2022-2023
Annual Action Plan
DRAFT
Prepared by:
City of Santa Clara
Housing and Community Services Division,
Community Development Department
1500 Warburton Ave,
Santa Clara, CA 95050
(408) 615-2490
Submission Date to HUD: by May 16, 2022
Housing & Community Services Division
1500 Warburton Avenue,
Santa Clara, CA 95050
(408) 615‐2490
2022‐2023 Annual Action Plan 1
Contents
AP‐05 Executive Summary – 91.200 (c), 91.220(b) ..................................................................................... 2 PR‐05 Lead & Responsible Agencies – 91.200 (b) ....................................................................................... 4 AP‐10 Consultation – 91.100, 91.200(b) 91.215 (I) .................................................................................... 1 AP‐12 Participation – 91.105, 91.200 (c) .................................................................................................... 5 AP‐15 Expected Resources – 91.220 (c) (1,2) ............................................................................................. 6 AP‐20 Annual Goals and Objectives – 91.220(c)(3)& (e) .......................................................................... 10 AP‐35 Projects – 91.220(d) ....................................................................................................................... 12 AP‐38 Project Summary ............................................................................................................................ 13 AP‐50 Geographic Distribution – 91.220 (f) .............................................................................................. 18 AP‐55 Affordable Housing – 91.220 (g) .................................................................................................... 19 AP‐60 Public Housing – 91.220 (h) ............................................................................................................ 20 AP‐65 Homeless and Other Special Needs Activities – 91.220 (i) ............................................................ 21 AP‐75 Barriers to Affordable Housing – 91.220 (j) ................................................................................... 23 AP‐85 Other Actions – 91.220 (k) ............................................................................................................. 25 AP‐90 Program Specific Requirements – 91.220 (l) (1,2,4) ...................................................................... 27
2022‐2023 Annual Action Plan 2
AP‐05 Executive Summary – 91.200 (c), 91.220(b)
1. Introduction
The City of Santa Clara (City) is an entitlement city that receives federal funding from the Department of Housing and Urban and Development (HUD). The City receives Community Development Block Grant (CDBG) funds and HOME and Investment Partnerships (HOME) funds.
CDBG provides funding to address community development needs through public services and capital improvement projects. Capital Improvement Projects are improvements to public facilities that serve low‐ and moderate‐income persons, and city infrastructure projects in areas of low‐ and moderate‐ income census tracts and/or blocks. Seventy percent (70%) of gross funding is used to serve low‐ to moderate‐ income households. Eligible activities must meet one of the following national objectives:
1) Benefit low‐ and moderate‐ income persons; 2) Prevention or elimination of slums or blight; or 3) Address community development needs having an urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community, and other funding is not available.
HOME provides funding for the development of affordable housing options including building, and/or rehabilitating housing for rent and providing direct rental assistance to low‐income households.
The City worked collaboratively with the County of Santa Clara and other entitlement jurisdictions to develop the 5‐year ConPlan in 2019. The ConPlan identifies and prioritizes housing and housing‐ related needs across the region and for the City of Santa Clara. The purpose of the ConPlan is to guide the City to:
‐ Assess their affordable housing and community development needs and market conditions, ‐ Make data‐driven, place‐based investment decisions; and ‐ Conduct community‐wide discussions to identify housing and community development priorities that align and focus on eligible activities for HUD’s funding The 5‐Year ConPlan is supported by the Annual Action Plan (AAP). The AAP documents annually how the City will use HUD funding consistent with the goals and needs identified in the ConPlan.
2. Summarize the objectives and outcomes of the Plan
The AAP supports the goals and needs identified in the ConPlan as stated below:
‐ Affordable Housing. Projects and programs for low income such as affordable developments and rental subsidies, and rehabilitation of single and multi‐family housing. ‐ Public Services. Nonprofit partners provide services of need to lower income households. ‐ Homelessness. Support activities to end homelessness including homeless prevention programs, case management, outreach activities and support of facilities. ‐ Fair Housing. Promote Fair Housing choice through funding informational and investigative services for tenants and landlords.
2022‐2023 Annual Action Plan 3
‐ Public Facilities. Improvement to public facilities that provide services to low‐income people.
3. Evaluation of past performance
In 2020, the last full Consolidated Annual Performance Evaluation Report (CAPER) to HUD reported the following accomplishments towards the annual goals:
‐ Affordable Housing.
The Tenant Based Rental Assistance program assisted 52 households, and between the NCIP program and Rebuilding Together Silicon Valley, there were 13 households assisted. ‐ Public Services.
There were 1,150 residents that benefited from public services provided by eleven non‐profit agencies. The City also developed an Emergency Rental Assistance Program to respond to COVID crisis by assisting low‐income tenants with rental assistance. 203 households were assisted.
‐ Homelessness.
151 households benefited from case management services provided by local non‐profit agencies. The majority of these households were assisted with local funds. ‐ Fair Housing.
Project Sentinel assisted 31 households with fair housing services. ‐ Public Facilities.
The curb cutting project that is underway was not completed as of reporting time for 2020.
4. Summary of Citizen Participation Process and consultation process During the development of the 2022–2023 Annual Action Plan, City staff solicited public comment to help identify community needs, and non‐profit agencies that could provide services to address those identified needs.
Community Outreach Meetings. Due to the ongoing pandemic and the restriction on public events, City staff could not conduct in person meetings. Further, the City is entering the third year of a 3‐year contract cycle with its non‐profit partners that provide public services.
Public Hearings. Two public hearings will take place for the Annual Action Plan. The first Public Hearing took place on April 5, 2022 at the regularly scheduled City Council Meeting. This Public Hearing satisfies the Citizen Participation Plan requirement to hold at least one meeting during the drafting phase of the Annual Action Plan and to provide the public an opportunity to provide input. The second Public Hearing will take place on May 10, 2022 to present the final version of the Annual Action Plan prior to submission of the Plan to HUD.
2022‐2023 Annual Action Plan 4
30‐day Public Review Period.
Public Noticing. A public notice was published in the Santa Clara Weekly on March 2, 2022. This notice contained noticing for 30‐day Public Review Periods for the 2021/2022 Annual Action Plan Substantial Amendment Public Review Period, 2022/2023 Annual Action Plan, and Public Hearing notices for the presentation of the 2021/2022 Annual Action Plan Substantial Amendment, the 2022/2023 Annual Action Plan hearing #1 and #2. All documents were also available for review on the City’s website, main public library, City Hall offices, and were emailed to non‐profit partners. The noticing adhered to the City’s Citizen Participation Plan requirements.
5. Summary of public comments
Public Hearing #1:
TBA:
30‐Day Public Comment Period
TBA:
Public Hearing #2:
TBA:
6. Summary of comments or views not accepted and the reasons for not accepting them The City did not receive any public comments that were not accepted. The City attempted to incorporate all feedback received through outreach efforts into the Plan.
7. Summary
CDBG‐funded public services continue to be a great asset to the community, with many of the programs funded focusing on the senior population and homeless. The leveraging opportunities for our nonprofits by receiving HUD funding is of great value. The City will continue to seek out creative solutions to improve their grants management program.
PR‐05 Lead & Responsible Agencies – 91.200 (b)
The City of Santa Clara is the lead agency and administrator for the CDBG & HOME funds. The Consolidated Plan and Annual Action Plan Public Contact is:
Andrew Crabtree Eric L. Calleja
Director of Community Development Housing Development Officer [email protected] [email protected]
408.615.2451 408.615.2296
2022‐2023 Annual Action Plan 1
AP‐10 Consultation – 91.100, 91.200(b) 91.215 (I)
Introduction
As a part of the stakeholder consultation process, the City typically consults with a variety of stakeholders, including City departments, human service agencies, local and regional community‐based organizations, housing providers and advocates, and the local housing authority. Social service providers are also consulted including those that provide services to seniors, persons with disabilities, homeless persons, and other lower‐ income individuals and other at‐risk populations.
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(l)).
Due to the COVID‐19 crisis and the fact that the City is entering its final year of 3‐year contract cycle with its service providers, activities towards this effort were limited. The City did design and implement an Emergency Rental Assistance Program (ERAP) to respond to the rent relief efforts. ERAP was funded with CARES Act funds and CDBG , and those funds were leveraged with local funds.
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 Santa Clara County Continuum of Care (CoC) is a multi‐sector group of stakeholders dedicated to ending and preventing homelessness in the County of Santa Clara (County). The CoC primary responsibilities are to coordinate large‐scale implementation of efforts to prevent and end homelessness in the County. The CoC is governed by the Santa Clara CoC Board (CoC Board), which stands as the driving force committed to supporting and promoting a systems‐change approach to preventing and ending homelessness in the County.
The CoC Board is comprised of the same individuals who serve on the Destination: Home Leadership Board. Destination: Home, a program of the Health Trust, is a public‐private partnership implementing collective impact strategies to end homelessness in Santa Clara County. Its mission is to drive and align resources to create permanent housing and sustainable support systems built for the long term. The organization is improving how systems work together to end homelessness, as well as protect individuals and families at risk of becoming homeless.
The results of the latest Point in Time Homeless Count showed an increase in homeless families; thus, it was determined that a redesign of the Tenant Based Rental Assistance (TBRA) program was needed. The City and the TBRA administrator, Abode Services, worked closely with the CoC to help redesign the TBRA program to focus on families with the goal of no homeless children in Santa Clara. Processes in client evaluation and referral were strengthened. Other supportive housing projects such as Homesafe Santa Clara, Sobrato Family Living Center, Bill Wilson Center and Silicon Valley Independent Living Center continue to thrive. In addition, the City has provided assistance to a number of local agencies that operate programs serving the homeless that are consistent with the, "Serve the Person" strategy, such as Next Door Solutions to Domestic Violence, Support Network for Battered Women, HomeFirst (formerly Emergency Housing Consortium), LifeMoves (formerly Innvision) and Project Sentinel.
2022‐2023 Annual Action Plan 2
The City of Santa Clara, having endorsed the 2020‐2025 Santa Clara County Community Plan to End Homelessness, is convening a Homelessness Taskforce in spring 2022. The Taskforce will include stakeholders with a range of perspectives and experience who can help identify priorities and provide recommendations on the development of a City Plan to End Homelessness. The City has partnered with the non‐profit, Homebase, to facilitate the taskforce and to develop the plan. 2022‐2023 Annual Action Plan 3
Describe agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultation with housing, social service agencies and other entities. 1 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Housing
Services‐Children
Services‐homeless
What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Needs ‐ Unaccompanied youth
Non‐Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Staff is consulted on improvements to the
City TBRA program.
2 Agency/Group/Organization County of Santa Clara Office of Supportive Housing
Agency/Group/Organization Type Publicly Funded Institution/System of Care Other government ‐ County
What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs ‐ Families with children
Market Analysis
Lead‐based Paint Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Staff met with the County COC on several
occasions to discuss the City response to
homelessness.
3 Agency/Group/Organization Abode Services
Agency/Group/Organization Type Services ‐ Housing
What section of the Plan was addressed by Consultation? Homeless Needs ‐ Families with children Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Staff is consulted on improvements to the
City TBRA program.
4 Agency/Group/Organization Senior Adult Legal Services (SALA) Agency/Group/Organization Type Services‐Elderly Persons What section of the Plan was addressed by Consultation? Non‐Homeless Special Needs Briefly describe how the Agency/Group/ Organization was consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Submitted public comment at both public
hearings; highlighting the need for the
services they provide.
5 Agency/Group/Organization Next Door Solutions to Domestic Violence Agency/Group/Organization Type Services ‐ Housing
What section of the Plan was addressed by Consultation? Homelessness Needs – Families w/children Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Submitted public comment at public
hearings; highlighting the need for the
services they provide.
2022‐2023 Annual Action Plan 4
Identify any Agency Types not consulted and provide rationale for not consulting:
The City did not reach out to broadband‐specific providers/organizations. This was due, in part to the results of the 2020‐2025 Consolidated Plan survey. 62% of respondents felt there was not a common/pressing issue with broadband or internet access. Also, local internet providers all provide low‐ cost options and/or discounts to low‐income households.
Although the City works with organizations whose primary responsibilities include the management of flood prone areas, public land or water resources, and emergency management agencies on normal public business, these organizations were not specifically
consulted for Annual Action Plan. Issues related to such agencies were not mentioned as an issue in the ConPlan survey.
The City plans on reaching out specifically to these agency types in the next Annual Action Plan process.
Describe other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Continuum
of Care
Council
The Continuum of Care works to alleviate the impact of homelessness in the community through the cooperation and collaboration of social service providers. This effort aligns with the Strategic Plan goal to end homelessness including rental assistance, homeless prevention programs, case management, outreach activities and support of facilities.
Housing Element City of Santa
Clara
The actions in the Housing Element are consistent with the Strategic Plan, most notably in the provision of adequate sites appropriate for a range of housing types and in promoting preservation and development of affordable housing including supportive housing for persons with disabilities.
2015‐2017
Council Goals and
Strategic
Objectives
City of Santa
Clara City
Council
The Council goal to develop a plan to support minimum quality of life standards for residents and the development of an affordable housing plan with focus on the homeless and housing vulnerable is consistent with the Strategic Plan in the actions that describe development of affordable housing and revitalization of low income areas of the City. 2012‐2014
Comprehensive
HIV Prevention &
Care Plan
Santa Clara
County HIV
Planning
Council for
Prevention
and Care
This plan provides a roadmap for the Santa Clara County HIV Planning Council for Prevention and Care to provide a comprehensive and compassionate system of HIV prevention and care services for Santa Clara County. This effort aligns with the Strategic Plan goal to provide basic needs to lower income households and special needs populations.
Community Plan
to End
Homelessness in
Santa Clara
Destination
Home
The Community Plan to End Homelessness in the County is a five‐year plan to guide governmental, nonprofits, and other community members as they make decisions about funding, programs, priorities and needs. This effort aligns with the Strategic Plan goal to support activities to end homelessness: rental assistance, homeless prevention programs, case management, outreach activities & support of facilities.
2022‐2023 Annual Action Plan 5
AP‐12 Participation – 91.105, 91.200 (c)
1. Summarize citizen participation process and how it impacted goal setting The City outreach efforts to obtain community input included two public hearings before City Council (one during the drafting phase of the AAP), noticing the AAP and hearings, and putting the draft AAP on the City website. The table below summarizes the results of the City efforts.
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
Comments received
Summary of
comments
not
accepted
and reasons
URL
(If
applicable)
1 Public
Hearing
Non‐
targeted/broad
community
Public Hearing #1:
City Council Meeting
‐ April 5, 2022 during
the drafting phase of
the Plan. Summary
of Public Comment
during the meeting
to be added.
See AP‐05, section 5
(Public Comment
Summary).
n/a n/a
2 Public
Hearing
Non‐
targeted/broad
community
Public Hearing #2:
City Council Meeting
– May 10, 2022 to
present the final
version of the Plan.
Summary of Public
Comment during the
meeting to be
added.
See AP‐05, section 5
(Public Comment
Summary).
n/a n/a
3 Newspaper
Ad
Non‐
targeted/broad
community
TBA
Comments during
the 30‐day
comment period to
be added.
The 30‐day
comment period
was noticed on
3/2/2022 in the
Santa Clara Weekly.
The comment
period ran from
4/5/2022 –
5/10/2022.
n/a n/a
2022‐2023 Annual Action Plan 6
AP‐15 Expected Resources – 91.220 (c) (1,2)
The following funding amounts for the City of Santa Clara are estimated amounts for the 2022 Program Year (aka., Fiscal Year 2022‐2023)
CDBG Funds: The total amount of CDBG resources expected is $1,100,000. This total is made up of the annual CDBG entitlement, Prior Year Resources (i.e., funds that were committed but not drawn or funds that were not programmed), and Program Income (i.e., income generated from prior CDBG projects such as loan repayments).
‐ Annual Entitlement Funds $1,100,000
‐ Estimated Prior Year Balance $ 50,000
‐ Estimated FY22/23 Program Income $ 200,000
TOTAL $1,350,000
HOME Funds: The total amount of HOME resources expected is $838,000. This is made up of the annual HOME entitlement, Prior Year Resources (i.e., funds that were committed but not drawn or funds that were not programmed), and Program Income (i.e., income generated from prior HOME projects).
‐ Entitlement Funds $450,000
‐ Estimated Prior Year Balance $378,000
‐ Estimated FY21/22 Program Income $ 10,000*
TOTAL $838,000
* HOME Program Income (2022). The City estimates it will receive $100,000 in PI during the upcoming FY22/23. Ten percent (10%), or $10,000, will be programmed in this 2022‐2023 Annual Action Plan to be used for administrative costs as allowed by HOME regulations. The other 90% ($90,000) will be programmed next year in the 2023‐2024 Annual Action Plan. Any program income above these estimates will be allocated in the same manner; 10% for administration in FY22/23, and the remaining 90% to be allocated in FY23/24. 2022‐2023 Annual Action Plan 7
AP‐15 Table –Expected Resources Priority Table
Program Source
of Funds Uses of Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of ConPlan
Narrative
Description
Annual
Allocation
Program
Income
Prior Year
Resource Total:
$ $ $ $ $
CDBG Public‐
Federal
Acquisition
Housing Rehab.
Public
Improvements
Public Services
Admin./Planning
$1,100,000 $200,000 $50,000 $1,350,000 $2,800,000 CDBG funds may be used for: 1) land
acquisition for
affordable housing;
2) NCIP program; 3)
public infrastructure
/ public facility
improvements 4)
public services; 5)
administration and
planning.
HOME Public‐
Federal
CHDO and
regular HOME
rental projects,
such as property
acquisition, new
const., and/or
rehabilitation.
Homeowner
Rehabilitation
TBRA
Admin. and
Planning for
HOME programs
and activities.
$450,000 $10,000 $378,000 $838,000 $1,130,000 HOME funds may be used for: 1) TBRA; 2)
NCIP; 3) Rental
development; 4) Fair
Housing Services;
and/or
5) Admin. &
Planning.
Approximately
$113,000 of the
“Prior Year
Resources” is
program income (PI)
received in FY21/22
Approx. $100,000 in
PI is expected to be
receipted in
FY22/23. 10% (i.e.,
$10,000) will be
programmed in this
action plan for
administrative
activities (PA) and
drawn in FY22/23.
The remaining
$90,000
will be
programmed in
FY23/24.
If FY22/23 PI exceeds
$100,000, City will
continue using 10%
for admin. and the
remaining will be
programmed in
FY23/24.
2022‐2023 Annual Action Plan 8
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Federal funds will leverage local funds (i.e., General Funds, City Affordable Housing Funds, and City Housing Successor Funds) to increase project efficiencies and benefit from economies of scale. The HOME match requirement will be met through the waiving of property taxes on past HOME‐funded multi‐family affordable developments. The local funds that will be used to fund certain activities are as follows:
Program Uses of
Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of ConPlan
Narrative Description Annual
Allocation
Program
Income
Prior Year
Resource Total:
$ $ $ $ $
General
Fund
Public
Services
$15,000
$10,000
$15,000
$16,500
$67,803
$5,000
0 0 $129,303 $260,000 Live Oak Adult Day Services
Catholic Charities Ombudsman
Heart of the Valley Senior Serv.
Senior Adult Legal Assistance
Project Sentinel Tenant/
Landlord Mediation
United Way 211 referral services
City
Affordable
Housing
Fund
(CAHF)
Public
Services
$243,697 0 0 $243,697 $490,000 $160,697 for case management services for TBRA.
$65,000 to fund case
management services for
chronically homeless
households.
$18,000 Silicon Valley
Independent Living Center
City
Housing
Successor
Fund
(CHSF)
Public
Services
$250,000 0 0 $250,000 $500,000 $110,000 to fund case management services for
chronically homeless
households.
$140,000 for case management
services for TBRA.
Other Federal Grant Programs
Additional federal programs that fund community development and affordable housing, and are provided by Santa Clara County Housing Authority and affordable housing developers include:
‐ Section 8 Housing Choice Voucher Program,
‐ Section 202,
‐ Section 811; and
‐ Affordable Housing Program (AHP) through the Federal Home Loan Bank.
2022‐2023 Annual Action Plan 9
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 owns three properties that have potential for development of low income and special needs housing: 1) Bay Area Research and Extension Center (BAREC) senior housing site at 90 North Winchester Boulevard; 2) 2330 Monroe Street, and 3) Fire Station #6 at 3575 De La Cruz Boulevard.
BAREC: On January 29, 2019, City Council approved all land use entitlements for the project and adopted a resolution approving and authorizing the City Manager to negotiate and execute a Disposition and Development Agreement with Core Affordable Housing LLC for the development of the Agrihood Project located at 90 North Winchester Boulevard/ 1834 Worthington Circle and further authorizing the City Manager to execute all other agreements (including a Ground Lease, Loan Agreements, Deeds of Trust, Promissory Notes, and Affordable Housing Agreement).
2330 Monroe Street: On January 28, 2020, City Council approved all land use entitlements for the project and adopted a resolution approving and authorizing the City Manager to negotiate and execute a Disposition and Development Agreement with Freebird Development LLC and further authorizing the City Manager to execute
all other agreements (including a Ground Lease, Loan Agreements, Deeds of Trust, Promissory Notes, and Affordable Housing Agreement). The proposed development will have 65 mixed‐ income units with 11 set‐aside for households with developmental disabilities. The project will be 100% affordable units.
3575 De La Cruz: The City Council has approved negotiations to enter into an Exclusive Negotiation Rights Agreement (ENA) with Habitat for Humanity East Bay/Silicon Valley. The proposed development will be 13 100% affordable, for‐sale townhomes. In December 2020, the City Manager executed a 12‐month extension of the ENA to account for project delays due to the COVID pandemic.
2022‐2023 Annual Action Plan 10
AP‐20 Annual Goals and Objectives – 91.220(c)(3)& (e)
AP‐20a –Annual Goals and Objectives Summary
Strategic Plan
Goal
Category Start
Year
End
Year
Geographic
Area
Included
Priority Needs
Addressed
Funding
Allocated
Goal Outcome
Indicator
1 Affordable
Housing
Affordable
Housing 2021 2022 Citywide Affordable
Housing
CDBG
$245,750
HOME
$715,500
HOME
$66,452
Homeowner housing rehabilitated
and project delivery
15 households
TBRA
40 households
Rental units rehabilitated
(CHDO Housing)
1 Household
Homelessness Homeless 2021 2022 Citywide
Availability/
Accessibility:
Homelessness
CDBG
$30,000
CAHF
$225,697
CHSF
$250,000
Homeless Prevention
70 Homeless Prevention
65 3 Public
Services
Non‐
Homeless
Special
Needs
2021 2022 Citywide
Availability/
Accessibility:
Public
Services
CDBG
$180,750
GENERAL
$72,803
Public Service
Activities Other than Low/Mod.
Income Housing Benefit
600 (CDBG)
Public Service
Activities for Low/Moderate‐
Income Housing Benefit
595 (General)
4 Fair Housing
Non‐
Homeless
Special
Needs
2021 2022 Citywide
Availability/
Accessibility:
Fair Housing
HOME:
$22,197
Public Service Activities Other than
Low/Mod. Income Housing Benefit
30 5 Planning &
Admin.
Planning &
Admin. 2021 2022 Citywide
Administration
&
Planning
CDBG
$260,000
HOME
$32,803
N/A
2022‐2023 Annual Action Plan 11
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 91.215(b).
15 households for Homeowner housing rehabilitation (CDBG), 9 Extremely low-income households
4 Low-income households
40 households for TBRA (HOME),
30 Extremely low-income households
10 Low-income households
1 household for rental units rehabilitated (CHDO set-aside). 1 Low-income household
Goal Descriptions
AP‐20a –Goal Description
1 Goal Name Affordable Housing
Goal Description Assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood Conservation and Improvement Program, rental habilitation of units occupied by low income tenants, TBRA rental subsidies, and new construction.
2 Goal Name Homelessness
Goal Description Support activities, consistent with Continuum of Care strategies, to prevent and end homelessness. This includes building affordable housing for people who are homeless or at risk of homelessness as well as the provision of support services. 3 Goal Name Public Services
Goal Description Support activities that provide basic needs to lower income households and special needs populations. Services would be provided to low‐income households, elderly individuals, homeless persons, people with disabilities, and victims of domestic violence. 4 Goal Name Fair Housing
Goal Description Promote fair housing choice, through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord‐tenant mediation. 5 Goal Name Public Facilities
Goal Description Capital Improvements to city infrastructure and other public facilities (e.g., city facilities, non‐profit facilities) that benefit low‐income residents/households and/or low‐income areas.
6 Goal Name Planning & Administration
Goal Description Provide management, planning and implementation of the CDBG & HOME programs as well as monitoring of public services and housing projects. 2022‐2023 Annual Action Plan 12
AP‐35 Projects – 91.220(d)
Introduction
The activities that the City will undertake in FY 2021‐2022 using CDBG and HOME funds include: Public Services, Homeowner Rehabilitation, Tenant Based Rental Assistance, Program Administration & Planning, and Public Facility/Infrastructure Improvements for low and moderate‐income residents. The activities meet one or more priority needs identified in the 5‐year Consolidated Action Plan.
In addition to the projects and activities funded with HUD funds as noted in table “AP‐35 – Project Information Summary”, the City also funds other Public Service Activities with local funds that include:
Live Oak Adult Day Services for Seniors ($15,000; 11 clients) Catholic Charities Long‐Term Care Ombudsman ($10,000; 380 clients) Heart of the Valley Senior Services ($15,000; 220 clients) Senior Adult Legal Assistance ($16,500; 45 clients)
Homeless Prevention Services for Homeless Households ($50,000; 20 households) Intensive Case Management ($125,000; 20 households)
Silicon Valley Independent Living Center ($18,000; 55 clients) United Way Bay Area 211 Services ($5,000; 100 households) Project Sentinel Landlord/Tenant Mediation Services ($67,803; 120 clients)
AP‐35 – Project Information Summary
# Project Name
National
Objective
To Benefit
Code
# of
Households
or Persons
SOURCE Funding
1 Bill Wilson Center – Fam. Therapy/School Outreach/Grief Couns. LMC 5D 140 CDBG $32,250
2 Bill Wilson Center – Family Advocacy Services LMC 5D 107 CDBG $32,250
3 The Health Trust – Meals on Wheels LMC 5A 20 CDBG $30,000
4 Santa Clara Senior Nutrition Program LMC 5A 300 CDBG $24,000
5 HOPE Services – Employment, Media & Community Connections LMC 5B 11 CDBG $32,250
6 Next Door Solutions – Support Services for Domestic Violence LMC 5W 70 CDBG $30,000
7 Rebuilding Silicon Valley Together – Minor Repair LMH 14A 15 CDBG $150,000
8 Neighborhood Conservation & Improvement Prog. (NCIP) – ADC LMH 14H n/a CDBG $95,750
9 Public Facilities/Infrastructure Improvements LMH 14A 150 CDBG $663,500
10 TBRA – Abode Services n/a n/a n/a HOME $375,000
11 TBRA – Bill Wilson Center n/a n/a n/a HOME $340,500
12 Project Sentinel – Fair Housing Services n/a n/a 49 HOME $22,197
13 CDBG Administration n/a 21A n/a CDBG $260,000
14 HOME Administration n/a n/a n/a HOME $32,803
15 Community Housing Development (CHDO) Set Aside n/a n/a n/a HOME $67,500 2022‐2023 Annual Action Plan 13
AP‐38 Project Summary
AP‐38 – Project Summary
1 Project Title Family Therapy/School Outreach/Grief Counseling (Bill Wilson Center) Description Three counseling programs: Family Therapy, School Outreach and Grief Counseling. The purpose of the program is to reduce high‐risk behavior choices, family conflict; and an increase coping skills.
Funding CDBG: $32,500
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
130 individuals (providing approximately 130 counseling sessions & 500 school outreach sessions)
Location Description Citywide
Planned Activities Family counseling services
Goal Outcome Indicator Public service activities other than low/mod income housing benefit
2 Project Title Family Advocacy Services (Bill Wilson Center) Description A school‐based, homeless and homeless prevention family and youth intervention service aimed at helping families remain intact and decrease or prevent homelessness and poverty.
Funding CDBG: $32,250
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
100 individuals (providing 40 case management services for parents, 60 students, and 15 kids under 5 years old).
Location Description Citywide
Planned Activities Family counseling services
Goal Outcome Indicator Public service activities other than low/mod income housing benefit
3 Project Title Meals on Wheels (The Health Trust)
Description Meals on Wheels provides low‐income adults and homebound and elderly adults valuable health and social services, enabling them to live independently.
Funding CDBG: $30,000
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
20 individuals (providing 2,073 meals and 1,179 Wellness Checks.
Location Description Citywide
Planned Activities Meal delivery and welfare checks.
Goal Outcome Indicator Public service activities other than low/mod income housing benefit
2022‐2023 Annual Action Plan 14
AP‐38 – Project Summary (cont’d)
4 Project Title Senior Nutrition Program (CSC Senior Center) Description The senior nutrition program provides meal service to senior citizens.
Funding CDBG: $24,000
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
300 individuals (approximately 15,000 meals in total)
Location Description Senior Center, 1303 Fremont St., Santa Clara Planned Activities Meal service
Goal Outcome Indicator Public service activities other than low/mod income housing benefit
5 Project Title Hope Services Employment, Media & Community Connections Description Provide employment training, classroom instruction, a media and technology component, and paid work to adults with developmental disabilities to promote independence and self‐esteem.
Funding CDBG: $32,250
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
10 (developmentally disabled adults)
Location Description Citywide
Planned Activities Employment training and classroom instruction Goal Outcome Indicator Public service activities other than low/mod income housing benefit
6 Project Title Next Door Solutions to Domestic Violence Description Providing case management services, risk assessment, safety planning, legal advocacy, assistance filing restraining orders, housing assessment, and other services for domestic violence survivors.
Funding CDBG: $30,000
Annual Goals Supported Public Services
Priority Needs Addressed Public Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
70 (clients)
Location Description Confidential
Planned Activities Case management and referral services Goal Outcome Indicator Public service activities other than low/mod income housing benefit
2022‐2023 Annual Action Plan 15
AP‐38 – Project Summary (cont’d)
7 Project Title Minor Home Repair Program (Rebuilding Together Silicon Valley) Description Provide minor home repairs for low‐income homeowners occupying their homes so as to maintain basic health and safety standards, and so they can remain in their homes independently.
Funding CDBG: $150,000
Annual Goals Supported Affordable Housing
Priority Needs Addressed Affordable Housing
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
15 low‐income households
Location Description Citywide
Planned Activities Minor repairs to owner‐occupied homes.
Goal Outcome Indicator Homeowner Housing Rehabilitated
8 Project Title NCIP – Project Delivery Costs
Description Project Delivery Costs consists of City staff costs to deliver the NCIP. Any funds not used, will become unprogrammed at the end of the fiscal.
Funding CDBG: $95,750
Annual Goals Supported Affordable Housing
Priority Needs Addressed Affordable Housing
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
n/a
Location Description Citywide
Planned Activities Project deliver costs (i.e., administration of NCIP program).
Goal Outcome Indicator n/a
9 Project Title Public Facilities/Infrastructure Improvements Description Capital improvement projects for public facilities and/or pubic infrastructure such as affordable housing developments, public works projects, improvements to non‐profit agency buildings.
Funding CDBG: $663,500
Annual Goals Supported Public Facility Improvements
Priority Needs Addressed Public Facility Improvements
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
150 low‐income households
Location Description Citywide
Planned Activities Capital improvement projects
Goal Outcome Indicator Public facility or infrastructure activities for low/mod income housing benefit
2022‐2023 Annual Action Plan 16
AP‐38 – Project Summary (cont’d)
10 Project Title TBRA Administration – Abode Services
Description The Tenant‐Based Rental Assistance (TBRA) will provide rental assistance for approx. 20 homeless households or those at risk of homelessness.
Funding HOME: $375,875
CAHF: $80,349
CHSF: $70,000
Annual Goals Supported Affordable Housing
Priority Needs Addressed Affordable Housing
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
20 (formally homeless households)
Location Description Citywide
Planned Activities Rental subsidies and case management services. Case management paid for by local funds.
Goal Outcome Indicator Tenant‐based rental assistance/Rapid Rehousing
11 Project Title TBRA Administration – Bill Wilson Center Description The Tenant‐Based Rental Assistance (TBRA) will provide rental assistance for approx. 20 homeless households or those at risk of homelessness.
Funding HOME: $340,500
CAHF: $80,348
CHSF: $70,000
Annual Goals Supported Affordable Housing
Priority Needs Addressed Affordable Housing
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
20 (formally homeless households)
Location Description Citywide
Planned Activities Rental subsidies and case management services. Case management paid for by local funds.
Goal Outcome Indicator Tenant‐based rental assistance/Rapid Rehousing
12 Project Title Fair Housing Services (Project Sentinel) Description Providing case management services, risk assessment, safety planning, legal advocacy, assistance filing restraining orders, housing assessment, individual action plan development, support groups, and other services.
Funding HOME: $22,197
Annual Goals Supported Fair Housing Services
Priority Needs Addressed Fair Housing Services
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
49 individuals (low/mod income).
Location Description 1490 El Camino Real, Santa Clara CA Planned Activities Housing assessments, legal advocacy, and other services.
Goal Outcome Indicator Public service activities other than low/mod income housing benefit 2022‐2023 Annual Action Plan 17
AP‐38 – Project Summary (cont’d)
13 Project Title CDBG Administration & Planning
Description Administration and planning for all CDBG funded projects and activities.
Funding CDBG: $260,000
Annual Goals Supported Administration & Planning
Priority Needs Addressed Administration & Planning
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
n/a
Location Description Citywide
Planned Activities Administration and planning for all CDBG funded projects and activities.
Goal Outcome Indicator Other
14 Project Title HOME Administration & Planning
Description Administration and planning for all HOME funded projects and activities.
Funding HOME: $32,803
Annual Goals Supported Administration & Planning
Priority Needs Addressed Administration & Planning
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
n/a
Location Description Citywide
Planned Activities Administration and planning for all HOME funded projects and activities.
Goal Outcome Indicator Other
15 Project Title Community Housing Development Organization (CHDO) Set Aside Description Rental housing rehabilitation by non‐profit developers.
Funding HOME: $67,500
Annual Goals Supported Affordable Housing
Priority Needs Addressed Affordable Housing
Target Date for Completion 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
1 unit for low‐income household
Location Description Citywide
Planned Activities Rental housing rehabilitation by non‐profit developers.
Goal Outcome Indicator Rental units rehabilitated.
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Allocation of funds is based on needs and priorities identified in the 2020‐25 ConPlan. The City prioritizes allocations to projects that serve the lowest income households, from 0‐80% of Area Median Income.
2022‐2023 Annual Action Plan 18
AP‐50 Geographic Distribution – 91.220 (f)
Description of the geographic areas of the entitlement (including areas of low‐income and minority concentration) where assistance will be directed.
Investments will be allocated citywide.
AP‐50 –Geographic Distribution
Target Area Percentage of funds
Citywide 100%
Rationale for the priorities for allocating investments geographically The City does not have plans to prioritize investments geographically. HOME CHDO set‐aside funds may be spent in a contiguous jurisdiction if a CHDO development cannot be identified within the City limits.
2022‐2023 Annual Action Plan 19
AP‐55 Affordable Housing – 91.220 (g)
Introduction
For the purpose of this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR 92.254 for homeownership.
The City of Santa Clara has identified the production and maintenance of affordable housing as the primary objective for the
expenditure of federal funds in the Consolidated Plan. While CDBG and HOME funds are limited, the City will continue to allocate funding to affordable housing projects, including owner‐occupied rehabilitation. The City has non‐federal funding sources that it will use toward the development of affordable housing during Fiscal Year 2022‐2023.
AP‐55A – One Year Goals for the Number of Households to be Supported (by Population Type) Homeless – Housing assistance for units reserved for homeless individuals and households. 40 Non‐Homeless – Housing assistance for all units NOT reserved for homeless individuals and households.
16 Special‐Needs – Housing assistance for units reserved for households that are not homeless but require specialized housing or supportive services.
0 Total 56
AP‐55B – One Year Goals for the Number of Households Supported Through (by Program Type) Rental Assistance – Housing assistance for programs such as tenant‐based rental assistance (TBRA) and one‐time payments to prevent homelessness.
40 The Production of New Units – New units, including the conversion of non‐residential properties.
0 Rehab of Existing Units – Rehabilitation of existing units, including reconstruction. If unit will be acquired and rehabilitated, report the unit only once.
16 Acquisition of Existing Units – Housing assistance for programs such as down payment assistance. If the unit will be acquired and rehabilitated, report the unit only once. 0 Total 56
Discussion
The City’s goal, as it relates to Affordable Housing, is to assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood Conservation and Improvement Program, rental habilitation of units occupied by low income tenants, TBRA rental subsidies, and new
construction.
15 households for Homeowner housing rehabilitation (CDBG), 10 Extremely low-income households
5 Low-income households
40 households for TBRA (HOME),
30 Extremely low-income households
10 Low-income households
1 household for rental units rehabilitated (CHDO set-aside). 1 Low-income household
2022‐2023 Annual Action Plan 20
AP‐60 Public Housing – 91.220 (h)
Introduction
The Santa Clara County Housing Authority (SCCHA) is the regional entity that manages and maintains housing units and administers Housing Choice Voucher programs across the County. SCCHA operates four public housing units located in City of Santa Clara. The housing authority is a HUD‐designated Moving to Work (MTW)
agency which allows it greater flexibility to design and implement more innovative approaches to providing housing assistance.
Over 10,000 housing vouchers are currently active county‐wide. The types of voucher in use include project‐ based, tenant‐based, veteran focused, and vouchers for persons with a disability. The majority of voucher holders
have a tenant‐based voucher which is a type of voucher that allows the holder to use the voucher at any housing unit where the landlord will accept the voucher. Data on the number of vouchers in use within the City is unavailable.
Actions planned during the next year to address the needs to public housing
The SCCHA has converted three of their original public housing projects to affordable housing stock, only one public housing project with four units remains in the City. The City will continue to work closely with the SCCHA to address any needs identified during the program year.
The most immediate need is finding housing units and owners that will accept vouchers. Stakeholder interviews also identified the need for assisting families moving into affordable units with basic necessities.
SCCHA re‐proposed a landlord initiative activity begun in 2017 to attract new Housing Choice Voucher (HCV) owners and encourage existing HCV owners to re‐lease existing HCV units to another HCV tenant to fill unit vacancies. SCCHA hopes these incentives continue attracting new, and retaining current, owners to the Section 8 program increasing the number of affordable rental units in the City.
SCCHA is proposing a new activity for approval by the Department of Housing and Urban Development (HUD) aimed at streamlining the conversion of non‐Section 8 subsidized units into Project Based Voucher units upon expiration or owner opt‐out from a HUD contract. Conversion of subsidized units into PBV units increases the housing choices for low‐income families and preserves the long‐term affordability of expiring subsidized properties
Actions to encourage public housing residents to become more involved in management and participate in homeownership
SCCHA is proactive in incorporating resident input into the policy‐making process. The SCCHA board includes two tenant commissioners that provide input from the tenant perspective.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable.
2022‐2023 Annual Action Plan 21
AP‐65 Homeless and Other Special Needs Activities – 91.220 (i)
Introduction
In the last County Point‐in‐Time Count in 2019, the count identified 9,706 homeless individuals, which was higher than any count over the last ten years. Of these individuals, 1,784 are sheltered and 7,922 are unsheltered. Individuals with the highest rates of being without shelter are the chronically homeless,
homeless veterans, and unaccompanied youth. It is estimated that 25 percent or 2,470 are chronically homeless with 85 percent of those chronically homeless are unsheltered; 653 are veterans, with 68 percent unsheltered; 269 are families, with 26 percent unsheltered; and 1,876 are unaccompanied youth, with 95 percent unsheltered. It is also estimated that two percent of homeless individuals are living with HIV. Due to the COVID crisis, the Point‐in‐Time Count of 2021 was not conducted.
Describe the jurisdictions one‐year goals and actions for reducing and ending homelessness including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.
The City will continue its efforts of housing homeless families through its TBRA program. The goal is to house/keep housed approximately 40 households. The City will renew its agreement with the County of Santa Clara for FY22/23 to provide intensive case management to approximately 20 chronically homeless individuals identified by the police department. This program is funded with local funds. The County provides housing subsidies for the participants in this program while the City uses its Successor Housing Agency funds to provide the case management and services for the program.
Addressing the emergency shelter and transitional
housing needs of homeless persons.
The City will fund agencies that serve homeless persons accessing emergency and transitional shelters.
Much of the funding will come from CDBG for agencies providing public services such as case management. Agencies include Next Door Solutions, Bill Wilson Center, and Abode Services.
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.
Particularly for chronically homeless, it is preferable for individuals to receive intensive case management rather than simple information and referral services. Case managers work to assist homeless individuals find housing, connect with resources, and receive services to maintain housing. The provision of case management is person‐based rather than shelter‐based with the goal of rapid re‐housing. The five‐year goals of the Community Plan to End Homelessness establish a target of creating 6,000 housing opportunities for persons who are homeless. An additional goal is for each of the 6,000 new tenants to have access to the services that will allow them to maintain that housing.
The City will continue using prior year HOME funds and FY22/23 Entitlement funds for our TBRA program which gives security deposits and monthly subsidies to the homeless families and/or domestic violence survivors, or those
families at risk of homelessness.
2022‐2023 Annual Action Plan 22
Countywide, there were 294 homeless families with children counted. Homeless families are typically underrepresented in the Homeless Survey. Oftentimes, homeless families are using shelters or transitional housing facilities, vehicles, and/or splitting up and couch surfing. This results in an underrepresented count of homeless families during the census.
Along with the point
‐in‐time count, 587 surveys were given to homeless households/individuals. The surveys were given primarily in unsheltered locales. The results showed “257 chronically homeless individuals, 49 homeless veterans, 19 individuals in homeless families, 42 unaccompanied children and transition‐age youth.”
1 The TBRA program is a short‐term solution to homelessness (unlike permanent supported housing for the chronically homeless). The Homeless Survey has shown that families with children are not only a special needs population, but tend to be underrepresented in Homeless Surveys. The TBRA program will continue to focus on
assisting the homeless and at‐risk of homelessness population; however, preferences towards families with children, and individuals and/or families exiting housing exclusively designated for domestic violence survivors will be given.
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.
Avoiding homelessness. The City will be assisting low‐and‐extremely‐low income households affected by the COVID crisis to avoid becoming. It will be implementing a program with local funds to avoid evictions by assisting households with rental arrears.
Assisting those discharged from publicly funded institutions and systems of care. The City uses local funds to match county funds for a program that houses up to twenty (20) homeless individuals that are identified by the police department as high users of community resources; some of which had been discharged from facilities and/or jails. This population is also provided case management services.
Youth needs. The City provides CDBG funding for family and individual counseling needs through the Bill Wilson Center which focuses on the needs of foster children. The Bill Wilson Center also assists in administering the City’s TBRA program. By administering these programs, it provides The Bill Wilson Center the unique resources to identify homeless families, foster youth in their own system, and households with children in the school system that may be in need of critical needs such as housing, health, employment, education, and other social services.
1 2017 Santa Clara County Homeless Census and Survey Report (page 33) 2022‐2023 Annual Action Plan 23
AP‐75 Barriers to Affordable Housing – 91.220 (j)
Introduction
The jurisdictions within the County face barriers to affordable housing that are common throughout the Bay Area. High on the list is the lack of developable land, which increases the cost of available lands and increases housing development costs. Local opposition is another common obstacle as many neighbors have strong reactions to infill and affordable housing developments. Opposition is often based on misconceptions, such as an anticipated increase in crime; erosion of property values; increase in parking and traffic congestion; and overwhelmed schools. However, to ensure a healthy economy, the region must focus on strategies and investment that provide housing for much of the workforce in the region – sales clerks and secretaries, firefighters and police, teachers and health service workers – whose incomes significantly limit their housing choices.
The City has identified multiple constraints or barriers to the affordable housing and residential investment in its 2015‐2023 Housing Element Update, including:
Land use controls limit the allowed density of housing production; Parking requirements increase the cost of housing.
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High cost of development constrains the development of affordable housing units in favor of higher‐end units;
Lack of developable land prevents housing development and increases the price of land; and Local opposition prevents affordable housing from being built in high‐resource areas.
Additionally, the Assessment of Fair Housing identified the following contributing factors to fair housing issues, including affordable housing, through analysis of data and community engagement feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability of affordable units in a range of sizes Availability, type, frequency, and reliability of public transportation Lack of access to opportunity due to high housing costs Lack of affordable, accessible housing in a range of unit sizes Lack of affordable housing for individuals who need supportive services Lack of assistance for housing accessibility modifications Lack of resources for fair housing agencies and organizations Location and type of affordable housing
Loss of affordable housing
Private discrimination
2022‐2023 Annual Action Plan 24
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.
The City identified multiple barriers to affordable housing, including income and wages that are not consistent with the rising cost of housing, a competitive rental and home market, and diminishing public funds.
The Housing Element includes the following actions to remove or ameliorate barriers: Work with nonprofits to acquire and rehabilitate distressed multi‐family housing and convert it to low income housing, update the City zoning ordinance to comply with state laws on reasonable accommodations, emergency shelters, transitional and supportive housing and density bonuses, accommodation of the Regional Housing Needs Assessment for the 2015 Housing Element to maintain an inventory of housing sites appropriate for a range of income levels and for supportive housing for persons with physical and developmental disabilities, analysis of impact fees, promote construction of accessary units and low income housing types such as Single Room Occupancy units, continue to require developers of 10 or more homeowner units to provide Below Market Rate units, consider establishing an affordable housing mitigation fee for large office and industrial developments, consider a local source of affordable housing funds.
2022‐2023 Annual Action Plan 25
AP‐85 Other Actions – 91.220 (k)
Introduction
This section discusses efforts in addressing the underserved needs, expanding and preserving affordable housing, reducing lead‐based paint hazards, and developing institutional structure for delivering housing and community development activities.
Actions planned to address obstacles to meeting underserved needs One of the major obstacles to meeting the needs of the underserved is the limited amount of funding available to fund public services. The City contributes general funds to fund the tenant/landlord mediation program and the United Way 211 information line.
Actions planned to foster and maintain affordable housing The City funds Rebuilding Together Silicon Valley to administer its Homeowner Housing Rehabilitation program. The program addresses building/housing code deficiencies, abatement of hazardous conditions, repair/rehabilitation of deteriorated conditions, and accessibility for persons with disabilities, all to improve the habitability, use and occupancy of owner‐occupied housing. Financial assistance is provided in the form of grants. The City also administers its Neighborhood Conservation Improvement Program (i.e., Homeowner Housing Rehabilitation Program). These projects are typically larger in scope than the projects performed by Rebuilding Together Silicon Valley. Financial assistance is provided in the form of loans with flexible terms and below market rates.
A Memorandum of Understanding, approved by the City Council and RDA Board on November 14, 2006, directed that all RDA funds appropriated for the NCIP Program “will be committed permanently” to the NCIP Affordable Housing Rehabilitation Fund (AHRF). Any program income accruing from the expenditure of Successor Housing Agency (SHA) funds for NCIP activities would also be deposited in the AHRF. That program income will not be subject to federal restrictions or requirements. It will primarily be used for the NCIP program, but may be used for other activities that benefit low and moderate‐income persons as long as those activities address one or more of the housing and community goals set forth in the Consolidated Plan.
The City has a Below Market Purchase Program (BMP). This program requires developers to set aside 15% of newly constructed units for housing affordable to moderate income homebuyers. The Program is administered by HouseKeys. The Program created an additional source of revenue to augment future housing and community objectives – the City Affordable Housing Fund (CAHF). After five years, a BMP housing unit can convert from a restricted sales price to a market price. If a BMP unit is sold after the initial 5‐year period, the City recaptures the value of the affordable purchase price discount. Proceeds are deposited in the CAHF. Use of CAHF funds is not subject to federal or state restrictions. The CAHF funds will be used for activities that benefit low and moderate‐income persons and address one or more of the housing and community goals set forth in the ConPlan and its Housing Element.
Actions planned to reduce lead‐based paint hazards
The City undertakes HUD‐funded projects in accordance with the Lead‐Based Paint Regulations published in 2000. These regulations most commonly affect residential structures rehabilitated through NCIP. When identified, lead paint will be controlled or abated and disposed of properly to eliminate or reduce the hazard of environmental or human contamination. The City has adopted a written plan to implement the regulations in its NCIP Program and other housing rehabilitation activities.
2022‐2023 Annual Action Plan 26
Actions planned to reduce the number of poverty‐level families On March 24, 2017 the Santa Clara City Council unanimously passed the first worker retention ordinance in Silicon Valley. This ordinance will provide much‐needed job security to some of the most vulnerable workers. This law protects food and building service workers from mass layoffs when companies switch contractors. It requires that if a company with an office or venue in Santa Clara hires a new contractor or brings services in‐house, the workers who currently work at that location must be kept on for a 90‐day transition period.
The City of Santa Clara is a participating member of the North County Consortium of Neighborhood Self Sufficiency Centers whose mission is to support the long‐term sustainability and self‐sufficiency of CalWORKs families. The consortium is made up of over 30 businesses, agencies and schools that have a record of successful work with CalWORKs clients.
The Santa Clara Unified School District (SCUSD) Adult Education Center has a CalWORKs Site Representative who acts as a liaison for participating CalWORKs students and Santa Clara County Social Services Agency. Some of these responsibilities include ensuring that all participants on campus are remaining in compliance with federal regulations, developing a welfare to work plan, reporting monthly attendance to the County for each participant, and reporting progress reports on a quarterly basis for each participant CalWORKs student to the County. In addition to the Site Representative, the Adult Education Center has a Career Advisor for CalWORKs students to help them in job placement, resume development, and interviewing skills.
Actions planned to develop institutional structure
The City will continue its participation in the CDBG Coordinators Committee, which increasingly has become a public forum for discussion and active planning of common strategies to address the housing and community needs in Santa Clara County. The City is also planning to fill a vacant housing analyst position to assist with HUD‐related activities.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue its efforts to encourage consortium‐building among housing developers, public
service providers, and governmental and non‐governmental entities. The City has achieved proven results in using federal funds to leverage private funds. The City participates in the quarterly meetings of the Supportive Housing Roundtable, which includes government agencies, housing developers, service providers, legal services and private funders.
Discussion
In 1983, the City of Santa Clara joined with several other cities to create the North Valley Job Training Consortium (NOVA) in response to the federal Workforce Investment Act. The consortium is a private/public partnership made up of representatives of local government, business and industry, labor, education and training systems, employment services, and community support organizations. The NOVA Workforce Board was established to guide the agency in its mission to deliver employment and training services that enhance the ability to live and work in Silicon Valley. Many of the services and programs provided by NOVA target disadvantaged youth and adult populations, who may have limited education and/or barriers to employment. NOVA is a partner in the CONNECT! Job Seeker Center, a comprehensive resource center open to all job seekers, which offers computer access, a resource library, resume assistance and job search workshops.
2022‐2023 Annual Action Plan 27
AP‐90 Program Specific Requirements – 91.220 (l) (1,2,4)
Introduction
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l) (1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
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.
100.00
%
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the 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
2022‐2023 Annual Action Plan 28
HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l) (2)
A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
1. The City does not use HOME funds beyond those identified in Section 92.205. A description of the guidelines that will be used for resale or recapture of HOME funds, if used for homebuyer activities as required in 92.254, are as follows:
Homeowner Equity – for purposes of this policy, it is defined as the sum of the down‐payment, principal paid, and homeowner improvements. Home Equity – for purposes of this policy, it is defined as the amount of HOME investment, adjusted as follows: (1) The HOME investment amount would be reduced if, at the time of the homeowner purchase, the market price is less than the cost of construction, by the amount of that difference; and (2) Beginning after six years of residency by the original buyer, the City would reduce its share of excess proceeds by a maximum of 10% for each additional full year the original buyer resides in the home. After the completion of 15 years of residency by the original buyer, the City would have no interest in recapturing any portion of its original HOME investment.
In the event of a sale of a HOME‐assisted house during the 15‐year HOME affordability period, sales proceeds would be distributed in the following order of priority:
a. Closing costs.
b. Primary mortgage loan (City or private lender).
c. Other loans superior to the HOME investment lien (if any have been approved by the City).
The remaining funds are considered Shared Net Proceeds under the HOME regulations and would be distributed in the following order of priority:
d. Homeowner Equity, or the amount of Shared Net Proceeds, whichever is less. e. Homeowner Shared Net Proceeds. This amount will be the greater of: (1) Homeowner Equity that was paid as described above; or (2) proportionately of the Shared Net Proceeds, according to the formula ‐ Homeowner Equity, divided by the sum of Homeowner Equity plus HOME Equity. f. HOME investment. The remainder of the Shared Net Proceeds. If the remaining Shared Net Proceeds are insufficient to repay the full amount of the HOME investment, the City would forgive any of the HOME investment that could not be repaid from the remaining Shared Net Proceeds.
2. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. See 24 CFR 92.254(a)(4) are as follows:
The City secures its HOME funds by recording Deeds of Trust on the title of the property that received the funding. The period of affordability would be a minimum of 15 years.
3. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City does not have any plans to use HOME funds to refinance existing debt on multi‐family.
4. HOME funds may be allocated to affordable housing capital projects in contiguous jurisdictions.
The City does not plan on using HOME funds to refinance existing debt. 2022‐2023 Annual Action Plan 29
Discussion
CHDO set‐aside funds. The City of Santa Clara will consider providing assistance to affordable housing developments in contiguous jurisdictions using CHDO set‐aside funds.
TBRA assistance. While it would be ideal for participants to locate housing within the city limits, the program will allow participants to find housing
located anywhere within the County of Santa Clara.
95% After Rehab Valuation
The City of Santa Clara may use HOME funds for acquisition purposes. Per CFR 24 92.254 (a)(iii), the City has chosen to determine separate limits for existing housing than the given median purchase price issued by HUD. City staff researched the Multiple Listings Service (MLS) to determine the number of single‐family and multi‐family home sales. There were less than 250 sales per months; thus, per 24.92.254 (a)(iii), we were required to compile 3 months of sales figures. The following details the home sales in Santa Clara over the most recent three (3) months for single‐family homes and multi‐family homes at the time of publication. The numbers below are subject to change prior to submission of the AAP to HUD.