2022-2023
ANNUAL ACTION PLAN
Economic Development Department
Housing Division
400 East Main Street
Stockton, CA 95202
(209) 937-8539
www.stocktonca.gov/housing
Exhibit 1
1 Executive Summary
AP‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b)
1. Introduction
This Annual Action Plan outlines the activities which will be undertaken during the program year beginning July 1, 2022, and ending June 30, 2023, using the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) program funds that are received by the City of Stockton from the U.S. Department of Housing and Urban Development (HUD). The Action Plan describes how the City will address the proposed priority goals, activities, planned outcomes, and budget for the new fiscal year and the funding resources allocated to housing and
community development projects to meet its established goals as identified in the City’s Five-Year 2 020-202
5 Consolidated Plan.
2. Summ
arize the objective This could be a restatement of items or a table listed elsewhere in t
he plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis, or the strategic plan.
The An
nual Action Plan for the 2022-23 pro
gram year identifies the various activities and projects that will be implemented and funded under the CDBG, ESG, and HOME federal programs to meet the goals and objectives identified in the Five-Year Consolidated Plan (FY 2020-2025). The City anticipates allocating $3.3 million in CDBG funding, $1.7 million in HOME funding, and $292,000 in ESG funding. The objectives and outcomes that are anticipated from the implementation of the 2022-23 Act ion Plan are
identified in AP-20 a
nd AP-35.
T
he
City will fund 19 grants to 18 agencies that will assist low-income persons and address the City’s five primary goals and priorities to guide efforts to address Stockton’s priority housing and community development needs:
• Housing Services for t
he Homeless. Provide housing and services for the City’s homeless population, including homelessness prevention. Increase and maintain transitional housing o
pportunities. Expand housing first model to provide permanent housing units with intense wrap-around services on-site.
• Affordable Housing. Pre serve, improve, and expand the supply of quality affordable housing for lower-income households. Increase the supply of affordable multifamily housing. Provide homeownership opportunities for first-time buyers. Assist existing low-income owner-occupied ho
useholds to keep their homes safe and well maintained by providing rehabilitation assistance. • Services for Special Needs. Pr ovide supportive services necessary to meet the needs of the City’s non-homeless special needs populations. Improve community health care, including basic and s
pecialty care. Support and expand programs and opportunities that engage seniors as well as youth.
Exhibit 1
2 • S upport Economic Development . Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons;
• Public Services. E nsure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.
3. E
valuation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
The City’s Housing Division of the Economic Development Department annually monitors Subrecipient agencies that are recipients of the division’s Federal Grant funds. Staff reviews the agencies programmatic, fiscal management, and performance goals; this information is factored into the Community Development Committee’s (CDC) discussion and evaluation of the agencies future request for funding through the annual grant application process. The CDC and staff also use this information to recommend grant funding to the City Council.
The City's performance relative to its annual objectives can be reviewed in the Consolidated Annual Performance and Evaluation Report (CAPER) that is prepared following the completion of the fiscal year and submitted to HUD.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
The goals and priorities in the FY 2022-23 Action Plan were developed through a series of public hearings and outreach conducted by the City and the Community Development Committee when developing the Five-Year Consolidated Plan FY 2020-2025.
The planning process for the development of this Annual Action Plan began in December 2021 with published notices and direct e-mails to the City’s housing and community development distribution list providing notification that the City was accepting applications for funding under the CDBG, ESG, and HOME programs through January 31, 2022. The notifications reached over two hundred agencies, individuals, and stakeholders.
HUD regulations for the development of the Consolidated Plan, which is the basis for the Annual Action Plan requires jurisdictions to reach out to, and consult with, other public and private agencies and organizations to collect information regarding need, to identify available resources and gaps in the institutional delivery structure, and to coordinate the development of funding allocation priorities, performance standards, and evaluation outcomes. To prepare the Consolidated and Action Plans, the Exhibit 1
3 City’s consultant met one-on-one with agencies and organizations located throughout the city and county, including public and assisted housing providers, an assortment of government agencies, as well as private and public health, mental health, and social service agencies. Additionally, the City held four focus group meetings with stakeholders other than those targeted for direct consultation, though anyone with an interest in the Consolidated Plan was encouraged to attend. The focus groups were organized around four general topic areas that expanded beyond the content covered by the one-on- one consultations. These included housing, business development, economic development, and issues pertinent to the Central City. The focus group meetings were open to the public and advertised in the local newspaper. City staff also reached out to a variety of stakeholders directly to encourage their participation. In most cases, the consultations and focus group discussions represented a continuation of the ongoing interactions and dialogue between the City and local stakeholder groups.
T
he City held an application workshop in December 2021. Notices regarding the workshop were mailed directly to agencies on the City’s Economic and Housing distribution list and published in the local newspaper ‘The Record’ prior to the workshop.
Following the application submission period of January 24, 2022, funding requests were reviewed by staff and members of the CDC. Applications were reviewed for compliance with appropriate Federal regulations, Council
-a
dopted local community development objectives, and consistency with the priorities and objectives contained in the 2022-20
23 Consolidated Plan.
T
he public will have two opportunities to review the proposed FY 2022-23 Action Plan. A 30-day public review period on the draft FY 2022-23 Action Plan will occur from April 3, 2022, through May 3, 2022.
Furthermore, the draft Action Plan will be reviewed at a public hearing at the City Council's May 3, 2022, meeting. The public hearing was noticed to the public in The Record as well as the local Spanish newspaper, Latino Times. The draft Stockton Action Plan was made available for public review at the Economic Development Department front counter and online.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.
A summary of the public comments to the Annual Action Plan will be included as an attachment to this Plan at the conclusion of the public review period on May 3, 2022. It will include any public comments received at the Stockton City Council's Public Hearing held on May 3, 2022.
6. Summary of comments or views not accepted and the reasons for not accepting them.
Not applicable, all comments are received for consideration.
Exhibit 1
4 7. Summary
The Stockton 2020-2025 Consolidated Plan and Annual Action Plan represent refined and updated versions of the City’s prior planning document and therefore do not represent a major shift in strategic direction. Programs to preserve, enhance, and increase the supply of housing affordable to lower- income households remain a priority; however, emphasis is placed on a holistic approach to overall community development. This entails providing housing opportunities for vulnerable populations, and emergency shelter and transitional housing as a priority. The Consolidated Plan supports these residents by fostering a system of supportive services, and by directing public investments, such as improved public infrastructure, facilities, and services, where they can benefit the City’s lower- and moderate-income populations. At the same time, efforts to provide expanded business assistance and educational opportunities for workers and entrepreneurs will help to provide increased opportunities for residents to improve their economic self-sufficiency, so that resources made available pursuant to the Consolidated Plan can be provided to those most in need of assistance.
Exhibit 1
5 PR‐0 5 Lead & Responsible Agencies ‐ 91. 200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for the administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator STOCKTON Economic Development Department HOME Administrator STOCKTON Economic Development Department ESG Administrator STOCKTON Economic Development Department Table 1 – Responsible Agencies
Narrative
The Economic Development Department of the City of Stockton is responsible for preparing the Consolidated Plan, the Annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). The Economic Development Department consists of several divisions, which work together to administer the CDBG, HOME, and ESG programs. The Housing Division functions as the primary lead, providing coordination with other divisions as necessary and appropriate. In addition, staff also collaborates with an extensive network of governmental agencies and non-profit organizations to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.
Ty Wilson-Robinson, Deputy Housing Director
Economic Development Department
City of Stockton
400 East Main Street, 4th Floor
Stockton, CA 95202
(209) 937-7585
[email protected]
Exhibit 1
6 AP‐1 0 Consultation ‐ 91. 100, 91.200(b), 91.215(l)
1. Introduction
The planning process required under HUD regulations for the development of the Action Plan requires jurisdictions to reach out to, and consult with, other public and private agencies and organizations to collect information on need, to identify available resources and gaps in the official delivery structure, and to coordinate the development of funding allocation priorities, performance standards, and evaluation outcomes. The Plan itself must include a summary of the consultation process, including the identification of participating agencies and organizations, as well as a summary of efforts to enhance coordination between public and private entities.
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)).
To facilitate the preparation of the Consolidated Plan, the City of Stockton consulted one-on-one with various agencies and organizations located throughout the city and county, including public and assisted housing providers and developers, an assortment of government agencies, as well as private and public health, mental health, and social service agencies. These consultations represent a continuation of ongoing interactions between the City and the agency or organizations described. For a complete list of those contacted for participation in Consolidated Plan consultations, please refer to Table 2, below.
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.
Consultation and coordination with the Continuum of Care (CoC) representatives is a fundamental component of the plan development process. Efforts to address the needs of homeless persons are described in greater detail throughout the remainder of the Consolidated Plan. The San Joaquin County Community Development Department is the lead agency for the San Joaquin County Continuum of Care (CoC), which represents a consortium of local government agencies and non-profit organizations, encompassing all jurisdictions in San Joaquin County, including the City of Stockton. In addition to coordinating plan development with the available information from the CoC application, the City also conducted consultations with a variety of consortia members, including San Joaquin County, the Central Valley Low Income Housing Corporation (CVLIHC), the Stockton Shelter for the Homeless, the Women's Center - YFS, and Dignity's Alcove Veterans Housing, among other important organizations and agencies.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, and policies and procedures for the operation and administration of HMIS.
Exhibit 1
7 As the largest city within the San Joaquin CoC area, the City of Stockton maintains a seat on the CoC governing body and participates in consultation with the San Joaquin County Community Development Department, and other participating agencies and organizations, regarding the coordination of ESG funding, including how ESG funds are allocated and the identification of performance standards and evaluation outcomes. Under the CoC, the primary contact for the collaborative application is the CoC administrator, Adam Cheshire, while the Central Valley Low Income Housing Corporation (CVLIHC) is responsible for the administration of the Homeless Management Information System (HMIS).
2. Describe agencies, groups, organizations, and others who participated in the process and consultations. Other local/regional/state/federal planning efforts considered when preparing the Plan.
1 Agency/Group/Organization Arnaiz Development Company, Inc.
Agency/Group/Organization Type Housing
Business Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the focus group discussions, followed up by a
one-on-one phone call. The anticipated outcome
was to collect information regarding the ability
of private housing developers to provide new
housing within the city, particularly quality
affordable housing, and to identify any barriers
to the provision of housing.
2 Agency/Group/Organization Catholic Charities of the Diocese of Stockton Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti-Poverty Strategy
Exhibit 1
8 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the consultation process by the San Joaquin
County Aging and Community Services Division
of the County's Health and Human Services
Agency. The anticipated outcome was to collect
information regarding social service, public
facility, and housing needs for elderly and
disabled residents, and to improve coordination
with the non-housing community development
strategy and anti-poverty strategy, among
others.
3 Agency/Group/Organization Central Valley Low Income Housing Corporation Agency/Group/Organization Type Housing
Services-Homeless
Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied Youth
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process as a lead participant in
the Continuum of Care. The anticipated outcome
was to collect information regarding resources
available for, and the needs of, homeless and at-
risk populations, as well as to improve
coordination with the housing, homelessness,
and anti-poverty strategies.
4 Agency/Group/Organization Conway Homes Resident Council Agency/Group/Organization Type Housing
Civic Leaders
Exhibit 1
9 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Resident Council President for Conway
Homes, one of the Housing Authority of San
Joaquin’s (HACSJ) public housing developments
in Stockton, was invited to participate in the
consultation process. The anticipated outcome
was to collect information regarding the housing
and service needs of public housing residents, as
well as to improve coordination of the anti-
poverty and non-housing community
development strategies, among others.
5 Agency/Group/Organization Dignity's Alcove
Agency/Group/Organization Type Housing
Services - Housing
Services-Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homelessness Needs - Veterans
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social services available to
veterans, as well as to improve coordination
with the Consolidated Plan homelessness and
anti-poverty strategies.
Exhibit 1
10 6 Agency/Group/Organization Gospel Center Rescue Mission Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Non-Homeless Special Needs
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social service needs of persons
experiencing drug and alcohol addictions, as well
as to improve coordination with the
Consolidated Plan homelessness, non-homeless
special needs, and anti-poverty strategy, among
other areas.
Exhibit 1
11 7 Agency/Group/Organization Health Plan of San Joaquin County Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-Health
Regional Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Non-Homeless Special Needs
Anti-Poverty Strategy
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the healthcare, housing, and social service needs
of low-income and homeless individuals, as well
as to improve coordination with the
Consolidated Plan homelessness and anti-
poverty strategy, among other areas.
8 Agency/Group/Organization Housing Authority of the County of San Joaquin Agency/Group/Organization Type Housing
Public Housing Authority
Services - Housing
Other Government - County
Regional Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Market Analysis
Anti-Poverty Strategy
Exhibit 1
12 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process as the certified Public
Housing Agency. The anticipated outcome was
to collect information regarding public housing
resources, conditions, and the needs of tenants,
as well as to improve coordination with housing,
homelessness, community development, and
anti-poverty strategies.
9 Agency/Group/Organization Lutheran Social Services of Northern California Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Victims of Domestic Violence
Services-homeless
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
housing and social services needs of youth on
the edge of homelessness and to improve
coordination with the Consolidated Plan
homelessness and anti-poverty strategy, among
other areas.
10 Agency/Group/Organization New Directions
Agency/Group/Organization Type Housing
Services - Housing
Services-Victims of Domestic Violence
Services-Homeless
Exhibit 1
13 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social service needs of persons
experiencing drug and alcohol addictions, as well
as to improve coordination with the
Consolidated Plan homelessness and antipoverty
strategy, among other areas.
11 Agency/Group/Organization San Joaquin County Behavioral Health Services Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Homeless
Services-Health
Health Agency
Other Government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Non-Homeless Special Needs
Anti-Poverty Strategy
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social service needs of persons
with behavioral health issues and those
experiencing drug and alcohol addictions, as well
as to improve coordination with the
Consolidated Plan homelessness and anti-
poverty strategy, among other areas.
12 Agency/Group/Organization San Joaquin County Commission on Aging Exhibit 1
14 Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the consultation process by the San Joaquin
County Aging and Community Services Division
of the County's Health and Human Services
Agency. The anticipated outcome was to collect
information regarding social service, public
facility, and housing needs of elderly and
disabled residents, and to improve coordination
with the non-housing community development
strategy and anti-poverty strategy, among
others.
13 Agency/Group/Organization San Joaquin County Human Services Department of Aging and Community Services
Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
Other Government - County
Regional Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the focus group discussions, with following up
consultation including a conference call with
various organizations representing the needs of
elderly and disabled residents. The anticipated
outcome was to collect information regarding
social service, public facility, and housing needs
of elderly and disabled residents, and to improve
coordination with the non-housing community
development strategy and anti-poverty strategy,
among others.
14 Agency/Group/Organization San Joaquin Fair Housing Association Exhibit 1
15 Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
fair housing issues and identify barriers to
affordable housing, as well as to improve
coordination of the anti-poverty strategy, among
others.
15 Agency/Group/Organization Second Harvest Food Bank
Agency/Group/Organization Type Services-Homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
met and unmet nutrition needs, as well as to
improve coordination with the Consolidated
Plan anti-poverty strategy.
16 Agency/Group/Organization Sierra Vista Resident Council Agency/Group/Organization Type Housing
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
Non-Housing Community Development
Exhibit 1
16 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Resident Council President for Sierra Vista,
one of the Housing Authority of the County of
San Joaquin’s (HASJs) public housing
developments in Stockton, was invited to
participate in the consultation process. The
anticipated outcome was to collect information
regarding the housing and service needs of
public housing residents, as well as to improve
coordination the anti-poverty and non-housing
community development strategies, among
others.
17 Agency/Group/Organization St. Mary's Interfaith Dining Room Agency/Group/Organization Type Services-Homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the services provided and to identify gaps in
service for homeless and at-risk populations, as
well as to improve coordination with the
housing, homelessness, and anti-poverty
strategies.
18 Agency/Group/Organization STAND Affordable Housing
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
Anti-Poverty Strategy
Exhibit 1
17 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information the housing
market, barriers to affordable housing
development, and the connection between
housing and public safety, as well as to improve
coordination with the Consolidated Plan housing
and antipoverty strategies.
19 Agency/Group/Organization Stockton Emergency Food Bank Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Market Analysis
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
met and unmet nutrition needs, as well as to
improve coordination with the Consolidated
Plan anti-poverty strategy.
20 Agency/Group/Organization Stockton Shelter for the Homeless Agency/Group/Organization Type Housing
Services-Persons with HIV/AIDS
Services-Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
Non-Housing Community Development Strategy
Exhibit 1
18 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social service needs of homeless
individuals in Stockton, as well as to improve
coordination with the Consolidated Plan
housing, homelessness and anti-poverty
strategies, among other areas.
21 Agency/Group/Organization University of the Pacific's Thomas J. Long School of Pharmacy and Health Sciences
Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in
the consultation process by the San Joaquin
County Aging and Community Services Division
of the County's Health and Human Services
Agency. The anticipated outcome was to collect
information regarding social services, public
facilities, and housing needs of elderly and
disabled residents, and to improve coordination
with the non-housing community development
strategy and anti-poverty strategy, among
others.
22 Agency/Group/Organization Visionary Home Builders
Agency/Group/Organization Type Housing
Business Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information the housing
market, barriers to affordable housing
development.
23 Agency/Group/Organization Women's Center Youth and Family Services Exhibit 1
19 Agency/Group/Organization Type Housing
Services-Children
Services-Victims of Domestic Violence
Services-Homeless
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with Children
Homelessness Needs - Unaccompanied Youth
Non-Homeless Special Needs
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
the consultation process. The anticipated
outcome was to collect information regarding
the housing and social service needs of victims
of domestic violence, as well as to improve
coordination with the Consolidated Plan
housing, homelessness and anti-poverty
strategies, among other areas.
Identify any Agency Types not consulted and provide rationale for not consulting.
During Consolidated Plan development, the City of Stockton consulted a wide variety of agencies in
-d
epth, including those listed in the table above. During Action Plan development, we posted information on the City's website, Facebook page, sent out flyers to our mailing list of stakeholders, and advertised public hearings in the local newspaper. Going forward, we will enhance these notifications to cast a wider net and encourage additional agencies to participate.
1. 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?
Exhibit 1
20 Continuum of
Care
San Joaquin County
Community Development
Department
As the largest City in the CoC, the City of Stockton
has a seat on the CoC governing body, ensuring
coordination with the CoC and the action planning
process.
Table 3 – Other local / regional / federal planning efforts
AP‐1
2 Participation
‐ 91.
401, 91.105, 91.200(c)
2. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal setting.
The planning process for the development of this Annual Action Plan began in December 2021 with published notices and direct emails providing notification that the City was accepting applications for funding under the CDBG, ESG, and HOME programs through January 31, 2022. The CDBG and ESG NOFA, in combination with a Needs Assessment Hearing, held in November 2019, allowed agencies and interested citizens the opportunity to express their comments, concerns, and thoughts on the housing and community development needs of the community.
F
ollowing the application submission period, funding requests were reviewed by staff and members of the Community Development Committee (CDC). Applications were reviewed for compliance with appropriate Federal regulations, Council
-ad
opted local community development objectives, and
consistency with the priorities and objectives contained in the 2020 -
2025 Consolidated Plan. In
addition, each application was assessed for demonstration of need; project readiness, capacity, and experience; measurable outcomes, objectives, and low-moderate income benefit; and applicants’ experience with managing government grants and leveraging resources. The CDC held two public meetings on March 3, 2022, and March 15, 2022, which resulted in recommendations to the Council on the use of funds.
Exhibit 1
21 Citizen Participation Outreach
Sort
order
Mode of
outreach
Target of
outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 Mailer via
Email Mailing List
December,
2021 a mailer
advertising
the NOFA
requesting
applications
due by
January 24,
2022
None received Not applicable N/A
2 Internet
Outreach
Non-
targeted/broad
community
A flyer was
posted to the
City of
Stockton’s
website and
official
Facebook
page
advertising
the NOFA
requesting
applications
due by
January 24,
2022
None received Not applicable
https://www.
facebook.co
m/CityofStoc
kton
3 News
Paper Ad
Non-
targeted/broad
community
A NOFA
requesting
applications
due by
January 24,
2022, and
notice of
March 03,
2022 meeting
published in
the Record.
None received Not applicable N/A
Exhibit 1
22 Sort
order
Mode of
outreach
Target of
outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
4 Public
Meeting
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broa
d community
Attendance
included CDC
members,
community
members,
stakeholders,
and staff. A
series of
public
hearings and
outreach was
conducted
by the City
and the CDC
when
developing
the Five-Year
Consolidated
Plan 2020-
2025.
None received N/A
Exhibit 1
23 Expected Resources
AP‐15 Exp
ected Resources ‐ 91.420(
b), 91.220(c)(1,2)
Introduction
During the planning period, the City expects to receive approximately $3.33 million in annual CDBG funding. This would equal a five-year total of $16.65 million. The City also anticipates receiving an annual allocation of approximately $1.7 million in HOME funding for housing activities, and administrative costs, which would equal a five-year total of $8.5 million. The City also expects to receive an estimated $292,000 in annual ESG funding, which would equal a five-year total of $1.46 million.
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services $3,388,867 293,835 1,397,794 $5,080,495 10,166,601
HOME Public
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
1,760,529 100,000 777,738 $2,638,267 5,281,587
Exhibit 1
24 Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
ESG Public
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-
housing (rental
assistance)
Rental
Assistance
Services
Transitional
housing 292,000 0 0 292,000 876,000
Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied:
The City will leverage its CDBG, ESG, and HOME Investment Partnership program entitlement funding with State resources that include: Homeless Housing Assistance and Prevention (HHAP) program funding, and Permanent Local Housing Allocation (PLHA) program funding, and Low- Income Housing Tax Credit program funding. The State funding sources are allocated solely for housing projects and/or programs capital projects that support human services projects that target very low and low-income persons; and Social Opportunity Endowment (SOE) funds are allocated to public service programs that assist very low and low-income persons. HOME Investment Partnership funds are allocated to projects that provide tenant-based rental assistance to formerly homeless persons and those at risk of homelessness. In some instances, City surplus General funds are used for specific projects and homeless services.
Exhibit 1
25 Annual Goals and Objectives
AP‐20 Annual Goals and Objectives ‐ 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Ord
er
Goal Name Start
Year
End
Year
Category Geograp
hic Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Affordable
Housing
2020 2025 Affordable
Housing
Public
Housing
Homeless
City-
wide
Affordable
Housing
Homelessness
CDBG:
$895,588
HOME:
$2,738,267
Rental Units
Constructed: 80
Rental Units
Rehabilitated: 40
Direct Financial
Assistance to
Homebuyers: 2
2 Housing &
Services for
the
Homeless
2020 2025 Homeless City-
wide
Homelessness
Affordable
Housing
CDBG:
$895,588
HOME:
$2,738,267
Tenant-based rental
assistance / Rapid
Rehousing: 40
Public service
activities for
low/moderate income
housing benefit: 145
Homeless Person
Overnight Shelter:
Persons Assisted 4200
Persons Assisted
Homeless Prevention:
Persons Assisted: 145
Public
facility/infrastructure
activities other than
housing: 330
Exhibit 1
26 Sort
Ord
er
Goal Name Start
Year
End
Year
Category Geograp
hic Area
Needs
Addressed
Funding Goal Outcome
Indicator
3 Support
Economic
Developme
nt
2020 2025 Non-
Homeless
Special
Needs
Non-Housing
Community
Development
2 City-
wide
Non-Housing
Community
Development
2 CDBG:
$585,000
Facade
treatment/business
building
rehabilitation: 5
Business
Jobs created/retained:
14 Businesses assisted:
11 4 Public
Services
2020 2025 Non-
Homeless
Special
Needs;
Non-Housing
Community
Development
City-
wide
Non-Housing
Community
Development
CDBG:
$758,000
Public service
activities other than
Low/Moderate
Income Housing
Benefit: 10,000
Persons Assisted
Table 2 – Goals Summary
Estimate the number of extremely low‐inc ome, low‐in come, and moderate‐in come families to whom the jurisdiction will provide affordable housing as
defined by HOME 91.215(b)
Exhibit 1
27 Goal Descriptions
1 Goal Name Housing and Services for the Homeless
Goal
Description
Provide housing and services for the City’s homeless population, including homelessness prevention. Increase and maintain transitional housing opportunities. Expand housing first model to provide permanent housing units with intense wraparound services on-site.
2 Goal Name Affordable Housing
Goal
Description
Preserve, improve, and expand the supply of decent affordable housing for lower- income households. Increase the supply of affordable multifamily housing.
Provide homeownership opportunities for first-time buyers. Assist existing low- income owner-occupied households keep their homes safe and well maintained by providing rehabilitation assistance.
3 Goal Name Support Economic Development
Goal
Description
Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons.
4 Goal Name Services for Special Needs
Goal
Description
Provide supportive services necessary to meet the needs of the City’s non- homeless special needs populations. Improve community health care, including basic and specialty care. Support and expand programs and opportunities that engage seniors as well as youth.
5 Goal Name Public Services
Goal
Description
Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.
Exhibit 1
28 AP‐35 Projects ‐ 91.420, 91.220(d)
Introduction
This section of the Stockton Action Plan includes the proposed projects and activities to be undertaken by the City of Stockton that will implement its Housing and Community Development activity plan contained in the FY 2020-2025 Consolidated Plan. The projects described in this section are funded with FY 2022-2023 federal funding from the Community Development Block Grant Program (CDBG), Emergency Solutions Grant (ESG), and HOME Investment Partnerships Program (HOME). Additionally, a number of projects the City is funding are through its state-allocated funding sources such as the Housing and Homeless Assistance Program (HHAP) and the Permanent Local Housing Assistance program (PLHA).
The projects and programs that the City funded with CDBG, HOME and ESG funds during the previous fiscal years have contributed toward substantial improvements in the lives and neighborhoods of Stockton’s low
-in
come residents and provided various safety net programs, safe, decent housing for many who would not otherwise be able to afford it. The programs and activities funded in the FY 2022- 2023 Ac
tion Plan will build on these prior successes and continue to meet the objectives of the 2020- 20 25 Consolidated Plan.
# Project Name
1 CDBG Administration
2 CDBG Housing Program - Delivery
3 CDBG Housing Programs - Multi-Family Program
4 Debt Service - Section 108 Loan Repayment
5 Emergency Repair Program
6 San Joaquin Fair Housing
7 Gospel Center Rescue Mission
8 Visionary Home Builders of California, Inc.
9 Parents By Choice, Inc.
10 Bread of Life
11 Second Harvest Food Bank
12 Children’s Home of Stockton
13 Ready to Work
14 Uplift All Foundation
15 San Joaquin County Aging and Community Services
16 Downtown Stockton Alliance
17 Micro-Storefront Beatification Grant
18 Boys & Girls Club at Sierra Vista-Stockton
19 Kelly’s Angels
20 Tuleburg Press
21 Child Abuse Prevention Council
22 HOME Administration
Exhibit 1
29 23 HOME Program Delivery
24 HOME Housing Loans
25 CHDO Set-Aside Funds
Table 7 ‐ Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.
Th
e City has identified the lack of sufficient funding as the greatest obstacle to meeting the underserved needs in the community. Over the past several years, the CDBG, ESG, and HOME programs have experienced funding reductions. The City will continue to apply for funding and/or support applications by othfrom organizations to expand affordable housing opportunities, homeless assistance, and supportive services, and to meet the other needs of the low -i
ncome residents and neighborhoods. The
funding is allocated to a variety of housing and public service projects/programs and activities to help address the priority needs identified in the City's Five-Year Consolidated Plan. Federal funding is leveraged by local and state funding sources.
Barrie
rs to addressing underserved needs include:
Reduced levels of federal CDBG, ESG, and HOME funding.
A shortage of affordable housing targeting very low-income and working-class households compared to the growing demand (households with incomes at or below 50 percent of the AMI).
Significant increases in the cost of fair market rents.
A significant decrease in community resources resulted in a declining or stagnating supply of services due to a lack of available supportive services funding.
Increased demand for services is due to population growth between 2010 and 2018 in Stockton, particularly in low-income areas.
Exhibit 1
30 AP‐38 Project Summary
Project Summary Information
1 Project Name CDBG Administration
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Support Economic Development
Public Services
Needs Addressed Homelessness
Affordable Housing
Non-Housing Community Development 1
Non-Housing Community Development 2
Funding CDBG: $1,016,099
Description Administration of CDBG program including staff and operational costs of oversight and management. Matrix code: 21A Citation: 570.206 Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A - Administration
Location Description N/A - Administration
Planned Activities General Program Administration
2 Project Name CDBG Housing Program Delivery
Target Area City-wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $350,000
Description Staff and service delivery costs are associated with the implementation of various housing rehabilitation programs. Matrix Code: 14H, National Objective: LMH Citation: 570.202 Performance Measure: DH-2 Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
Ten (10) low-income households
Location Description Citywide
Planned Activities Rehabilitation Administration and Down Payment Assistance
Exhibit 1
31 3 Project Name CDBG Multi-Family Program
Target Area City-wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $138,533
Description CDBG funds will be provided through various City housing programs for the improvement of low- and moderate-income housing city-wide. The Multi-family Housing Program will be available to assist in the rehabilitation or the development of low- and moderate-income multi- family housing. Matrix Code: 14B National Objective: LMH Citation:
570.202 Performance Measure: DH-2
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Low to moderate-income families
Location Description City-wide
Planned Activities Rehabilitation, Multi-unit residential 4 Project Name Debt Service - Section 108 Loan Repayment Target Area City-Wide
Goals Supported Support Economic Development
Needs Addressed Non-Housing Community Development 1
Funding CDBG: $2,543,183
Description The City of Stockton received a Section 108 Loan that was used for the development of the Hotel Stockton, the Downtown Cineplex, Weber Block Plaza (Dean DeCarli Square), and the Mercy Housing affordable housing development. These funds represent the City's repayment of the loan funds and interest. Matrix Code: 19F
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities N/A
5 Project Name Emergency Repair Program
Target Area City-wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Services for Special Needs
Funding CDBG: $60,000
Description Funds are provided for the repair of immediate health and safety conditions that present a danger to the occupants of the home. The Emergency Repair Program was designed to provide one-time emergency repair assistance to low-income property
Exhibit 1
32 owners. Properties with one owner over the age of 65 or with special needs may be eligible for a grant. Repairs are limited to corrections of code enforcement violations listed in official documents issued by the City, the Fire Marshal, or the Health Officer stating the code violations present causing imminent danger to life, limb, property, or safety of the public or occupants. Matrix Code: 14A National Objective:
LMH Citation: 570.202 Performance Measure: DH-1
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Approximately four low-income properties, with one owner over the age of 65 or with special needs may be eligible.
Location Description City-wide
Planned Activities Rehabilitation; Single unit residential 6 Project Name San Joaquin Fair Housing
Target Area City-wide
Goals Supported Affordable Housing
Public Services
Needs Addressed Affordable Housing
Funding CDBG: $90,000
Description This activity supports the local fair housing office which provides services in the form of landlord/tenant education and mediation. Matrix Code: 05J Citation: 570.201(e) Performance Measure: DH-1 National Objective Code: LMC Presumed benefit: No
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
3,349 low-income households will be assisted with fair housing mediation services, while several thousand more inquiries will be answered via telephone, email, and/or mailings.
Location Description 401 South El Dorado Street, Suite A, Stockton, CA 95203 Planned Activities Provide support to City of Stockton residents regarding landlord/tenant rights, mediation, and other housing-related services.
7 Project Name Gospel Center Rescue Mission
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Needs Addressed Homelessness
Non-Housing Community Development 2
Funding CDBG: $75,000
Description Rehab of sleeping quarters and bathroom, and expansion of laundry area serving homeless individuals. Making existing facilities ADA compliant, A/C units, and expanding of community closet. Matrix Code:
03C Citation: 570.201(c) Performance Measure: SL-1 National Objective:
LMC Presumed benefit: Yes
Target Date 6/30/2023
Estimate the number
and type of families
705 homeless individuals staying at the emergency shelter.
Exhibit 1
33 that will benefit from
the proposed activities
Location Description 229 East Church Street, Stockton, CA 95203 Planned Activities Rehabilitation of sleeping quarters and bathrooms, and expansion of laundry area
8 Project Name Visionary Home Builders of California
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Public Services
Needs Addressed Homelessness
Non-Housing Community Development 1
Funding CDBG: $50,000
Description Operating expenses to retain HUD Certified housing counselor, intake specialist, and admin staff in order to serve the community through education and counseling services and program enrollment services.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
individuals from low-income households.
Location Description City-wide
Planned Activities Public Services (General)
9 Project Name Parents By Choice
Target Area City-wide
Goals Supported Public Services
Services for Special Needs
Needs Addressed Homelessness
Non-Housing Community Development 1
Funding CDBG: $115,000
Description The Safe Step for Youth Program will provide at-risk or homeless transition-age youth with housing assistance through long-term rental assistance paired with wraparound services geared toward promoting housing stability. Matrix Code 05D Objective Code URG
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
20 At-Risk 18–24-year-old youth that are at-risk or homeless.
Location Description City-Wide
Planned Activities Public Services (General)
10 Project Name Bread of Life
Target Area City-wide
Goals Supported Public Services
Needs Addressed Non-Housing Community Development 2
Funding CDBG: $45,000
Exhibit 1
34 Description Funds to be used to help maintain a food pantry; rent for warehouse space, wages, and usual day-to-day operations including utilities, insurance, IT, and supplies.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Estimated impact for 55,000 City of Stockton residents ranging from moderate to extremely low income.
Location Description 3034 Michigan Ave Stockton, CA 95204 Planned Activities Public Services
Food Services
11 Project Name Second Harvest of the Greater Valley
Target Area City-wide
Goals Supported Public Services
Needs Addressed Homelessness
Non-Housing Community Development 2
Funding CDBG: $40,000
Description Funds are to help with the continuation of the collaboration of 25 non- profits within the City of Stockton that are supporting a food pantry program.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
20,000; Low-income families or individuals in need of food.
Location Description City-Wide
Planned Activities Public Services, Food Assistance
12 Project Name Children’s Home of Stockton
Target Area City-wide
Goals Supported Public Services
Needs Addressed Homelessness
Non-Housing Community Development 2
Funding CDBG: $90,000
Description The program would continue to sustain operations and services for its Catalyst Program through which they will provide shelter and supportive services for transition-age youth.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
18 transition-age youth, 18-24 years of age.
Location Description City-wide
Planned Activities Helping youth achieve self-sufficiency and permanent housing 13 Project Name Ready to Work
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Exhibit 1
35 Needs Addressed Homelessness
Non-Housing Community Development 2
Funding CDBG: $20,000
Description The program aims to prevent homelessness for the formerly incarcerated population. Through case management and wrap-around services, they will help with job and housing placement and job training.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
115 Previously incarcerated individuals
Location Description City-Wide
Planned Activities Helping previously incarcerated individuals find jobs that suit their skill set in order to help with long-term housing stability.
14 Project Name Uplift All Foundation
Target Area City-wide
Goals Supported Public Services
Housing and Services for the Homeless
Needs Addressed Non-Housing Community Development 2
Funding CDBG: $55,000
Description Funding to be used for staff payroll some of which staff will be chosen from within the homeless population. The remaining funding will be used to aid in the funding supplies for the mobile laundry vans, Loads of Hope.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
100 Homeless
Location Description City-wide
Planned Activities Public Services
Homeless
15 Project Name San Joaquin County Aging and Community Services Target Area City-wide
Goals Supported Public Services
Services for Special Needs
Needs Addressed Non-Housing Community Development 2
Funding CDBG: $15,000
Description Program funding to be used to purchase and deliver meals to Stockton residents, “Meals on Wheels”.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
20 seniors in need of food assistance.
Location Description City-wide
Exhibit 1
36 Planned Activities Public Services (General)
Senior Services
16 Project Name Downtown Stockton Alliance
Target Area City-Wide
Goals Supported Housing and Services for the Homeless
Needs Addressed Homelessness
Funding CDBG: $40,000
Description Funds are to support the Portable Bathroom and Shower Program which is offered within the City of Stockton 5 days a week to the homeless population.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
400 City of Stockton homeless
Location Description Services offered in the parking lot of St. John’s Church Planned Activities Public Services
17 Project Name Micro Storefront Beautification Grant
Target Area City-Wide
Goals Supported Support Economic Development
Needs Addressed Non-Housing Community Development 1
Funding CDBG: $30,000
Description Assist commercial property and/or business by providing funding for minor storefront improvements. Matrix Code: 14E Citation: 570.202 Performance Measure: EO-3 National Objective: SBA Presumed benefit:
No
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
6 Location Description Eligible areas include targeted commercial corridors: Charter Way, MLK Jr. Blvd., E. Main Street, Airport Way, Wilson Way, E. Fremont Street, West Lane, E. Ben Holt (East of Pacific Ave.), Hammer Lane, Lower Sacramento Rd. (Near Ponce De Leon), Pacific Ave. (between Harding and Alpine Ave.), Harding Way, Yosemite St., El Dorado St.(up to Essex St.), California St. (up to Alpine Ave.) and the Downtown Improvement District.
Planned Activities Assist commercial property and/or business by providing funding for minor storefront improvements
18 Project Name Boys & Girls Club at Sierra Vista-Stockton Target Area City-wide
Goals Supported Public Services
Needs Addressed Non-Housing Community Development 2
Funding CDBG: $20,000
Exhibit 1
37 Description Provide for the purchase and supply of Club Connect Kits which provide members with weekend food and snack boxes. Kits also provide supplies for school and some PPE items for the entire family.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
175 Youth and families that are low-income
Location Description Sierra Vista Homes
Planned Activities Provide the youth with kits for food, PPE, and activities 19 Project Name Kelly’s Angels
Target Area City-wide
Goals Supported Support Economic Development
Public Services
Needs Addressed Non-Housing Community Development 1
Funding CDBG: $15,000
Description Funds to aid in the continuation of providing services to youth who are experiencing trauma. Funds are for mental and behavioral health programs to assist with recovery.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
49 Youth experiencing trauma due to the victimization of their parents or caregivers from homicide and other violent crimes.
Location Description City-wide
Planned Activities Funding for recovery through behavioral health programs, therapy services, tutoring, and mentoring services, scholarships, sports, arts, and music programs.
20 Project Name Tuleburg Press
Target Area City-wide
Goals Supported Support Economic Development
Needs Addressed Non-Housing Community Development 2
Funding CDBG: $35,000
Description Funds to cover the expenses for The Write Place as well as to offer workshops in creative writing, papermaking, letterpress printing, and bookbinding.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
350 Low-income and unhoused students
Location Description City-wide
Planned Activities Refurbishing an elementary school library 21 Project Name Child Abuse Prevention Council
Target Area City-wide
Goals Supported Public Services
Needs Addressed Non-Housing Community Development 2
Exhibit 1
38 Funding CDBG: $73,000
Description Funding is aimed at increasing the number of Court Appointed Special Advocates volunteers (CASA) to support the number of Stockton children in foster care. Funding will also be used to create another job that will be geared toward recruiting and training that will occur as the need for CASA volunteers increases.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
An estimated 75 youth in foster care will benefit from this funding.
Location Description 127 N. Sutter Street Stockton, CA 95202 Planned Activities Increase the number of CASA volunteers. 22 Project Name HOME Administration
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Public Services
Needs Addressed Homelessness
Affordable Housing
Non-Housing Community Development 2
Funding HOME: $260,000
Description Administration of HOME Program including oversight, management, and capacity building.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description City-wide
Planned Activities Administration of HOME Program.
23 Project Name HOME Program Delivery
Target Area City-wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding HOME: $150,000
Description Delivery costs are associated with the implementation of specific housing programs and projects. This includes staff time spent reviewing agreements, staff reports, and general technical assistance provided to HOME-assisted projects.
Target Date 6/30/2023
Exhibit 1
39 Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description City-Wide
Planned Activities Delivery costs associated with the implementation of specific housing programs and projects.
24 Project Name HOME Housing Loans
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Funding HOME: $1,960,655
Description HOME funds will be used to provide financial assistance for the rehabilitation or development of low-income housing on a city-wide basis. The Housing Rehabilitation Program will be available to assist single-family homeowners to make repairs to their residences. The Down Payment Assistance Program will assist qualified low-to-moderate income households with down-payment assistance and/or soft 2nd mortgages. Funds will also be available for multi-family rehabilitation or construction projects.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
To be determined (subject to proposals).
Location Description City-wide
Planned Activities Financial Assistance for the rehabilitation or development of low- income housing.
25 Project Name CHDO Set-Aside Funds
Target Area City-wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Public Services
Needs Addressed Homelessness
Affordable Housing
Funding HOME: $264,079
Description Set-Aside funds are required by HUD HOME regulations for housing activities owned, developed, and/or sponsored by qualified Community Housing Development Organizations (CHDO).
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
To be determined (subject to proposals).
Exhibit 1
40 Location Description City-wide
Planned Activities Financial assistance for the rehabilitation or development of low-income housing.
AP‐50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low‐i ncome and minority concentration) where assistance will be directed
The City does not allocate funds to specific geographic target areas; rather, the City makes resources available on a city-wide basis but provides additional outreach and recruitment in areas with high concentrations of unmet needs. Organizations that are awarded program and/or project funding may have their headquarter offices located in other cities within San Joaquin County; however, all Stockton- funded activities are required to serve only City of Stockton eligible households.
Exhibit 1
41 Geographic Distribution
Target Area Percentage of Funds
Citywide 100%
Rationale for the priorities for allocating investments geographically
T
he City of Stockton allocates resources on a citywide basis. For example, the housing rehabilitation programs, and down-p
ayment assistance programs are equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the income of the household receiving assistance. Households with the greatest demonstrated unmet need generally receive higher priority for assistance. Additional preference is given to households residing in areas with disproportionately high concentrations of low
- a
nd moderate-i
ncome households, minority households, and/or households experiencing HUD-d
efined housing problems, such as those areas identified under subsection MA- 50 of
the Consolidated Plan. Projects located in areas that correspond with other related or complementary programs and/or projects also receive additional preference or priority consideration. For example, funding for the rehabilitation of existing rental housing, that would be affordable to low - a
nd moderate-
in
come households and located in areas targeted for crime abatement activities under the Stockton Marshall Plan would receive higher priority than projects located in other areas.
Affordable Housing
AP‐55 Affordable Housing – 91.220(g)
Introduction
T
he 2020-2
025 Consolidated Plan establishes housing strategies for the renter, owner, and homeless populations and Five-Y
ear goals for each of these target populations. The City operates its various housing programs based on these strategies, which have been prioritized to guide the allocation of resources. Consistent with the priorities outlined in the Consolidated Plan, the City will undertake and fund the following activities to address housing needs:
• M
ulti
-F
amily Loan Pool
• C
HDO Set-As
ide
• H
ousing Rehabilitation Program
• Down Payment Assistance Program
• Homeless Support
• Emergency Repair Program
• San Joaquin Fair Housing
Exhibit 1
42 AP‐60 Public Housing – 91.220(h)
Introduction
T
he City of Stockton and the Housing Authority of San Joaquin County (Housing Authority) maintain a strong partnership built on the common goal and priority of providing affordable housing opportunities for Stockton’s low-income residents. Within the last five years, the Housing Authority has applied for affordable housing funding through the City of Stockton’s NOFA process and has been awarded upwards of $4.5 million to assist in the financing of three of its affordable housing projects. A Housing Authority city-funded project includes phases II and III of their 394-u nit Sierra Vista housing complex targeting
extremely low-income households at 30% AMI. As well as the demolition and rehabilitation of its Conway Homes project a 9-unit development.
Actions planned during the next year to address the needs to public housing.
The City plans to issue a NOFA in the upcoming year that the Housing Authority will be eligible to apply for funding. Additionally, the Housing Authority recently applied for funding for two of its pipeline affordable housing developments Sonora Square Apartments and Conway Homes projects that are progressing through the funding process. Once completed, the Housing Authority will be able to offer upward of sixty-four (64) more units to low-income families.
Actions to encourage public housing residents to become more involved in management and participate in homeownership.
The City continues to maintain a partnership with the local Housing Authority to assist public housing residents to achieve homeownership. The City’s Down Payment Assistance Program funds can be used in conjunction with the Housing Authority’s homebuyer program funds including the Housing Choice Voucher Program.
Under the Housing Authority’s homeownership program, assistance is available to Housing Choice Voucher (HCV) participants who meet the homeownership eligibility requirements. The homeownership program allows first-time homebuyers to use the voucher subsidy to meet monthly homeownership expenses. HCV participants interested in applying for the HCV Homeownership program must meet the following program criteria:
• Must be a participant in the HCV program for at least one year in San Joaquin County. • Must be a first-time homebuyer.
• Meet the minimum employment and income requirements.
• Must be employed for at least 30 hours per week (except for disabled). • Must earn at least $11,310 annually (welfare income not included). • Must not have defaulted on a mortgage under the HCV Homeownership Program.
Exhibit 1
43 The homeownership program has a maximum term of 15 years. There are exceptions for disabled families. This program is limited.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.
• The Housing Authority of San Joaquin County is not designated as “troubled” by HUD.
Discussion
AP‐65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
T
he City will utilize Emergency Solutions Grant funds to assist in funding the operation of emergency homeless shelters, funding the building and expansion of low-barrier shelters, implementing Homeless Prevention, and Rapid Re-H
ousing activities which will assist in reducing and preventing homelessness.
The City of Stockton works with the San Joaquin Continuum of Care (CoC) to implement policies, and procedures and establish performance standards for those agencies providing services to address the needs of the homeless persons and as identified in the Continuum’s planning guidelines. The CoC is a consortium of local government agencies, non-p
rofit organizations, and other interested parties,
encompassing all jurisdictions in San Joaquin County, including the City of Stockton. They hold meetings that are open to all homeless providers, and that serves as a venue for ongoing program planning and coordination and feedback for addressing homelessness across all ages. The CoC has identified the following homeless performance measures goals:
1. R
eduction in the average and median length of time persons remain homeless.
2. Reduction in the percentage of persons who return to homelessness from permanent housing.
3. Reduction in the total number of persons who are homeless.
4. Increase in the percent of adults who gain or increase employment or non-employment cash income over time.
5. Reduction in the number of persons who become homeless for the first time.
6. Increase in the percent of persons who exit to or retain permanent housing from PSH.
7. Reduce the number of people living unsheltered in our community.
8. Increase the number of units available to those exiting homelessness.
Additionally, CVLIHC, which serves as the Homeless Management Information System (HMIS) lead, and the Family Resources and Referral Center, which serves as the organization responsible for implementing the Coordinated Entry System and assisting in the development of its policies and procedures as well as establishing coordinated partnerships between all organizations, agencies and local shelters and service providers as part of the CES Committee that reports to the Continuum of Care Exhibit 1
44 (CoC). CVLIHC will continue to conduct outreach to the shelters to notify them of the activities and the process for making referrals to the various programs.
In keeping with the goals of the CoC, Central Valley Low Income Housing Corporation (CVLIHC), recently completed Phase 1 of their Town Center Studios project. The goal of this project is to convert a hotel into studio apartments for use by the unhoused chronically homeless and at-risk of homelessness population. Through the completion of Phase I, CVLIHC has been able to offer housing to 27 individuals across 20 units. Currently, they will be embarking upon Phase II where they will provide another 20 available units.
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.
Th
e CoC recently conducted the 2022 Point-i
n-T
ime Count (PIT) which, utilized methods of outreach that were considerably improved over prior years. Thus, the PIT identified a slightly larger population of unsheltered homeless, compared to prior years. Based on this significantly improved response rate, the CoC can prepare more detailed and comprehensive estimates of needs, including an analysis of needs by type (e.g., housing, social services, etc.), as well as needs based on the characteristics of the respondent (e.g., age, race/ethnicity, veterans’ status, disability status, etc.). These data can subsequently be used to better assess the needs of the unsheltered homeless and can be used to direct any indicated changes in service provision. This is particularly valuable since unsheltered homeless are frequently among the hardest to reach regarding available services.
T
he following represents a list of actions to be taken during the five-y ear planning period designed to
improve outreach to homeless persons, especially unsheltered persons, as well as those who are at risk of homelessness. Note that these actions are not only designed to promote outreach that both identifies and quantifies needs, but also offer opportunities to inform the homeless regarding available resources for service populations. Additional outreach is undertaken with homeless persons and families residing in emergency shelters and transitional housing. However, because these persons are entering a facility, it is much easier to access these individuals using existing tools, such as entrance and exit surveys, and one
-o
n-o
ne education.
Addressing the emergency shelter and transitional housing needs of homeless persons.
AP‐75 Barriers to Affordable Housing – 91.220(j)
Introduction
It is often in the public interest for local governments to impose regulations concerning the scope and characteristics of development as a method for protecting public health and general welfare. However, government regulations, policies, and procedures can also act to constrain the development of otherwise desirable land uses. Regulations designating the type and location of housing, for example, Exhibit 1
45 c
an potentially constrain the ability of housing developers to provide higher-density housing that would be more affordable to lower
-in
come households. Similarly, building codes and other requirements can significantly increase the cost to develop housing, or make the development process so arduous as to discourage potential housing developers. California housing law requires that each jurisdiction include an analysis of governmental constraints to affordable housing development as a required component of the adopted General Plan Housing Element. The remainder of this section presents a summary of the major findings identified under the Potential Housing Constraints Section of the City of Stockton Housing Element. To the degree practicable, the analysis also includes a discussion of the actions to be taken to overcome these constraints, as identified in the Housing Element.
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.
T
he Housing Element of the City of Stockton General Plan, adopted in April 2016, provides a thorough analysis of the existing policy barriers to affordable housing development. An analysis of the permitted densities and development standards identified that the adopted Code facilitates the production of a variety of housing types, with residential development permitted in non-re sidential and mixed-u
se
zones, with permitted densities up to 87 units per acre Downtown. The Housing Element states that the City applies flexible development standards for infill housing projects to encourage the development of underutilized properties, however, development standards may be modified to create consistency with surrounding development and physical site constraints. The Housing Element determined that the City’s overall parking standards did not constitute a constraint, nor does processing and permitting. Since the last Housing Element, the City’s Affordable Housing Density Bonus has been made consistent with State law. It allows for a density bonus of up to 35 percent and allows developers that are eligible for a density bonus to receive up to three additional incentives.
Th
e City adopted a Development Code amendment in 2016 to be consistent with State law to allow emergency shelters by right, without discretionary review, in the PF, IL, and IG zone. Per the San Joaquin Partnership’s Regional Development Fee Comparative Analysis Report (June 2013), the City of Stockton’s fees for a single
-fam
ily dwelling was the second-highest of all the San Joaquin County jurisdictions but were about average for all 21 jurisdictions included in the analysis. To promote affordable housing, the City established a fee reduction program for developers of affordable housing units. Developers of multi-family housing developments can receive a fee reduction of $14,997 per unit and a fee reduction of $19,997 for single-family residential development.
B
ased on an analysis of the permitted densities and development standards, the City has found that the General Plan and Development Code facilitates the production of a variety of housing types. The City allows residential development in non-re
sidential and mixed-u
se zones and permits densities as high as
87 units per acre in the downtown area. Additionally, the City has flexible development standards to encourage the development of small infill parcels.
Exhibit 1
46 Recent state legislation provides clarification and fee assistance for the creation of Accessory Dwelling Units (ADUs) with two separate bills signed on October 8, 2017: SB 229 (Wieckowski) and AB 49 4 (Bloom). These bills, effective January 1, 2018, clarify and improve various provisions of the law to promote the development of ADUs, including allowing ADUs to be built concurrently with a single-fa mily
home, opening areas where ADUs can be built to include all zoning districts that allow single-fa mily uses,
modifying fees from utilities, such as special districts and water corporations, and reducing parking requirements. In 2018, City Council accept the Planning Commission's recommendation and adopt an Ordinance to amend Title 16 of the Stockton Municipal Code, Section 16.80.310, "Secondary Dwelling Units;" and Section 16.240.020, "Definitions of Specialized Terms and Phrases;" to comply with state planning and zoning law (Government Code Section 65852.2).
AP‐85 Other Actions – 91.220(k)
Introduction
Actions planned to address obstacles to meeting underserved needs.
T
he City will work in partnership with its non-p
rofit and public service agencies to address the needs of the underserved populations in the City of Stockton. The City will fund several agencies that provide food, assistance, shelter, and/or services for the homeless, elderly, and working poor.
Actions planned to foster and maintain affordable housing.
The City will leverage funds we receive with other resources and use our programs in conjunction with other city initiatives, including our single-fa
mily rehabilitation program. The City will continue to use its Notice of Funding Availability NOFA process to solicit eligible affordable housing projects to fund.
Actions planned to reduce lead‐based paint hazards.
Th
e actions described in the Lead-Based Paint Hazards section of the Consolidated Plan will be carried out as needed during FY 2022-23.
The City complies with all federal requirements related to the prevention of lead-b
ased paint poisoning as provided in the Residential Lead-B ased Paint Hazard Act of
1992, also commonly referred to as Title X, Housing and Community Development Act of 1992.
Additionally, the City of Stockton collaborates with the following agencies to identify and reduce lead- b
ased paint incidences: The Housing Authority, San Joaquin County Public Health Services, and San Joaquin County Environmental Health.
T
he City of Stockton becomes involved in lead-b
ased paint hazard evaluation and reduction because of
its implementation and operation of federally funded projects such as CDBG and HOME that require lead-based evaluations for existing housing units built before 1950. Single-family owner-occupied housing projects that are to be rehabilitated are inspected and tested for lead-b ased paint hazards.
Based on the test results, any identified hazards are remediated prior to unit occupancy.
Exhibit 1
47 Program Specific Requirements
AP‐9 0 Program Specific Requirements ‐ 9 1.420, 91.220(l)(1,2,4)
Introduction
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.
Action Plan CDBG response:
Th
e City expects to receive approximately $1,691,629 of program income during the 2022-20 23 program
year, which includes $1,397,794 of repayment from the Redevelopment Successor Agency and $1,068,240 of reprogrammed funds.
T
he City does not have any float-funded activities. The City also does not have any program income received in the preceding program year that has not been included in a prior plan nor any surplus funds from an urban renewal settlement.
T
he City expects to spend 85 percent of its CDBG allocation on activities that benefit persons of low - a
nd
moderate income.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed. 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements. 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0
5. The amount of income from float-fu nded activities. 0 T
otal Program Income: 0
Exhibit 1
48 Other CDBG Requirements
1. The amount of urgent need activities
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.
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section
92.205 is as follows:
Action Plan HOME response:
The City of Stockton proposes to use its allocation of HOME funds to rehabilitate and construct both rental and owner-o
ccupied housing units and to fund the City’s Down Payment Assistance Program (DAP). Most of the funds will be subject to an annual request for developer proposals to be used for an eligible activity, including real property acquisition, site improvements, construction, and rehabilitation costs. The City does not propose to use HOME funds to provide any assistance in a form not included in Section 92.205(b).
D
eveloper proposals for HOME funds are accepted through an annual Notice of Funding Availability (NOFA) identifying the purpose and type of funds available, with announcements sent via e-m ail to
interested parties and regional developers and posted to the City's website, social media pages and with the placement of a public notice in the local newspaper the Record and Spanish publication the Latino Times. To encourage a variety of project types and locations, the City's HOME program does not limit beneficiaries. Applications are made available electronically through the City's online grant application program Neighborly. The competitive applications are reviewed by City staff and/or a committee of regional housing experts and representatives from the community. The applications are next scored through set criteria, including eligible uses, commitment and expenditure deadlines, developer capacity, experience, concurrence with established goals and policies, leveraging, or other requirements.
Recommendations concerning funding are then made to the City Council, which holds a publicly noticed hearing to vote on moving forward with the recommended allocations. The City uses a variety of methods to conduct outreach to consumers for all our housing programs, including the (DAP).
Information about all the housing programs is posted on the City’s website. Economic Development Department staff also participates in various housing workshops and homeownership fairs throughout the year. Notices of these events are sent to the Housing Authority. Advertisements and public notices are also run-in local newspapers, including the local Spanish newspaper.
Exhibit 1
49 T
o ensure that households utilizing the City’s DAP are ready to undertake and maintain homeownership, the City requires that all households must have completed a minimum eight classroom-h our homebuyer
training course given by a HUD-ap
proved trainer prior to the close of escrow. The City also ensures that the households become successful homeowners by making sure that the home they are purchasing is affordable for them. The total housing cost cannot exceed 35 percent of the household’s income and their total debt cannot exceed 41 percent of their income.
W
hen HOME funds are allocated for homebuyer assistance or for the rehabilitation of owner -o
ccupied
single-family properties, the City utilizes the HOME affordable homeownership annual limits provided by HUD for newly constructed housing and for existing housing.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
Recapture of HOME Subsidy
The City of Stockton’s Down Payment Assistance Program requires that units assisted with HOME funds must remain affordable to low-income purchasers for a period based upon the amount of HOME funds provided for the property. To ensure compliance with this affordability period, down payment assistance recapture provisions, are incorporated into each property loan and regulatory agreement.
Repayment of the HOME subsidy and any accrued interest is due upon the sale or transfer of the property during the affordability period. When the recapture requirement is triggered by a sale (voluntary or involuntary), and there are insufficient net proceeds to repay the City’s HOME investment, the City will accept any amount of net proceeds (net proceeds are defined as the sales price minus any senior loan repayment and any closing costs). The City will reinvest these recaptured subsidies into other eligible housing activities.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Marketing and Outreach for HOME funded projects
The City’s Affirmative Marketing Policy has been in use since 2000 and is made a part of all HOME agreements for projects of five or more units. The purpose of the policy is to assure that individuals who normally might not apply for vacant units because they are socially and/or economically disadvantaged be informed of vacancies, be encouraged to apply, and have an equal opportunity to rent units. The policy establishes methods for informing the public about fair housing laws and affirmative marketing policies; procedures to be used by owners to solicit applications; records that must be maintained; and how the City will assess the success of affirmative marketing actions.
T
he City also ensures that outreach to minority and women-o wned businesses occur for the issuance of
all contracts. The City has adopted Affirmative Outreach Action Guidelines for use with all federally Exhibit 1
50 funded projects.
Affirmative action requirements are also included in all subrecipient agreements to ensure that if subrecipients are hiring contractors and subcontractors, they adhere to the provisions of the City’s Affirmative Action Program and meet all federal requirements.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
For multi-family projects in the City of Stockton, when loaning HOME funds to rehabilitate the units if refinancing is necessary to permit or continue affordability under § 92.252, with a minimum affordability period of 15 years. The project application must demonstrate: that rehabilitation is the primary eligible activity and ensure that this requirement is met by establishing a minimum level of rehabilitation per unit or a required ratio between rehabilitation and refinancing; require a review of management practices to demonstrate that disinvestment in the property has not occurred, that the long term needs of the project can be met and that the feasibility of serving the targeted population over an extended affordability period can be demonstrated; state whether the new investment is being made to maintain currently affordable units, create additional affordable units, or both; insure that HOME funds cannot be used to refinance multi-family loans made or insured by any Federal program, including CDBG.
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
See Attached, Appendix C.
2. If
the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
While there is no formal central intake system within the San Joaquin Continuum of Care, all homeless services providers, including those providing homeless prevention and rapid re-h ousing
assistance, utilize the same HMIS. With single sub-recipient administering prevention and re- housing efforts, a single assessment tool is used for these activities. Further development and improvement of the current HMIS are underway.
3. Ide
ntify the process for making sub
‐a
wards and describe how the ESG allocation
available to private nonprofit organizations (including community and faith ‐ba
sed
organizations) will be allocated:
Exhibit 1
51 The City of Stockton will implement the Emergency Solutions Grant (ESG) program in accordance with The McKinney-V
ento Homeless Assistance Act as Amended by S.896 HEARTH Act of 2009, found at 24 CFR Part 576, to ensure eligible activities are selected and financially managed in accordance with local and federal requirements.
The City of Stockton’s process for implementing the ESG program is laid out below.
City staff and the Community Development Committee (CDC) hold an annual Kick-o ff/Needs Assessment Meeting in the late Fall, which serves as the basis for the development of the Annual Action Plan. • Update annual Action Plan Schedule, Application, and Instructions. • Issue Public Notice.
• Issue NOFA.
• Post agenda.
• P
ublish notice of NOFA in the Record and link to the application and instructions on the City’s website through the City’s Grants web-portal Neighborly; Annual Applications are generally submitted in Mid-Ja
nuary, however, due to COVID-19 the application submittal was mid- February.
• S
taff reviews applications for eligibility, completeness, ESG requirements per Application Instructions, consistency with the Consolidated Plan, and 24 CFR Part 576. • C
DC holds meetings for review and to make recommendations to City Council; agendas posted with the Clerk before each meeting, February-M
arch.
• S
ubrecipients sent recommendation letters in advance of Council hearing. • Issue Public Notice.
• Distribute draft Action Plan requesting public comment. • Award Funds-City Council reviews staff and CDC funding recommendations at publicly noticed meetings and votes for their approval.
• Action Plan is submitted to HUD via IDIS.
• Award letters sent to sub-recipients following AAP submittal, including CFDA number Agreements. Draft agreements with sub-recipients and route for signatures, Summer • Prepare environmental documentation.
• Set up: Purchase orders once HUD grant agreement executed, Internal HTE and IDIS input Grant Administration. Administer grants as required per 24 CFR Part 576 • Review and process invoices for reimbursement (see City’s Administrative Directive for processing payments and Economic Development Department Payment Processing Procedures) • Review expenditure deadlines and requirements.
• Provide technical assistance to sub-recipients, as needed. • C
lose-o
ut projects as each one wraps up.
• M
onitoring. Monitor subrecipients per Monitoring Schedule and Monitoring Procedures Reporting. Follow CAPER schedule for end of year reporting requirements.
Exhibit 1
52 4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405 (a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.
The goal of the CoC is to coordinate local efforts to identify and address the needs of the homeless population, provide coordinated outreach services, and to identify gaps and shortfalls where additional resources and coordination may be necessary. The CoC incorporates the resources and efforts of a wide variety of organizations and agencies. These include the Central Valley Low Income Housing Corporation (CVLIHC), the Stockton Shelter for the Homeless, the Women’s Center - YF
S, the Gospel
Center Rescue Mission, the Saint Mary’s Dining Hall, and Dignity’s Alcove Veterans Housing, among other important organizations and agencies. Information is collected through direct outreach, during Point in Time counts, and data entry into the HMIS system.
5. Describe performance standards for evaluating ESG.
As the largest city within the San Joaquin CoC area, the City of Stockton maintains a seat on the CoC governing body and participates in consultation with the San Joaquin County Community Development Department, and other participating agencies and organizations, regarding the coordination of ESG funding, including how ESG funds are allocated and the identification of performance standards and evaluation outcomes. Under the CoC, the primary contact for the collaborative application is the Central Valley Low Income Housing Corporation (CVLIHC), which is also responsible for administration of the Homeless Management Information System (HMIS).
Exhibit 1
Exhibit 1
Exhibit 1
I!
The following guidelines shall apply to all participating households:
o Rent assistance will be limited to units that meet reasonable rent standards established by I-JUD;.
o Rent a�istance cannot duplicate by t.irne or amount assistance of assist<Jnoe from any other federal, .state, or local rent subsidy;
o No rents will be paid directly to <! participant household or individual member of a participant household;
o Assistance is limited lo one episode of homelessness or threat of homelessness; o The maximum amount of monthly rent assistance will be .$1,000; and o The maximum amount of assistance (all categories or types combined) to any one household is $2,500.
The following guidelines !:lhall apply to short-term rent assistance:
o One-time assistance lo qualified households covering no more than current month rent and up to two months in arrears.
The following guidelines shall apply to medium-term rent assistance:
o To qualify for' more than one time assistance, participants must .be reassessed by an authorized case manager monthly;
o The level of rent assistance after the initial assistance will normally l)e reduced by at le<!St ten percent each month; . .
o The maximum assistance available is three months' rent assistance plus no more than one month in arrears; and
· o Assistance beyond three months Is on an Individual, case-by-case basis.
Security deposits may be made for program participants to obtain new housing and utility deposits may be made for new units or when service is restored. , . .
'
1. While there is no formal central intake system within the San Joaquin Continuum of Care, all homeless services providers, including those providing homeless prevention and rapid re housing assistance, utilize the same HMIS. . With a single subrecipient administering prevention and re-housing efforts, a sin!Jie assessment tool is used for these activities, In addition, the City of Stockton is working with the San Joaquin Contin1,Jum · of Care to t!evelop arid implement a formal coordinated assessment tool and process for use by all providers. 2, The City of Stockton uses the same process to select the CDBG arid ESG. subrecipients; A Notice of Funding Availability was Issued in December 17, 2021 notifying Interested organizations that the funding Would be available. Upon receipt of applications, City staff niel with the Community Development Committee (CDC), a citizen's advisory group, on February 10, and M arch 3, 2022 and reviewed the CDBG/ESG applications and made recommendations which were Exhibit 1
forwarded to the City Council with a recommendation to increase or decrease any final funding allocations on a pro rata basis, A public hearing before the City Council will be held on May 3, 2022 at which time the Council will be asked to approve the allocation of ESG funds.
4. All ESG subrecipient organizations have homelessor formerly homeless individuals as · members oltheir Boards of Directors. Through coordliJ�llcil) with the San Joaquin Continuum of Care, input on programs and policies from homeless•a'ffd/or fonmerly homeless persons is provided regarding decisions on tihe use of ESG funds. ·
5. Perfonmance standards for the ESG Rapid Re-housing and Homeless Prevention actiyities are based on standards used In evaluating HPRP performance and were develo�d in coordination with the San Joaquin.Continuum of Care. These measures take into account the reduced level of funding that is available through the ESG program tihan was available through the HPRP. Specific performance measures focus on housing stability and recidivism, which are linked together; measurement is possible because all homeless service providers in the Continuum of Care participate in the HMIS.
Housing Stability: 70% of program participant households will maintain housing stability for 6 months following the end of rental as.sistance.
Mea.surement: Percentage of program participant households who maintain tenancy for 6 months following the end cif rental assistance.
Recidivism: Less th an 30% of pro gram participant households will experience a subsequent episode of homelessness as evidenced by their return to emergency shelter.
Measurement: Total number of adult program participants with successful exits from the program (witih a successful housing outcome) that had an emergency shelter stay of at least 1 night within 6 months of exiting the program The City and the San Joaquin Continuum of Care will continue to discuss and examine additional, feasible performance standards. Other standards will be considered as the .programs evolve.
'fhe City of Stocl(\or:t and the San Joaquin Continuum of Care have worked together to develop the poHcies and procedures that have been developed for ESG activities �nd to discuss the basic allocation.of ESG funds. Meetings focused on how to replicate the successes of the joint HPRP effort of San Joaquin County and the City of Stockton. Based ori HPRP results, there was a general conclusion that the most effective use of ESG funds would be to continue the providing funding to the homeless shelters at essentially the same level as in prior years, with the rerr:iaining funding going to continue the homeless prevention and re-housing program as inltially implemented in 2009. However, specific allocations of funds were made by the CDC and the City Council as described previously.
Exhibit 1