Alicia M. Jones, Housing Director
CITY OF VALLEJOCITY COUNCIL MEETINGSEPTEMBER 23, 2025ITEM 9.A.CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR FISCAL YEAR (FY) 2024-25
KEY DOCUMENTS/PROCESS
Con PlanFive-Year Consolidated PlanJuly 1, 2020 –June 30, 2025 AAPAnnual Action Plan –Year 5 of Con PlanJuly 1, 2024 –June 30, 2025 CAPERConsolidated Annual Performance andEvaluation Report due to HUD within90 days after FY-end or September 28
CITIZENPARTICIPATIONPublicHearingSeptember4,2025Housing and Community Development Commission recommended that Council approve the CAPER CommentPeriodSeptember5–September23
FY2024-25EntitlementGrant•CDBGProgram-$1,007,083•HOME Program-$463,687.82 -To be reduced to zerodue to Voluntary Grant Reduction (VGR)FY 2024-25 Grant + Projected Program Income•CDBGProgram-$1,012,083•HOMEProgram-$563,688
ProgramGrant + Program IncomeExpenditure% Spent
CDBG$1,012,083$1,002,23299%
HOME$100,000* Only the projected Program Income$42,88743%* All Admin Costs
Administration 12%
Homeless Navigation Center 78%
Public Service Agencies10%
AdministrationHomeless Navigation CenterPublic Service Agencies FY 2024-25 CDBG EXPENDITURES
ADMINISTRATIVEEXPENSES(CDBGandHOME)•SalariesandBenefits•OfficeRent(fromtheHousingAuthority)•ProfessionalServices/Consultant•AuditFees•LoanServicingFees•Trainings&Conferences•Postage&Mailing•Dues/Membership•Advertising
Fair Housing Advocates of Northern California
417Persons Assisted
57Persons Assisted
299 Persons Assisted
PUBLIC SERVICE AGENCIES (CDBG)
NUMBER OF HOUSEHOLDS SERVEDExtremely Low-Income648Low-Income90Moderate-income6Non-Low/Moderate4Declined to State25TOTAL 773 NAVIGATIONCENTER(CDBG)1937BroadwayStreet•ProjectManagement•ConstructionManagement•ModularRestrooms Housing Authority of the City of Vallejo’s Housing Choice Voucher (HCV) ProgramAs of June 30, 2025:•1,510 households assisted-130 Project-based vouchers-74 Veterans vouchers•30 participants in the Family Self-Sufficiency (FSS) Program
CONTACT(S)
Alicia M. [email protected](707) 648-4408 Police Department
Facility Update
September 23, 2025
Oscar Alcantar
Interim Public Works Director
CURRENT POLICE STATION
•Built in 1961 and significantly
undersized at approximately 20,000 SF
•Failing HVAC system and no backup
generator
•Environmental hazards, including
asbestos and lead
•Aging infrastructure with sewage issues
and an estimated $10 million in deferred
maintenance
•Inadequate facilities, including no
interview rooms and outdated
locker/shower areas
•Lacks critical modern safety and
operational upgrades
Police Facility Assessments
•2017: Internal assessment completed
•2018: Public Safety Complex Study
(Southern Waterfront, Rollingwood)
•2019: Purchased 400 Mare Island;
design initiated (to 35% complete)
•2021: Explored commercial purchase/lease options
•2022: Community engagement survey; Council directed
JFK site
•2023: Sea level rise and alternate sites feasibility studies; Council directed 111 Amador Street site
Community Engagement
• In March 2022, the City launched an
online mapping/pin drop tool that
was created to solicit open-ended
feedback from the community
• Conducted six in-person work shops
- Common Themes
• Amador popular location
• Commercial site reuse
• Central Location
Design History and Current Status
• 2020: Design contract awarded to
Indigo | Hammond + Playle Architects,
LLP for relocation to 400 Mare Island
Way; phase 1 funded and fully
expended by 2022
• September 2023: Contract amended
to change scope to design of
relocation to 111 Amador
Street; phase 1 partially funded
• 2024: Additional project budget
allocated:
• $865k ARPA
• $1.998M Measure P
• Not all budget allocated was for
design
Design Status
• August 2024: Phase 1 of
design completed
• May 2025: Design work
paused pending
appropriation of
additional budget
• Final design currently at
95% complete
• Additional budget
required to complete
design to 100% - $746,200
• Corp Yard relocation study
- $113,500
Program Requirements
• On site Police Program
requirements include 67,900 sf
main building area and 5.4 acre
site area, including 21,800 sf
ancillary area. Total on site
program area is 89,700 sf
• Corporation Yard preliminary
program estimate calls for
approx. 55,400 sf of buildings
and approx. 30 acres of site
area
Currently, Police and Corp Yard
@ 111 Amador Street
• Existing 1.1 acre PD site
with 19,200 sf 65 year-old-
buildings headquarters
overly constrains the City’s
programmatic needs for
public safety.
• Existing 4.3 acre
Corporation Yard site with
30,800 sf of 65 year-old
structures overly constrains
the City’s programmatic
needs for yard storage,
covered storage, vehicle
maintenance, and
management of
operations.
Existing Vallejo Corporation Yard and Police Headquarters Existing Corp
Yard Site
4.3 acres
Existing PD
HQ Site
1.1 acres
Corp Yard moves to new site, and
Police Expand into 111 Amador St. Property
• Site: 5.4 acre site
accommodates all
program elements
• Buildings: 89,000 sf new
Police facilities, including
3-story 68,000 sf main
building and 21,100 sf of
site buildings
• Est. $110 million
• Est. 32 mo. construction
PHASE 2 T .I.: 7,400 SF
Vallejo Community Safety Center Site Plan
Vallejo Community Safety Center
CA Essential Services Building 68,000 sf
Emergency Operations Center, Community
Meeting Space, Police Training Facilities, Dispatch
911 Call Center, and more...
COMMUNITY
ENGAGEMENT
BRIEFING
CAR
BAGS
LOCKERSLOCKERS
TEMPORARY
HOLDING
STAFF
ENTRY
SALLY
PORT
GEN
SET
SECURE PATIO
TRAINING SPACE
PATROL
PHYSICAL
TRAINING
First Level 26,900 sf
LOBBY
EOC
COMMUNITY
MEETING
RECORDSDISPATCH
ADMIN
FINANCE
VOLS
INFORMAL
MEETING
INFORMAL
MEETING
(SECURE)CRIME
REDUCTION
CONF
PUBLIC
ENTRY
Second Level 23,100 sf
Third Level
DETECTIVES VOA TRAFFIC
PSD
CIADIT
BREAK
18,000 sf
Police Services Building
(Repurposed Existing Maintenance Building)
19,400 sf
K-9 Kennel Building
(Repurposed Existing Paint Shop Building)
1,700 sf
Mini-plaza at Maine and Amador
Brick help relates this project to Vallejo’s other public buildings, ensuring civic identity
Approach to Public Safety Center
WELCOMING HUB FOR ALL
• The journey begins with a
thoughtful gesture - a public
plaza integrated seamlessly into
the building's design.
• This urban oasis offers shady
benches, a multi-level fountain,
and landscaped greenery,
inviting community interaction
and peaceful moments.
• Brick and concrete help relate
this project to Vallejo’s other
public buildings, ensuring civic
identity.
Accessible steps and handicapped ramp invite public to the main building Community Engagement Room
Community Engagement Room is directly accessible from the Mini-plaza Opportunities for Pop-up Events
Possibility for community pop-ups, like art fairs, health and wellness events, etc..
Visitor Parking Designed for Dual-use
...even the visitor parking lot can be a place for weekend events View from Amador
Looking Southwest
View from Secure Parking
Looking Southeast
Financing Options - Design Completion
• Monsanto Funds:
– $4.15M PCB Settlement from
Monsanto/Bayer
– No restriction on use of funds
• Measure P Funds:
– Eligible for the maintenance of
critical City servicesand
to support crime prevention eff
orts
– Current fund balance = $19.2M
• General Fund:
– Current fund balance = $23.9M
– Balance does not include SAFER
Grant revenue
Financing Strategy - Construction
• Construction funding
required before contract
award
• Exploring tax-exempt
municipal bonds
• Staff/advisors to develop
financing plan & bond
structure
• Lease revenue bonds
may require alternate
City assets
Temporary Police HQ Relocation
•Staff coordinating with Legacy
Modular on interim housing solution
for PD personnel
•Current concept: modular trailer
buildings for temporary staff
accommodation
•Three potential locations have
been identified
Temporary Police HQ Relocation Options
Option 1: Harbor Way
• Pros:
– Ready-to-use office and warehouse space
– Utilities already in place (water, wastewater,
electrical)
– Lower costs and faster occupancy timeline
– On-site parking for staff
– Improved marina security with PD presence
• Con:
– Loss of approx. $60,000/year in lease revenue
Temporary Police HQ Relocation Options
Option 1: Harbor Way
Temporary Police HQ Relocation Options
Option 2: Northern side of Parking Lot B
• Pros:
– Existing water supply
– Close to 400 Mare Island for staff/equipment access
– Streamlines coordination and reduces travel time
• Cons:
– Wastewater connection needed
– Temporary power installation adds cost and time
Temporary Police HQ Relocation Options
Option 2: Northern side of Parking Lot B
Temporary Police HQ Relocation Options
Option 3: Newly remediated site at Curtola Parkway and
Mono Street
• Pros:
– Existing water & wastewater service
– No costly utility extensions
– Faster setup of temporary facilities
• Con:
– Temporary power needed, adding cost & time
Temporary Police HQ Relocation Options
Option 3: Newly remediated site at Curtola Parkway and
Mono Street
CONTACT(S)
Oscar Alcantar
Interim Public Works Director
Andrew Murray City Manager
Discussion and Direction on City Council 2025 Goal Setting ProcessSeptember 23, 2025 Background•As best practice, governing boards routinely review and update organizations goals.•The Vallejo Municipal Code (Section 2.02.160) provides direction regarding goal setting:–The council shall at a regular meeting, or special meeting called for that purpose, and as soon as feasible after its annual reorganization meeting each year, determine its goals and the relative priority of such goals to which city staff and resources are to be committed for their accomplishment. The council may conduct such additional meetings on its goals throughout the year as deemed necessary or advisable.
Background (Cont’d)•During goal setting, Council can also discuss the mission, vision, and values for the organization.•Over the past few years, Council has met for goal setting early in the year (February, March, April) for a one-day goal setting held offsite, which was facilitated by a consultant.–The 2024 goal setting meeting was instead used as a team building for Council and senior staff.•Goal setting has also included Council training and team building and detailed work planning. •In some past years, goal setting and work planning were two-day processes.
Background (Cont’d)•City staff sought Council’s direction at a Council meeting on February 11, 2025 regarding the 2025 goal setting process.•The City tentatively scheduled a one-day goal setting meeting for September 2, 2025.•The September 2, 2025 meeting was cancelled so that staff could receive additional specific, formal direction from a majority of the Council on the elements of the 2025 goal setting process.
Next Steps•Staff is requesting direction on the following to arrange the 2025 goal setting meeting(s):1.Location;2.Number of sessions, date(s), and time(s);3.Facilitator;4.Whether or not to address mission, vision, and values (in addition to goals);5.Whether to incorporate Council training and team building;6.Whether to identify specific strategies/projects related to goals and how to address City Council referrals that are special projects and staff-identified special projects to improve organizational effectiveness;7.Whether to identify specific performance measures related to goals and strategies/projects;8.What materials staff should prepare in advance;9.How to incorporate public input;10.Process for selecting facilitator; and11.Timeline for implementing goal setting
CONTACT(S)
Andrew MurrayCity Manager
M E M O R A N D U M
HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT
DATE: September 23, 2025
TO: Mayor and Members of the City Council
FROM: Alicia M. Jones, Housing Director
CC: Gillian Haen, Assistant City Manager
SUBJECT: Correction to Draft FY 2024- 25 CAPER, Attachment #3 of Action Calendar Item 9.A and PowerPoint Presentation
This memo is to notify members of the Vallejo City Council of certain updates identified in the Draft FY 2024-25 CAPER, Attachment #3 of Action Calendar Item 9.
On page 2 of the Draft FY 2024- 25 CAPER, the figure was incorrectly listed as $930 million. The correct amount is $1 million.
On page 9, Table 3 and the narrative have been updated with the following -
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,012,083 1,002,232
HOME public - federal 100,000 42,887
Table 1 - Resources Made Available
Narrative
In FY 2024 -25 (July 1, 2024, to June 30, 2025), the City of Vallejo allocated $1,012,083 in Community Development Block Grant (CDBG) funds, as indicated in the Resources Made Available column of Table 3, which represents the annual grant allocation for that fiscal year and projected program income . Of the $ 1 million expended, the majority was directed toward the development and construction of the Homeless Navigation Center. The remaining CDBG funds expended in FY 2024 -25 were directed toward administrative costs and reimbursements to non -profit agencies delivering social and public services to low - and moderate- income residents . Approximately $43,000 in HOME Program funds was expended on administrative costs.
A corrected version of the Draft FY 2024- 25 CAPER and PowerPoint presentation are attached to this memo for your reference.
CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The City of Vallejo's Housing and Community Development Department manages programs funded by the U.S. Department of Housing and Urban Development (HUD). As an entitlement city, Vallejo is eligible to receive Community Development Block Grant (CDBG) and HOME Investment Partnerships (“HOME”) formula funding directly from the U.S. Department of Housing and Urban Development (HUD). Entitlement eligibility is determined by population thresholds and metropolitan area status, with grants awarded based on a statutory formula that considers poverty, population, housing overcrowding, and housing age to meet the primary objective of developing viable communities, particularly for low- and moderate-income individuals.
In the 2024-25 Program/Fiscal Year (FY), spanning from July 1, 2024, to June 30, 2025, Vallejo received $1,007,083 in Community Development Block Grant (CDBG) Program funds. However, the City did not receive any HOME Investment Partnerships (“HOME”) Program funds for FY 2024- 25 due to a voluntary grant reduction following a HUD finding. The report outlines the achievements of the CDBG and HOME Programs during this period, emphasizing progress toward goals in the fifth and final year of the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). This HUD-required strategic plan, approved on July 21, 2020, focuses on improving housing affordability and community development over the five- year period.
The City of Vallejo is required to submit an Annual Action Plan (AAP) each year, outlining how HUD grant funds will be used to meet the needs identified in the Five-Year Consolidated Plan. For the FY 2024-25 AAP, public engagement included two public hearings held on December 7, 2023, and February 1, 2024, to discuss affordable housing and community development needs. Additionally, the Housing and Community Development Commission conducted a public hearing on April 4, 2024, to gather public comments on the draft FY 2024-25 AAP. The Vallejo City Council unanimously approved the FY 2024-25 AAP on June 25, 2024.
In the 2024-25 Program Year (July 1, 2024, to June 30, 2025), the City of Vallejo, in collaboration with its non-profit partners, made significant strides in addressing community needs. They advanced the development of a Homeless Navigation Center, a key initiative to support vulnerable populations. Additionally, the City delivered public services to low- and moderate-income individuals, aligning with the goals of the Five-Year Consolidated Plan to enhance community development and housing affordability.
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
During the 2024-25 Program Year (July 1, 2024, to June 30, 2025), the City of Vallejo expended approximately $1 million in Community Development Block Grant (CDBG) funds, which included program income and carryover funds from the previous fiscal year (July 1, 2023, to June 30, 2024). The majority of the FY 2024-25 CDBG funds were allocated to the development of the Homeless Navigation Center project.
Additionally, three non-profit partners utilized these funds to provide services to low- and moderate-income Vallejo residents, including life skills courses, housing support, showers for the unhoused, and comprehensive fair housing services, aligning with the goals of the Five-Year Consolidated Plan.
The Housing and Community Development (HCD) Department of the City of Vallejo includes the Housing Authority of the City of Vallejo (HACV), which administers the Housing Choice Voucher (HCV) Program, commonly known as Section 8, along with its subprograms: Project-Based Voucher, Family Self-Sufficiency, and HCV Homeownership. These programs provide rental assistance to qualifying low-income households. The HACV also manages the Veterans Affairs Supportive Housing (VASH) Program, combining HUD housing vouchers with Veterans Affairs supportive services to help veterans secure and maintain housing. The HACV prioritizes safe, sanitary, and high-quality housing to enhance the well-being of Vallejo families. As of June 30, 2025, the HACV has served over 1,500 clients through its HCV and VASH Programs.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Homebuyer
Assistance
Affordable
Housing
HOME: $
Direct Financial
Assistance to
Homebuyers
Households
Assisted 25 0
0.00%
0 0 0.00%
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Homeless
Navigation
Center
Homeless
CDBG: $ /
Private
Foundations: $
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 125 125
100.00%
125 125
100.00%
Homeless
Navigation
Center
Homeless
CDBG: $ /
Private
Foundations: $
Other Other
Non-
Homeless
Special
Needs
Services
Non-Homeless
Special Needs
CDBG:
$208089 /
HOME: $66195
/ Private
Foundations: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 125 375
300.00%
Non-
Homeless
Special
Needs
Services
Non-Homeless
Special Needs
CDBG:
$208089 /
HOME: $66195
/ Private
Foundations: $
Other Other
Permanent
Supportive
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Rental units
constructed
Household
Housing
Unit
119 74
62.18% 45 0
0.00%
Social
Services
Non-Housing
Community
Development
CDBG: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 6250 6334
101.34%
1250 773 61.84%
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sonoma
Estates
Housing
Project
Affordable
Housing
CDBG: $ /
HOME: $84293
Homeowner
Housing Added
Household
Housing
Unit
45 0
0.00%
45 0
0.00%
TBRA Affordable
Housing
HOME: $
Tenant-based
rental assistance /
Rapid Rehousing
Households
Assisted 90 11
12.22%
0 0
0.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The City of Vallejo has identified key affordable housing and community development needs for the Five-Year Consolidated Plan period (July 1, 2020, to June 30, 2025). For affordable housing, the city has prioritized the following groups, listed in order of importance:
1. Extremely low- and very low-income renters
2. Homeless individuals
3. First-time homebuyers
4. Non-homeless individuals with special needs
Non-housing community development needs include: (1) extensive health and safety public improvements in neighborhood target areas, (2) city-wide installation of curb ramps, and (3) social services for persons with extremely-low and very-low income to address their fundamental human needs.
Goal: HOMEBUYER ASSISTANCE
From May 2021 to June 2022, the City of Vallejo partnered with the Community Housing Development Corporation to administer first-time homebuyer loan and closing cost grant programs. However, due to the economic impacts of the pandemic, including rising housing prices, high interest rates, and unfavorable market conditions, no loans or grants were distributed to qualified individuals. Since June 2022, no homebuyer CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
assistance programs have been implemented due to staffing shortages and limited non-profit capacity.
Goal: HOMELESS NAVIGATION CENTER
The Homeless Navigation Center in Vallejo opened in June 2025, addressing the needs of homeless individuals, who are identified as the second priority group in the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). The duplication of this goal in the table is noted as an error. The Center’s development, primarily funded by the FY 2024-25 Community Development Block Grant (CDBG) funds, aligns with the City’s commitment to tackling homelessness through targeted initiatives and supportive services.
Goal: NON-HOMELESS SPECIAL NEEDS SERVICES
The City of Vallejo partners with non-profit agencies to address the needs of non-homeless persons with special needs, the fourth and lowest priority group in the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). These agencies, which did not receive direct CDBG, HOME, or other City funding, serve groups such as survivors of domestic violence, individuals recovering from substance addiction, and those with severe mental illness. The duplication of this goal in the table is noted as an error, with the second record reflecting administrative costs allocated to CDBG and HOME funds.
Goal: PERMANENT SUPPORTIVE HOUSING
The Blue Oak Landing project, completed in FY 2022-23 (July 1, 2022, to June 30, 2023), provided 74 rental units and served 95 residents, addressing the needs of the first two priority groups in Vallejo’s Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025): homeless individuals and low- and moderate-income households. The project’s grand opening on September 18, 2023, was attended by HUD representatives. In FY 2024-25, the City planned to allocate CDBG and HOME Program funds for a permanent supportive housing project but was unable to do so due to understaffing.
Goal: SOCIAL SERVICES
Each fiscal year, the City of Vallejo may allocate up to 15% of its Community Development Block Grant (CDBG) funds, including program income from the previous fiscal year (e.g., July 1, 2023, to June 30, 2024, for FY 2024-25), to non-profit organizations. These funds support social service programs targeting very low- and low-income residents. In FY 2024-25, three non-profit agencies utilized these funds to provide services such as food assistance, housing counseling, and fair housing services to low- and moderate-income individuals, aligning with the goals of the Five-Year CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Consolidated Plan (July 1, 2020, to June 30, 2025).
Goal: SONOMA ESTATES HOUSING PROJECT
The Sonoma Estates Housing Project, an affordable housing initiative in Vallejo, California, has encountered significant delays in its pre- development stage, primarily due to funding challenges. The City of Vallejo and the developer are actively engaging in ongoing discussions to address these issues and advance the project toward construction.
Goal: TENANT-BASED RENTAL ASSISTANCE (TBRA)
The City's TBRA Program offers rental aid, including security deposits, and case management for up to 24 months to individuals facing homelessness or at immediate risk of becoming homeless. In Program Year 2023-24, three eligible individuals received assistance. Insufficient staffing has adversely affected the administration of the Program.
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG HOME
White 367 0
Black or African American 258 0
Asian 37 0
American Indian or American Native 16 0
Native Hawaiian or Other Pacific Islander 11 0
Total 689 0
Hispanic 108 0
Not Hispanic 581 0
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
Additional data from the CDBG subrecipients not included in the above chart include:
1. Black/African-American and White - 9 (Hispanic: 0 out of 9)
2. Other Multi-racial - 75 (Hispanic: 40 out of 75)
In Fiscal Year 2024-25 (July 1, 2024, to June 30, 2025), the City of Vallejo expended approximately $106,000 of its CDBG Program funds, and served 773 unduplicated individuals through public service agencies, representing approximately 0.61% of the city’s estimated population of 126,090 (based on the 2020 U.S. Census Bureau Decennial Census). Of the 773 individuals served, the racial demographics were as follows:
1. White
2. Black or African American
3. Multi-Racial
4. Asian
5. American Indian or Alaska Native
6. Native Hawaiian or Other Pacific Islander
7. Black/African-American and White
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
Additionally, 148 individuals, or 19% of those served, identified as Hispanic/Latino. These efforts align with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), prioritizing homeless individuals and low- and moderate-income households.
The City of Vallejo, with its diverse population (126,090 per the 2020 U.S. Census Bureau estimates), prioritizes needs and delivers services through its Community Development Block Grant (CDBG) and other programs to all eligible individuals, regardless of race or ethnicity. This approach aligns with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), which focuses on addressing critical needs such as homelessness, affordable housing, and community development for low- and moderate-income residents. Despite the diverse racial and ethnic makeup (e.g., 24% White, 20% Black or African American,
23.5% Asian, 28.4% Hispanic or Latino), the City ensures equitable access to programs and services provided by non-profit partners. The City remains committed to inclusive, needs-based support for all eligible residents.
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,012,083 1,002,232
HOME public - federal 100,000 42,887
Table 3 - Resources Made Available
Narrative
In FY 2024-25 (July 1, 2024, to June 30, 2025), the City of Vallejo allocated $1,007,083 in Community Development Block Grant (CDBG) funds, as indicated in the Resources Made Available column of Table 3, which represents the annual grant allocation for that fiscal year and projected program income. Of the approximately $1 million expended, the majority was directed toward the development and construction of the Homeless Navigation Center. The remaining CDBG funds expended in FY 2024-25 were directed toward administrative costs and reimbursements to non-profit agencies delivering social and public services to low- and moderate-income residents. Approximately $43,000 in HOME Program funds was expended on administrative costs.
The FAIR HOUSING ADVOCATES OF NORTHERN CALIFORNIA (FHANC) played a significant role in addressing fair housing needs in Vallejo. FHANC has been addressing COVID-related fair housing needs as well as expanded advocacy following the passage of Senate Bill 329 (a California fair housing law preventing source of income discrimination and adding people with housing choice vouchers or other housing subsidies to the list of protected classes). FHANC provided free, comprehensive fair housing services to Vallejo residents, including complaint intake, education, referral, testing, advocacy, and enforcement. FHANC provided education to staff who operate critical housing programs benefiting low- income families (i.e., Housing Choice Voucher (HCV)/Section 8 voucher holders and public housing residents) when requested, educated HCV recipients on state/federal fair housing protections, including California fair housing law in effect in 2020, protecting them from housing discrimination based on their status as HCV recipients. FHANC offered services on an as-needed basis by the Vallejo Housing Authority. The agency reported serving 276 unduplicated clients out of their target of 50.
The HOUSE OF ACTS utilized these funds to support its Expansion of Transitional Housing Services Program. This program is a key priority within the organization’s Strategic Expansion Plan Initiative (SEPI), a three-year strategic plan aimed at enhancing its mission to serve the Vallejo community. The SEPI reflects a strategic investment in providing comprehensive, client-centered, collaborative, and data- driven services to promote housing stability, recovery, and overall well-being for individuals, particularly those who are low- and moderate-income or facing homelessness.
LIGHTHOUSE COVENANT FELLOWSHIP administered a program that provided hot showers to the unhoused. This initiative aligns with the City’s Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025), which prioritizes addressing the needs of homeless individuals (second priority group) and low- CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
and moderate-income households (first priority group). The shower program contributes to the broader goal of supporting vulnerable populations by addressing fundamental human needs and promoting dignity and well-being.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Central City 0
Country Club Crest 0
Eastern City 0
South Vallejo 0
Vallejo Heights 0
Table 4 – Identify the geographic distribution and location of investments
Narrative
The City did not prioritize any specific CDBG Program target area neighborhood when allocating its CDBG Program or HOME Program funds for Program Year 2024-25. The expenditure of CDBG Program funds was confined to activities that provide direct benefits. Consequently, this section and the preceding table do not apply to the reporting period.
CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City of Vallejo leverages a combination of federal, state, local, and private resources to achieve the affordable housing and community development goals outlined in its Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025). The City collaborates with Solano County and local entities to coordinate these resources, ensuring efficient delivery of programs and services to address critical needs, such as homelessness, affordable housing, and support for low- and moderate-income residents.
Furthermore, the Housing Authority of the City of Vallejo, by receiving and utilizing an average of up to $20 million in federal funds from HUD, operates the Housing Choice Voucher (HCV) Program. This program successfully draws private investment by encouraging rental housing property owners to participate voluntarily in the HCV Program.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year 727,151
2. Match contributed during current Federal fiscal year 0
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 727,151
4. Match liability for current Federal fiscal year 0
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 727,151 Table 5 – Fiscal Year Summary - HOME Match Report
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
begin-ning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
688,181 382,570 43,555 0 1,027,196
Table 7 – Program Income
CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property
CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 125 125
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 125 0
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 1,725 1,510
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 1,725 1,510
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
Table 11 sets a one-year goal of providing 125 homeless households with affordable housing units, a target for the Homeless Navigation Center.
Table 12 outlines a one-year goal for the Rental Assistance program to support 1,725 households. As of June 30, 2025, the Housing Authority of the City of Vallejo (HACV) has assisted 1,510 eligible low-income households through the Housing Choice Voucher (HCV) Program, more commonly known as the Section CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
8 Program, and the Veterans Affairs Supportive Housing Program. The HACV has increased its payment standards to better match local rental costs and to improve voucher utilization rates. To enhance the leasing success rate, the HACV opened the HCV Program waiting list, issued a Request for Proposal for Project-Based Vouchers, and conducted a landlord symposium.
The Department's ability to meet its Affordable Housing goals has been significantly impacted by limited staffing. The Sonoma Estates Housing Project has faced delays due funding gap.
Discuss how these outcomes will impact future annual action plans.
The City's first Homeless Navigation Center has been completed, and the City plans to utilize other types of federal funding for the project.
The Sonoma Estates Housing Project faced significant delays due to funding issues. The project's team secured appropriations from State, Federal, and other partners. The City and the developer are actively engaging in discussions regarding the project.
The City's Tenant-Based Rental Assistance Program will be re-implemented in FY 2025-26.
The outcomes and challenges of FY 2024-25 will drive strategic adjustments in future Annual Action Plans to enhance affordable housing and community development outcomes. • Set Realistic Goals: Adjust targets based on FY 2024-25 outcomes to reflect staffing and funding constraints.
• Prioritize Projects According to Staffing Capacity
• Enhance Equity: Implement strategies that support greater community involvement across diverse groups
• Diversify Funding: Pursue additional federal and state grants • Monitor Progress: Implement quarterly reviews of program outcomes to adjust strategies and ensure goals are met.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 646 0
Low-income 90 0
Moderate-income 6 0
Total 742 0
Table 13 – Number of Households Served
CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative Information
The data in the CDBG Actual column of the preceding table reflects the number of individuals/households who were assisted by CDBG subrecipients offering public services.
The predominance of extremely low-income households (646 out of 742, or 87%) served by Vallejo’s Community Development Block Grant (CDBG) Program in FY 2024-25 demonstrates the strong alignment with the Five-Year Consolidated Plan (July 1, 2020, to June 30, 2025) goal of prioritizing low- and moderate-income households, particularly those with the greatest need. This outcome reflects the City’s commitment to addressing the needs of its most vulnerable residents, such as homeless individuals (second priority group) and extremely low-income households (first priority group).
CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Housing and Community Development Department of the City of Vallejo, through its CDBG Program, funded the development and construction of the City’s first Navigation Center. The Vallejo Homeless Navigation Center is a resource designed to help individuals experiencing homelessness by connecting them to critical services. The center provides a variety of resources to assist with emergency shelter, housing, healthcare, and other services. Individuals are referred to the Navigation Center through the Coordinated Entry System, which for Solano County is Resource Connect Solano (RCS).
Addressing the emergency shelter and transitional housing needs of homeless persons The City’s Navigation Center is a low-barrier, congregate shelter. Through its operator, Five Keys, its purpose is to serve the unhoused population by obtaining income, public benefits, health services, and housing. The Vallejo Navigation Center is a "one-stop-shop" that provides services and shelter critical to helping address homelessness. The center offers 125 shelter beds and provides individual case management, connecting people to social, and medical services to those experiencing homelessness.
Participants will have access to job training and be assisted in becoming prepared to secure and sustain permanent housing. The center will serve approximately 200 people annually.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The Housing Authority of the City of Vallejo (HACV) provides case management and support to participants of the Housing Choice Voucher (HCV) Program. The HACV's HCV Program waiting list opened from February 28, 2024, through March 5, 2024. Additionally, the staff collaborates with Veterans Affairs case managers to offer rental assistance to veterans. To increase the number of affordable housing units in Vallejo, the HACV issued Request for Proposals for Project-Based Vouchers (PBVs), a program that allows a portion of the Housing Authority’s voucher units to be designated to specific housing units within the city, and has awarded PBVs to Eden Housing (Serneo Village), Vallejo Housing Collaborative, and the Broadway Village.
CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City does not receive Emergency Solutions Grants (ESG) for homeless prevention.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The HACV, in collaboration with the U.S. Department of Veterans Affairs, oversees the Veterans Affairs Supportive Housing (VASH) Program. This program empowers homeless veterans and their families by providing access to affordable housing and a variety of supportive services in collaboration with Veterans Affairs case managers.
The City is dedicated to continuing efforts to meet the needs of the homeless through:
1. Tenant-Based Rental Assistance (TBRA) Program - The City's TBRA Program will offers rental assistance for up to twenty-four months to those who are homeless or at imminent risk of homelessness and are referred by the County’s Coordinated Entry System operator to the Housing and Community Development Department. Those who have received TBRA will be prioritized for a Housing Choice Voucher upon successful completion of the TBRA Program.
2. Homeless Navigation Center - A 125-bed Homeless Navigation Center was completed within the current five-year plan (2020-25). The center will provide not only temporary shelter but also medical and social services. The City aims to use other federal funding to fund its supportive services.
3. Permanent Supportive Housing - The construction of 74 rental units at a permanent supportive housing site known as Blue Oak Landing was completed in December 2022. The process of selecting 74 eligible extremely low- and very-low-income households started in early 2023. The HACV has allocated Project-Based Vouchers to all 74 units. The City remains committed to identifying and pursuing opportunities to fund future permanent supportive housing projects.
CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the City of Vallejo (HACV) manages the Housing Choice Voucher (HCV) Program, offering long-term rental assistance to eligible households with very low income, including seniors and individuals with disabilities. Participants who receive a voucher must locate a suitable private housing unit where the owner is willing to participate in the HCV Program and comply with its rules. The HACV collaborates with property owners and managers to support up to 2,358 low-income families. The HACV pays a housing subsidy directly to the landlord on behalf of the participating family, who then pays the difference between the actual rent and the subsidized amount.
The Veterans Affairs Supportive Housing (VASH) Program issues rental assistance vouchers to homeless veterans. In partnership with the Department of Veterans Affairs (VA), the HACV aids up to 81 veteran participants. VA case managers also offer case management and clinical services to ensure veterans have stable housing. As of June 30, 2025, there were 1,510 utilized vouchers, 130 were project-based, and 48 were allocated for VASH.
The HACV is not involved in owning or managing any public housing units.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The Family Self-Sufficiency (FSS) Program provides opportunities for HCV Program participants to receive case management services and financial incentives, which help them progress toward economic independence and self-sufficiency. Participation is voluntary and involves a five-year commitment. As participants' earned income increases, leading to a higher rental share, a designated amount is deposited into an interest-bearing savings account for the qualifying participant. Upon successful completion of the FSS Program, participants can access these funds, potentially using them for home purchases. As of June 30, 2025, there are approximately 30 participants in the Vallejo Housing Authority's FSS Program.
In the same reporting period, funds from the CDBG and HOME Programs were designated for mortgage assistance to qualified low-income households.
Actions taken to provide assistance to troubled PHAs
No action was taken as the Housing Authority of the City of Vallejo is not a troubled Public Housing Agency (PHA).
CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The Vallejo City Council adopted the 6th Cycle Housing Element update on December 31, 2024, which was certified by the State of California the following day.
The City recognizes that certain public policies—such as land use controls, zoning ordinances, building codes, fees and charges, and growth limitations—can create barriers to the production and preservation of affordable housing. To reduce or mitigate these effects, the City has taken or will take the following actions:
• Zoning and Land Use Flexibility: The new Zoning Ordinance allows residential uses, in the Neighborhood Mixed Use (NMX), Downtown Mixed Use (DMX), Waterfront Mixed Use (WMX), Neighborhood Commercial (NC), and Central Commercial (CC) zones in addition to in residential zones. Multifamily is also permitted with a minor use permit, in the Regional Commercial (RC), Office (O), and Medical (M) districts. By allowing residential uses in most zones, the City has helped facilitate the construction of affordable units. • Streamlined Review and Permitting: Continue to improve permitting and entitlement processes to reduce time and cost burdens on affordable housing developers. As a part of the 2021 Zoning Ordinance update, the City removed constraints on affordable senior development by permitting senior housing in multiple zone districts, including residential and commercial zones. • Fee Adjustments and Incentives: The City continued to implement the Condominium Conversion Ordinance (Section 16.613 of the Zoning Ordinance). Section 16.214.04 outlines density bonuses and other incentives for condominium conversions to preserve affordable units. • Support for Residential Investment: Implement policies that encourage the rehabilitation of older housing stock, including the use of HOME and CDBG funds for acquisition, rehabilitation, and preservation of affordable units. Explore strategies to maintain affordability covenants and protect long-term affordability.
• Regional Collaboration: Participate in regional housing policy discussions to align land use planning, transportation, and infrastructure investment with affordable housing goals. • Education and Outreach: On April 18, 2022, the City held a joint Planning Commission and City Council study session to provide information on the Housing Element and solicit input from the community. The City notified the community of this meeting with flyers distributed in English, Spanish, and Tagalog. During the meeting, council members and commissioners expressed an interest in community land trusts and inclusionary housing, redevelopment of vacant and CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
underutilized parcels and buildings, and integration of lower-income housing citywide Through these actions, the City seeks to mitigate barriers created by local public policies and support the expansion of safe, decent, and affordable housing opportunities for all residents.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) During the reporting period, the Housing and Community Development Department staff worked with the City's Public Works Department, the Planning and Development Services Department, and the Finance Department to complete construction and related planning activities to construct a homeless navigation center that will serve up to 125 homeless persons.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City's Housing Authority staff ensured that lead-based paint educational materials, inspections, and referrals are made available to Housing Choice Voucher holders and rental housing property owners participating in housing programs. As needed, the City addressed unsafe and hazardous housing units, a City Council priority, which included a visual inspection for lead-based paint.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City continues to administer the Family Self-Sufficiency (FSS) Program, a sub-program of the Housing Choice Voucher Program. As of June 30, 2025, approximately 30 persons were enrolled in the FSS Program. The FSS Program enables HUD-assisted families to increase their earned income and provide a financial incentive that they can use towards economic independence.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City Council directs and approves the priority needs in the Five-Year Consolidated Plan and Annual Action Plan. The Housing and Community Development Department implemented the activities identified in the Annual Action Plan, provided funding to non-profit service providers, and other City departments for projects that meet the needs documented in the plan. The City is a member of the Community Action Partnership of Solano Joint Powers Authority and the Housing First Solano Continuum of Care.
The City and its Housing Authority coordinate their efforts and activities to ensure adequate and efficient service in the areas of housing assistance and homelessness.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The Housing Authority of the City of Vallejo (HACV) does not own or manage any public housing properties, thus it depends on the private rental sector to provide units for participants of the Housing CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Choice Voucher (HCV) Program. Recognizing the essential role of landlords in the success of its program, the HACV commits to prompt payments to landlords and implements outreach and incentive initiatives to maintain and increase landlord participation.
During the FY 2024-25, the City allocated CDBG funds to three social service organizations. Participants in the HCV Program were directed to these agencies to access the services offered.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City has submitted a draft of its updated Analysis of Impediments (AI) to Fair Housing Choice report The current AI was updated in 2015.
Actions to address identified impediments taken during the plan period included deconcentration of poverty in the allocation of Housing Choice Vouchers and in the selection of proposed affordable housing sites.
CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Vallejo conducts monitoring of its activities and projects in line with the requirements set forth by 2 CFR 200.332(d), 24 CFR 570.501(b) for CDBG- and NSP-funded programs, and 24 CFR 92.504 for HOME-funded programs. Monitoring serves as the City's primary mechanism to ensure that projects funded by CDBG, NSP, and HOME are executed in accordance with program regulations. The City maintains monitoring plans for its CDBG, NSP, and HOME programs and activities, ensuring adherence to each program's specific rules and confirming that federally funded activities and projects carried out by the City's partners are in compliance with all relevant federal laws, regulations, and Executive Orders.
Monitoring is a continuous process throughout the program year. The City's monitoring plan includes:
• Planning: Preparing and scheduling monitoring visits. • Implementation: Conducting desk reviews, onsite reviews, and inspections of housing units bound by long-term affordability covenants.
• Follow-Up: Maintaining communication with subrecipient agencies and owners of housing projects.
Each Plan incorporates a risk assessment component to assist the City in evaluating which subrecipients or other funding recipients, such as developers and Community Housing Development Organizations (CHDOs), necessitate comprehensive and/or on-site monitoring. This risk assessment is crucial for the City to gauge the potential risk of non-compliance with program requirements by a project, program, or organization, or their susceptibility to fraud or abuse.
City monitoring encompasses four main areas:
1. Program Monitoring - Evaluating the overall performance and operation of the program to ensure that the City's programs and activities are effective and adhere to CDBG and HOME Program regulations.
2. Administrative and Financial Monitoring - Reviewing the fiscal and administrative management of CDBG and HOME Program funds.
3. Project Monitoring - Checking compliance with specific CDBG and HOME Program activity and project requirements, such as homebuyer or rental housing development projects.
4. Long-Term Monitoring - Ensuring ongoing compliance with long-term CDBG and HOME Program stipulations, applicable to HOME-assisted rental and homeownership housing post-completion.
During FY 2024-25, the City started a desk monitoring of three non-profit agencies funded by CDBG that CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
provided social services. These reviews were essential and beneficial, allowing the City to verify: (1) program alignment with the Consolidated Plan, Annual Action Plan, and HUD and City stipulations; (2) timely delivery of activities; and (3) the accuracy and completeness of data entered into the HUD Integrated Disbursement and Information System (IDIS), including the Consolidated Annual Performance and Evaluation Report (CAPER). The City will continue the rest of the monitoring process in FY 2025-26.
The City has developed a Monitoring Risk Assessment Level Criteria document, which is governed by: (1) quarterly desk reviews. (2) new subrecipient agencies or significant organizational changes, (3) cumulative grant award, (4) administrative history, (5) program performance, and (6) financial strength.
All subrecipient agencies are to be monitored on-site at least every other year, depending on their risk level. City staff prepared for the monitoring and informed the agencies of the monitoring review and on- site visit. Desk reviews were conducted before the onsite reviews and inspections.
City staff is scheduled to monitor subrecipients of FY 2024-25 grants starting January 2026.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The City follows its established Citizen Participation Plan. The draft FY 2024-25 CAPER was set for a public hearing on September 4, 2025, during a regular meeting of the City's Housing and Community Development Commission (HCDC). Notices about the draft CAPER and the hearing were published in the Vallejo Times-Herald, the local city newspaper, available on August 20, 2025, as well as on the City's official website. The draft CAPER was also posted on the City's Housing and Community Development webpage. The period for public comment on the draft CAPER started on September 5, 2025, and will conclude on September 23, 2025.
The Council plans to review the CAPER at a regular meeting in September 23, 2025.
CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City's CDBG Program objectives remained unchanged for FY 2024-25.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 24 CFR 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.
Due to limited staffing, inspection services will be outsourced. Inspections for HOME rental housing units are set to ensure compliance with Housing Quality Standards or the National Standards for the Physical Inspection of Real Estate and will be scheduled in the second quarter of FY 2025-26, which is from October to December 2025.
The following are affordable rental housing units assisted by HOME Program funds:
1. Avian Glen Apartments - 11 floating HOME Program units
2. Temple Art Lofts - four floating HOME Program units
3. Marina Tower - 11 floating HOME Program units
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
The City mandates that its housing programs be managed in a way that ensures individuals with similar income levels have equal housing options available to them, irrespective of race, color, national origin, religion, sex, disability, or familial status. Similarly, non-profit organizations and affordable housing developers that receive HOME Program funds must engage in affirmative marketing to attract those least likely to apply and implement affirmative fair housing marketing strategies when seeking applicants, assessing eligibility, and executing rental transactions. They are also required to display the HUD Fair Housing logo and declare their status as an Equal Housing Opportunity provider in all forms of advertising and communication.
Non-profit organizations must diligently endeavor to offer housing to qualified individuals of all racial, ethnic, and gender groups within the city, as stipulated in their Agreements. In accordance with their HOME Program Agreements, these agencies commit to not engaging in discrimination against prospective homeowners or renters on the grounds of race, color, ancestry, national origin, gender, sexual orientation, age, marital status, family status, whether children are present in the home, source of income, physical, sensory, or mental disability, HIV/AIDS status, related conditions, or any other arbitrary factor.
Affirmative marketing efforts encompass a variety of advertising methods and community outreach CAPER 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
formats aimed at engaging individuals who are least likely to apply for the program.
Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics Income for the HOME Program is derived from the principal and interest payments on HOME-funded loans. In the fiscal year 2024-25, the program received approximately $383,000, in income. The City is allowed to use up to 10 percent of all program income received for eligible HOME administrative costs.
The remaining funds must be expended for projects.
Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City's Five-Year Consolidated Plan identifies the following populations as the most in need of assistance, prioritized as follows: (1) renters with very low to low income; (2) individuals experiencing homelessness; (3) first-time homebuyers; and (4) non-homeless individuals with special needs.
To meet the needs of very low- and low-income residents seeking affordable first-time homebuyer opportunities and rental housing, the City allocated $415,483 in HOME Program funds for a Permanent Supportive Housing activity. This initiative targets the requirements of priority groups one and three outlined in the Consolidated Plan. However, no funds were spent on this project during the reporting period due to severe understaffing.
CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 N/A N/A N/A
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0 0
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers N/A N/A N/A N/A N/A
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. N/A N/A N/A N/A
Direct, on-the job training (including apprenticeships). N/A N/A N/A N/A Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. N/A N/A N/A N/A N/A
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). N/A N/A N/A N/A N/A
Outreach efforts to identify and secure bids from Section 3 business concerns. N/A N/A N/A N/A N/A
Technical assistance to help Section 3 business concerns understand and bid on contracts. N/A N/A N/A N/A N/A
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. N/A N/A N/A N/A N/A
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.
N/A N/A N/A N/A N/A
Held one or more job fairs. N/A N/A N/A N/A N/A
Provided or connected residents with supportive services that can provide direct services or referrals. N/A N/A N/A N/A N/A Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
N/A N/A N/A N/A N/A
Assisted residents with finding child care. N/A N/A N/A N/A N/A Assisted residents to apply for, or attend community college or a four year educational institution. N/A N/A N/A N/A N/A
Assisted residents to apply for, or attend vocational/technical training. N/A N/A N/A N/A N/A Assisted residents to obtain financial literacy training and/or coaching. N/A N/A N/A N/A N/A Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. N/A N/A N/A N/A N/A Provided or connected residents with training on computer use or online technologies. N/A N/A N/A N/A N/A
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. N/A N/A N/A N/A N/A Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
N/A N/A N/A N/A N/A
Other. N/A N/A N/A N/A N/A
CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table 15 – Qualitative Efforts - Number of Activities by Program
Narrative
All records, including contract compliance and inspection documentation, have been archived and submitted to the Public Works Department. Additional research by staff will be conducted to determine the total number of hours necessary to complete the table above.
Alicia M. Jones, Housing Director
CITY OF VALLEJO
CITY COUNCIL MEETING
SEPTEMBER 23, 2025
ITEM 9.A.
CONSOLIDATED ANNUAL
PERFORMANCE AND
EVALUATION REPORT (CAPER)
FOR FISCAL YEAR (FY) 2024-25
KEY DOCUMENTS/PROCESS
Con Plan
Five-Year Consolidated Plan
July 1, 2020 – June 30, 2025
AAP
Annual Action Plan – Year 5 of Con Plan
July 1, 2024 – June 30, 2025
CAPER
Consolidated Annual Performance and
Evaluation Report due to HUD within
90 days after FY-end or September 28
CITIZEN PARTICIPATION
Public Hearing
September 4, 2025
Housing and Community Development
Commission recommended that Council
approve the CAPER
Comment Period
September 5 – September 23
FY 2024-25 Entitlement Grant
• CDBG Program - $1,007,083
• HOME Program- $463,687.82 -To be
reduced to zero due to Voluntary
Grant Reduction (VGR)
FY 2024-25 Grant + Projected Program
Income
• CDBG Program - $1,012,083
• HOME Program - $563,688
Program Grant +
Program Income
Expenditure % Spent
CDBG $1,012,083 $1,002,232 99%
HOME $100,000*
Only the projected
Program Income
$42,887 43%*
All Admin
Costs
Administration
12%
Homeless
Navigation
Center
78%
Public Service
Agencies
10%
Administration Homeless Navigation Center Public Service Agencies FY 2024-25
CDBG EXPENDITURES
ADMINISTRATIVE EXPENSES
(CDBG and HOME)
• Salaries and Benefits
• Office Rent (from the Housing
Authority)
• Professional Services/Consultant
• Audit Fees
• Loan Servicing Fees
• Trainings & Conferences
• Postage & Mailing
• Dues/Membership
• Advertising
Fair Housing Advocates of
Northern California
417 Persons Assisted
57 Persons Assisted
299 Persons Assisted
PUBLIC SERVICE AGENCIES
(CDBG)
NUMBER OF HOUSEHOLDS SERVED
Extremely Low-Income 648
Low-Income 90
Moderate-income 6
Non-Low/Moderate 4
Declined to State 25
TOTAL 773
NAVIGATION CENTER (CDBG)
1937 Broadway Street
• Project Management
• Construction Management
• Modular Restrooms
Housing Authority of the City of
Vallejo’s Housing Choice Voucher
(HCV) Program
As of June 30, 2025:
• 1,510 households assisted
-130 Project-based vouchers
- 74 Veterans vouchers
• 30 participants in the Family Self-Sufficiency
(FSS) Program
CONTACT(S)
Alicia M. Jones
[email protected]
(707) 648-4408
Response to Questions from Councilmembers Regarding the September 23, 2025 Council Agenda 1 Consent 8C & 8D – Payment of Claims: June 2025 and July 2025 I would like to more about this for our upcoming agenda? As required by the Vallejo Municipal Code, the Finance Director has submitted the monthly check register for Council approval. The reports show which vendors were paid, the funds used and claim payments for General Liability and Workers’ Compensation that fall within the City’s self-insured limits. An aKidavit signed by the Finance Director confirms the accuracy of all reported payments. This process ensures transparency in how City funds are spent and provides Council oversight of monthly expenditures.