City of Santa Clara City of Santa Clara
City of Santa Clara
City of Santa Clara
CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) (DRAFT)
Program Year 2025-2026
Prepared by:Housing & Community Services1500 Warburton Ave.Santa Clara, CA 95050Prepared by:Housing & Community Services1500 Warburton Ave.Santa Clara, CA 95050 Prepared by:
Housing & Community Services
1500 Warburton Ave.
Santa Clara, CA 95050
Prepared by:
Housing & Community Services
1500 Warburton Ave.
Santa Clara, CA 95050
Contents
September 2 1
Overview 2
CR-05 Goals and Outcomes – 91.520(a) 2
CR-10 Racial and Ethnic Composition of (persons/households /families) Assisted 7 CR-15 Resources and Investments – 91.520(a) 8
CR-20 Affordable Housing – 91.520(b) 12
CR-25 Homeless and Other Special Needs – 91.220(d, e); 91.320(d, e); 91.520(c) 13 CR-30 Public Housing – 91.220(h); 91.320(j) 15
CR-35 Other Actions – 91.220(j)-(k); 91.320(i)-(j) 16
CR-40 Monitoring – 91.220 (d,e); 91.520 19
CR-45 CDBG – 91.520 (c) 19
CR-50 HOME – 91.520(d) 20
CR-58 Section 3 23
Overview
The City of Santa Clara (City) receives entitlement funds from the United States Department of Housing and Urban Development (HUD) through HUD’s Community Planning and Development (CPD) program. The funds allocated to the City are Community Development Block Grant (CDBG) and Home Investment Partnerships (HOME) funds. These funds are provided for programs and activities that benefit low-income persons and households. The City develops a 5‐year strategic plan called a Consolidated Plan which identifies housing and community needs of low-income persons within the City, identifies and prioritizes resources to address those needs, and establishes annual goals and objectives to measure performance. The 2025-2030Consolidated Plan was approved by the City Council on May 13, 2025.
During the 5-year Consolidated Plan cycle, the City develops Annual Action Plans for each year. The Annual Action Plan provides a summary of the projects, activities, and the specific federal and non-federal resources that will be allocated to address the priority needs and specific goals identified in the Consolidated Plan. The 2025-2026 Annual Action Plan was approved by the City Council on May 13, 2025.
At the end of each program year, the City reports on its progress and accomplishments. This year-end report is called the Consolidated Annual Performance and Evaluation Report (CAPER). This CAPER reports on activities performed during the 2025-2026 Program Year; the first year of the 2025-2030 Consolidated Plan cycle.
NOTE: The 2025/2026 HUD funding came with new grant conditions that created new limitations and legal risk for HUD funding recipients and sub-recipients. The City did not accept the 25/26 funds until a preliminary injunction was in place. Because the injunction was not issued until April 2026, there was insufficient time for the City to execute funding agreements with public service agencies and for those agencies to expend the funds prior to the close of the fiscal year. The CDBG funds that were drawn were prior year CDBG funds that had already been programmed to projects that were under construction or an active agreement.
CR-05 Goals and Outcomes – 91.520(a)
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) Program Year 2025/2026 is year one of the 2025-2030 Consolidated Plan. Data in Table 1 highlights key accomplishments. Results for activities funded with local funds are noted in this narrative rather than the table.
Affordable Housing Goal. The Consolidated Plan has a 5-year goal of assisting 279 households. 75 homeowner rehabilitations through the Neighborhood Conservation Improvement Program (NCIP) and the minor repair program, 4 rental units rehabilitated; and
100 Tenant Based Rental Assistance (TBRA) households.
100 Households benefiting from Affordable Housing Improvements Affordable Housing Goal Results (25/26)
NCIP. 5 households were assisted with NCIP loans. CDBG Funds Spent: $508,443.61 of prior year funding was drawn including NCIP Project Delivery Costs.
Minor Repair Rehabilitation. 0 households were assisted with grants through Rebuilding Together Silicon Valley. CDGB Funds Spent: $0.
Affordable Housing Improvements. 0 households were assisted with the funds. The projects are still under construction and beneficiaries will be reported in next year’s CAPER. CDBG Funds Spent: $517,215.01 of prior year funding was drawn.
Tenant Based Rental Assistance (TBRA). Rental and deposit assistance to homeless households or those at risk of becoming homeless with incomes at or below 60% of the Area Median Income (AMI). 18 households were assisted; 22 adults and 27 children. Case management was also provided and funded with local funds. HOME Funds spent: $449,849.11.
One year into the 5-year Plan, 23 households have been assisted; 8% towards the goal.
Homelessness Prevention Goal. The Consolidated Plan has a 5-year goal of assisting 100 people with Homelessness Prevention services.
Homelessness Prevention Goal Results (25/26)
Next Door Solutions. 61 households affected by domestic violence received services, short of the annual goal of 70 households due to the pause initiated by the City. HOME-ARP Funds Spent: $26,515.27.
One year into the 5-year Plan, 61 people have been assisted; 61% towards the goal.
Public Services Goal. The Consolidated Plan has a 5-year goal of assisting 2,350 people through various Public Services.
Public Services Goal Results (25/26)
0 households received public services. CDBG Funds spent: $0.
The 2025/2026 HUD funding came with new grant conditions that created new limitations and legal risk for HUD funding recipients and sub-recipients. The City did not accept the 25/26 funds until a preliminary injunction was in place. Because the preliminary injunction was not issued until April 2026, there was insufficient time for the City to execute funding agreements with public service agencies and for those agencies to expend the funds prior to the close of the fiscal year.
Local Funds: 960 persons received services from non-profit agencies (Project Sentinel, Catholic Charities Ombudsman and United Way 211) funded with approximately $45,000 of local funds.
One year into the 5-year Plan, 0 people have been assisted; 0% towards the goal.
Fair Housing (i.e., Housing Services) Goal. The Consolidated Plan has a 5-year goal of assisting 150 people with Fair Housing (i.e., Housing Services).
Fair Housing (i.e., Housing Services) Goal Results (25/26) 0 households received assistance. HOME Funds spent: $10,358.60*. The $10,358.60 drawn were for services provided in FY24/25; however, the funds were drawn in FY25/26.
One year into the 5-year Plan, 0 people have been assisted; 0% towards the goal.
Public Facility Improvements Goal. The Consolidated Plan has a 5-year goal of assisting 1,000 people with Public Facility Improvements.
Public Facility Improvements Goal Results (25/26)
0 persons benefited from Public Facility Improvements. CDBG Funds spent: $0.
One year into the 5-year Plan, 0 people were assisted; 0% towards the goal.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Table 1 provides numeric detail on activities completed in Program Year 2025/2026, and progress made toward meeting the Consolidated Plan goals and objectives.
Goal
Category
Source and Amount
Indicator
Unit of Measure
Expected 2025-2026 Strategic Plan
Actual
2025-2030 Strategic Plan
Percent Complete of 5-year Goal
Expected PY
2025
Actual
PY
2025
Percent Complete PY 2025
Admin.
Other – Admin. of CDBG & HOME
HOME:
$59,152.22
HOME-ARP:
$4,430.13
CDBG:
$215,050.95
Other
Other
0 0
0%
0 0
0%
Affordable Housing
Affordable Housing
CDBG:
$517,215.01
Capital Impr. to Affordable Housing
Household Housing Unit
100
70 70%
100
70 70%
Affordable Housing
Affordable Housing
CDBG:
$508,443.51
Homeowner Housing Rehabilitated
Household Housing Unit
75 5
6%
15 5
6%
Affordable Housing
Affordable Housing
HOME
n/a
Rental units rehabilitated
Household Housing Unit
4 0
0%
1 0
0%
Affordable Housing
Affordable Housing
HOME:
$449,849.11
TBRA/Rapid Rehousing
Households Assisted
100
18 18%
20 18
90%
Fair Housing
Affordable Housing
Non-Homeless Special Needs
HOME:
$10,358.60
Public service activities other than Low/Moderate Income Housing Benefit Households Assisted
150
0 0%
50 0
0%
Homeless
Homeless
HOME-ARP: $26,515.27
Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted
100
61 61%
70 61
61%
Public Facility Impr.
Public Facilities
CDBG:
$0
Public Facility or infrastructure activities other than low/mod income housing benefit Households Assisted
1,000
0 0%
0 0
0%
Public Services
Non-Homeless Special Needs
CDBG:
$0
Nonprofit agencies
Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted
2,350
0 0%
470
0 0%
Table1 (CR-05) – Accomplishments – Program Year & Consolidated Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
Implementation of most activities and projects identified in the Annual Action Plan were affected by new executive orders and grant conditions. The City is party to a legal action challenging these new conditions and received preliminary injunctive relief through the Amended Preliminary Injunction issued on April 28, 2026. Due to the uncertainty of the preliminary injunction, the City did not accept the 2025/2026 funds until April of 2026. As a result, there was insufficient time remaining in the program year for the City to execute funding agreements with public service agencies.
During the program year, the City utilized local funds to continue work on projects and activities that were approved and under contract prior to the grant conditions being imposed. Once the preliminary injunction was in place in April 2026, the City drew down HUD funds for reimbursement. This did not include public service activities. The priority needs and specific objectives identified in the Consolidated Plan and Annual Action Plan that the City was able to continue are as follows:
Affordable Housing: The City prioritizes the preservation and improvement of existing affordable housing through its Homeowner Rehabilitation Program (i.e., NCIP), its Minor Home Repair Program, Capital Improvements to Affordable Housing, and its Tenant-Based Rental Assistance (TBRA) program. Collectively, these activities address identified housing needs by assisting low- and moderate-income households with maintaining safe and habitable housing, addressing health and safety deficiencies, and accessibility to affordable housing.
The Riverwood Place Capital Improvement Project made its final draw in June of 2026. This project, an upgrade to the electrical and sub panels to eliminate the use of gas and gas powered appliances for an affordable housing complex, began in late 2024. 70 low-income households benefited from this project.
The Liberty Tower Elevator Upgrade Project is 95% complete. City staff is waiting on a notice of completion and other reporting documents. This project will do its final draw and close out in PY2026.
The CDBG-funded Neighborhood Conservation and Improvement Program (NCIP) completed 5 projects. The program continued through the program year because projects had been started in the previous fiscal year. Prior to the start of the program year, the City lost its Rehabilitation Inspector but continued with the projects by using trained part-time staff to complete inspection activities. The program also has developed a waitlist and will strive to complete its goals for the upcoming PY26/27 program year. Further, Rebuilding Together Silicon Valley will continue its work in PY26/27 after a hiatus brought on by the injunction efforts.
Public Services: The City identified public services as a high-priority service; however, funding for the nonprofit organizations that address the community needs was put on hold while the City sought injunctive relief for protection from imposition of the new grant conditions. The City was granted a preliminary injunction late in the program year. The City will continue to address these identified needs and priorities in subsequent program years.
Fair Housing/Housing Services: The City continued to support fair housing services to promote equal access to housing and to address barriers to housing choice. For Program Year 25/26, the City funded these activities with local funds to continue this important work.
Public Facility Improvements: Public Facility Improvements is an activity that may not have projects in every program year during the 5-year Consolidated Plan. The 25/26 Program Year did not have any Public Facility Improvements that completed during the program year.
The Bill Wilson Elevator Upgrade Project is 95% complete. City staff is waiting on a notice of completion and other reporting documents. This project will do its final draw and close out in PY2026/2027.
Overall, the City's use of prior year CDBG funds during the program year was consistent with the priorities and specific objectives identified in the Consolidated Plan and Annual Action Plan. The City's investments were directed toward activities and projects that benefit low- and moderate-income households and address preserve affordable housing.
CR-10 Racial and Ethnic Composition of (persons/households /families) Assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) Demographics
CDBG
HOME
HOME-ARP
White
4 7
42 Black or African American
0 0
3 Asian
0 2
11 American Indian/Alaska Native
0 0
0 Native Hawaiian or Other Pacific Islander
0 0
0 Asian & White
0 0
1 Black/African American & White
0 0
0 American Indian/Alaska Native & White
0 0
0 Other Multi-Racial
1 9
4 Total
5 18
61 Hispanic
5 12
37 Not Hispanic
0 6
24 Table 2 (CR-10) – Table of assistance to racial and ethnic populations by source of funds Narrative
2024 ACS 1-Year Estimates Data Profiles show the City’s population at 133,151. The two largest demographics are White (33.6%) and Asian (57%) with 16.1% of the population identifying as Hispanic. The demographics of the beneficiaries are White (63.09%), “Other” (16.66%) and Asian (15.48%). Of all beneficiaries, 78.26% identified as Hispanic. Data derived from the United States Census.
NOTE: IDIS did not have space for other demographics AND other funding sources that were identified. See added table for a more detailed account of participant and demographic data.
CR-15 Resources and Investments – 91.520(a)
Identify the resources made available
Source of Funds
Source
Resources Made Available
Amount Expended During Program Year
CDBG
CDBG Allocation and Program Income
$1,120,000
$1,240,709.57
HOME
HOME Allocation and Program Income
$741,001.78
$460,328.63
HOME-ARP
HOME – American Rescue Program
$30,000
$33,453.60
CR-15 Table - Resources Made Available
The City used CDBG, HOME funds, and local funds to carry out the objectives identified in the Consolidated Plan. There was no directed geographic concentration of resources.
CDBG: CDBG resources that were available in Program Year 2025 totaled $1,120,000. $517,215.01 of prior year resources were used for Affordable Housing Capital Improvements. $508,443.61 of prior year resources were used for homeowner rehabilitation activities (i.e., NCIP and project delivery costs) which addressed the Goal Outcome Indicator of Affordable Housing. $215,050.95 of 2025 funds was used for Administration. The reason why more funds were expended than estimated to be available is that they City received more program income than expected.
HOME: HOME resources that were available in Program Year 2025 totaled $741,001.78. $449,849.11 was used for Tenant Based Rental Assistance Program Goal Outcome Indicator of Affordable Housing. $55,027.69 was used for Administration.
HOME-ARP: $33,453.60 was drawn during the program year of 2025 for NextDoor Solutions. A portion of the funds were for the prior program year that were drawn in FY25/26.
LOCAL FUNDS
GENERAL FUNDS: General Fund resources spent in Program Year 2025 for public services totaled $87,439.40. $67,803 for Landlord/Tenant Mediation, Catholic Charities Ombudsman Program $14,636.40, and United Way 211 ($5,000).
CITY AFFORDABLE HOUSING FUND (CAHF): $139,946.89 was used case management services for TBRA participants and administration of the TBRA program.
CITY HOUSING SUCCESSOR FUND (CHSF): $157,385.56 was used case management services for TBRA participants and administration of the TBRA program.
Identify the geographic distribution and location of investments:
Target Area
Planned % of Allocation
Actual % of Allocation
Narrative Description
Citywide
100
100
Service area
Table 2 – Identify the geographic distribution and location of investments Narrative
All activities and programs were open to all low-income residents in the City of Santa Clara.
Leveraging:
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The PR-33 (HOME Matching Liability Report) shows the required match contribution to be $106,739.07. The City met its match requirement through the exemption of property taxes and carry-over match from prior program years. Further, the City was able to use local funds to pay for case management services for TBRA clients. Locally funded case management services for our TBRA clients have resulted in a comprehensive program for our previously homeless families. Lastly, CDBG funds are leveraged private funds from our nonprofits to allow for more beneficiaries served.
The City has used public lands to address Consolidated Plan goals. Some projects are in the construction phase while others are still in the planning stages.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year
$7,342,677.77
2. Match contributed during current Federal fiscal year $47,434.47
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $7,390,112.23
4. Match liability for current Federal fiscal year
$106,739.07
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $7,283,373.16
Table 3 – Fiscal Year Summary - HOME Match Report
Match Contribution for the Federal Fiscal Year
Project No. or other ID
Date of Contribution
Cash
(non-Federal sources)
Foregone Taxes, Fees, Charges
Appraised Land/Real Property
Required Infrastructure
Site Preparation, Construction Materials
Bond
Total Match
#10 - Liberty Tower
04/10/2026
0 $0
0 0
0 0
$0
#20 - BWC Jackson St.
04/10/2026
0 $0
0 0
0 0
$0
#21 - SC Senior Homes
04/10/2026
$10,317.57
0 0
0 0
$10,317.57
#210 - BWC Main St.
04/10/2026
0 $0
0 0
0 0
$0
#254 - De La Cruz
04/10/2026
0 $12,240.80
0 0
0 0
$12,240.80
#326 - Briarwood
04/10/2026
0 $12,885.08
0 0
0 0
$12,885.08
#639 - Cypress
04/10/2026
0 $11,991.02
0 0
0 0
$11,991.02
HUD funded - Shafer House
04/10/2026
0 $0
0 0
0 0
$0
Table 4 - Match Contribution for the Federal Fiscal Year HOME Program Income
Program Income – Enter the program amounts for the reporting period Balance on hand at beginning of reporting period
$
Amount received during reporting period
$
Total amount expended during reporting period
$
Amount expended for TBRA
$
Balance on hand at end of reporting period
$
$113,668.88
$279,466.85
$47,784.74
$31,196.44
$345,350.99
Table 5 – Program Income
HOME MBE/WBE report
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total
Minority Business Enterprises
White Non-Hispanic
Alaskan Native or American Indian
Asian or Pacific Islander
Black Non-Hispanic
Hispanic
Contracts
Number
0 Dollar Amount
0 0
0 0
0 0
Sub-Contracts
Number
Dollar Amount
Total
Women Business Enterprise
Male
Contracts
Number
0 0
0 Dollar Amount
0 0
0 Sub-Contracts
Number
Dollar Amount
Table 6 - Minority Business and Women Business Enterprises Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total
Minority Property Owners
White Non-Hispanic
Alaskan Native or American Indian
Asian or Pacific Islander
Black Non-Hispanic
Hispanic
Number
0 Dollar Amount
0 Table 7 – Minority Owners of Rental Property
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Number
Cost
Parcels Acquired
0 Businesses Displaced
0 Nonprofit Organizations Displaced
0 Households Temporarily Relocated, not Displaced
0 Households Displaced
Total
Minority Property Enterprises
White Non-Hispanic
Alaskan Native or American Indian
Asian or Pacific Islander
Black Non-Hispanic
Hispanic
Number
0 Cost
0 Table 8 – Relocation and Real Property Acquisition
CR-20 Affordable Housing – 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal
Actual
Number of Homeless households to be provided affordable housing units 20 18
Number of Non-Homeless households to be provided affordable housing units 15 5
Number of Special-Needs households to be provided affordable housing units 0 0
Total
35 23
Table 9 – Number of Households
One-Year Goal
Actual
Number of households supported through Rental Assistance 20 18
Number of households supported through The Production of New Units 0 0
Number of households supported through Rehab of Existing Units 15 5
Number of households supported through Acquisition of Existing Units 0 0
Total
35 23
Table 10 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
Homeless households to be provided affordable housing units. The City had a goal of 20 households to be assisted through its TBRA program and assisted 18. Due to the uncertainty of the City’s litigation requesting a preliminary injunction, the City put a hold on adding more households to TBRA. The City is working to add more households now that a preliminary injunction is in place.
Number of Non-Homeless households to be provided affordable housing units. The City anticipated assisting 15 households through its NCIP and Minor Repair (Rebuilding Together Silicon Valley) programs. The City assisted 5 households. Due to the uncertainty of the City’s litigation requesting a preliminary injunction discussions, the City put a hold on starting new NCIP projects and funding Rebuilding Together Silicon Valley. These programs will resume now that a preliminary injunction was in place.
Discuss how these outcomes will impact future annual action plans.
The City will get back on track to meeting its annual goals in the new program year for public services. The NCIP numbers may go down in the coming year due to the loss of our Rehabilitation Inspector. Minor Repair numbers will likely return to what is expected in a normal year.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
CDBG
HOME
Income Levels
Owner Occupied
Renter Occupied
Owner Occupied
Renter Occupied
Extremely Low (<=30%)
0 0
0 18
Low (>30% and <=50%)
0 0
0 0
Mod (>50% and <=80%)
5 0
0 0
Total Low-Mod
5 0
0 18
Non Low-Mod (>80%)
0 0
0 0
Total Beneficiaries
5 0
0 18
Table 11 – Number of Households Served
Narrative Information
This table displays the number of households assisted at each income level that received housing assistance during the program year. All renter data is from the TBRA program, while owner data is from our NCIP and Minor Repair programs.
CR-25 Homeless and Other Special Needs – 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City of Santa Clara has endorsed the regional Community Plan to End Homelessness, which serves as the roadmap for ending homelessness across Santa Clara County. The City also conducted a Homelessness Taskforce and outreach and drafted a local homelessness response plan to guide city efforts to address local needs. In partnership with WeHope, the City funds a weekly mobile shower and laundry service. The service also provides links to other services. For the 2025/2026 PY, the service served approximately 297 clients with showers and/or laundry. The Santa Clara Police Department Community Response Team also continues to contact unhoused individuals, offering connections to emergency shelter and services such as TBRA.
Addressing the emergency shelter and transitional housing needs of homeless persons Interim Housing Solutions:
Congregate Shelter: Bill Wilson operates a Safety Net Shelter in Santa Clara for homeless youth. This shelter provides short-term emergency shelter for youth ages 12-17 with the primary goal of reuniting youth with their families whenever possible.
Domestic Violence Shelter: The City spent $33,453.60 of HOME-ARP funds for Next Door Solutions for case management and support services for residents of Santa Clara serving approximately 50 households.
Non-congregate Shelter: Bill Wilson Center manages 15 transitional living group homes (5-6 bedrooms each) where they place homeless youth and help people transitioning out of the foster care system. In collaboration with Santa Clara County and CISCO, the Western Motel on El Camino Real was renovated and repurposed as a Transitional Housing Program. Now known as Covenant House California, it is a full-service housing program site for up to 30 people, ages 18-24, that are transitioning out of the foster care system. The City has also committed funding in partnership with Santa Clara County and LifeMoves on a state Homekey application to build a new 30-unit interim housing development for families with minor children and this project is expected to begin construction in fall 2026.
Outreach: The Santa Clara Police Department Community Response Team conducts regular street outreach and performs crisis intervention. The team works with Abode Services and maintains a list of homeless and unsheltered individuals considered to be the most vulnerable to incidences of both personal and public safety and makes referrals to the County based on this list.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from agencies that address housing, health, social services, employment, education, or youth needs Foster Care & Transition: The Bill Wilson Center, which specializes in young adults exiting the foster care system. Bill Wilson can refer some of their clients to the TBRA program in order to prevent them from possibly becoming homeless as they exit the foster care system.
Tenant Based Rental Assistance: Eighteen (18) households receive assistance annually at a cost of roughly $450,000. Although the majority of TBRA participants come from the County Coordinated Assessment Queue and are homeless prior to entering the program, there are some that fall under the category of being “at risk” of being homeless. The City does not have a specific program for assisting those discharged from publicly funded institutions and systems of care. The County of Santa Clara Office of Supportive Housing takes the lead to assist clients in this category and the City coordinates with the County to receive referrals to our locally funded TBRA program that assists individuals that have a high use of police and/or hospital resources. Those exiting such facilities are assessed and placed into the County Coordinated Assessment list based on their housing need.
The City partners with the County in the Santa Clara County Permanent Supportive Housing Program ($250,000) and in Homeless Prevention Programs ($100,000). The County provides case management services on an ongoing basis for up to 20 chronically homeless individuals. Additionally, the County provides housing subsidies at no additional cost to the City. To further the goal of ending homelessness in Santa Clara, County, Homeless Prevention Program is a countywide initiative in which several jurisdictions participate to provide eligible households with emergency assistance such as rent, security deposits, food, work related transportation, medical assistance, and utilities assistance to prevent homelessness. In this program year, approximately 550 Santa Clara residents were assisted by the County HPP 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.
The TBRA program assists homeless households with an emphasis on assisting families with children. Participants receive locally funded case management services. The goal is to reduce their housing costs for the time they are in the program and get them on affordable housing development lists, improve their credit, get out of debt, and develop a history of tenancy. The goal is for the participants to transition to an affordable unit, or to get to a point where they can afford their current rent. 18 households, comprised of 22 adults and 27 children, received assistance through the TBRA program.
CR-30 Public Housing – 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Santa Clara County Housing Authority (SCCHA) takes the lead in the creation of Public Housing through their Moving to Work (MTW) program. SCCHA reopened their Federal MTW Housing Choice Voucher list as an “always-open” List. This allows individuals to add themselves to the list and/or update their information. Planned New and Existing Project Based Vouchers (PBVs) in the City of Santa Clara include:
Property Name
# PBVs
Description of Project
2275 Ellena Drive
1 Family project consisting of 4 two-bedroom units; 1 PBV 2287 Pasetta Drive
1 Family project consisting of 4 two-bedroom units; 1 PBV Agrihood Senior Apartments
54 Senior project consisting of 165 units. 109 of the units are affordable, and of those 54 are PBVs Calabazas
80 Family project consisting of 136 units. 80 PBVs support the project, directed toward the homeless and those with special needs Eklund Gardens I
10 Family project consisting of 10 2- bedroom units. PBV units are for families Eklund Gardens II
6 Family project consisting of 6 3- bedroom units. PBV units are for families.
Homestead SROs
4 Senior project consisting of 4 SRO units. PBV units are for persons aged 60 years and over Kifer Senior
33 Project consisting of 80 total units. 33 MTW PBVs support units for the chronically homeless and 8 HUD-VASH PBVs support units for veterans.
Monroe Street
8 Project consisting of 65 total units. 8 family units are supported with PBVs Westwood Ambassador
10 10 PBV units for former Moderate Income. Rehab project.
Total
207
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership When federal funds are used to develop or rehabilitate low-income units, the City requires that the developer make efforts to obtain input from low-income residents on the management of the development. The City also has a Below Market Purchase program. Case managers for the TBRA program are aware of the BMP program and encourage their clients to apply.
Actions taken to provide assistance to troubled PHAs
SCCHA is not a troubled PHA.
CR-35 Other Actions – 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) Zoning Ordinance update. The update began in January 2018 and an updated zoning ordinance was adopted in spring of 2024. Additional updates were adopted in 2026. 2023-2030 Housing Element Update. Staff completed work on the next 8-year cycle update to the City General Plan Housing Element in accordance with State Law. The City adopted the new Housing Element plan in spring of 2024 and the State has since certified it.
Permit System Replacement. The Community Development Department lead a multi-department effort to replace its 20-year-old permit tracking system. The upgraded system (Accela) enables a more streamlined permit process, including the ability to submit application online through the Permitting Online Portal. The system was put into operation in August 2021 and is used by many departments within the City. The City continues to improve its permit center systems to improve customer service.
Freedom Circle Focus Area. The City established a new General Plan Focus Area that supports a future development capacity for up to 3,600 new dwelling units and 2 million square feet of office development. This project also included a private development proposal that was approved for a mixed-use development project on a 13.3 acre site within the Freedom Circle Focus Plan area, that consists of up to 1,100 residential units, up to 2,000 square feet of commercial space, and a 2-acre public park.
Housing Preservation. Through its homeowner rehabilitation program (NCIP) and minor home repair program, the City invested resources in preserving the existing housing stock and assisting low- and moderate-income households with maintaining safe and affordable housing. Both these programs were on hold for most of the year due concerns over new grant conditions and the ongoing litigation.
Downtown Precise Plan. On December 5, 2023, the City of Santa Clara City Council Adopted the Downtown Precise Plan and Form Based Zoning Code to implement the community vision and objectives for a vibrant, pedestrian-oriented destination Downtown with a mix of residential, office, and civic uses. The Form Based Code will provide objective design standards to regulate new development within the historic 25-acre downtown area. The Precise Plan allows for a greater intensity of development over what was in the General Plan with a capacity of up to 1,071 residential units, 531,720 square feet of office space, 197,900 square feet of commercial/retail space, and 44,300 square feet of public space.
El Camino Specific Plan. On May 19, 2026, the City adopted this plan which could yield as much as 4,390 new residential units in mixed-8se transit nodes.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City of Santa Clara adopted an Affordable Housing Ordinance in 2018 which includes residential and nonresidential mitigation impact fees (in line with the results of an Affordable Housing Nexus Study). The revenue from the adopted fees is a new source of local affordable housing funds not available since the closure of redevelopment agencies. This program continues to produce new affordable rental and ownership units in Santa Clara.
In the Summer of 2022, the City convened a Homelessness Taskforce. The taskforce included residents from each council district, persons with lived experience, and nonprofit agency staff. The Taskforce advised on a local plan to address homelessness. City staff are working on several initiatives related to homelessness outreach, case management, inclement weather shelter, and a possible safe parking program.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) All housing rehabilitated receives a lead assessment to determine level of lead mitigation. Based on the results of the assessments, mitigation measures are included in the scope of work. TBRA clients receive the lead pamphlet information.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The Tenant Based Rental Assistance (TBRA) program fosters self-sufficiency so that the participating households would eventually be able to afford permanent housing without subsidies. Part of the case management services Abode Services provides to participants to help them transition to a more stable housing situation include:
Employment and training resources
Benefit application assistance and advocacy
Behavioral health services (i.e. mental health and substance abuse) Credit counseling and repair services
Actions taken to develop institutional structure. 91.220(k); 91.320(j) City staff participates in discussions and development of common strategies to address the housing and community needs in Santa Clara County with other local jurisdictions regarding CDBG, HOME and other housing programs. Meetings take place on a monthly basis to address pressing issues or news pertaining to local funding such as the use of the County-wide Measure A funds and collaborations for county-wide reports. Trainings and webinars are used to keep staff up to date with regulator changes. City staff also meets with HUD staff on a quarterly basis.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The Santa Clara City Council, in response to a request from the Cities Association of Santa Clara County for support in regional coordination towards addressing homelessness and the housing needs of our communities, adopted a resolution to endorse the Community Plan to End Homelessness in the County of Santa Clara. Destination: Home, a Supporting Organization 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 Destination: Home Board also serves as the governing body of the county-wide "Continuum of Care" (CoC), which is a county-wide entity required by HUD to enable local housing and services providers to apply for HUD grants for various homeless assistance programs.
The Community Plan to End Homelessness is based on three central strategies:
Disrupt the System: Develop strategies and innovative prototypes that transform the systems related to housing homeless people.
Build the Solution: Secure the funding needed to provide 6,000 housing opportunities with services for those who are homeless and those at risk of homelessness.
3. Serve the Person: Adopt an approach that recognizes the need for client-entered strategies with different response for different levels of need and different groups, targeting resources to the specific individual or household.
Much of the effort described in the Community Plan relates to the work of various county agencies that provide health care, housing, social services, corrections, and related services. Participating cities will most likely be involved with Build the Solution strategy, which relates to development of affordable housing units through various methods. Such methods include development of new permanent supportive housing (PSH) units, rehabilitation or retrofitting of existing housing or other structures (e.g., motels) into new affordable units, and use of long-term subsidies such as rental vouchers to make existing market-rate or affordable housing more affordable for homeless or at-risk households.
The City has already funded and implemented efforts related to “Building the Solution” including the TBRA program for homeless and at-risk households, and supportive housing projects such as Homesafe Santa Clara, Sobrato Family Living Center, Bill Wilson Center and Silicon Valley Independent Living Center. 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, and Project Sentinel. The City has also provided the County of Santa Clara with $200,000 in funding to address homelessness prevention for the City’s homeless.
Identify actions taken to overcome the effects of any impediments identified in the jurisdiction analysis of impediments to fair housing choice. 91.520(a) The City funds housing education services, investigation, enforcement and outreach through our nonprofit partner Project Sentinel. Project Sentinel provides comprehensive fair housing services including investigation, counseling, referral and education, designed to reduce the incidence of illegal discrimination in housing. They also administer a tenant/landlord mediation services that assisted 162 households this program year.
CR-40 Monitoring – 91.220 (d,e); 91.520
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City completes desk audits of subrecipients for every invoice submitted, and Public Service agencies are required to submit semi-annual reports on their service activities. The City also has procedures in place to monitor subrecipients on-site. The City also has policies and procedures in place for capital improvement projects. Procedures include an open and competitive bidding process, a request for Section 3 and MBE/WBE entities to apply, Davis Bacon review, progress inspections, etc. Quarterly status reports on all construction projects are also a requirement.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The 2025/2026 CAPER was made available for public review and comment for at least a 15-day period, from August 26, 2026, through September 15, 2026. It was posted on the City website and available by contacting the Housing and Community Services Division at 1500 Warburton Avenue, Santa Clara. An "e-blast" notification of the draft CAPER was sent to a variety of nonprofit agencies and public stakeholders that currently have agreements with the City and/or have requested to receive HUD updates.
Public Comment during Public Comment Period: NONE
Public Comment during the September 15, 2026 Public Hearing: TBD CR-45 CDBG – 91.520 (c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City is working on a HUD-approved Timeliness Plan. Five Capital Improvement Projects were approved in 2023; one project fell through, three were completed this year, and one is out to bid. The City will focus more on its homeowner rehabilitation program in the future. Not only is this program in high demand, but it is the program that the staff has the most experience running. Every two years, depending on how the rehabilitation program is working through its waitlist, the City may put out a NOFA for a capital project.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No.
CR-50 HOME – 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.
All properties with HOME funds complete HQS inspections. If a property has deficiencies, Corrective Action Notices are issued, and follow-up inspections will be scheduled. For properties that pass their HQS inspection, they are put on a 3-year cycle of inspections.
Summary of HOME Rental Project Monitoring
Project
Name
Year
Built
Total
Units
HOME Units
Compliance
Status
Prior Inspection
3-yr. Inspection
Next Insp.
Reason for non-insp.
Summary of Issues
Briarwood
House
2001
5 5
Compliant
05/20/2019
06/07/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
BWC Commons
2007
28 27
Compliant
05/09/2019
06/21/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
BWC Main Street
2002
5 4
Compliant
07/31/2019
08/02/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
BWC Shafer
2002
5 5
Compliant
06/18/2019
07/12/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
BWC Shafer
2002
5 5
Compliant
06/18/2019
07/12/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
BWC Teen Parent (Jackson)
1996
5 3
Compliant
07/31/2019
08/03/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Chateau Apts.
1993
25 4
Compliant
05/08/2019
06/14/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Project
Name
Year
Built
Total
Units
HOME Units
Compliance
Status
Prior Inspection
3-yr. Inspection
Next Insp.
Reason for non-insp.
Summary of Issues
Cypress
2010
5 5
Compliant
09/03/2019
8/23/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
De La Cruz House
2001
4 4
Compliant
05/15/2019
06/08/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Homesafe San Jose
2004
25 3
Compliant
06/27/2019
10/19/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Homesafe (SC)
2002
25 16
Compliant
06/18/2019
10/17/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Liberty Tower
1998
101
100
Compliant
05/17/2019
06/28/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Maitri Transitional
2009
10 9
Compliant
07/10/2019
7/25/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
SC Senior Homes
1994
6 3
Compliant
07/24/2019
09/28/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Sobrato Family Ctr.
2003
51 5
Compliant
06/13/2019
08/09/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Stoney Pines Apts.
2001
23 2
Compliant
06/26/2019
07/19/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Vista Drive Apts.
2004
24 1
Compliant
07/23/2019
08/29/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Project
Name
Year
Built
Total
Units
HOME Units
Compliance
Status
Prior Inspection
3-yr. Inspection
Next Insp.
Reason for non-insp.
Summary of Issues
Westwood Ambassador
1994
42 10
Compliant
06/28/2019
08/29/2022
2025
See Notes
City lost its rehab inspector. An RFP was done to retain inspection services. Inspections to be scheduled.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 91.520(e) and 92.351(a) The City primarily uses its HOME funds for TBRA. The TBRA program is marketed through a variety of venues including the City website, the administrator’s website and brochures, and through the County coordinated entry process and community queue.
Refer to data from IDIS reports on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics $279,466.85 of Program Income was received during PY2025/2026. $31,196.44 was used for TBRA to assist 18 households which had incomes at or below 30% AMI.
Other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) The City of Santa Clara is committed to ensuring availability of affordable housing to moderate, low, very-low and extremely-low income households through the adoption of the Affordable Housing Ordinance and Impact Fees. Requirements include a combination of inclusionary requirements for residential projects and impact fees for smaller projects and non-residential projects to provide a steady stream of affordable housing units and income to fund the provision of affordable housing projects across the City.
The rental development pipeline continues despite challenges with high interest rates, high material costs, and a less county and state level gap funding. The City’s rental development pipeline is shown in the table below.
Project
ELI
< 30% AMI
VLI
30 50% AMI
LI
50-80% AMI
Mod
80-120% AMI
Totals
3575 De La Cruz (Habitat)
0 0
6 7
13 1601 Civic Center Dr. (Charities)
40 40
40 0
120
Totals
40 72
149
22 283
CR-58 Section 3
CDBG: Projects in the NCIP program and the Minor Repair program do not exceed the $200,000 per project threshold. There were no other construction projects completed during Program Year 2025. HOME: All HOME funds are committed to TBRA or administrative purposes which do not require Section 3 efforts. 2025 – 2026 CAPER
31 2025-2026 CAPER
1