................................................................................................................... 201 D. Buena Park ..................................................................................................................... 206 E. Costa Mesa .................................................................................................................... 209 F. Fountain Valley .............................................................................................................. 213 G. Fullerton ......................................................................................................................... 215 H. Garden Grove ................................................................................................................ 225 I. Huntington Beach ......................................................................................................... 228 J. Irvine............................................................................................................................... 229 K. La Habra ......................................................................................................................... 240 L. Laguna Niguel ............................................................................................................... 244 M. Lake Forest..................................................................................................................... 249 N. Mission Viejo.................................................................................................................. 251 O. Newport Beach.............................................................................................................. 253 P. Orange............................................................................................................................ 255 Q. Rancho Santa Margarita............................................................................................... 258 R. San Clemente ................................................................................................................ 261 S. Santa Ana....................................................................................................................... 264 T. Tustin.............................................................................................................................. 268 U. Westminster................................................................................................................... 272 EXHIBIT 6
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I. Executive Summary
The Assessment of Fair Housing (AFH) provides communities an opportunity to assess their progress toward the goals of eliminating housing discrimination and promoting access to housing opportunity for both current and future residents. Jurisdictions that receive funding from the U.S. Department of Housing and Urban Development (HUD), including Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) funds, complete an AFH at least once every five years, consistent with the Consolidated Plan cycle, as part of their obligations under the Housing and Community Development Act of 1974 and the CranstonGonzalez National Affordable Housing Act.

As a fair housing planning document, the AFH facilitates HUD grantee compliance with statutory and regulatory requirements to affirmatively further fair housing. Affirmatively furthering fair housing entails taking meaningful actions, in addition to combating discrimination, that overcome patterns of segregation and foster inclusive communities free from barriers that restrict access to opportunity based on protected characteristics. The duty to affirmatively further fair housing applies to all activities and programs within a jurisdiction related to housing and urban development.

This AFH is a collaborative effort among the following jurisdictions:
• Orange County and the Urban County Program participating cities of Brea, Cypress, Dana Point, La Palma, Laguna Beach, Laguna Hills, Laguna Woods, Los Alamitos, Placentia, San Juan Capistrano, Seal Beach, Stanton, Villa Park, and Yorba Linda. • The HUD Entitlement Cities of Aliso Viejo, Anaheim, Buena Park, Costa Mesa, Fountain Valley, Fullerton, Garden Grove, Huntington Beach, Irvine, La Habra, Laguna Niguel, Lake Forest, Mission Viejo, Newport Beach, City of Orange, Rancho Santa Margarita, San Clemente, Santa Ana, Tustin, Westminster.

To prepare the AFH, jurisdictions first must identify fair housing issues. A fair housing issue refers to a condition within a specific geographic area that restricts fair housing choice or limits access to opportunity. Fair housing issues may include ongoing local or regional segregation/concentration or lack of integration, racially or ethnically concentrated areas of poverty, disparities in access to opportunity, disproportionate housing needs, and evidence of discrimination or violations of civil rights law or regulations related to housing.

To identify fair housing issues, HUD recommends that jurisdictions gather and analyze data. For this AFH, the jurisdictions analyzed data on the following topics:
• Demographics
• Segregation or Concentration/Integration
• Racially and/or Ethnically Concentrated Areas of Poverty • Disparities in Access to Opportunity
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• Housing Needs
• Discrimination Complaints
The data utilized in the analysis are from the U.S. Census Bureau American Community Survey (ACS), HUD’s AFFH Data and Mapping Tool, the California Department of Housing and Community Development (HCD) AFFH Data Viewer 2.0, housing discrimination complaint data provided by HUD’s Office of Fair Housing and Equal Opportunity (FHEO), and information gathered through the community participation process (described below).

The ACS data utilized in the assessment are from the 2018-2022 five-year estimates, which were the most current data across all participating jurisdictions at the time the analysis was conducted.

After analyzing the data and identifying fair housing issues, jurisdictions then must identify contributing factors. A contributing factor is any condition that creates, contributes to, perpetuates, or increases the severity of one or more fair housing issues. For each fair housing issue and its contributing factors, jurisdictions must then develop fair housing goals. A fair housing goal is a specific, meaningful action that can reasonably be expected to create meaningful positive change that affirmatively furthers fair housing by increasing fair housing choice or reducing disparities in access to opportunity.

For the contributing factors and fair housing goals in this AFH, the jurisdictions built upon the extensive work they have already done preparing their most recent Housing Elements, which cover an eight-year planning period. As part of the state-mandated Housing Element, California jurisdictions must conduct a fair housing assessment that includes an analysis of fair housing issues, identification of factors that create and/or contribute to those issues, and development of goals and meaningful actions to affirmatively further fair housing.

Progress toward reaching the goals identified in the Housing Element must then be periodically reported to the state.

A summary of the fair housing issues, significant contributing factors, and fair housing goals for each jurisdiction can be found in Section IV of this AFH.

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II. Community Participation Process
To develop the AFH, information was also gathered from residents, housing professionals, and service providers. Incorporating information from these sources is important for ensuring that the AFH reflects community needs and knowledge that may not be discernible from other data sources. The community participation process for this AFH involved the following efforts:

A. Stakeholder Consultation
Four one-on-one interviews, and two focus groups were conducted during January and February 2025 with organizations that provide fair housing services and/or housing and services to protected class groups throughout the County. The interviews and focus group sessions discussed the fair housing issues frequently encountered by the organizations, the underlying causes for those issues, and ongoing efforts currently to address them.

Participants also discussed additional actions their organizations would recommend.

Invitations to participate in the stakeholder consultation activities were sent to approximately 78 organizations identified by the jurisdictions involved in the planning process. Fourteen organizations, as well as staff from two of the participating jurisdictions, participated in these consultations, including: Fair Housing Council of Orange County, Fair Housing Foundation, Orange County Families Forward, Orange County United Way, Family Assistance Ministry, The HUB OC, National Core, NeighborWorks Orange County, Thomas House Family Shelter, Domus Development, City of Garden Grove, City of Lake Forest, Dayle McIntosh Center, CalOptima, and Assistance League of Orange County. Information gathered through these consultations is incorporated throughout this report.

B. Community Meetings
A total of six community meetings were held in March 2025 to gather public input on the fair housing issues impacting residents of Orange County, and the factors that create, contribute to, perpetuate, or increase the severity of those issues. These meetings included two virtual meetings and four in-person meetings held at the dates, times, and locations listed below.

In-person community meetings:
• March 5, 2025, from 10:30 a.m. – 11:30 a.m. at Santa Ana City Council Chamber, 22 Civic Center Plaza, Santa Ana, CA 92701
• March 5, 2025, from 6:30 p.m. – 7:30 p.m. at Santa Ana City Council Chamber, 22 Civic Center Plaza, Santa Ana, CA 92701
• March 6, 2025, from 10:30 a.m. – 11:30 a.m. at La Habra City Hall, Festival Room, 110 E. La Habra Boulevard, La Habra, CA 90631
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• March 6, 2025, from 6:30 p.m. – 7:30 p.m. at Costa Mesa City Hall, Community Room, 77 Fair Drive, Costa Mesa, CA 92626
Virtual community meetings:
• March 7, 2025, at 6:00 p.m., via Microsoft Teams
• March 13, 2025, at 1:00 p.m., via Microsoft Teams
Outreach to advertise the community meetings included the following efforts:
• City of Anaheim notified the 250 members of their Homeless Collaborative and community stakeholders.
• City of Aliso Viejo posted a copy of the notice to their City website and shared on social media and city newsletters.
• City of Buena Park posted the public notice on the City website and City Hall bulletin board.
• City of Fountain Valley posted the public notice on the City website • City of Fullerton published the public notice in the Fullerton Observer newspaper, placed the notice on the City of Fullerton website, and placed copies of the notice at various public facilities and libraries as well as over 25 affordable housing sites. • City of Irvine sent copies of the notice to subrecipient partners and other interested parties.
• City of Laguna Niguel posted the public notice on the City website and social media channels.
• City of Mission Viejo posted the public notice on the City website. • City of San Clemente posted the public notice on the City website. • City of Santa Ana published the public notice for the public meetings in six languages (English, Spanish, Vietnamese, Korean, Chinese, and Arabic) including the following publications: Orange County Register, La Opinion, Nguoi Viet Daily News, Korea Times, World Journal, and Beirut Times.
• City of Rancho Santa Margarita posted the public notice on bulletin boards outside City Hall, OCFA Station 45, and Trabuco Canyon Water District. • County of Orange sent information regarding the virtual community meetings to community centers in the unincorporated areas of the County.

A total of fifteen individuals participated in these meetings to share their knowledge on fair housing issues and contributing factors in Orange County. These included representatives from the following organizations: Equus Workforce Solutions, Project Hope Alliance, Alianza Translatinx, Human Options, Illumination Foundation, The Eli Home, The Cambodian Family, Orange County Families Forward, City of Fountain Valley, and City of Buena Park. Information gathered through these meetings is incorporated throughout this report.

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III. Fair Housing Analysis
A. Demographic and Housing Summary
Table 1 – Demographics, shows demographic information for the population of Orange County overall, the Orange County Urban County jurisdictions0F 1 , the participating HUD
Entitlement Cities, and the region1F
2 . These data are from the Census Bureau’s 2018-2022
American Community Survey 5-year Estimates. Table 2 – Demographic Trends, shows similar data over time, dating back to 1990. These tables indicate the following:

Population
Orange County has a population of 3,175,227. The largest cities in the County are Anaheim (population 347,111), Santa Ana (population 311,379), and Irvine (population 304,527). The Urban County population is 585,178.

Race/Ethnicity
Orange County’s population is majority-minority; however, the largest population group is White (38.46%). Hispanic residents comprise the second largest population group (33.93%), followed by Asian American and Pacific Islanders (AAPI), who make up 21.77% of the County population. African Americans account for 1.54% of the County population.

Compared to the region, Orange County has a higher proportion of White and AAPI residents, and a smaller proportion of Hispanic and Black residents.

Among the participating HUD Entitlement Cities, in comparison to the County overall:
• The Urban County, Aliso Viejo, Costa Mesa, Huntington Beach, Laguna Niguel, Lake Forest, Mission Viejo, Newport Beach, Rancho Santa Margarita, and San Clemente have a significantly higher2F
3 proportion of White residents.
• Anaheim, La Habra, and Santa Ana have a significantly higher proportion of Hispanic residents.
• Buena Park, Fountain Valley, Garden Grove, Irvine, and Westminster have a higher proportion of AAPI residents.

Since 1990, the County population has become more diverse, transitioning from a White majority in 1990 to a majority-minority population today. The number of White residents in 1 The Orange County Urban County comprises the County unincorporated area, twelve (12) cities with populations under 50,000 (participating cities) and two (2) cities, Placentia and Yorba Linda, with populations over 50,000 (metropolitan cities).
2The region is defined by HUD as the Los Angeles-Long Beach-Anaheim Metropolitan Statistical Area (MSA), which comprises Los Angeles and Orange counties.
3 For this analysis, “significantly higher” means that the percentage of residents of a particular race/ethnicity in a city is at least 10% higher than the percentage of residents of the same race/ethnicity in the County overall.

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the County declined each decade, while the number of Hispanic and AAPI residents grew.

The number of Black residents increased between 1990-2010 but declined over the past decade. These same trends are generally shared with the region and across the Urban County and HUD Entitlement Cities, with the following exceptions:
• In the region, the Black population has been declining since 2000. • In Aliso Viejo, the population of all racial/ethnic groups, including White, has increased in each decade.
• In Costa Mesa, Garden Grove, Huntington Beach, and Newport Beach, the AAPI population has declined over the last decade.
• In Fountain Valley and Garden Grove, the Black population has been declining since 2000.
• In Irvine, the White and Black populations have been increasing since 2000, in addition to growing Hispanic and AAPI populations.
• In La Habra, the Black population continued to grow after 2010. • In Laguna Niguel and Lake Forest, the White population increased during the 1990s before declining over the subsequent decades, and the Black population has continued to grow over the last decade.
• In Rancho Santa Margarita, the White population increased during the 1990s before declining over the last two decades.
• In San Clemente, the White population grew between 1990-2010, before shrinking slightly over the last decade; and the AAPI population fell over the last decade. • In Santa Ana, the Black population has been falling since 1990, and the Hispanic population has been declining since 2000.
• In Tustin, the Black population has been declining since 1990.

National Origin
Orange County has a foreign-born population of 937,254 (29.52% of the total population3F 4 ).

The primary countries of origin for the foreign-born population are Mexico (9.17%) and Vietnam (4.69%).

In the region, 32.52% of the population is foreign born, which is slightly higher than in Orange County.

Among the participating HUD Entitlement Cities, in comparison to the County overall:
• Huntington Beach, Laguna Niguel, Newport Beach, Orange, and San Clemente have significantly lower percentages of foreign-born residents. 4 Source: U.S Census Bureau, 2018-2022 American Community Survey 5-Year Estimates, Table B05006 EXHIBIT 6
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• Garden Grove, Irvine, Santa Ana, and Westminster have significantly higher percentages of foreign-born residents. In these cities, the main countries of origin for the foreign-born population are:
o Garden Grove: Vietnam and Mexico
o Irvine: China (excluding Taiwan), Korea, and India
o Santa Ana: Mexico and Vietnam
o Westminster: Vietnam and Mexico
Since 1990, the County’s foreign-born population has increased in each decade, with the most dramatic increase occurring during the 1990s. In comparison, • The foreign-born population in the region grew between 1990-2010 and has been declining since 2010.
• The foreign-born population has declined in the following jurisdictions:
o The Urban County, Anaheim, La Habra, Orange, and San Clemente, where the foreign-born population has been declining since 2010.
o Costa Mesa and Santa Ana, where the foreign-born population has been declining since 2000. However, in Santa Ana, foreign-born residents still make up approximately half of the total population.
• In Irvine, the foreign-born population has continued to grow rapidly, nearly doubling since 2010.

Limited English Proficiency
Individuals who have Limited English Proficiency (LEP) are those who primarily speak a language other than English and speak English “less than very well.” In Orange County, there are 539,484 LEP individuals4F
5 , which is equal to approximately 16.99% of the
population. The primary languages spoken by the LEP population in the County are Spanish (11.72%) and Vietnamese (3.45%).

In the region, 21.95% of the population is LEP, which is slightly higher than in Orange County.

Among the participating HUD Entitlement Cities, in comparison to the County overall:
• Aliso Viejo, Newport Beach, and San Clemente, have significantly lower percentages of LEP residents.
• Anaheim, Buena Park, Garden Grove, Santa Ana, and Westminster have significantly higher percentages of LEP residents. In these cities, the primary languages spoken by the LEP population are:
o Anaheim: Spanish and Vietnamese
5 Source: U.S Census Bureau, 2018-2022 American Community Survey 5-Year Estimates, Table S1601 EXHIBIT 6
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o Buena Park: Spanish and Korean
o Garden Grove:Vietnamese and Spanish
o Santa Ana: Spanish and Vietnamese
o Westminster:Vietnamese and Spanish
Between 1990-2010, the County’s LEP population increased. Since 2010, the County’s LEP population has declined, though it remains well above the 1990 LEP population. In comparison:
• The LEP population in the region grew during the 1990s but has been declining since 2000.
• The LEP population has grown each decade since 1990, including since 2010, in the Urban County jurisdictions, Aliso Viejo, Fountain Valley, Irvine, Laguna Niguel, Lake Forest, Mission Viejo, Rancho Santa Margarita, and Westminster. • The LEP population has been declining since 2000 in Anaheim, Costa Mesa, Huntington Beach, and Santa Ana.
• In Garden Grove, Newport Beach, and San Clemente, the LEP population declined between 2000-2010, but has increased since 2010.

Age
Approximately 63.2% of the Orange County population is between the ages of 18 and 64;

15.38% are aged 65 and older, and 21.42% are younger than 18. The age distribution of the population in the region is similar. In comparison to the County overall, the Urban County, Laguna Niguel, Mission Viejo, and Newport Beach all have slightly older populations, with over one-fifth of their population aged 65 and older.

Since 1990, the County’s population has been getting older. Currently, the County’s population has a smaller proportion of the population (when compared to 1990) in both the “Under 18” and “18-64” year-old age categories, and a higher proportion of the population in the “65+” age category. The same general trend is evident in the region and all other jurisdictions, except for Aliso Viejo, where the percentage of the population under age 18 has increased, and the percentage of the population aged 65 and older has decreased, since 1990.

Families with Children
In Orange County, approximately 41.56% of families have children. This is slightly higher than the region, where 40.02% of families have children. Among the participating HUD Entitlement Cities, in comparison to the County overall:
• Aliso Viejo and Tustin have significantly higher percentages of families with children (52.06% and 52.64%, respectively), and in Irvine, over half (50.45%) of families have children.

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• Laguna Niguel, Huntington Beach, Newport Beach, and Westminster have the lowest percentages of families with children, although the percentages are not significantly lower than those for the County overall.

The percentage of families with children in the County is lower today than it was in 1990, when 48.04% of families had children. This is also true in the region and the other jurisdictions, with the following exceptions:
• Aliso Viejo, Newport Beach, and Tustin, where the current percentage of families with children is higher than it was in 1990.

Table 1 – Demographics
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 3: Data Sources: LEP Language data from U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates; All other data from U.S. Census Bureau, 2018-2022 American Community Survey 5- Year Estimates.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 1 – Demographics (continued)
Note 2: 10 most populous places of birth and languages at the jurisdiction level may not be the same as the 10 most populous at the Region level, and are thus labeled separately.

Note 1: All % represent a share of the total population within the jurisdiction or region, except family type, which is out of total families.

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Table 2 – Demographic Trends
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Table 2 – Demographic Trends (continued)
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Table 2 – Demographic Trends (continued)
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The following paragraphs describe housing patterns, including tenure, cost burden, and the location of renters and owners.

Tenure
Table 3 - Housing Tenure, shows data on housing tenure for the region, Orange County, the Orange County Urban County jurisdictions, and each HUD Entitlement City. These data are from the 2018-2022 American Community Survey 5-Year Estimates. This table indicates the following:

In Orange County overall, the homeownership rate is 56.5%. This is higher than the homeownership for the region, which is 48.7%. Among the jurisdictions, • The following have a comparable homeownership rate (within five percentage points of the County’s rate)
o Aliso Viejo
o Buena Park
o Fullerton
o Garden Grove
o Huntington Beach
o La Habra
o Newport Beach
o Orange
o Westminster
• The following jurisdictions have a homeownership rate that is lower than the homeownership rate for the County overall by at least five percentage points, indicating a higher percentage of households are renters:
o Anaheim
o Costa Mesa
o Irvine
o Santa Ana
o Tustin
• The following jurisdictions have a homeownership rate that is higher than the County overall by at least five percentage points:
o The Urban County jurisdictions
o Fountain Valley
o Laguna Niguel
o Lake Forest
o Mission Viejo
o Rancho Santa Margarita
o San Clemente
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Table 3 – Housing Tenure
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Cost Burden
Table 4 – Cost Burden shows data on housing cost burden for the region, Orange County, the Orange County Urban County, and each HUD Entitlement City. These data are from the 2018-2022 American Community Survey 5-Year Estimates. Cost burden is defined as spending more than 30% of monthly gross income on housing-related costs. This table presents the following:

In Orange County overall, over half (53.2%) of all renters are cost burdened. The rate is significantly lower for homeowners (30.3%). These rates are comparable to the experience of owners and renters across the region. Among the jurisdictions, • The following have a comparable rate of cost burdened renters (within five percentage points of the County’s rate)
o The Urban County jurisdictions
o Aliso Viejo
o Buena Park
o Costa Mesa
o Fullerton
o Garden Grove
o Huntington Beach
o Irvine
o Laguna Niguel
o La Habra
o Mission Viejo
o Orange
o Rancho Santa Margarita
o Santa Ana
o Westminster
• The following jurisdictions have a renter cost-burden rate that is lower than the rate for the County overall by at least five percentage points:
o Newport Beach
o San Clemente
• The following jurisdictions have a renter cost-burden rate that is higher than the rate for the County overall, by at least five percentage points, meaning a higher percentage of renters in these jurisdictions are cost burdened compared to the County overall:
o Anaheim
o Fountain Valley
o Lake Forest
o Tustin
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Table 4 – Cost Burden
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Location of Renters and Owners
Map 1 – Housing Tenure. is a series of maps showing the distribution of renter households in the region, and in northern, central, and southern Orange County. These maps were produced by California HCD to facilitate the fair housing planning process 5F 6 . On the maps,
the darker shaded areas have a higher proportion of renter households. These maps reflect the following:
• In Orange County overall, renters are concentrated in the north, west, and central parts of the County. Moving east and south from the border with Los Angeles County, a higher percentage of housing units are owner-occupied.

Within the participating jurisdictions, there are concentrations of renter-occupied and owner-occupied housing in the following areas:
• In the Orange County Urban County jurisdictions there are relatively few areas with a high percentage of renter households, with the exceptions of Placentia, which has high concentrations of renter households in the southwest corner of the city and in parts of the city near CSU-Fullerton; and Los Alamitos, which has a high concentration of renters in the neighborhood north of Joint Forces Training Base Los Alamitos and west of Lexington Drive. Conversely, there are various parts of the Urban County jurisdictions with relatively high concentrations of owner households, including Yorba Linda and the unincorporated area to the east of Yorba Linda, North Tustin, Seal Beach (outside the Naval Weapons Station), Rossmoor, Villa Park, Orange Park Acres, and Northwest Brea.
• In Aliso Viejo there is a relatively high percentage of renter households south of SR73 between Aliso Viejo Parkway and Woodfield Park, and a relatively high percentage of owner households along the southern and western edges of city, south of SR-73 and west of Pacific Park Drive and Wood Canyon Drive.
• In Anaheim there are relatively high percentages of renter households in the Census Tracts north of SR-91 in Northeast Anaheim; between the Convention Center and I5, and around Angel Stadium, in the southeastern part of the city; and in the Census Tract south of I-5 bounded by Lincoln Avenue and Brookhurst Street, in the northwestern part of the city. There is a relatively high percentage of owner households in Anaheim Hills.
• In Buena Park there is a relatively high percentage of renters in the Census Tracts just north of I-5.
6 The maps were downloaded from the AFFH Data Viewer, which can be accessed at https://www.hcd.ca.gov/planning-and-community-development/affirmatively-furthering-fair-housing EXHIBIT 6
City Council 23 – 246 6/3/2025
Orange County 26 25-29 Regional AFH
• In Costa Mesa there are relatively high concentrations of renter households north of SR-55 in the downtown area, and west of Orange Coast College; and there is a relatively high percentage of owner households north of Adams Avenue. • In Fountain Valley there are relatively high percentages of owner households in the neighborhoods south of Talbert Avenue and west of Brookhurst Street, and in the neighborhood just to the west of Mile Square Regional Park. • In Fullerton there are relatively high percentages of renter households in and around CSU Fullerton and along Highland Ave between SR-91 and Orangethorpe Avenue (adjacent to the Fullerton Metrocenter shopping mall); and there are relatively high percentages of owner households in Census Tracts between CSU Fullerton and Brea Boulevard, and between Harbor Boulevard and the Robert E. Ward Nature Preserve. • In Garden Grove, there is a relatively high percentage of owner households in West Garden Grove, compared to the rest of the city.
• In Huntington Beach there are high percentages of owner households in the eastern half of the city, as well as in the area surrounding the Huntington Club country club. • In Irvine there are relatively high percentages of renter households in the southwestern part of the city—specifically in the Census Tracts west of Harvard Ave, around San Remo Park, and north of UC Irvine in University Town Center; and near the I-5/I-405 interchange—specifically in the Census Tracts encompassing the Irvine Medical and Science Complex, the Irvine Spectrum Center, and East Irvine. • In La Habra there are a relatively high percentage of owner households in the neighborhoods south of SR-90 and west of Euclid St.
• In Laguna Niguel there are relatively high percentages of owner households in the southeast corner of the city (bordering San Juan Capistrano and Dana Point), adjacent to the El Niguel County Club, and in the neighborhoods between Crown Valley Pkwy and Alicia Pkwy.
• In Lake Forest there are relatively high percentages of owner households in the northeast of the city (to the north of SR-24) and in the southwest of the city (south of Trabuco Rd and west of Ridge Route Dr).
• In Mission Viejo there are relatively high percentages of owner households throughout the city, with some renters located in the southern part of the city. • In Newport Beach there is a relatively high percentage of owner households in the Newport Coast community, and a relatively high percentage of renters around the Newport Beach Country Club.
• In the City of Orange there are relatively high percentages of renter households in the southwestern corner of the city, west of SR-57 and I-5, and relatively high percentages of owner households in the eastern half of the city. • In Rancho Santa Margarita there is a relatively high percentage of owner households throughout the city, with some renters located in the neighborhoods just to the east of SR-241 between Antonio Pkwy and Santa Margarita Pkwy.

EXHIBIT 6
City Council 23 – 247 6/3/2025
Orange County 27 25-29 Regional AFH
• In San Clemente there is a relatively high percentage of renter households in the neighborhoods south of Max Berg Plaza Park, and relatively high percentages of homeowners in a number of neighborhoods to the north and northwest. • In Santa Ana there are relatively high percentages of renter households in the downtown area and in the neighborhoods southeast of downtown. • In Tustin there are relatively high percentages of renter households in the neighborhoods adjacent to SR-55 south of I-5, and relatively high percentages of owner households in the northeast part of the city.
• In Westminster there are relatively high percentages of renters in the neighborhoods just north and south of Westminster Blvd between Hoover St. and Beach Blvd.

Map 1 – Housing Tenure – Region
Source: California HCD, AFFH Data Viewer
EXHIBIT 6
City Council 23 – 248 6/3/2025
Orange County 28 25-29 Regional AFH
Map 1 – Housing Tenure – North Orange County
Source: California HCD, AFFH Data Viewer
EXHIBIT 6
City Council 23 – 249 6/3/2025
Orange County 29 25-29 Regional AFH
Map 1 – Housing Tenure – Central Orange County
Source: California HCD, AFFH Data Viewer
EXHIBIT 6
City Council 23 – 250 6/3/2025
Orange County 30 25-29 Regional AFH
Map 1 – Housing Tenure – South Orange County
Source: California HCD, AFFH Data Viewer
EXHIBIT 6
City Council 23 – 251 6/3/2025
Orange County 31 25-29 Regional AFH
The following analysis describes the demographics of residents of publicly supported housing.

Table 5 – Publicly Supported Households by Race/Ethnicity, provides the demographics of residents of different types of publicly support housing programs, including Public Housing, Project-Based Section 8, Other Multifamily, and the Housing Choice Voucher (HCV) Program. This table shows that, in Orange County:
• The majority of publicly supported housing is provided through the HCV Program (over 20,000 households with HCVs countywide). Additionally, there are approximately 4,000 units in Project-based Section 8 properties and approximately 100 units in Other Multifamily properties. There are no Public Housing units in the County.
• A significant portion of households with HCVs are headed by an AAPI individual (41.16%), followed by households headed by a White individual (25.32%), then Hispanic-headed households (21.12%), and then Black households (7.06%). • Project-based Section 8 units have a similar racial composition to the HCV Program overall; however, the percentages of households headed by AAPI and White individuals are higher (47.11% and 33.06% respectively), and households headed by Hispanic and Black individuals are lower (15.19% and 1.77% respectively).

Within the participating jurisdictions, the racial/ethnic composition of publicly supported housing units varies:
• In the Orange County Urban County jurisdictions, the racial/ethnic composition of households in the HCV Program and in Project-based Section 8 units matches the County overall, with the one exception being that the number of AAPI and White households in Project-based Section 8 units are equal (each comprise 36.75% of those units).
• In Aliso Viejo, the only publicly supported housing available is through the HCV Program. Two-thirds of households using HCVs in the city are White. • In Anaheim, there are Project-based Section 8 developments in addition to households using HCVs. In the Project-based Section 8 units, the majority of households are AAPI. In the HCV Program, Hispanic households make up the largest single group of voucher recipients, followed by AAPI and White households. • In Buena Park, the overwhelming majority of households in Project-based Section 8 units are AAPI. In the HCV Program, approximately one-third of households are Hispanic, 25% AAPI, 25% White, and nearly one-fifth of households are Black. • In Costa Mesa, the majority of households in both Project-based Section 8 housing and the HCV Program are White, and there are no Black households in Project-based Section 8 units.

EXHIBIT 6
City Council 23 – 252 6/3/2025
Orange County 32 25-29 Regional AFH
• In Fountain Valley, the majority of households in both Project-based Section 8 housing and the HCV Program are AAPI, and there are no Black households in Project-based Section 8 units.
• In Fullerton, nearly all of the households in Project-based Section 8 units are AAPI and the majority of households in Other Multifamily program units are White. In the HCV Program, White and Hispanic families each make up approximately one-third of households, and Black and AAPI families each make up approximately 14% of households.
• In Garden Grove, a large majority of households in both Project-based Section 8 housing and the HCV Program are AAPI (over 80% in each program). • In Huntington Beach, over 50% of households in Project-based Section 8 units are AAPI and around one-third are White. In the HCV Program, over 40% of households are White and around one-third are AAPI.
• In Irvine, White households are the majority in Project-based Section 8 and Other Multifamily program units and are the largest share of households in the HCV Program (46.76%). In the HCV Program, Black households are the second largest racial/ethnic group, comprising approximately one-fifth of households. • In La Habra, Hispanic households are the majority of HCV Program participants. The second largest racial/ethnic group is White households, who comprise 25% of households in the program. In Project-based Section 8 units, Hispanic, White, and AAPI each comprise approximately one-third of households. • In Laguna Niguel, the majority of households in both Project-based Section 8 housing and the HCV Program are White.
• In Lake Forest, the majority of households in the HCV Program are White. There are no other types of publicly supported housing in the city. • In Mission Viejo, the majority of households in the HCV Program are White. There are no other types of publicly supported housing included in the HUD-provided data. (However, per the City’s Housing Element and other local sources, there are various publicly supported housing developments in the city.)
• In Newport Beach, the majority of households in both Project-based Section 8 housing and the HCV Program are White.
• In Orange, White and Hispanic households each comprise a slightly more than 40% of households in Project-based Section 8 units, and approximately one-third of households in the HCV Program. AAPI households make up around 25% of households in the HCV Program.
• In Rancho Santa Margarita, the majority of households in the HCV Program are White. There are no other types of publicly supported housing in the city. • In San Clemente, the majority of households in both Project-based Section 8 housing and the HCV Program are White.

EXHIBIT 6
City Council 23 – 253 6/3/2025
Orange County 33 25-29 Regional AFH
• In Santa Ana, the majority of households in Project-based Section 8 units and in the HCV Program are AAPI. The second largest racial/ethnic group in each of these programs is Hispanic households.
• In Tustin, the majority of households in Project-based Section 8 units are AAPI (over 70%) and approximately one-fifth are White. In the HCV Program, Hispanic households are the largest group (38%), followed by White households (33%). • In Westminster, AAPI households are the majority in both Project-based Section 8 units and in the HCV Program.

EXHIBIT 6
City Council 23 – 254 6/3/2025
Orange County 34 25-29 Regional AFH
Table 5 – Publicly Supported Households by Race/Ethnicity Los Angeles-Long Beach-Anaheim, CA MSA
Housing Type # % # % # % # %
Public Housing 653 6.67% 2,696 27.54% 6,055 61.84% 374 3.82% Project-Based Section 8 9,108 23.49% 6,733 17.37% 10,666 27.51% 12,058 31.10% Other Multifamily 1,706 32.43% 450 8.55% 1,173 22.30% 1,909 36.29% HCV Program 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Total Households 1,741,265 40.51% 332,330 7.73% 1,458,220 33.92% 666,628 15.51% 0-30% of AMI 242,025 29.00% 96,395 11.55% 355,100 42.55% 122,168 14.64% 0-50% of AMI 425,645 28.94% 149,340 10.16% 661,570 44.99% 203,018 13.81% 0-80% of AMI 682,980 30.49% 208,645 9.31% 990,690 44.22% 310,058 13.84% Orange County, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 1,362 33.06% 73 1.77% 626 15.19% 1,941 47.11% Other Multifamily 71 68.27% 8 7.69% 10 9.62% 6 5.77%
HCV Program 5,776 25.32% 1,610 7.06% 4,819 21.12% 9,390 41.16% Total Households 537,517 51.84% 16,903 1.63% 241,657 23.30% 186,863 18.02% 0-30% of AMI 63,893 40.68% 2,935 1.87% 52,308 33.30% 34,051 21.68% 0-50% of AMI 119,885 41.29% 5,251 1.81% 102,916 35.45% 55,867 19.24% 0-80% of AMI 206,268 43.82% 8,396 1.78% 160,512 34.10% 85,187 18.10% Orange County Urban County
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 154 36.75% 11 2.63% 96 22.91% 154 36.75% Other Multifamily 21 87.50% 0 0.00% 3 12.50% 0 0.00%
HCV Program 729 31.81% 164 7.16% 420 18.35% 969 42.30%
Total Households 123,567 64.87% 3,074 1.61% 30,302 15.91% 29,493 15.48% 0-30% of AMI 14,141 57.02% 339 1.37% 5,608 22.61% 4,234 17.07% 0-50% of AMI 27,749 57.61% 644 1.34% 10,983 22.80% 7,883 16.36% 0-80% of AMI 46,897 59.09% 1,298 1.64% 17,045 21.48% 12,551 15.82% Aliso Viejo, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 0 0.00% 0 0.00% 0 0.00% 0 0.00% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 109 66.09% 17 10.60% 23 13.90% 14 8.60%
Total Households 12,570 67.58% 380 2.04% 2,120 11.40% 2,830 15.22% 0-30% of AMI 960 67.37% 85 5.96% 100 7.02% 205 14.39%
0-50% of AMI 1,675 66.07% 180 7.10% 195 7.69% 385 15.19% 0-80% of AMI 3,540 65.98% 250 4.66% 555 10.34% 770 14.35% Anaheim, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 58 21.48% 14 5.19% 51 18.89% 146 54.07% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 1,273 26.52% 430 8.96% 1,788 37.25% 1,290 26.89% Total Households 36,390 36.39% 2,688 2.69% 41,509 41.51% 17,464 17.46% 0-30% of AMI 5,410 26.79% 670 3.32% 10,364 51.32% 3,345 16.56% 0-50% of AMI 10,610 27.99% 1,214 3.20% 19,969 52.68% 5,429 14.32% 0-80% of AMI 17,010 28.83% 1,723 2.92% 30,514 51.72% 8,554 14.50% Buena Park, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 13 11.40% 1 0.88% 5 4.39% 95 83.33% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 174 24.25% 127 17.65% 232 32.25% 184 25.54% Total Households 7,540 32.34% 835 3.58% 7,705 33.05% 6,830 29.29% 0-30% of AMI 885 21.74% 250 6.14% 1,545 37.96% 1,300 31.94% 0-50% of AMI 1,820 22.28% 315 3.86% 3,590 43.94% 2,270 27.78% 0-80% of AMI 3,180 25.68% 515 4.16% 5,020 40.53% 3,440 27.78% White Black Hispanic Asian or Pacific Islander
Race/Ethnicity
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
Asian or Pacific Islander
Note 3: Refer to the Data Documentation for details (www.hudexchange.info/resource/4848/affh-data-documentation).

Note 1: Data Sources: Decennial Census, APSH, and CHAS; accessed through the HUD AFFH Tool, Table 6, Version AFFHT0006, Released July 10, 2020.

Note 2: Numbers presented are numbers of households not individuals.

EXHIBIT 6
City Council 23 – 255 6/3/2025
Orange County 35 25-29 Regional AFH
Table 5 – Publicly Supported Households by Race/Ethnicity (continued) Costa Mesa, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 69 65.09% 0 0.00% 19 17.92% 18 16.98% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 376 57.17% 23 3.50% 107 16.24% 149 22.64%
Total Households 25,230 61.75% 695 1.70% 10,105 24.73% 3,870 9.47% 0-30% of AMI 3,720 54.35% 105 1.53% 2,380 34.77% 480 7.01% 0-50% of AMI 6,395 51.45% 175 1.41% 4,680 37.65% 955 7.68% 0-80% of AMI 10,960 53.71% 285 1.40% 6,955 34.08% 1,800 8.82% Fountain Valley, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 10 14.29% 0 0.00% 1 1.43% 59 84.29% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 99 19.23% 6 1.21% 44 8.55% 363 70.42%
Total Households 10,409 55.16% 175 0.93% 2,166 11.48% 5,794 30.70% 0-30% of AMI 1,305 49.25% 0 0.00% 227 8.57% 1,015 38.30% 0-50% of AMI 2,299 51.26% 25 0.56% 472 10.52% 1,539 34.31% 0-80% of AMI 4,214 52.51% 70 0.87% 1,036 12.91% 2,529 31.51% Fullerton, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 5 5.00% 0 0.00% 1 1.00% 94 94.00% Other Multifamily 38 79.17% 3 6.25% 5 10.42% 2 4.17%
HCV Program 264 38.23% 96 13.99% 232 33.64% 95 13.71%
Total Households 20,005 44.40% 1,448 3.21% 11,890 26.39% 10,615 23.56% 0-30% of AMI 3,305 37.49% 344 3.90% 2,835 32.16% 2,100 23.82% 0-50% of AMI 5,515 37.14% 434 2.92% 5,350 36.03% 3,205 21.58% 0-80% of AMI 9,305 38.61% 789 3.27% 8,375 34.75% 4,965 20.60% Garden Grove, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 34 13.28% 3 1.17% 4 1.56% 215 83.98% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 133 4.98% 35 1.30% 219 8.24% 2,270 85.23%
Total Households 14,254 29.92% 592 1.24% 13,550 28.44% 18,417 38.66% 0-30% of AMI 2,160 20.26% 165 1.55% 3,100 29.08% 5,054 47.42% 0-50% of AMI 3,865 20.48% 204 1.08% 6,200 32.86% 8,244 43.69% 0-80% of AMI 7,080 23.55% 303 1.01% 10,125 33.68% 12,043 40.06% Huntington Beach, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 133 35.00% 4 1.05% 41 10.79% 200 52.63% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 461 42.58% 50 4.61% 166 15.36% 399 36.88%
Total Households 53,650 71.15% 753 1.00% 10,855 14.40% 8,114 10.76% 0-30% of AMI 5,730 60.89% 115 1.22% 2,140 22.74% 1,220 12.96% 0-50% of AMI 11,035 62.66% 183 1.04% 3,905 22.17% 2,105 11.95% 0-80% of AMI 20,055 65.89% 323 1.06% 6,110 20.08% 3,205 10.53% Irvine, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 428 59.03% 24 3.31% 42 5.79% 231 31.86% Other Multifamily 12 52.17% 5 21.74% 2 8.70% 4 17.39%
HCV Program 682 46.76% 282 19.34% 246 16.84% 243 16.67% Total Households 45,515 50.61% 1,800 2.00% 6,788 7.55% 33,230 36.95% 0-30% of AMI 6,055 45.27% 230 1.72% 1,145 8.56% 5,260 39.33% 0-50% of AMI 9,580 46.56% 510 2.48% 1,939 9.42% 7,670 37.28% 0-80% of AMI 16,010 49.11% 625 1.92% 2,959 9.08% 11,750 36.04% White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
Note 3: Refer to the Data Documentation for details (www.hudexchange.info/resource/4848/affh-data-documentation).

Note 1: Data Sources: Decennial Census, APSH, and CHAS; accessed through the HUD AFFH Tool, Table 6, Version AFFHT0006, Released July 10, 2020.

Note 2: Numbers presented are numbers of households not individuals.

EXHIBIT 6
City Council 23 – 256 6/3/2025
Orange County 36 25-29 Regional AFH
Table 5 – Publicly Supported Households by Race/Ethnicity (continued) Note 3: Refer to the Data Documentation for details (www.hudexchange.info/resource/4848/affh-data-documentation).

Note 1: Data Sources: Decennial Census, APSH, and CHAS; accessed through the HUD AFFH Tool, Table 6, Version AFFHT0006, Released July 10, 2020.

Note 2: Numbers presented are numbers of households not individuals.

EXHIBIT 6
City Council 23 – 257 6/3/2025
Orange County 37 25-29 Regional AFH
Table 5 – Publicly Supported Households by Race/Ethnicity (continued) Rancho Santa Margarita, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 0 0.00% 0 0.00% 0 0.00% 0 0.00% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 87 62.31% 21 14.87% 24 17.06% 6 4.50%
Total Households 11,890 69.59% 285 1.67% 2,674 15.65% 1,855 10.86% 0-30% of AMI 1,095 66.57% 0 0.00% 440 26.75% 60 3.65%
0-50% of AMI 1,855 61.22% 50 1.65% 805 26.57% 215 7.10% 0-80% of AMI 3,525 65.58% 65 1.21% 1,295 24.09% 355 6.60% San Clemente, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 52 73.24% 0 0.00% 9 12.68% 9 12.68% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 100 72.35% 5 3.82% 26 18.61% 6 4.62%
Total Households 19,495 79.56% 130 0.53% 3,264 13.32% 965 3.94% 0-30% of AMI 1,820 67.16% 20 0.74% 605 22.32% 35 1.29%
0-50% of AMI 3,980 70.76% 20 0.36% 1,264 22.47% 65 1.16% 0-80% of AMI 6,420 72.62% 55 0.62% 1,809 20.46% 225 2.55% Santa Ana, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 44 5.47% 9 1.12% 202 25.12% 462 57.46% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 191 10.86% 69 3.89% 537 30.49% 958 54.41%
Total Households 12,430 16.55% 899 1.20% 50,935 67.83% 9,959 13.26% 0-30% of AMI 1,570 8.63% 159 0.87% 13,565 74.59% 2,745 15.09% 0-50% of AMI 3,405 9.76% 299 0.86% 26,460 75.88% 4,400 12.62% 0-80% of AMI 6,150 11.63% 529 1.00% 39,210 74.16% 6,440 12.18% Tustin, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 20 19.42% 0 0.00% 10 9.71% 73 70.87% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 192 33.12% 86 14.95% 219 37.88% 79 13.70%
Total Households 10,485 40.69% 604 2.34% 7,710 29.92% 6,084 23.61% 0-30% of AMI 1,480 39.31% 160 4.25% 1,465 38.91% 589 15.64% 0-50% of AMI 2,660 34.08% 240 3.07% 3,535 45.29% 1,134 14.53% 0-80% of AMI 4,595 34.93% 375 2.85% 5,965 45.34% 1,874 14.25% Westminster, CA
Housing Type # % # % # % # %
Public Housing 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project-Based Section 8 3 3.03% 0 0.00% 1 1.01% 95 95.96% Other Multifamily 0 0.00% 0 0.00% 0 0.00% 0 0.00%
HCV Program 122 5.13% 21 0.87% 103 4.33% 2,131 89.46%
Total Households 9,270 34.01% 203 0.74% 5,165 18.95% 12,121 44.47% 0-30% of AMI 1,595 22.62% 14 0.20% 1,195 16.95% 4,154 58.92% 0-50% of AMI 2,800 23.64% 24 0.20% 2,260 19.08% 6,599 55.71% 0-80% of AMI 4,685 27.38% 79 0.46% 3,630 21.22% 8,397 49.08% White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
Note 3: Refer to the Data Documentation for details (www.hudexchange.info/resource/4848/affh-data-documentation).

Note 1: Data Sources: Decennial Census, APSH, and CHAS; accessed through the HUD AFFH Tool, Table 6, Version AFFHT0006, Released July 10, 2020.

Note 2: Numbers presented are numbers of households not individuals.

White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
White Black Hispanic Asian or Pacific Islander
EXHIBIT 6
City Council 23 – 258 6/3/2025
Orange County 38 25-29 Regional AFH
B. Segregation/Concentration and Integration
The following analysis describes segregation/concentration levels, identifies the racial/ethnic groups that experience the highest levels of segregation/concentration, and explains how these levels and patterns have changed over time.

Table 6 – Racial/Ethnic Dissimilarity Trends, displays how segregated/concentrated or integrated various racial/ethnic groups are in the region, the Orange County Urban County, and the HUD Entitlement Cities using a Dissimilarity Index, which is calculated using data from the 2010 Decennial Census. The Dissimilarity Index measures the degree to which two groups are evenly distributed across a geographic area and is commonly used for assessing residential segregation/integration between two groups. Dissimilarity index values indicate the following:
• Values between 0 and 39 generally indicate high integration (low segregation/concentration)
• Values between 40 and 54 generally indicate moderate segregation/concentration • Values between 55 and 100 generally indicate a high level of segregation/concentration
Please note two key shortcomings of these data:

1. The data only measure segregation between Black and White, Hispanic, and White, and AAPI and White residents. As a result, no conclusions can be drawn regarding segregation among Black, Hispanic, and AAPI residents.

2. The data measure segregation only within each jurisdiction and do provide insights into racial/ethnic segregation across jurisdictional boundaries.

Table 6 shows that, in the region, there are high levels of segregation between Black and White residents and between Hispanic and White residents, and there is moderate segregation between AAPI and White residents. Since 1990, segregation between Black and White residents has declined, while segregation between Hispanic/White and AAPI/White has increased.

In Orange County the following jurisdictions are highly integrated, indicating low levels of segregation/concentration among the groups analyzed:
• The Urban County jurisdictions – While segregation levels are higher compared to 1990, they have trended downward since 2000 for Black/White and Hispanic/White residents.
• Aliso Viejo – Since 1990, concentrations of Hispanic and AAPI residents have been increasing but remain low.

EXHIBIT 6
City Council 23 – 259 6/3/2025
Orange County 39 25-29 Regional AFH
• Anaheim – Segregation levels between Black/White and AAPI/White have been increasing since 1990. Segregation level between Hispanic/White were high in 2000 but have since declined.
• Buena Park – Segregation levels have increased since 1990 but remain low. • Fountain Valley – Since 1990, segregation levels between Hispanic/White and between AAPI/White have been increasing but remain low. • Fullerton – Segregation level between AAPI/White is increasing but remains low. • Garden Grove – Segregation levels have increased since 1990 but remain low. • Huntington Beach – Segregation level between Black/White increased between 2000-2010 but remains low.
• Irvine – Segregation levels between the groups analyzed decreased between 2000- 2010.
• La Habra – Since 1990, segregation between Black/White residents has increased, though remains low, and segregation between Hispanic/White and between AAPI/White has decreased.
• Laguna Niguel – Between 1990-2010, concentrations of Black and Hispanic residents increased, though remain low.
• Lake Forest – Between 1990-2010, segregation between Hispanic/White and between AAPI/White increased, though remains low.
• Mission Viejo – Between 1990-2010, concentration of Hispanic residents increased, though remains low.
• Newport Beach – Between 1990-2010, segregation between Hispanic/White and between AAPI/White increased, though remains low.
• Orange – Between 1990-2010, segregation between AAPI/White increased, though remains low.
• Rancho Santa Margarita – Concentration by race/ethnic group has increased since 1990 but remains low.
• Westminster – Segregation levels have increased since 1990 but remain low.

In Orange County the following jurisdictions have moderate levels of segregation between at least two of the racial groups analyzed (no jurisdictions in the County have high levels of segregation):
• Costa Mesa –There is moderate segregation between Hispanic and White residents.

Segregation levels declined slightly between 2000-2010 but remain moderate. • Santa Ana –There is moderate segregation between Hispanic and White residents, and between AAPI and White. Segregation levels between Hispanic/White residents declined slightly between 2000-2010 but remain moderate. Since 1990, segregation between AAPI/White residents has increased.
• Tustin – There is moderate segregation between Hispanic and White residents.

Segregation levels declined between 2000-2010 but remain moderate.

EXHIBIT 6
City Council 23 – 260 6/3/2025
Orange County 40 25-29 Regional AFH
Table 6 - Racial/Ethnic Dissimilarity Trends
Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 55.32 55.50 54.64 30.48 36.54 35.55 1.79 6.49 8.90 Black/White 72.75 68.12 65.22 32.90 35.33 34.07 15.82 12.66 11.59 Hispanic/White 60.12 62.44 62.15 36.26 42.43 39.52 0.19 14.88 15.67 Asian or Pacific Islander/White 43.46 46.02 45.77 32.65 36.76 37.16 0.31 4.86 7.94 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 29.33 31.57 31.56 18.17 22.07 21.40 29.84 36.88 34.33 Black/White 22.16 25.87 27.69 21.76 23.51 25.25 30.17 27.07 27.67 Hispanic/White 38.77 40.24 38.70 26.64 33.21 30.85 34.52 45.33 41.88 Asian or Pacific Islander/White 13.23 17.28 21.53 11.56 13.87 16.44 30.36 31.94 30.59 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 14.25 22.27 23.54 25.53 31.16 30.52 25.05 31.79 32.16 Black/White 27.24 27.57 26.28 30.60 31.84 26.53 22.19 23.11 23.45 Hispanic/White 21.64 28.33 29.59 33.72 39.98 38.28 27.67 32.64 33.20 Asian or Pacific Islander/White 13.85 22.12 23.58 30.41 33.48 35.24 27.45 34.97 33.98 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 21.11 23.44 21.58 16.49 21.55 18.01 28.18 26.72 24.14 Black/White 21.45 19.99 24.20 42.99 27.84 19.37 12.56 13.25 19.36 Hispanic/White 28.10 33.37 30.09 21.98 22.79 17.88 33.93 30.96 28.59 Asian or Pacific Islander/White 22.86 20.11 18.25 18.18 22.57 18.73 40.48 38.69 36.53 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 9.17 12.98 16.34 9.39 15.38 17.28 13.67 15.17 15.75 Black/White 13.82 22.75 16.24 12.43 12.16 9.52 18.03 20.63 16.83 Hispanic/White 13.34 20.76 22.79 15.72 26.10 27.63 12.26 18.75 20.96 Asian or Pacific Islander/White 13.37 12.68 13.82 8.84 11.06 13.46 20.00 16.83 13.98 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 13.20 15.04 17.04 23.75 24.25 22.59 5.43 12.26 14.07 Black/White 21.92 19.85 15.96 24.17 24.63 24.89 7.18 12.64 13.35 Hispanic/White 14.33 18.29 18.21 30.31 29.99 26.95 5.73 19.52 23.13 Asian or Pacific Islander/White 22.99 23.74 25.92 19.44 22.28 22.53 6.70 8.56 9.55 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend 1990 Trend 2000 Trend 2010 Trend Non-White/White 21.89 25.93 16.76 47.77 49.28 46.49 26.33 36.73 32.93 Black/White 13.86 19.08 14.93 36.53 27.91 25.15 42.49 35.11 29.02 Hispanic/White 27.16 32.90 23.71 53.09 53.61 50.00 31.13 48.20 42.54 Asian or Pacific Islander/White 14.66 14.76 16.56 43.10 46.77 46.87 19.20 17.74 19.76 Racial/Ethnic Dissimilarity Index 1990 Trend 2000 Trend 2010 Trend Non-White/White 24.58 28.05 31.59
Black/White 11.56 14.18 17.62
Hispanic/White 30.31 29.74 31.83
Asian or Pacific Islander/White 23.15 29.73 34.65
Lake Forest, CA
Note 1: Data Source: Decennial Census, accessed through the HUD AFFH Tool, Table 3, Version AFFHT0006, Released July 10, 2020.

Note 2: Refer to the Data Documentation for details (www.hudexchange.info/resource/4848/affh-data-documentation).

Westminster, CA
Rancho Santa Margarita, CA
San Clemente, CA Santa Ana, CA Tustin, CA
Orange, CA
Mission Viejo, CA
Newport Beach, CA
Los Angeles-Long Beach-Anaheim, CA MSA Aliso Viejo, CA
Anaheim, CA Buena Park, CA Costa Mesa, CA
Orange County Urban County
Garden Grove, CA
Huntington Beach, CA Irvine, CA La Habra, CA
Laguna Niguel, CA
Fountain Valley, CA Fullerton, CA
EXHIBIT 6
City Council 23 – 261 6/3/2025
Orange County 41 25-29 Regional AFH
The following analysis identifies areas with relatively high segregation/concentration and integration and indicates the predominant groups living in each area.

Race/Ethnicity
Map 2 – Racial/Ethnic Concentration, is a series of maps showing racial/ethnic concentrations in the region, and in northern, central, and southern Orange County. These maps are published by California HCD using methodology from the Othering & Belonging Institute, which combines various measures of segregation and integration (including a dissimilarity index), and uses data from 2020. On these maps, dark red indicates areas where people of color (POC) experience high levels of segregation/concentration; green indicates areas where White residents experience high levels of segregation/concentration; yellow indicates areas that are racially/ethnically integrated.

Map 3 – Predominant Population by Race/Ethnicity, is a series of maps showing the predominant racial/ethnic group by Census Tract in the region, and in northern, central, and southern Orange County. The colors indicate different racial/ethnic groups, and the relative strength of the shading indicates the extent to which one group is dominant over the next most populous group (with darker shading indicating a higher concentration of that racial/ethnic group). These maps were created by California HCD using 2017-2021 ACS data, to facilitate fair housing planning. 6F
7 Collectively, the maps illustrate that in Orange County overall, there are areas of high POC segregation/concentration in the central and northern parts of the County (including the cities of Santa Ana, Westminster, Garden Grove, Anaheim, and Fullerton), and there are areas of high White segregation/concentration along the entire coast (including Seal Beach, Huntington Beach, Newport Beach, Laguna Beach, Dana Paint, Capistrano Beach, and San Clemente) and in the southern part of the County (including Mission Viejo, Aliso Viejo, Laguna Niguel, and Rancho Santa Margarita).

Within each participating jurisdiction, there are areas of high segregation/integration in the following locations:
• In the Orange County Urban County jurisdictions,
o There are areas of high White segregation in Dana Point, Laguna Beach, Laguna Hills, Laguna Woods, the unincorporated areas east of Rancho Santa Margarita, North Tustin, Seal Beach, Yorba Linda, northern Placentia, Villa Park, and Orange Park Acres.
o There are areas of high POC segregation in Stanton (which are predominantly Hispanic or AAPI), Cypress (which are predominantly AAPI), northern Yorba 7 The maps were downloaded from the AFFH Data Viewer, which can be accessed at https://www.hcd.ca.gov/planning-and-community-development/affirmatively-furthering-fair-housing EXHIBIT 6
City Council 23 – 262 6/3/2025
Orange County 42 25-29 Regional AFH
Linda (which are predominantly AAPI), La Palma (which are predominantly AAPI), and San Juan Capistrano (which is predominantly Hispanic). o There are areas of integration including the Atwood neighborhood in Placentia, which is predominantly Hispanic; Brea just northwest of the SR90/SR-57 interchange, which is a predominantly Hispanic area; and in Los Alamitos, in the neighborhood north of Joint Forces Training Base Los Alamitos and west of Lexington Drive, which is predominantly Hispanic. • In Aliso Viejo, most of the city is considered an area of high White concentration, with the exception of a few neighborhoods with low-medium concentration (which are predominantly White) in the northern and eastern parts of the city. • In Anaheim, the map shows integrated areas in Southeast Anaheim (where Hispanic residents are the predominant group), in western Anaheim west of Brookhurst Street (where Hispanic residents are the predominant group in many neighborhoods, and AAPI residents are the predominant group in a few others), and in the neighborhoods between Modjeska Park and Palm Lane Park in the Hermosa Village community (where Hispanic residents are the predominant group). The map shows another integrated area in Northeast Anaheim, to the north of SR-91. However, this is primarily an industrial/commercial area. The city also has neighborhoods of high POC segregation, including the neighborhoods north of downtown and along SR91, and neighborhoods south of downtown and adjacent to Disneyland. These areas are predominantly Hispanic. The Anaheim Hills area demonstrates a high White segregation.
• In Buena Park, most of the city is considered an area of low-medium segregation with the exception of the following areas: the northeast corner of the city is considered an area of high POC segregation and is predominantly AAPI; the neighborhood between I-5, Artesia Boulevard, Beach Boulevard, and the Los Angeles County border is also considered an area of high POC segregation, and is predominantly Hispanic; and the neighborhoods south of Boisseranc Park between Dale Street and the nurseries, is considered a racially integrated area. • In Costa Mesa, the neighborhoods between downtown and the Costa Mesa Country Club are areas of high POC segregation, with a predominantly Hispanic population.

The neighborhoods in East Side Costa Mesa (east of SR-55 and south of Mesa Drive) are all areas of high White segregation, as are the neighborhoods north of the Country Club and the neighborhoods between Estancia High School and Canyon Park.
• In Fountain Valley, the majority of Census Tracts are considered areas of high POC segregation, and many have a predominantly AAPI population (particularly north of Warner Avenue). The neighborhoods surrounding the intersection of Magnolia Street and Ellis Avenue in the city’s southwest, and between Brookhurst Street and Ward Street south of I-405, are considered areas of high White segregation.

EXHIBIT 6
City Council 23 – 263 6/3/2025
Orange County 43 25-29 Regional AFH
• In Fullerton, there are various neighborhoods that are considered racially integrated, including in the area around CSU Fullerton and extending west to Fullerton College, and in the southwest area of the city. There are also areas considered to have high POC segregation, including most of the neighborhoods west of Harbor Boulevard and north of Malvern Avenue, which are predominantly AAPI areas. • In Garden Grove, the majority of the city is considered an area of high POC segregation except for West Garden Grove. In West Garden Grove, the residential neighborhoods west of Knott Street are considered areas of high White segregation.

East of Knott Street is primarily industrial and commercial land uses. In the high POC segregation areas, AAPI residents are the predominant group west of 9th Street and Hispanic residents are the predominant group east of there. • In Huntington Beach, most of the city’s neighborhoods are predominantly White, with the exception of one Census Tract in the center of the city that is predominantly Hispanic.
• In Irvine, there are a number of Census Tracts considered to be areas of high POC segregation, some of which are predominantly AAPI and others are predominantly White. These areas include the neighborhoods between I-405 and UC Irvine, the Westpark community north of I-405, the neighborhoods between Como Channel and I-5, and the Northwood community north of I-5. There are also areas of high White segregation in Irvine, including the neighborhood bounded by Turtle Rock Drive the area surrounding the Strawberry Farms Golf Club, the Woodbridge community north of I-405, and the neighborhood west of the Oak Creek Golf Club. Please note that data was unavailable for many parts of the city, as indicated by the grey shading. • In La Habra, there are various neighborhoods considered to have high POC segregation, including neighborhoods in the center of the city north of Guadalupe Park and between Idaho Street to the west and Sonora High School to the east. These neighborhoods are predominantly Hispanic. The city also has two racially integrated areas, one that extends across its border to the west (between SR-90 and the railroad tracks) and another that extends across its border to the south (south of SR-90 and east of Euclid St).
• In Laguna Niguel, most of the city is considered an area of high White concentration, with the exception of a few neighborhoods with low-medium concentration (which are predominantly White) in the northeastern and eastern parts of the city. • In Lake Forest, most of the city’s neighborhoods have a predominantly White population. There are predominantly Hispanic neighborhoods in the southeast corner of the city, along El Toro Road, and the northwest corner of the city is predominantly AAPI.
• In Mission Viejo, most of the city is considered an area of high White concentration, with the exception of a few neighborhoods with low-medium concentration in the southern, northern, and western parts of the city.

EXHIBIT 6
City Council 23 – 264 6/3/2025
Orange County 44 25-29 Regional AFH
• In Newport Beach, the entire city is classified as an area of high White segregation. • In Orange, most of the city to the north and east of Villa Park is considered an area of high White segregation, and most of the city to the south and west of Villa Park is considered an area of low-medium POC segregation. In the low-medium segregation areas, the neighborhoods are predominantly Hispanic west of Glassel Street with a high concentration of Hispanic residents in the neighborhoods north of Walnut Avenue. The neighborhoods between Glassel Street and SR-55 are predominantly White, and the neighborhoods east of SR-55 and south of Villa Park are predominantly Hispanic. There is one area in the city that is considered integrated. This area lies to the south of Villa Park and runs south along Santiago Creek and east along the northside of Chapman Avenue toward El Modena. • In Rancho Santa Margarita, most of the city is considered an area of high White concentration, with the exception of a few neighborhoods with low-medium concentration (which are predominantly White) in the neighborhoods east of SR-241 between Antonio Parkway and Santa Margarita Parkway.
• In San Clemente, the majority of the city is considered an area of high White concentration, with the exception of one Census Tract encompassing neighborhoods north and east of Max Berg Plaza Park, which is classified as low-medium concentration with a predominantly White population.
• In Santa Ana, the majority of the city is considered an area of high POC segregation and has a predominantly Hispanic population except for the Riverview West community which is predominantly AAPI. There are some areas of low-medium POC segregation in the city, including the neighborhoods north of I-5, Floral Park, West Floral Park, Fisher Park, Morrison/Eldridge Park, Riverglen, Casa de Santiago, and neighborhoods south of Warner Avenue.There is one integrated area in the southern part of the city between Segerstrom High School and the Bristol Place Shopping Mall, where White residents are the predominant group.
• In Tustin, there are racially integrated neighborhoods just to the north of I-5. These are surrounded by neighborhoods of low-medium segregation that are a mix of predominantly White, Hispanic, and AAPI.
• In Westminster, the majority of the city is considered an area of high POC segregation and has a predominantly AAPI population with a few exceptions. The northwestern corner of the city, between I-405 and Bolsa Chica Road is an area of high White segregation. Across I-405 from those neighborhoods is an integrated area with a predominantly Hispanic population (west of Edwards Avenue). This area includes mobile home parks near the intersections of SR-22 and I-405.

Santa Ana City CouncilJune 3, 2025

Santa Ana City Council
June 3, 2025