payment amount, based upon the borrower’s income. The Loan Servicer will review the following information for any deferred loan, which requires an income re-certification. o Current household income
o Current mortgage payments
o Current monthly utilities (Electric, Gas, Water, and Sewer) o Payment on fixed debts (Cars, medical bills etc.)
o The income re-certification process will determine the ability of a borrower to make a monthly payment on their loan. Income re-certification will be included in the evaluation of delinquent accounts. Income re-certification is also used to determine eligibility for Hardship Deferrals.
Collection and Remittance of Payments: The Loan Service Provider shall collect payments from borrowers through monthly or other scheduled remittance of principal, interest, fees, escrow balances and/or other identified payments. Payments will be applied to taxes and insurance first, then the remainder to the monthly payment. These remittances will be posted to the loan and ancillary records in accordance with the loan documents and the City’s written instructions. All funds will be maintained in a bank/custodial type account for the benefit of the City. Loan servicer shall ensure the proper balancing of cash received and transmitted and loan portfolio totals on a daily and monthly basis.
Delinquencies
Accounts 0-90 days delinquent
New Delinquent Borrower - The Loan Servicer will send a reminder notice to new delinquent borrowers at 5 days past their payment due date. If there is no response, a delinquency letter is sent at 15 days. If no response is received to either letter, due diligence phone calls begin at 31 days delinquent.
Delinquency/Default Letters - Delinquency letters will be sent to the borrower, by the Loan Servicer at 15, 30, 45 and 90-days past the payment due date. The letters will emphasize the seriousness of the situation, the potential for loss of the borrower's property, and demands for immediate payment. The goal is to prevent poor payment habits.
Due Diligence Phone Calls - Phone calls will be used to impress upon the borrower the serious nature of the situation and to gain a commitment for repayment. Three due diligence phone calls will be made to the borrower, by Loan Servicer, before a recommendation to foreclose is issued. (The advantages of telephone contact are, it demands attention, interrupts other activity, establishes a personal communication, and requires immediate response.) Confirmation Letters - Once a payment commitment is gained, the Loan Servicer will send a confirmation letter to the borrower documenting both the phone call and the commitment. A revised payment plan of no greater than 6 month's duration may be implemented, by the Loan 386
Servicer, without City approval. Default from this plan will cause the Loan Servicer to recommend foreclosure. (Contact with borrowers is used to solicit comments to repay past due amounts. The confirmation letter puts that commitment in writing.) The City will not provide new loan assistance to any Rental Rehabilitation borrower who has been more than 1 payment delinquent, on an existing City loan, within the five-year (60 month) period prior to their loan application. The City will not provide new loan assistance to any other borrower who has been more than 1 payment delinquent, on any existing City loan, within a one- year (12 month) period prior to their loan application. Any borrower whose loan has been foreclosed upon, or administratively deferred will no longer be eligible for assistance through any City Housing program.
Remedies Available
Immediate Payment - The borrower will always have the option of paying the delinquent payments and late fees, on their account, in full, to bring their account current.
Hardship Forbearance- Forbearance is available in 6-month increments, with no more than a total of 12 months forbearance available during the life of each loan. A hardship is defined as a situation or set of events or circumstance beyond the normal control of the borrower, which prohibits the borrower from adhering to the planned repayment schedule. If a borrower states, in writing, that a short-term (less than 12 months) hardship situation exists, the Loan Servicer will develop, in coordination with the borrower, a fully documented file. The following documentation will be provided to the City for their final approval of a recommended forbearance plan:
• Hardship forbearance request
• Nature of hardship
• Expected duration of hardship
• Evidence to validate hardship
• Forbearance plan proposal
If the Agency approves the Hardship Forbearance Request and executes the agreement with the borrower, the Loan Servicer will resume loan servicing under the new payment plan. The Finance Director is authorized to approve and execute a Forbearance Plan Agreement.
Hardship Deferral- If a borrower states in writing, that a long-term (more than 12 months) hardship situation exists, the Loan Servicer will perform an income recertification and evaluation to determine eligibility for loan deferral. A hardship is defined as a situation or set of events or circumstances beyond the normal control of the borrower, which prohibits the borrower from adhering to the planned repayment schedule. The following documentation will be required:
• Deferral Request Form
• Income Recertification
• Current Credit Report
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If the borrower is eligible for deferral, their loan will be deferred for a period of 5 years, after which, amortized payments will resume. If the borrower is not eligible, the loan will be referred to the Loan Servicer to be considered for foreclosure. The Loan Servicer will provide a recommendation for deferral based upon the borrower(s) income recertification and evaluation.
The City’s Finance Director will approve or disapprove the request for deferral.
When a loan is scheduled to resume amortized payments; the borrower will be notified by mail, 90 days before payments are to begin, to contact the Loan Servicer if they are unable to resume payments at that time. The borrower will be required to repeat the deferral request process to determine eligibility for an additional 5-year deferral.
Delinquencies 90+ days
Recommendation to Foreclose: The decision to foreclose is based on an analysis of the individual loan, the borrower’s basic motivation and ability to pay, and their level of cooperation. If the borrower has been uncooperative, non-responsive, or unwilling to cure the existing default by all reasonable means, the Loan Servicer will recommend foreclosure. This step is taken when a loan becomes 90 to 120 days delinquent. The borrower will receive a final letter sent by certified mail. If no response is received within 10 days, the Loan Servicer will issue a formal recommendation to foreclose and will document the steps taken to effect a cure.
Borrowers, who are cooperative and appear genuinely unable to pay, may be referred to the City with a recommendation to consider deferral of the loan. The Loan Committee, made-up of the Assistant Finance Director, the Housing Specialist, and one additional Financial Analyst, will review the Documentation and make a recommendation to the Finance Director. The Finance Director is authorized to review and approve deferral of Agency loans. Recommendations to foreclose must be approved by the City Manager. Information to be considered when reviewing a loan for possible deferral/foreclosure will include:
• Information compiled by the Loan Servicer
• Income re-certification
• Terms of original note, deed, and owner’s participation agreement • Cooperation of the borrower
• Borrower’s ability to make an affordable payment
• The City’s position on the Title of the property
The loan committee will make a recommendation to pursue one of the following actions:
• Defer the entire balance of the loan for a period between 5 and 30 years. Under this option, the borrower(s) would have the opportunity to request another income re- certification at the end of the deferral period if they remain unable to begin repayment. • Defer a portion of the loan for a period between 5 and 30 years, to reduce the monthly payment. For example, a $20,000 loan could be "split" into a $10,000 deferred loan and a $10,000 amortized loan. The smaller affordable payment on the amortized portion would 388
allow the borrower to continue building equity in their property. Under this option, the borrower(s) would have the opportunity to request another income re-certification at the end of the deferral period if they remain unable to begin repayment of the deferred portion of their loan.
• Proceed with foreclosure. This option would be recommended for borrowers who are determined to be able, but unwilling, to pay.
• Administrative Deferral. This option would be recommended when the borrower is uncooperative, and the City has no reasonable expectation of receiving repayment of the loan through the process of foreclosure proceedings. The subject loan would be deferred for a period to be determined by the loan committee. At the end of the Administrative Deferral period, the City would, once again, review the loan for possible foreclosure proceedings. The length of an Administrative Deferral will be determined based upon the recommendations of the loan committee and must be approved by the Department Head.
Any borrower whose loan has been foreclosed upon, or administratively deferred will no longer be eligible for assistance through any City Housing program.
Loans currently 90+ days delinquent
The Loan Servicer will separate out all loans, which are three or more payments delinquent. A notice of default status and a request for contact will be sent by letter. If no response is received in two weeks, the Loan Servicer will send a second letter requesting that the borrower contact their office. If after one week no response is made to the second letter, the Loan Servicer will attempt a phone call. If a commitment for repayment within six months is gained, the Loan Servicer will document the commitment with a confirmation and resume servicing.
If the borrower has been uncooperative, non-responsive, or unwilling to cure the existing default by all reasonable means, the Loan Servicer will refer the loan to the City for review by the loan committee, and possible foreclosure.
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Request for Proposals ǀ RFP No. 21-22-26
City of Visalia
HOUSING LOAN SERVICING
PROPOSAL DUE DATE: FEBRUARY 23, 2021, 1:00 PM (PST)
Micki Abel
National Sales Manager
[email protected]
(319) 541-3689
www.amerinatls.com
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Table of Contents
A. General Information ............................................................................................................................. 1 B. Proposed Approach............................................................................................................................... 4 C. Staff Qualifications and Related Experience ....................................................................................... 17 D. Proposed Fee Structure and Schedules .............................................................................................. 28 E. Conflict of Interest .............................................................................................................................. 34 F. Required Forms ................................................................................................................................... 35
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1 A. General Information
AmeriNational Community Services, LLC d/b/a AmeriNat
217 S. Newton Avenue
Albert Lea, MN 56007
Phone: (800) 943-1988
Fax: (562) 927-2362
The City may contact the below individuals for clarifications needed on items contained in this proposal:
Adrienne Thorson, Chairwoman and CEO
Phone: (866) 779-5545
Email: [email protected]
Micki Abel, National Sales Manager
Phone: (319) 569-1876
Email: [email protected]
AmeriNat is a Limited Liability Company organized and existing under the laws of the State of Minnesota.
Although not a small business, disadvantaged business or a minority and/or women owned business, AmeriNat emphasizes cultural diversity and inclusion throughout its organization, with a minority representation of 51% in its workforce.
Personnel
AmeriNat is proud to have a highly trained and motivated, caring team of staff members. Approximately 200 employees combine proven experience with a level of personal care and concern for their clients and borrowers that is considered to be unmatched in this industry. Robust hiring criteria is in place, background checks and screening processes are utilized, and supervisor to staff ratio goals are in place for sufficient oversight, mentoring and feedback.
The managers listed below will manage the City’s relationship and portfolio needs and will be assisted by other staff members.
AmeriNat considers this information to be proprietary and confidential information, which shall not be disclosed outside the C ity and shall not be duplicated, used, or disclosed - in whole or part - for any purpose other than to evaluate this offer/proposal.
Staff member Job Title/Classification Role
Adrienne Thorson Chairwoman and CEO
Oversees company performance and the
delivery of services to clients. Ms. Thorson has
over 30 years of experience in financial services
and manages the firm’s success to established
client satisfaction objectives.
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2 Shaunda Clark Chief Financial Officer
Oversees firm financial management and
directly supervises the Accounting and Investor
Reporting areas of the firm.
Jody Montgomery Chief Technology Officer
Leads the strategic direction and tactical
functions of the Information Services team and
addresses customized technology needs of
clients.
Michael Torres Chief Product Officer
Oversees project and service development for
the firm. Mr. Torres has over 30 years of
experience with AmeriNat’s loan servicing
operations.
Katie Lee Director of Client Services
Key liaison between clients and AmeriNat
staff/operations. Oversees client support team
functions and deliverables.
Barry Vislocky Director of Default
Management
Oversees collections and loss mitigation teams,
works with clients for delivery of portfolio
performance objectives.
Debbie Vranesh Director of Operations
Oversees the single-family servicing activities of
the firm, including responsibility for the City’s
portfolio.
Claudia Hernandez Client Services Manager
First line for client requests, special needs,
portfolio transfers, and supporting client
satisfaction and service levels.
Danny Martinez Loan Underwriting
Manager
Directs program loan processing and
underwriting assignments.
Nicholas Andres Loss Mitigation/Collections
Manager
Supervises collection staff, client liaison for
portfolio performance reviews.
Wanda Attig Customer Service Manager
Leads customer service team handling
borrower communications, including general
customer service and reconveyance, payoffs,
and other mortgagor service requests.
Mary Puertos Payment Processing &
Monitoring Manager
Manages the payment processing activities for
the firm, including tax and insurance
administration.
Danielle Wangsness Investor Reporting &
Accounting Manager
Oversees the reporting, remittances, invoicing,
reconciliations, deductions and other related
tasks for the firm.
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3 Jason Rembert Quality Control Manager
Responsible for maintaining quality control
over various activities performed by the
Company.
Experience summaries of these key staff members are in Section C. of this proposal.
The City’s key contact members are Katie Lee and Claudia Hernandez. Any changes of staffing will be reviewed with the City in compliance with applicable proposal or contract requirements.
Insurance
AmeriNat has a broad package of insurance coverage in place to provide protection for AmeriNat and its clients, including business liability of $1,000,000 per occurrence and umbrella liability of $5,000,000 per occurrence; a mortgage bond (fidelity bond) in the amount of $12,000,000; errors and omissions liability in the amount of $4,000,000; management liability insurance of $5,000,000; workers compensation of $1,000,000 per accident; cyber liability insurance of $3,000,000, along with automobile, personal property and other standard coverages.
References
The City is encouraged to contact the individuals listed below for an assessment of our capabilities.
AmeriNat considers this information to be proprietary and confidential information, which shall not be disclosed outside the City and shall not be duplicated, used, or disclosed - in whole or part - for any purpose other than to evaluate this offer/proposal.
Client Contact Information
City of Bakersfield
Economic Development/Community
Development
1715 Chester Avenue, 2nd Floor
Bakersfield, CA 93301
Jason Cater, Associate Planner II
Phone: (661) 326-3609
[email protected]
Fresno County
Community Development Division
2220 Tulare St., 6th Floor
Fresno, CA 93721
Kristi Johnson, Principal Analyst
Phone: (559) 600-0532
[email protected]
City of Stockton
Economic Development Agency
425 N. E. Dorado Street, 3rd Floor
Stockton, CA 95202
Janice Miller, Assistant Director
Phone: (209) 937-8862
[email protected]
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4 B. Proposed Approach
AmeriNat understands the City’s requirements and will provide the services and meet the requirements described in the City’s RFP. As the City’s current servicer, there will be no transfer process necessary. We are familiar with the City’s team members , systems and needs, and the City will not need to wait for services to get up to speed. The AmeriNat team would be honored to continue servicing responsibility for the City’s existing and future loans.
The services requested will be provided through the combined res ources of our in -house servicing department and delinquency management department, which work hand in hand with the IT and management areas of the firm to provide seamless service delivery. Detailed servicing steps are laid out in the following pages.
Loan Processing and Underwriting
AmeriNat offers experienced loan processing and underwriting services to meet the complex needs of government agencies. AmeriNat’s services can streamline the multiple phases of loan production, from application through processing, underwriting, closing, to loan servicing for increased speed and efficiency.
Application Submission : Upon receipt of a complete loan application package, documents and supporting materials should be sent to AmeriNat for processing. An efficient underwriting process is predicated on the file being complete before the review is started . Support materials will be identified in the program description, and we can work with you to develop a checklist for use in file submission. Supporting materials may include but are not limited to, paycheck stubs, W-2's, mortgage statements, property tax bills, and insurance policies when applicable.
Preliminary Risk Analysis: Upon receipt of a completed loan application package, AmeriNat will review the application for accuracy and thoroughness. A Preliminary Risk Analysis (PRA) may be developed to determine that it is reasonable to proceed with processing. The PRA can be developed before incurring outside costs, such as Title Reports and appraisals and can result in avoiding costs being incurred on a loan that cannot be approved. The Preliminary Risk Analysis will include the borrower’s Median Family Income (MFI) and an estimate of the borrower's ability to pay (where applicable) that will address a maximum interest rate conforming to the City’s criteria. The analysis is then sent to the City for approval to proceed.
Underwriting Analysis: Upon receipt of an approval to proceed, AmeriNat will order applicable outside services such as a title report, appraisal, credit report and verifications. Once the firm cost of rehabilitation is known (a contractor bid has been awarded) a final underwriting analysis will be prepared, addressing the following items:
Affordability (Debt to Income Ratio Analysis)
Current and past credit history
Financial interest in the property (Loan to Value)
Status of title to secure lien position
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5 Upon receipt of verifications and reports, a Final Loan Recommendation (FLR) will be prepared and sent to the City for approval and funding.
Loan Document Preparation
Once a loan has been approved, the City shall forward to AmeriNat a Request for Loan Documents containing required information to complete the preparation of loan documents. In accordance with the loan document request, AmeriNat shall prepare and forward the following documents , generally within five (5) business days, for the City’s execution:
Deed of Trust
Promissory Note
Truth in Lending Disclosure Statement
Request for Notice of Default and Sale
Notice of Right to Cancel
Control Instructions
Declaration of Covenants, Conditions, and Restrictions (CC&Rs) Other documents as agreed to with the City
Once the documents are executed by the borrower, the Deed of Trust and Request for Notice are returned to AmeriNat for recordation with the Count y Recorder. Following the recording of the Deed of Trust, AmeriNat shall confirm that the City’s lien position is secure by updating title (when approved by the City).
Funds Disbursement
AmeriNat is no longer providing funds disbursement service; however, we would be happy to recommend a service provider if requested.
Loan Servicing for Amortized and Deferred Loans
1. Introductory Package: Upon boarding of a new loan, AmeriNat will send a welcome package to the borrower. This welcome package contains a Notice of Servicing Transfer, Fair Debt Notice, FACT Act Letter, and a variety of options to submit payments.
2. Collection and Remittance of Payments: AmeriNat will collect payments from the borrowers through monthly or other scheduled remittances of principal, interest, fees, escrow balances and other identified payments. Payments can be made via check to a secure lock -box, online, via A CH, and through “check-by-phone” and soon via the AmeriNat app. These remittances will be posted to the loan and ancillary records in accordance with the loan documents and the City’s written instructions.
Payments will be posted the same day as receipt. Funds will be maintained in an FDIC insured banking institution in a custodial account for the benefit of the City and the borrowers as applicable. AmeriNat balances cash received and transmitted and loan portfolio totals on a daily and monthly basis.
Remittances will be forwarded to the City monthly net of fees and other authorized charges due to AmeriNat.
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6 3. Payment of Property Taxes : At the City’s request, AmeriNat will order a tax service contract and monitor the timely payment of property taxes.
4. Insurance Monitoring: AmeriNat will notify the insurance agent in writing that AmeriNat is monitoring premium payments and is to be made aware of delinquencies, non -renewals or cancellations.
AmeriNat will force place insurance in accordance with respective regulation (see Insurance section).
5. Escrow/Impound Account: If the City chooses, AmeriNat will establish a borrower escrow/impound account for the payment of taxes and insurance. AmeriNat will collect the monthly escrow payment from the borrower and make the tax and insurance payments on the borrower’s behalf. The borrower escrow accounts will be analyzed annually in accordance with the Real Estate Settlement Procedures Act (RESPA).
Please note: For single -family loans, unless respective state law requires otherwise, AmeriNat’s escrow analysis utilizes a 2 -month cushion in accordance with RESPA. This cushion is an industry standard and is intended to minimize the likelihood of escrow shortages / deficits when and if escrow disbursement items increase. If this cushion is not consistent with the City ’s current escrow analysis process, borrowers’ escrow analysis may result in a shortage and/or escrow payment increase at the time of AmeriNat’s first analysis. This may impact borrowers’ ability to make increased monthly payments to escrow. Should the City request alternative handling of loan accounts with escrow payment increases, this may result in the City incurring extraordinary services charges.
If the City chooses to establish an escrow/impound account, AmeriNat will also establish a Client Escrow Deficit account. This account is used to track and reconcile advances made by AmeriNat on borrower accounts with escrow deficits resulting from payments made on the borrower’s behalf in excess of their escrow balance. Additionally, this account also serves to track the monthly reimbursement due AmeriNat for the advances. The escrow deficit account will be reconciled monthly and the net change will be included with or deducted from the City’s monthly remittance; a net shortage/negative will be deducted and a net overage/positive will be remitted. Advances made by AmeriNat that are not reimbursed by the City the following month will be subject to an interest charge of 1% per month compounded until said reimbursement occurs. Regardless of whether or not the net shortage/negative is deducted from remittance, the City remains responsible for escrow advances made by AmeriNat.
At portfolio transfer, AmeriNat will require a cash deposit equal to the total amount of positive escrow balances. If there are borrowers with negative escrow balances, the negative amounts cannot be netted against, or deducted from, the amounts due for the positive balances. Should recurring advances become necessary, AmeriNat reserves the right to request the City to deposit an amount into reserve to cover the anticipated necessary advances.
6. Late Fees: In keeping with the provisions of the City ’s promissory note, AmeriNat will assess and retain a late fee when payment is not made within the grace period.
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7 Lender Placed Insurance
In accordance with respective regulation, upon notification of a policy cancellation from the borrower’s insurance carrier, or when proof of a current policy is not received, AmeriNat will request lender- placed insurance from AmeriNat’s insurance provider.
1. Coverage is bound upon receipt of request with an effective date up to 90 days prior to receipt of the request.
2. AmeriNat’s insurance provider or their carrier will send out three letters to the borrower over the course of forty-five days. If the borrower provides proof of coverage, lender-placed coverage will be cancelled.
3. If the effective date of this coverage is the same and there is no lapse in coverage, there will be no premium charged. If there is a lapse in coverage, there may be a fee charged to the borrower’s account for an earned premium.
4. If the borrower does not provide proof of coverage, AmeriNat’s insurance provider will send an insurance policy and notification of premium to the borrower and bill AmeriNat for a one-year policy.
If the borrower does not have an established impound account; AmeriNat will create one and disburse the premium from it. If the borrower fails to pay the premium before the end of the month, and the disbursed premium results in an escrow deficit balance, the balance will be accounted for in that month’s reconciliation of the Client Escrow Deficit Account. If the aggregate portfolio remittance for the month is insufficient to cover the deficit amount, the City will be billed and responsible for the cost until recouped from the borrower. Pay -off quotations or demands will reflect impound de ficit amounts (caused by the cost of forced -place insurance or other advances) so that the borrower will still be held responsible for the cost even if they are unresponsive.
The Portfolio Status Report, delivered monthly to the City , will also reflect su ch negative impound balances (i.e. the total amount of such premiums owed by borrower).
5. The one-year policy is cancelable by either AmeriNat or the City.
Non-sufficient Funds (NSF) Checks
If a check is returned unpaid due to non-sufficient funds, a returned check fee will be assessed. A letter will be sent to the borrower requesting immediate payment plus the returned check fee. If this fee is not received, a memo will be placed on the individual’s account and the fee will be collected at the time the loan is paid off.
Account Inquiries
Borrowers and the City have 24-hour electronic access to their loan information via AmeriNat’s website at www.amerinatls.com. Borrowers will be able to view their loan information via the AmeriNat app coming soon . Continuous access to loan account information is also provided during normal working hours through toll free customer service telephone lines. In additio n, hard copy account payment 399
8 histories or other information can be provided through facsimile transmission or email. When requested by a borrower, AmeriNat will provide, without charge, a detailed statement of transactions relating to the borrower’s payments and/or escrow account.
Additional Portfolio Management Services
1. Loan Payoff Quotations, Satisfactions, Reconveyances: AmeriNat will provide Loan Payoff Quotations and will perform Satisfactions and Reconveyances of Mortgage at the borrower’s expense at the City’s request.
2. Loan Amortization Schedules: AmeriNat will provide Loan Amortization Schedules upon request.
3. 1098 Tax Forms: Pursuant to IRS regulations and, on behalf of the City, AmeriNat will submit required 1098 tax forms for borrowers paying interest on City loans.
4. Tickler Notifications: AmeriNat will provide for an annual tickler notification at the City’s request.
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9 Loan Transfer
In the event the City requires AmeriNat to transition loans back to the City or to another servicer, AmeriNat will gather and package loan files (electronic copy) for shipment. AmeriNat’s client services team will work with the City’s staff to electronically transmit servicing data in a mutually agreed upon format.
Loan Reconstruction
AmeriNat is able to prepare loan reconstruction s to determine posting accuracy and compliance with promissory notes, truth in lending statements, and other applicable related loan documents. This involves a detailed review of loan terms and reconstructing the posting of payments in accordance with the terms.
Fees for reconstruction work ca be quoted upon request.
Loss Mitigation
Collections:
1. First Payment Default: AmeriNat forwards its first letter to new delinquent borrowers at or about 5 days past the first payment due date. If there is no resp onse, a second letter is sent at 15 days.
Borrowers are reminded to contact AmeriNat to discuss difficulties they may be facing in meeting their obligations. If no response is received to either letter, due diligence phone calls begin, generally not later than 17 days delinquent.
2. Delinquency/Default Letter Production: Letters of varying tone and composition will be sent at 15, 30 and 45 and 90 days past the payment due date. For single-family loans, the 45-day letter will include the Consumer Financial Protection Bureau (CFPB) mandated notification informing the borrower of the available loss mitigation options. The 90-day letter will detail for the borrower possible escalated collection activity up to and including foreclosure. The letters emphasize th e seriousness of the situation, the potential for loss of the borrower’s property, and demand immediate payment.
3. Due Diligence Phone Calls : Telephone calls will be placed on a regular basis as loan remains under active delinquent follow up. Calls to single family mortgage borrowers are made in accordance with CFPB guidance and best practices. Live contact is attempted with the borrower beginning at the 17th day of delinquency, under a good faith goal of establishing contact with the borrower by the 36th day of delinquency. One or more subsequent attempts to contact the borrower will generally be made every 30 days thereafter. The objective of the call is to secure or demand prompt payment, obtain information needed to determine the reason for the delinq uency, and to gain a commitment for future payments.
4. Credit Reporting: AmeriNat will report to the credit bureaus for real- estate secured loans monthly, reporting borrower payment activity and status codes.
5. Confirmation Letters : Contact with borrowers is used to solicit commitments to repay past due amounts. A borrower will be provided with the opportunity to bring the loan current immediately, and within six months. Once a commitment is gained, AmeriNat will forward a confirmation letter to document both the call and the commitment. The revised payment plan of no greater than six month’s 401
10 duration is then implemented. Default under this plan may cause AmeriNat to recommend foreclosure.
Forbearance Plans:
Formal forbearance plans are typically used for defaults of 90+ days. A forbearance plan of less than six months duration is executed by the borrower and immediately implemented by AmeriNat, with notice immediately provided to the City. Formal modifications to promissory note terms and forbearance plans of greater than six months duration are forwarded to the City for pre-approval. Before the borrower executes the agreement, the City is requested to approve the plan.
Once approved, AmeriNat will implement the new payment schedule. Should a borrower default from the new payment schedule without cause, AmeriNat will recommend foreclosure.
Forbearance Evaluation Process: A hardship is defined as a situation or set of events or circum stances beyond the normal control of the borrower that prohibits the borrower from adhering to a planned repayment schedule. If a borrower states, either verbally or in writing, that a hardship situation exists, AmeriNat will document the circumstances and provide the following:
i. Letter from borrower requesting the City’s consideration of hardship ii. Nature of the hardship
iii. Expected duration of the hardship
iv. Evidence to substantiate hardship
v. Forbearance Plan Proposal
If the City approves the Forbearance Plan Proposal and executes the agreement with the borrower, AmeriNat will resume loan servicing under the new payment plan. The file will be tickled for follow-up at the expiration of the temporary plan.
Loan Modification Analysis:
1. Preliminary Screening: When contact with the borrower indicates a short- term forbearance agreement will not be enough to bring the account current, and initial assessment of the Borrower’s circumstances indicate the Borrower may possibly be eligible for an available loss mitigation option, the borrower will be encouraged to submit a loss mitigation application.
2. Application: Upon receipt of a loss mitigation application, AmeriNat will review the application to determine supporting materials are present and that the forms are complete. Support materials may include but are not limited to, paycheck stubs, W-2’s, Federal Tax Returns, bank statements, mortgage statements, property tax bills and insurance policies. Once the application is reviewed and found to be complete, a credit report and escrow analysis are ordered, as applicable, and the application is submitted to underwriting
3. Analysis and Recommendation: Underwriting of the application is performed using the City’s eligibility criteria. This analysis will reflect information such as ability to repay or affordability (debt-to-income ratio), status of 1st mortgage, and occupancy. Based on the aforementioned, the recommendation will 402
11 convey whether it is reasonable to proceed with the modification and what type of modification will best suit the needs of the borrower and the City . The recommendation along with the supporting documentation will be sent to the City for approval.
4. Approval: Once a loan modification has been approved, AmeriNat shall prepare an d forward the required documents to the borrower for signature and recording, unless the City retains these functions. After the documents have been executed, originals will be retained by the City and copies will be promptly sent to AmeriNat along with funds required for escrow, legal fees, etc.
After receipt of executed modification documents and required funds, AmeriNat will make the appropriate modifications to the loan, send the borrower new payment coupons or billing statements, and electronically notate the account. Respective modification documentation will be retained in the electronic loan file.
Loan Foreclosure
The mortgage transaction and collections efforts are predicated on the assumption that the borrower is motivated and able to meet the mortgage obligation. A decision to foreclose is based on an analysis of an individual loan. AmeriNat will look at the bo rrower with particular emphasis on basic motivation, ability to pay; and attitude or level of cooperation. If a borrower remains delinquent and has been uncooperative, non-responsive, or unwilling to cure the existing default by reasonable means, AmeriNat will recommend foreclosure.
This step is generally not taken until a loan becomes over 120 days delinquent. Upon the City’s approval, and in accordance with respective local, state and federal statutes, AmeriNat will send the borrower a notice of intent to foreclose/demand letter, with a copy to the City. If no response is received within 30 days, AmeriNat will advise the City of the non-response. Upon the City’s direction, AmeriNat will proceed to foreclosure. AmeriNat will properly document the steps taken to affect a cure.
If the loan is not reinstated or paid off, AmeriNat will continue foreclosure up to and including the sale of the property. If the City desires AmeriNat to perform property management, a third -party property management vendor will be engaged. AmeriNat can identify, track and pay bills related to property preservation, the costs of which remain the responsibility of the City. Upon sale of the property, AmeriNat will return the proceeds of the sale to the City less foreclosure fees and previously un -reimbursed costs incurred.
In the event the borrower reinstates the loan, AmeriNat will remit to the City payments received from the borrower. For those loans that are reinstated by the borrower, AmeriNat will resume normal servicing functions.
Bankruptcy Administration Services
1. Chapter 7 Bankruptcy:
a. Upon receipt of notification from a court of law, debtor (borrower), or the City, of a Chapter 7 bankruptcy for a debtor serviced by AmeriNat, AmeriNat will modify the account in preparation 403
12 for monitoring of payments. Additionally, a Reaffirmation Agreeme nt will be generated and forwarded to the borrower’s attorney (debtor’s counsel) for signature, and to the appropriate court upon receipt of the executed document. This fully enforceable agreement, if executed, will retain the lien as secured and will kee p the lien from being discharged as part of the Chapter 7 discharge. If the borrower has no legal counsel and has filed their bankruptcy petition "pro se", (on their own behalf) or with the assistance of a licensed paralegal, AmeriNat can communicate directly with the borrower.
b. Upon default of borrower’s remittance of payments during the bankruptcy, AmeriNat will notify the borrower’s (debtor’s) counsel and Chapter 7 Trustee advising of the default, but if filed pro se, then the debtor would be notified directly.
c. Should the Chapter 7 Trustee determine that assets are available for distribution to creditors, AmeriNat will file a Proof of Claim on behalf of the City.
2. Chapter 13 Bankruptcy:
a. Upon receipt of notification from a court of law, debtor (borrower), or the City, of a Chapter 13 bankruptcy for a debtor serviced by AmeriNat, AmeriNat will notify the City its intention to file a Proof of Claim as well as supporting bankruptcy documentation, and will file with the appropriate court. Upon receipt of a returned filed Proof of Claim from the court, AmeriNat will forward a copy of same to the City and will begin monitoring post and pre-petition payments to borrower’s loan account.
b. Upon default of borrower in the remittance of post- petition payments, AmeriNat will notify the borrower’s (debtor’s) counsel of the default, instructing that further default will result in the filing of a Motion for Relief. If the borrower has no legal counsel and has filed their bankruptcy petition "pro se", (on their own behalf) or with the assistance of a licensed paralegal, AmeriNat can communicate directly with the borrower. In addition, notification of the default will be forwarded to the Trustee’s office. Should there be a continued default in post-petition payments, and at the instruction of the City, AmeriNat will file the Motion for Relief. Once authorized by the court, and as directed by the City, AmeriNat may then begin foreclosure proceedings.
Subordination Processing
1. Subordination Request Package: Upon a borrower’s request for a subordination, AmeriNat will send a Subordination Request Package to the borrower or designee (lender or title). The City may require the borrower to pay the cost of the subordination processing at application or the Cit y may pay the cost upon billing from AmeriNat.
2. Review Process: The purpose of the subordination review process is to determine that the new senior loan on the borrower’s property will be made in conformance with the City’s subordination policy and that the City’s title position and security for its note is properly treated. Also, a review of income of the borrower may be performed if there are ongoing restrictions on income levels for the program participant. Documentation typically required for the review may include the following:
a. Letter from borrower with reasons for requesting subordination 404
13 b. FNMA 1003 application, or other applicable application, for new senior loan c. Lender’s approval of new senior loan
d. Title report
e. Appraisal
f. Closing instructions and estimated closing statement g. Credit report (if required)
h. Tax return or other income documentation (if required) i. Completed Subordination Agreement ready for signature j. Request for Notice document on new senior loan(s)
3. Document Preparation: AmeriNat prepare s subordination documents, or can review documents prepared by the new senior lender. These documents generally include:
a. Subordination Agreement
b. Request for Notice document on new senior loan(s)
c. Closing instructions
4. Recommendation: At the completion of the review, a report is forwarded to the City with a recommendation to either approve the request and to execute the Agreement, or to deny the request. The report will contain a recapitulation of pertinent information such as lowered monthly payment amounts, old and new LTV’s, new and old senior debt loan amounts, etc.
5. Approval: Upon the City’s approval of a request for subordination, the City will forward to borrower’s lender or Title Company:
a. Completed and executed Subordination Agreement between the City and borrower b. Closing instructions dictating terms / use of Subordination Agreement document c. Request for Notice document for new senior loan
Loan Assumptions
Upon request from a borrower or authorized representative of a borrower’s estate, AmeriNat will review the loan documents to determine options for loan assumptions. If applicable, AmeriNat will forward an income certification or other documentation to the borrower for evaluation purposes. Recommendations for assumption will be provided to the City for approval if preferred.
Review of Loans for Changes in Title
Annually, loans will be reviewed to determine whether title has been transferred away from the signer.
Loans on the delinquency list can be reviewed monthly upon request. The fee matrix provided by the City did not include this service; this fee will be negotiated upon request of service.
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14 Short Sale Requests
A short -sale form will be provided to a borrower upon request. AmeriNat will review the short sale request and provide a recommendation to the C ity. If approved, a reduced payoff demand will be prepared. Short sale proceeds will be distributed in accordance with the original loan requirements.
Income Re-verifications
1. Level One (Income Only):
a. In keeping with the provisions of the borrower’s promissory note and/or loan agreement, AmeriNat will forward an income re -verification package to the borrower. The package will contain instructions and forms needed to complete the re-verification.
b. If the required information has not been received within two weeks, AmeriNat will send a reminder letter.
c. If the borrower fails to respond within the allotted time frame, AmeriNat will notify the City of the borrower’s non-compliance.
d. Upon receipt of a completed re-verification package, AmeriNat will perform the following tasks:
− Verify that forms are complete and proof of income has been received. − Calculate the borrower’s income to determine continued compliance with the City’s program requirements for income.
− Forward re-verification report to the City, with a recommendation for continued deferr al or amortization.
− If the recommendation is to amortize the loan, and the City approves, AmeriNat will prepare necessary loan documents (additional charges will apply). The loan documents will be forwarded to the City for borrower and the City signatures. AmeriNat will record necessary documents and will begin collecting under the new payment schedule.
2. Level Two (Income, Debt, and other Program Requirements):
Includes level one services plus the following:
a. AmeriNat will order credit reports on borrower and will calculate the borrower’s debt to income ratio to determine if borrower has present capacity to make monthly loan repayments;
b. AmeriNat will receive documentation (established by the City ) to determine that program requirements have been met, e.g. continued occupancy, insurance, etc.
c. AmeriNat will forward a re-verification report that includes the status of the borrower’s income, capacity for incurring additional monthly note repayments, and compliance with the City ’s program requirements.
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15 Property Conditions Profile and Residency Verifications
1. Property Conditions Profile:
a. AmeriNat engages a site visit of the owner’s property to determine the outer condition of the dwelling and the condition of detached structures and grounds. Two photos will be taken to document the condition of the property. NOTE: AmeriNat will not enter upon the owner’s private property.
b. Property profiles rate (good, fair, poor) the condition of the property , and also comment on the following: roof type, property type, structure color, neighborhood condition, construction type, environmental hazards, and status of utilities.
c. If the dwelling appears vacant or abandoned, it will be noted in the report.
d. Property profiles may be ordered by the City for varying frequencies, e.g., once every two years, once every three years, etc.
2. Residency Verification:
AmeriNat will forward an instructional letter and Affidavit of Owner to the borrower. The Affidavit requires the owner to affirm continued compliance with provisions of the promissory note and/or rehabilitation agreement. Such provisions may include, but are not limited to, the following:
− Continued residence
− Timely payment of property taxes
− Ongoing hazard and flood insurance coverage
− Timely payment of sums due to superior lien holders
− Proper maintenance of the property
− Non-subordination
If no response is received within two weeks, AmeriNat will send a second letter, again requesting owner to sign and return affidavit. AmeriNat will compile responses and will forward original affidavits to the City.
Reports
AmeriNat’s standard reports are designed to meet the City’s objectives and funding source requirements.
Data reporting is flexible and can be reported in several ways, including program type, funding source and funding year. Reports are available to the City online through AmeriNat’s internet LoanLink service.
Through LoanLink, the City has unlimited access to account and portfolio data and can view the information as well as generate reports that can be downloaded into Excel.
1. Portfolio Status Report: This report provides a comprehensive accounting per loan of the total portfolio on a monthly basis. The report identifies annual payments made, remaining balances, borrower's name and account number, original loan balance, interest rate, and loan term. For tho se deferred loans accruing interest, the report shows the ongoing accrued interest balance. 407
16 2. Current Month Reconciliation Report: This monthly report serves as reconciliation for the loan payments remitted by borrowers.
3. Delinquent Aging Report: This report reflects delinquent accounts at the 30, 60, 90, and over 90-day levels as of the end of the month. Borrower accounts moved into the forbearance or foreclosure process are designated.
4. Loan Amortization Schedule: The Loan Amortization Schedule delin eates the breakout of principal and interest paid during the term of the loan. This schedule is useful in determining how much principal is still owed and how much interest has been paid, at a particular period of time. This report can also be used in determining balloon amounts due per the terms of the note.
5. Account Status Information Report: This report provides a borrower profile, loan term and current balance and status information for individual borrower accounts within a client’s portfolio. It includes a vast amount of information on particular accounts within the City’s portfolio.
6. Current Year Payment History: This report details transactions on individual accounts for the current year’s activity.
7. Payment History with Memos: AmeriNat uses a series of memo codes to help classify various borrower requests or processing activity. Activities subject to memo code classification include, for example, insurance request letters, payoff requests, and other miscellaneous borrower questions.
This repo rt summarizes the loan history with identification of these types of activities along with associated comments by AmeriNat personnel.
Exceptions:
AmeriNat has the following exceptions to the City’s sample contract:
V. Termination, sections A and B: AmeriNat requests at least a 60-day written notice of termination.
XII. Indemnification and Insurance, section A: AmeriNat requests that the following language be added to the indemnification language this section, “Consultant’s liability under this paragraph is limited to the amount Consultant has been paid in servicing fees under the program.”
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17 C. Staff Qualifications and Related Experience
1. Staff Qualifications and Experience
AmeriNat considers this information to be proprietary and confidential information, which shall not be disclosed outside the City and shall not be duplicated, used, or disclosed - in whole or part - for any purpose other than to evaluate this offer/proposal.
Below are the resumes for AmeriNat’s key staff members who will be assigned to the City’s servicing team.
The AmeriNat team has direct experience with loan servicing, loan portfolio management and local city and other government loan programs. AmeriNat p rovides similar services across the country and extensively throughout California.
Adrienne Thorson serves as Chairwoman and CEO. Adrienne has over 31 years’ experience in financial services, including 20 years at AmeriNat. Prior to coming to AmeriNat, Adrienne was CFO of Americana National Bank, served as Market President of four American Bank branch locations and spent 8 years in public accounting at CliftonLarsonAllen LLP as a manager in the audit division overseeing audits of both financial institutions and local government clients. Adrienne holds a bachelor’s degree in Accounting from Mankato State University and is a Certified Public Accountant. A drienne will oversee the performance and service delivery of this contract.
Shaunda Clark serves as Chief Financial Officer. Shaunda has over 17 years of experience in corporate and financial strategy, risk mitigation and balance sheet management. Prior to AmeriNat, Shaunda served as the Chief Financial Officer for various financial institutions in Nevada and Washington. Shaunda holds an Executive Master’s degree in Business Administration and a bachelor’s degree in Accounting from the University of Nevada, Las Vegas. Shaunda will oversee the accounting and investor reporting functions related to this contract.
Jody Montgomery serves as Chief Technology Officer. Jody has over 16 years’ experience in IT. Prior to AmeriNat Jody served as the Vice President of IT for Bank Iowa. Jody has an IT degree from Des Moines Area Community College and has certifications in project management, training, and information security.
Jody will oversee the IT needs and address customized technology needs related this contract.
Michael Torres serves as Chief Product Officer. Michael has over 3 3 years’ experience working for AmeriNat. Prior to his employment with AmeriNat, Michael served in the United States Marine Corps.
Michael holds a bachelor’s degree in Business Administration with a concentration in Finance from the University of Phoenix. Mike will oversee the project and service development needs related to this contract.
Katie Lee serves as Director of Client Services. Katie has over 15 years of experience working in financial services. Prior to her role as Director of Client Services , Katie served as AmeriNat’s Compliance and Internal Audit Manager, overseeing regulatory exams and consumer compliance in addition to consulting with the various AmeriNat business units. Katie received her Bachelor of Science degree from St. Cloud State University, where she majored in Finance and minored in International Business. Katie is certified as a Certified Community Bank Compliance Officer by the Independent Community Bankers of America. Katie 409
18 will oversee the client support team functions and deliverables and will be the key liaison between the City and AmeriNat’s staff/operations.
Barry Vislocky serves as Director of Default Management. Barry has over 23 years of experience in loss mitigation and collection management. Prior to AmeriNat, Barry was the Vice President of Collections for NuVision Federal Credit Union. Barry holds an associate degree in Administration/Management from Clinton College. Barry will oversee the collections and loss mitigation efforts related to this contract.
Debbie Vranesh serves as Director of Operations. Debbie has 32 years’ experience working in financial services, including 1 6 years at AmeriNat, and currently oversees the single -family servicing activities.
Previously, Debbie worked with Financial Partners Credit Union. Debbie holds an associate degree from Orange Coast College. Debbie will oversee the servicing activities related to this contract.
Claudia Herrera serves as Client Services Manager. Claudia has over 18 years of experience in the financial industry. Prior to AmeriNat, Claudia was the Service Operations Manager at Wells Fargo Bank. Claudia will be the City’s key contact for requests and special needs.
Danny Martinez serves as Loan Underwriting Manager. Danny has over 40 years of experience in financial services, including 19 years at AmeriNat. Danny has extensive experience with First Time Homebuyer, Single Family Rehabilitation, Economic Redevelopment and Emergency Relief programs. Prior to AmeriNat, Danny served as Assistant Vice President – Banking Officer for Citizens Business Bank. Danny attended the University of Ph oenix. Danny will be responsible for the loan processing and underwriting functions related to this contract.
Nicholas Andres serves as Collections and Loss Mitigation Manager. Nicholas brings a strong background in Mortgage servicing to the AmeriNat team, with 9 years’ experience in loan servicing where he has managed the areas of Special Servicing and Collections. Nicholas holds a ba chelor’s degree in Business Economics from the University of California, Irvine . Nicholas will be the City’s liaison for portfolio performance reviews.
Wanda Attig serves as Customer Service Manager. Wanda has 29 years of experience in customer service and 10 years of experience in the financial industry. Prior to AmeriNat, Wanda worked with American Bank. Wanda will lead the customer service team handling borrower communications.
Mary Puertos serves as Payment Processing and Monitoring Manager. Mary has been with AmeriNat since 1990. She has extensive experience in loan administration and collections. Mary attended California State University. Mary will manage the payment processing activities related to this contract, including tax and insurance administration.
Danielle Wangsness serves as Investor Reporting & Accounting Manager. Danielle has over 18 years of experience in the financial industry. Prior to AmeriNat, Danielle was the Assistant Vice President/Retail Banking Officer at Eastwood Bank. Danielle holds bachelor’s degrees in Communications and German from the College of Saint Benedict/St. John’s University. Danielle will oversee the reporting, remittance, invoicing, reconciliations, deductions, and other related functions associated with this contract.
Jason Rembert serves as Quality Control Manager. Jason has over 25 years of experience in customer service and 15 years in the financial industry. Prior to AmeriNat, Jason was an Enterprise Estate Unit Team Member at Bank of America. Jason holds a bachelor’s degree in Business Management from California 410
19 State University, Fullerton. Jason will maintain quality control over various activities related to this contract.
2. Related Experience
AmeriNat has unparalleled experience in the affordable housing industry.
AmeriNat has 45 years of experience servicing loans. For all 45 years, municipal clients have been a significant part of AmeriNat’s portfolio management activities. Currently, Ameri Nat provides services to 130 municipalities. Working with approximately 300 clients nationwide, AmeriNat services over 5 0,000 loans with a principal balance of approximately $11 billion, the majority of which were generated by cities like Visalia, to promo te affordable housing . AmeriNat has also underwritten multiple thousands of single -family affordable housing loans and has over 300 actively reporting multifamily affordable housing developments ranging in size from $500,000 to $20,000,000. AmeriNat was instrumental in processing and underwriting loans under the Hardest Hit Fund program and has worked with multiple state and local agencies processing and underwriting Homeowner Assistance Fund and Emergency Rental Assistance Programs. In addition, AmeriNat monitors over 30,000 units for affordability and maintenance that are restricted under affordable housing programs including LIHTC and HOME. AmeriNat has also provided state and federal prevailing wage (Davis Bacon) compliance monito ring for over 350 developments throughout the nation.
AmeriNat manages portfolios of single family, multifamily and commercial/economic development loans with widely varying structures. These loans are originated under multiple funding arenas including CDBG, HOME, HHF, ARRA, NSP, HOPE, EECBG, tax -exempt bonds and other common federal and state sources including redevelopment funds and are insured by FHA, VA, RD, and private insurers. They include first and junior lien loans. AmeriNat is also extensively familiar with the LIHTC program.
AmeriNat is an approved servicer for:
FHA Title I and Title II
Fannie Mae
Federal Home Loan Bank
Veterans Administration
USDA
Locations
The locations in which AmeriNat either performs work or has offices are indicated on the following map.
AmeriNat’s staff are also remote work enabled, meaning that in times of local or national emergency situations, work continues in uninterrupted fashion.
AMERINAT SERVICING
EXPERIENCE AT A GLANCE
Over 45 years of loan
servicing experience
300 clients
nationwide, including
130 municipalities
Servicing over 50,000
loans with a principal
balance of approx.
$11 billion
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20 AmeriNat’s key strengths and qualifications are evident from its 45 -year history of operations. The City can rely on AmeriNat for:
Industry Expertise AmeriNat offers substantial lending and servicing knowledge of varying loan types and portfolios that often require extensive and unique portfolio management requirements not found in conventional lending environments.
AmeriNat’s expertise includes residential and commercial rehab loans, “blended loans” with multiple funding sources, deferred loans, due on sales loans, forgivable loans, and equity share provisions of first-time home buyer loans. In addition, AmeriNat has a breadth of experience with govern ment clients that allows it to meet needs beyond traditional loan servicing, such as targeting loans to federally-sponsored assistance programs.
Advanced
Information
Technology
Capabilities
AmeriNat’s information technology tools have been customized fo r the affordable housing industry. Reporting is extensive and highly flexible, and information accessibility is a key tenet to the platforms. Borrowers have access to their loan data online, and the City can access borrower data and reports online, real- time, 24/7/365. This same information can be downloaded into Excel for further manipulation and analysis. In 2021 AmeriNat is converting to the Black Knight MSP system, which is complemented by AmeriNat’s proprietary LoanLink web access tool for clients.
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21 Flexibility AmeriNat has a proven history and vast resources but is not a “big -box” firm with rigid requirements. AmeriNat staff provide personal, high -touch service, adhering to uniformly accepted servicing standards and best practices in the industry, but also customizing servicing steps to meet program requirements and goals. Particularly in the area of delinquency management, A meriNat deploys a range of different tools designed to meet client objectives. AmeriNat works 1-on-1 with clients, as their partners in service delivery.
Commitment to
Excellence in Client
Service
AmeriNat follows through on its commitment to service exc ellence through ongoing communication with its clients . AmeriNat has two support centers – one for clients and one for borrowers – to maintain the “hands on” approach clients appreciate. A dedicated representative from the client services department will be the City’s first point of contact for questions and needs. The client services department will connect with other personnel throughout the firm as needed to respond quickly and fully . In addition, City staff has direct contact information for AmeriNat managers, including senior leadership, who are dedicated to a productive and beneficial servicing relationship.
Service Overview:
AmeriNat offers a comprehensive menu of services that has been customized to meet the special requirements of clients, including:
LOAN SERVICING
AmeriNat provides comprehensive loan administration across single family, multifamily and commercial asset classes for a wide variety of clients. AmeriNat is licensed in states throughout the nation and Puerto Rico, and is approved by FHA/VA, USDA, and Fannie Mae. AmeriNat’s “client -centric” culture emphasizes portfolio performance goals, data transparency and an agile work philosophy designed to bring high value to customers.
LOSS MITIGATION
AmeriNat’s loss mitigation teams are experienced with a broad range of borrowers under multiple types of investor programs. Frequent outreach and encouragement of non - judicial debt resolution serve as the foundation for AmeriNat’s collections activities. The AmeriNat teams also manage loan relationships through bankruptcies, foreclosures, judicial remedies, asset liquidation, REO management, and claim reporting.
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22 UNDERWRITING
AmeriNat provides seasoned underwriting experience for both single family and multifamily asset classes. With decades of experience in LIHTC, HOME and other affordable housing funding sources, clients rely on AmeriNat for c ompliance, comprehensive financial analysis, underwriting, and market, developer, and ownership capacity evaluation. In addition, AmeriNat has extensive experience underwriting for emergency relief programs such as Hardest Hit Fund ( HHF) and Emergency Ren tal Assistance (ERA).
COMPLIANCE MONITORING
AmeriNat provides comprehensive compliance monitoring services for LIHTC, HOME, HUD, and USDA programs, tax -exempt bond projects, and a multitude of state level programs. In addition to monitoring services offered in connection with its Asset Management activities, tenant file reviews, site visits, and Management Company reviews support program compliance. In addition, AmeriNat provides payroll monitoring services including compliance with Davis Bacon wage requirements and Section 3.
ASSET MANAGEMENT
AmeriNat offers Asset Management services for both commercial and multifamily properties. Services range from review of financial and operating data (including calculations for surplus cash -flow loans) to risk rating analysis, loan work -out activities, reserve analysis and compliance monitoring. AmeriNat also provides Property Conditions Profiles, Affidavits of Ownership, Income Reverifications, and offers a comprehensive Property Assessed Clean Energy (PACE) assessment management service.
CONSULTING
Whether it is assistance with a portfolio purchase, policy development, or identifying process improvement opportunities, AmeriNat staff are ready to assist clients with their loan progr
ams. Our team becomes your partner in solving pressing needs in your business. Use our 45-year history of experience to help drive your business forward.
Operating Principals
AmeriNat’s operations are based upon sound business principles and a dedication to the markets that it serves, consistently applied over 45 years. Key pillars to the company’s operation include:
Leadership Ethics & Integrity Client Service Technology & Innovation
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23 Leadership
AmeriNat’s CEO and the team of officers and staff are skilled and committed to keeping the client’s interest at the center of AmeriNat’s operations. AmeriNat’s Board of Directors sets a tone from the top for leadership and accountability, as well as compliance with laws and regulation. Leadership is further supplemented by a board -appointed audit committee that assists with oversight of integrity of financial reporting as well as compliance with legal and regulatory requirements.
AmeriNat’s Board of Directors include:
Adrienne Thorson, Chairwoman and CEO
Adrienne Thorson serves as Chairwoman and CEO. Adrienne has over 31 years’ experience in financial services, including 20 years at AmeriNat. Prior to coming to AmeriNat, Adrienne served as Market President and CFO at Americana National Bank and successor banks and spent 8 years in public accounting at CliftonLarsonAllen LLP as a manager in the audit division overseeing audits of both financial institutions and local government clients. Adrienne holds a BS in Accounting from Mankato State University and is a Certified Public Accountant.
E. Gerald (Jerry) O’Brien, Board Member
Jerry O’Brien serves as CEO and CIO for O’Brien -Staley Partners and has over 25 years of experience. Formerly senior partner and head of global loan portfolios for CarVal Investors. 17 years of experience across all aspects of financial businesses for Cargill and CarVal. Early career with Chemical Bank and DG Investment Ban k in New York. MBA in analytical finance and marketing from University of Chicago and AB in economics from University of Michigan.
Adam Bernier, Board Member
Adam Bernier serves as Managing Director and Chief Operating Officer for O’Brien - Staley Partners and has over 25 years of experience. 21 years of experience for Cargill spanning investment management, internal audit and controllership for both investment business and operating units. Certified Management Accountant & BS in accounting & finance from Minnesota State University - Moorhead.
AmeriNat’s leadership is further supplemented by a board -appointed audit committee that assists with oversight of integrity of financial reporting as well as compliance with legal and regulatory requirements.
Audit committee members include:
AmeriNat has an experienced and
tenured leadership, management,
and governance team, many of
whom have worked together for over
20 years.
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24 Jennifer Wietecki, Chair
Jennifer specializes in Risk and Investor Relations for O’Brien -Staley Partners and has over 15 years of experience. Previous experience in loan portfolios and real estate investment, including C&I Risk Analyst for CarVal Investors. JD from the University of Minnesota Law School (cum laude), BA from the University of St. Thomas (summa cum laude).
Carleen Rhodes, Member
Carleen provides counsel to OSP Investor Relations as well as connections to prospective investors for impact investing. Over 30 years of experience in non-profit sector, including 12 years as CEO of Saint Paul Foundation, the Minnesota Community Foundation, and Minnesota Philanthropy Partners – a network of foundations with investable assets of $1.2 billion. Minnesota State University, St. Cloud, MA and BA in English. Certified Fund Raising Executive (CFRE).
Jacqui Dorsey, Member
Jacquie is a Shareholder at H vistendahl, Moersch, Dorsey & Hahn, P.A., law firm in Northfield, Minnesota. She has over 20 years’ legal experience in Minnesota, Beverly Hills, Los Angeles, Seattle and Phoenix, involving corporate management, commercial real estate and insurance defens e. Jacqui holds a BS in Business Administration from the University of Southern California and a JD from the William Mitchell College of Law.
Ethics & Integrity
AmeriNat has built a foundation that emphasizes sustainability, integrity of operations, and successful outcomes for clients as well as employees and shareholders. AmeriNat operates in a fiscally responsible manner across operations and meets or exceeds th e financial requirements of regulatory agencies. The company has an extensive system of internal controls designed to support the accuracy and integrity of operations and financial reporting.
AmeriNat has always operated within a heavily regulated indu stry and its infrastructure emphasizes compliance with local, state and federal laws and regulations. AmeriNat holds the appropriate licenses for jurisdictions in which it operates. Employees operate under a Code of Ethics that has been established by the Board of Directors. The policy reinforces the high standards of conduct underlying operations. A Compliance Committee composed of senior line manager maintains a strong and consistent focus on ethical and regulatory compliant operations.
AmeriNat also adheres to a rigorous audit program that operates under the jurisdiction of an independent audit committee. Audits conducted include:
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25 Annual audited financial statement and report on internal controls Annual USAP audit
Annual SSAE 18 audit, SOC 1 and SOC 2
Annual HUD audit
Annual FNMA audit procedures and monthly/quarterly loan audits Annual to 18-month compliance audits over pertinent federal regulations Annual to 18 months SAFE and BSA audits
Outsourced internal audits based on annual risk assessment
Client Service
AmeriNat has six defined corporate-wide goals that align with the company’s vision/mission/philosophy and values. The first of those goals is to “strengthen customer relationships .” AmeriNat’s staff and departments are organized to provide the highest possible level of attention to customers and applicants, and to reach timely and satisfactory outcome for inquiries.
Customer service and collection staff is available by telephone through our toll-free number at (800) 943- 1988 between the hours of 5:30 AM and 5:00 PM Pacific Time, Monday through Friday. It is AmeriNat’s policy that calls/emails are responded to within 24 hours.
Borrowers can also easily reach AmeriNat representatives via direct phone contact and email, and through www.amerinatls.com. AmeriNat will also be offering a mobile app for borrowers in Q1 2022. AmeriNat’s borrower services department consists of experienced staff working side by side with other departments.
Supervisors and managers are available within ear shot or via chat or email when assistance is needed to quickly respond to a borrower question or need . AmeriNat treats written inquiries as “Qualified Written Requests” under the Real Estate Settlement Procedures Act (RESPA) and responds within appropria te timeframes.
AmeriNat documents contact with its clients and borrowers in the loan servicing system which is available for inquiry or review. Tasks are logged, monitored and evaluated for completion. In addition, phone calls are recorded. The recordings are reviewed by management for quality control and training purposes.
Both the City and the City’s borrowers have 24-hour electronic access to loan information via AmeriNat’s website at www.amerinatls.com. Borrowers have access to pertinent loan information including outstanding balance, transaction history, payments posted and due, interest paid to date, next payment due date, and late charge assessment date and balances among multiple other data points. Borrowers can also access form 1098 info rmation, as well as online statements and notices upon opting into electronic statement delivery. Online payment options will also be available on the borrower portal in, along with the AmeriNat app.
The City can access the same borrower information via LoanLink and have substantial portfolio level data and reporting available. Significant on -screen report development is available, and reports are also downloadable into excel or PDF.
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26 Technology & Innovation
AmeriNat customizes its technology platforms based on the markets in which it operates and its clients’ needs. The IT department within AmeriNat, which is supplemented through outside third-party vendors for areas requiring a uniqu e technology or expertise, utilizes a “continual improvement” model of operations. Ongoing upgrades and enhancements, which are driven by clients and staff members, align with the company’s commitment to providing superior service for clients.
AmeriNat migrated to the Black Knight MSP servicing platform in late 2021. In addition to the enhanced automation which will improve AmeriNat’s ability to deliver exceptional service, this change provides additional reporting opportunities and allow ed AmeriNat to m ake value-add improvements to services including:
Additional portfolio reporting capabilities and data transparency Standard Black Knight portfolio reports in addition to customized AmeriNat reports via LoanLink on the AmeriNat website
More flexibility around escrow maintenance and analysis
The borrower portal has been significantly enhanced and is available in a mobile-friendly fashion.
AmeriNat has a tested Business Continuity Plan in place that is designed to recover critical business functions. This includes the engagement of a third -party vendor to provide turnkey disaster recovery procedures, backup and recovery strategies over critical data, off site storage and processing, data redundancy on a continual operating basis, and robust privacy and IT controls throughout the firm. The disaster recovery plan is tested annually through a formulated disaster scenario.
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27 Comparable Projects
AmeriNat considers its project and client lists confidential and proprietary, as it consists of our entire organization’s business livelihood. In addition to the references listed in Section A above, AmeriNat would be happy to provide a further detailed l isting of our clients to the City, under confidential cover, upon request.
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28 D. Proposed Fee Structure and Schedules
AmeriNat considers this information to be proprietary and confidential information, which shall not be disclosed outside the City and shall not be duplicated, used, or disclosed - in whole or part - for any purpose other than to evaluate this offer/proposal.
Housing Loan Portfolio Management - Fee Structure and Schedules Loan Portfolio
Management Services
Price Per
Loan
Price Per
Occurrence Please Provide Detailed Description
Amortized Loans:
New Amortized Loan Setup $ 45.00 This is for new loans boarded to the system
Existing Amortized Loan
Transfer $ - n/a - AmeriNat currently servicing existing portfolio
Amortized Loan Monthly
Service Fee $ 13.00 Per loan per month
Deferred Loans:
New Deferred Loan Setup $ 45.00
Existing Deferred Loan
Transfer $ - n/a - AmeriNat currently servicing existing portfolio
Deferred Loan Service Fee-
Option 1 or $ 2.20 Per loan per month for warehouse only.
Deferred Loan Service Fee-
Option 2 $ 5.80
Per loan per month for warehouse
and monitoring of taxes and/or
insurance.
Deferred Loan Service Fee $ 13.00
Per loan per month for warehouse
and escrowing of taxes and/or
insurance.
Deferred Loan Per Payment
Processing $ 13.00 Per payment flat fee for receiving occasional payments.
Loan Processing and Underwriting:
Order credit, Title, or
Appraisal $ 50.00
Per loan per occurrence. Due 30 days
after receipt of application, plus
outside costs which may include, but
are not limited to, title, credit, and
appraisal.
Loan Processing through
the completion of the
Preliminary Risk Analysis
(PRA)
$ 190.00
Per loan per occurrence. Due within
60 days of submission of PRA, plus
outside costs.
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29 Loan Processing,
Underwriting, and Final
Loan Recommendation
$ 205.00
Per loan per occurrence. Due 60 days
from FLR or fund control opening,
plus remaining direct loan outside
costs.
Single-Family Loan
Documents Preparation $ 225.00
Per loan per occurrence, plus pass
through costs. For each project for
which credit, title, or appraisals have
been supplied by AmeriNat which is
thereafter canceled without
performance of loan document
preparation: a cancellation fee of
$65.00 plus outside costs. A project
will be considered cancelled if a Loan
Document Request is not received
within sixty (60) days of ordering
services. A fee of $22.00 will be
charged for each document re-
drafted at the request of the City.
Mobile Home Loan
Documentation Preparation $ 225.00
Plus pass through costs.
For each project for which credit,
title, or appraisals have been
supplied by AmeriNat which is
thereafter canceled without
performance of loan document
preparation: a cancellation fee of
$65.00 plus outside costs. A project
will be considered cancelled if a Loan
Document Request is not received
within sixty (60) days of ordering
services. A fee of $22.00 will be
charged for each document re-
drafted at the request of the City.
Underwrite Loan
Modification Application $ 395.00
Per loan per occurrence for analysis
and recommendation, plus outside
costs which include, but are not
limited to, title, credit, and
appraisal/valuation. Additional fees
include:
a.) Subsequent Analyses and
Recommendations (each): $150.00
b.) Loan Document Preparation, plus
outside costs *: $325.00
(State and federal compliant
documents provided by AmeriNat)
c.) Document redraws (per
occurrence): $150.00
d.) Cancellation Fee: The fee due will
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30 be the sum of all fees for tasks
completed, plus one-half of the fee
for the task in process at the time of
cancellation.
Loan Maintenance:
Residency Verification $ 13.80
Per loan per occurrence for the entire
portfolio done at one time, with a
minimum fee of $500.00.
Tax Monitoring $ - $ - Escrowing and/or monitoring of taxes
and insurance are included with the
service at no additional cost (except
for a potential one-time tax service
vendor fee). If it is determined that
Tax Service is needed, then a one-
time fee of $72.50 per loan upfront
at time of servicing commencement
will be charged (may be assessable to
borrower) for all loan amounts up to
$500,000. For loan amounts over
$500,000, there is an additional
charge of $10 per $100,000. Future
charges may vary based on outside
vendor pricing. Please note:
Additional or supplemental charges
that may be imposed by the
respective taxing authority for
procurement of duplicate tax bills will
be directly passed through to the
City.
Insurance Monitoring $ - $ - This is included with the amortized
fee and deferred fees that are not
warehoused.
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31 Income Re-Certification $ 285.00
Per loan per occurrence for a level
one income verification. A level two
verification, including income, debt
and program requirements, will be
conducted at a fee of $405.00 per
file. Additional fees upon occurrence
include:
a. Ordering of income verification
documents, e.g. verification of
employment, verification of deposit:
$50.00 per document
b. When a re-verification package,
reminder letter, and report is issued
by AmeriNat for non-responsive
borrower, a cancellation fee of
$75.00 per non-responsive file.
c. To reopen a file that has been
assessed a cancellation fee, the file
will be the full fee less previously
assessed cancellation fees.
d. On a file for which a
recommendation has been provided
but is thereafter resubmitted with
changed or additional information, a
re-evaluation fee of $35.00 per
resubmission.
Property Conditions
Inspections $ 50.00 Per loan per occurrence.
Delinquency Follow Up/
Loss Mitigation $ - $ - Included with monthly service fee.
Payoff Demands:
Payoff Demands $ - $ - Included with monthly service fee.
Deed of Reconveyance $ - $ - Included with monthly service fee.
Substitution of Trustee $ - $ - Included with monthly service fee.
Assumption of Loans:
Loan Assumption
Processing $ 400.00 Per analysis per loan plus outside costs if applicable.
Subordinations:
Subordination Processing $ 400.00 Per analysis per loan plus outside costs if applicable.
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32 Forbearances:
Forbearance Agreements
Preparation $ 395.00
Per loan per occurrence fee will be
charged to institute a forbearance
plan (usually in excess of 6 months in
duration and with approval of the
City). The City may require the
borrower to pay this fee.
Foreclosure Proceeding
Monitoring $ - Included with foreclosure fee.
Foreclosures and Short Sales:
Notice of
Default/Foreclosure $ 455.00
Per loan per occurrence. In addition
to the foreclosure service fee,
AmeriNat will deduct and pay from
remittance or bill City for other costs
incurred in the foreclosure process
such as, but not limited to,
conventional legal fees, sheriffs'
deposits, bankruptcy closing costs,
fees set by law, etc. Reinstatement
figures provided more frequent than
monthly may be subject to an
additional charge of $15.00 per
occurrence.
Reinstatement Terms: City
reimbursement for foreclosure
services rendered, and its costs and
other charges, will be made by the
borrower upon reinstatement or full
payment of any Deed of Trust or
Mortgage under foreclosure.
Request for Short Sales $ 400.00 Per analysis per loan plus outside costs if any.
Recovery of Surplus Funds TBD
Scope and Fee will be developed
upon discussion with the City under
mutually agreeable terms; scope not
described in Housing Loan Policy.
Optional Services Price Per
Loan
Price Per
Occurrence Please Provide Detailed Description
Bankruptcy Services:
Filing of Proof of Claim $475 /
$1,350 Chapter 7: $475 / Chapter 13: $1,350
Filing of Reaffirmation
Agreement $ 350.00 Per loan per occurrence plus outside costs incurred if applicable.
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33 Monitoring and Repayment $ 20.00
Per loan per month for the duration
of an active Chapter 7 or Chapter 13
case. This includes monitoring
respective payment plans,
discharges, and dismissals.
Filing of Lift Stays Fee $ 280.00
Per loan per occurrence plus out-of-
pocket fees and costs. Such fees and
costs include, but are not limited to,
obtaining local counsel in the
bankruptcy jurisdiction and as
approved by the City. The City will be
responsible for the payment of any
fees for filing suit or related outside
costs due Contractor that cannot be
reimbursed from the borrower.
Account Modification Fee $ 70.00
Per loan per occurrence. Includes
payment change notices. Plus
outside costs if any.
Misc. Services:
Credit Reporting $ - $ - Included with monthly service fee.
Funds Disbursement n/a n/a
AmeriNat does not offer this service,
but will recommend a vendor if
requested.
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34 E. Conflict of Interest
AmeriNat does not have any financial, business or other relationships with the City or any member of the City staff that may have an impact on the outcome of the project. AmeriNat does not have any current clients who may have a financial interest in the outcome of the program.
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35 F. Required Forms
Attached are the following required forms:
Non-Collusion Affidavit
Worker’s Compensation Insurance Certificate
Americans with Disabilities Act Compliance Certificate Equal Employment Opportunity Compliance Certificate
Ownership Disclosure for Contractors and Consultants
Drug-Free Workplace Certificate
Certificate of Non-Segregated Facilities
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428
429
430
431
432
433
434
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 22-0055 Agenda Date: 4/18/2022 Agenda #: 1.
Agenda Item Wording:
Conduct a second Public Hearing to approve, adopt, and appropriate the 2022 Annual Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan for the U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership Program (HOME), and HOME Investment Partnership American Rescue Plan Program (HOME-ARP) activities and projects.
Deadline for Action: 4/18/2021
Submitting Department: Finance and Technology Services
Contact Name and Phone Number:
Margie Perez, Housing Specialist, 713-4460, [email protected] <mailto:[email protected]>; Melody Murch, Assistant Finance Director, 713-4379, [email protected] <mailto:[email protected]>;
Renee Nagel, Finance Director, 713-4378, [email protected] <mailto:[email protected]> Department Recommendation: Staff recommends that Council:
1. Conduct the second Public Hearing, allowing a final opportunity for citizens to provide input and comment on the proposed 2022 Annual Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan; and
2. Adopt and appropriate the FY 2022/23 Annual Action Plan proposed CDBG and HOME activities; and
3. Approve and appropriate the FY 2021/22 proposed CDBG and HOME Action Plan Amendment including the HOME-ARP Allocation Plan; and
4. Authorize City Manager or their designee to execute all contracts as listed in 2022 Annual Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan; and
5. Authorize the City Manager or their designee to submit the 2022 Annual Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan to HUD.
Background Discussion:
As an entitlement community (EC) for CDBG and a participating jurisdiction (PJ) for HOME, the City of Visalia receives federal formula grants through the U.S. Department of Housing and Urban Development (HUD). This provides the City with annual direct grant funding for the benefit of low- income persons and households. As required by HUD, the City developed a 5-year Consolidated (ConPlan) to guide the use of federal Community Development Block Grant (CDBG) and HOME Investment Partnership funding (HOME). HUD requires the City to develop an Annual Action Plan to meet the CDBG and HOME objectives established in the 5-year Strategic Plan within the Council approved ConPlan. The 2022 Annual Action Plan has been produced based upon the objectives established in the City’s 5-year Strategic Plan for the Program Years 2020/21 through 2024/25.
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File #: 22-0055 Agenda Date: 4/18/2022 Agenda #: 1.
Staff is seeking final public comment on the priorities and activity allocations proposed for the 2022 Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan. Tonight’s public hearing will complete the citizen participation process which has been conducted to obtain community input for the development of the proposed Program Year (PY) 2022 Action Plan and 2021 Action Plan Amendment. This is the second public hearing with the first being held April 4, 2022.
Council is asked to consider the comments, recommendations, and requests for funding as provided in further detail below and provide final approval.
2022 Proposed Annual Action Plan: The proposed 2022 Annual Action Plan consists of a total of $3,184,163 in CDBG projected resources, and $707,520 in HOME projected resources. The 2022 proposed CDBG and HOME resources, activities, and funding allocations are explained in further detail below.
2022 Proposed Community Development Block Grant (CDBG) Revenue and Expenses:
The CDBG 2022 projected resources include $1,300,000 in estimated annual grant allocation; $50,000 in estimated program income*; and $1,834,163 in prior year resources for a total of $3,184,163 in 2022 CDBG projected resources as shown below in Table 1: 2022 CDBG Projected Resources. *CDBG program income is generated from repayment of CDBG funded first-time homebuyer and/or owner-occupied rehabilitation loans.
Table 1: 2022 CDBG Projected Resources
Resources: CDBG
2022 Annual Allocation $ 1,300,000
2022 Program Income 50,000
Prior Year Resources 1,834,163
Total 2022 CDBG Projected Resources $ 3,184,163 The proposed programs for the 2022 Action Plan were formulated based upon applications received in response to a Notice of Funding Availability (NOFA). A NOFA was released to allow all interested parties to apply for available funding to administer programs in accordance with the City’s 5-year ConPlan goals and priorities approved by Council on April 20, 2020. The City released a NOFA from January 12th through February 11th, 2022 to administer the City’s 2022 CDBG public services, emergency and accessibility home repair program, and senior/disabled mobile home repair program.
The NOFA was published in the Visalia Times Delta on January 12th and 18th, 2022. The NOFA was also posted on the City’s purchasing website, the Central Valley Purchasing System “BidNet”, and on the Kings Tulare Homeless Alliance listserv on January 12th to over 330 recipients. As discussed at the April 4, 2022, Council meeting, activities proposed in response to the NOFA which are recommended for funding have been included in the draft 2022 Annual Action Plan as presented tonight.
Staff Recommended 2022 Annual Action Plan Activities:
Staff has included the proposed 2021 Annual Action Plan activities and their respective funding, as Attachment D: 2022 AAP & 2021 AAP Amendment Tables. The public hearing to be conducted tonight will allow Council a final opportunity to comment, discuss, and direct any necessary changes Visalia City Council Printed on 4/15/2022Page 2 of 8
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File #: 22-0055 Agenda Date: 4/18/2022 Agenda #: 1.
to the proposed project and program allocations. In addition to the activities described below, the 2022 proposed CDBG administration budget is $262,500, which is the allowed 20% of the annual grant allocation and program income.
The 2022 Proposed CDBG Public Services are listed below and included in Table-2: 2022 CDBG Proposed Public Services.
· Kings Tulare Homeless Alliance - At $20,000 to weekly operate the Visalia Local Initiatives Navigation Center (LINC) at the Visalia Rescue Mission to provide wrap-around services for people experiencing homelessness, including mental health assessments/enrollments, housing counseling, birth certificates, CA ID vouchers, mainstream benefit enrollment, social security advocacy, substance abuse assessments/enrollments, prescription eyeglasses, and food assistance. The Kings Tulare Homeless Alliance (KTHA) is the designated local Continuum of Care (CoC), which is designed to promote community-wide resources to address homelessness. KTHA also oversees the Point in Time Survey, Coordinated Entry System (CES), and Homeless Management Information System (HMIS) a software application designed to record and store homeless client information to ultimately house clients. · Family Services of Tulare County - At $45,000 for the “Voucher” program to continue to provide case management and supportive services to chronically homeless persons in Visalia who are receiving a Tulare Housing First permanent supportive housing (PSH) voucher available countywide. These funds are also used as match for the Tulare Housing First funds.
The Tulare Housing First program is funded with a federal (HUD) grant and vouchers are available countywide. Family Services assist clients to maintain housing stability, by providing case management, financial literacy, life skills workshops, transportation assistance, food assistance, clothing assistance, and furniture assistance. Family Services also serves as a landlord liaison for clients.
· Kings View PATH Program - At $35,000 to provide direct homeless services to provide outreach, case management, transportation assistance, legal document assistance, linkage to employment services, and completion of the Vulnerable Index-Service Prioritization Decision Assistance Tool (VI-SPDAT) assessment to begin housing placement. Direct client assistance includes security deposits, rental application fees, motel vouchers, legal documents fees, bus tokens, interview clothing assistance, food vouchers, hygiene kits, and emergency rental assistance to households facing eviction.
· Fair Housing Education - At $7,500 to provide fair housing education. Fair Housing Education was identified as a community need during the development of the 5-year Consolidated Plan and Analysis of Impediments to Fair Housing Choice.
Table-2: 2022 CDBG Proposed Public Services
Kings Tulare Homeless Alliance $ 20,000
Family Services Voucher Program 45,000
Kings View PATH Program 35,000
Fair Housing Education 7,500
Total 2022 CDBG Proposed Public Services $ 107,500 Visalia City Council Printed on 4/15/2022Page 3 of 8
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File #: 22-0055 Agenda Date: 4/18/2022 Agenda #: 1.
Table-2: 2022 CDBG Proposed Public Services
Kings Tulare Homeless Alliance $ 20,000
Family Services Voucher Program 45,000
Kings View PATH Program 35,000
Fair Housing Education 7,500
Total 2022 CDBG Proposed Public Services $ 107,500 The 2022 CDBG Proposed Affordable Housing Projects are listed below and included in Table-3: 2022 CDBG Projected Affordable Housing.
· Habitat for Humanity - At $50,000 to administer an Emergency Repair and Accessibility Program (ERAP) to provide at least 8 low-income owner-occupied households with necessary emergency and accessibility repairs and improvements.
· Self-Help Enterprises - At $100,000 to administer a Senior Mobile Home Repair Program (SMHRP) to provide at least 7 senior and/or disabled owner-occupied mobile homeowners with necessary repairs including roof repair/replacement, accessibility improvements, floor repair/replacement, and energy efficient improvements.
· Code Enforcement - At $150,000 to provide code enforcement inspections in CDBG eligible low- moderate income target areas to address substandard housing. This funding pays the full cost of one staff position which is responsible for code enforcement in CDBG Target Areas. This staff position has been funded with CDBG annually for 25+ years. Code Enforcement activities were identified as an objective during the development of the 5-year Consolidated Plan.
Table-3: 2022 CDBG Proposed Affordable Housing
Emergency Repair and ADA Program $ 50,000
Senior Mobile Home Repair Program 100,000 Code Enforcement 150,000
Total 2022 CDBG Proposed Affordable Housing $ 300,000 The 2022 CDBG proposed public facility improvement projects are listed below and included in Table-4: 2022 CDBG Projected Facility Improvement Projects. · ADA Compliance Projects - $458,958 for ADA compliance projects, which includes design and construction of ADA improvements in the downtown area, including an ADA pathway from Transit to Main Street per the request of the Disability Advocacy Committee (DAC). *Any increase or decrease of the FY 2022 CDBG annual allocation or program income will be an adjustment to ADA Compliance Projects.
· Navigation Center Development - $2,055,205 to develop a low-barrier Navigation Center for Visalia’s homeless population through acquisition and/or rehabilitation. On June 21, 2021, Council authorized the use of CDBG funds, in the amount of $2,055,205 over the course of two years, toward the development of a Low-Barrier Navigation Center. The first year’s allotment of $1,834,163 has not been spent and is being carried forward as identified in the 2021 Annual Action Amendment. The $2,055,205 represents the City’s full CDBG investment in the construction of this facility.
Table-4: 2022 CDBG Proposed Public Facility Improvement Projects ADA Compliance Projects $ 458,958
Navigation Center Development 2,055,205
Total 2022 CDBG Proposed Public Facility Improvement Projects $ 2,514,163 2022 Proposed HOME Investment Partnership Program (HOME) Revenue and Expenses:
The 2022 HOME projected revenue includes $507,520 in estimated annual grant allocation, and $200,000 in Visalia City Council Printed on 4/15/2022Page 4 of 8
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estimated program income as identified in Table 5: 2022 HOME Projected Resources. *HOME program income is generated from repayment of HOME funded first-time homebuyer and/or owner-occupied rehabilitation loans.
Table-5: 2022 HOME Projected Resources
2022 Annual Allocation $ 507,520
2022 Program Income 200,000
Total 2022 HOME Projected Resources $ 707,520
The 2022 Proposed HOME funding is listed below and included in Table-6: 2022 HOME Proposed Funding.
· HOME Administration - $70,750 for 2022 HOME Admin and Planning. This represents the 10% allowed for administration of the HOME program by HUD. · First Time Homebuyer Program - $125,000 for 5 first-time homebuyer assistance loans at $25,000 each, for the 5 HOME-assisted single family homes under construction on NW 5th Avenue and N Court Avenue.
· The Lofts Project - $511,770 to construct an 80-multi-unit affordable rental housing complex.
As a HOME Participating Jurisdiction, the City is required to provide at least 15% of HOME funds to a Community Housing Development Organization (CHDO) to develop affordable housing. Self Help Enterprises (SHE) is currently the only CHDO for the City of Visalia and the Lofts Project funding satisfies this HOME requirement. *Any increase or decrease of FY 2022 HOME annual allocation or program income will be an adjustment to the Lofts Project.
Table-6: 2022 HOME Proposed Funding
HOME Administration $ 70,750
First-Time Homebuyer Program (For NW 5 125,000 The Lofts Project 511,770
Total 2021 HOME Proposed Funding $ 707,520
The 2021 Annual Action Plan Amendment:
The Program Year (PY) 2021 Community Development Block Grant (CDBG) Annual Action Plan (AAP) Amendment incudes carrying forward $1,834,163 from the 2021 Navigation Center project into the 2022 Annual Action Plan as shown in Table-7: 2021 CDBG Annual Action Plan Amendment.
Those funds were awarded for the development of the Navigation Center in the 2021 PY and will be combined with the 2022 Annual Action Plan allocation for this project.
Table-7: 2021 CDBG Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 Annual Allocation $ 1,288,951 $ 1,288,951 2021 Program Income 50,000 50,000 Prior Year Resources 1,306,758 1,306,758 Total Resources $ 2,645,709 $ - $ 2,645,709 Expenditures Approved Adjustments Proposed
Administration $ 264,046 $ 264,046 Kings Tulare Homeless Alliance 20,000 20,000 Family Services Voucher Program 45,000 45,000 Kings View PATH Program 25,000 25,000 United Way of Tulare County 50,000 50,000 Fair Housing Education 7,500 7,500 Emergency Repair and ADA Program 50,000 50,000 Senior Mobile Home Repair Program 100,000 100,000 Code Enforcement 150,000 150,000 ADA Compliance Projects 100,000 100,000 Navigation Center (Forward to 2022 AAP) 1,834,163 (1,834,163) - Total Expenditures $ 2,645,709 $ (1,834,163) $ 811,546 Carryover - $ 1,834,163 $ 1,834,163 Visalia City Council Printed on 4/15/2022Page 5 of 8
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Table-7: 2021 CDBG Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 Annual Allocation $ 1,288,951 $ 1,288,951 2021 Program Income 50,000 50,000 Prior Year Resources 1,306,758 1,306,758 Total Resources $ 2,645,709 $ - $ 2,645,709 Expenditures Approved Adjustments Proposed
Administration $ 264,046 $ 264,046 Kings Tulare Homeless Alliance 20,000 20,000 Family Services Voucher Program 45,000 45,000 Kings View PATH Program 25,000 25,000 United Way of Tulare County 50,000 50,000 Fair Housing Education 7,500 7,500 Emergency Repair and ADA Program 50,000 50,000 Senior Mobile Home Repair Program 100,000 100,000 Code Enforcement 150,000 150,000 ADA Compliance Projects 100,000 100,000 Navigation Center (Forward to 2022 AAP) 1,834,163 (1,834,163) - Total Expenditures $ 2,645,709 $ (1,834,163) $ 811,546 Carryover - $ 1,834,163 $ 1,834,163 The 2021 HOME Annual Action Plan Amendment includes an addition of $55,000 of program income, $875,334 from prior years resources, and $1,840,059 in HOME ARP funds for a total of $2,770,393 of HOME funds added to the 2021 Action Plan. The 2021 HOME Action Plan Amendment also includes a reduction of $98,765 of HOME Admin, an allocation of $40,059 in HOME-ARP admin, an allocation of $1,029,099 to the single-family homes under construction at NW 5th Avenue and N.
Court Ave., and an allocation of $1,800,000 to HOME-ARP activity delivery as shown below in Table 8 - FY 2021 HOME Annual Action Plan Amendment.
Prior Years Funds: The 2021 HOME AAP Amendment includes $875,334 from prior year HOME funds from the previously approved NW 5th Ave. project. The NW 5th Ave. project includes construction of 5 single family affordable homes on vacant lots. Due to a delay in the construction of this project which resulted from the Covid-19 pandemic, the NW 5th Ave. activities have been canceled in the 2019 Annual Action Plan in U.S. Department of Housing and Urban Development (HUD) Integrated Disbursement & Information System (IDIS) and will now be included in 2021 Annual Action Plan Amendment.
HOME-ARP Funds: The City has been awarded $1,840,059 in 2021 HOME-ARP funds, to reduce homelessness and increase housing stability. On December 20, 2021, Council directed staff to prepare the HOME-ARP Allocation Plan as an amendment to the 2021 Annual Action Plan and to release an RFP seeking a nonprofit to develop permanent affordable rental housing for HOME-ARP qualified populations. This is the final step to file the Amendment and submit it to HUD. The HOME- ARP Allocation Plan is attached herein as Attachment C: HOME-ARP Allocation Plan.
Table-8: 2021 HOME Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 HOME Allocation $ 507,520 $ - $ 507,520 2021 Program Income 200,000 55,000 255,000 Prior Year Funds 2,365,371 875,334 3,240,704 HOME-ARP 1,840,059 1,840,059
Total Resources $ 3,072,891 $ 2,770,393 $ 5,843,283 Expenditures Approved Adjustments Proposed
HOME Admin $ 257,409 $ (98,765) $ 158,643 HOME-ARP Admin 40,059 40,059 Tenant-Based Rental Assistance 150,000 150,000 Sequoia Village Project 1,500,000 1,500,000 The Lofts Project 1,165,482 1,165,482 NW 5th Avenue Project 1,029,099 1,029,099 HOME-ARP Project 1,800,000 1,800,000 Total Expenditures $ 3,072,891 $ 2,770,393 $ 5,843,283 Carryover $ - $ - $ - Visalia City Council Printed on 4/15/2022Page 6 of 8
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Table-8: 2021 HOME Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 HOME Allocation $ 507,520 $ - $ 507,520 2021 Program Income 200,000 55,000 255,000 Prior Year Funds 2,365,371 875,334 3,240,704 HOME-ARP 1,840,059 1,840,059
Total Resources $ 3,072,891 $ 2,770,393 $ 5,843,283 Expenditures Approved Adjustments Proposed
HOME Admin $ 257,409 $ (98,765) $ 158,643 HOME-ARP Admin 40,059 40,059 Tenant-Based Rental Assistance 150,000 150,000 Sequoia Village Project 1,500,000 1,500,000 The Lofts Project 1,165,482 1,165,482 NW 5th Avenue Project 1,029,099 1,029,099 HOME-ARP Project 1,800,000 1,800,000 Total Expenditures $ 3,072,891 $ 2,770,393 $ 5,843,283 Carryover $ - $ - $ - Public Comment Period: The 30-day public comment period for the review of the draft 2022 Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan began on March 18 th through April 18th, 2022. During the 30-day public comment period the proposed plans were available for public review on the City’s website atwww.visalia.city <http://www.visalia.city>. Public notices were published in the Visalia Times Delta on March 18th and April 1st, and in the Kings Tulare Homeless Alliance listserv on March 21st. A public hearing was conducted on April 4, 2022, to allow public comment and input. The proposed plans were also presented at the Citizens Advisory Committee (CAC) on April 6, 2022, to receive additional public input. Tonight’s public hearing is the final step in the public comment period. The adopted 2022 Annual Action Plan is due to HUD no later than May 15, 2022.
Fiscal Impact:
Approval of this item will appropriate $3,184,163 of FY 2022 annual CDBG grant funds, $707,520 of FY 2022 annual HOME grant funds, and $1,840,059 in HOME-ARP funds. CDBG, HOME, and HOME-ARP funds are to be received on a reimbursement basis. This will require submission of the 2022 Annual Action Plan, 2021 Action Plan Amendment including the HOME-ARP Allocation Plan to HUD in the Integrated Disbursement and Information System (IDIS) to properly track and report on separate activities. In addition, this item will appropriate and roll 2021 CDBG and HOME activities as shown in Table-7: 2021 CDBG Action Plan Amendment and Table-8 : 2021 HOME Action Plan Amendment.
Prior Council Action:
· April 4, 2022: Review and comment on the draft 2022 Action Plan, and draft 2021 Action Plan Amendment including the draft HOME-ARP Allocation Plan. · December 20, 2021: HOME-ARP Public Hearing to review and comment on the development of the HOME-ARP Allocation Plan.
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File #: 22-0055 Agenda Date: 4/18/2022 Agenda #: 1.
· April 20, 2020: Adoption of the 5-year (FY 2020/21 - FY 2024/25) Consolidated Plan.
Other: None
Alternatives: None recommended.
Recommended Motion (and Alternative Motions if expected):
Move to:
1. Adopt and appropriate the FY 2022/21 Annual Action Plan and FY 2021/22 Action Plan Amendment for CDBG and HOME activities as stated in the report; and
2. Authorize the City Manager or their designee to execute all contracts as listed in the 2022 Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan; and
3. Authorize the City Manager or their designee to authorize submission of the 2022 Annual Action Plan and 2021 Action Plan Amendment including the HOME-ARP Allocation Plan to HUD.
Environmental Assessment Status: N/A
CEQA Review: N/A
Attachments:
· Attachment A: 2022 Annual Action Plan
· Attachment B: 2021 Action Plan Amendment
· Attachment C: HOME-ARP Allocation Plan
· Attachment D: 2022 AAP & 2021 AP Amendment Tables
· Attachment E: 2022 AAP & 2021 AP Amendment PPT
Visalia City Council Printed on 4/15/2022Page 8 of 8
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Table of Contents
Executive Summary ....................................................................................................................................... 3 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................................ 3 PR-05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 6 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 7 AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 14 Expected Resources .................................................................................................................................... 16 AP-15 Expected Resources – 91.220(c)(1,2) ........................................................................................... 16 Annual Goals and Objectives ...................................................................................................................... 20 Projects ................................................................................................................................................... 23 AP-35 Projects – 91.220(d) ..................................................................................................................... 23 AP-38 Project Summary .......................................................................................................................... 25 AP-50 Geographic Distribution – 91.220(f) ............................................................................................. 31 Affordable Housing ..................................................................................................................................... 32 AP-55 Affordable Housing – 91.220(g) ................................................................................................... 32 AP-60 Public Housing – 91.220(h) ........................................................................................................... 34 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................................ 36 AP-75 Barriers to Affordable Housing – 91.220(j) .................................................................................. 39 AP-85 Other Actions – 91.220(k) ............................................................................................................ 41 Program Specific Requirements .................................................................................................................. 44 Appendix “A” – Summary Detail ................................................................................................................. 47
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Visalia (City) is an entitlement jurisdiction for the Community Development Block Grant (CDBG) program and a participating jurisdiction for HOME Investment Partnerships Act Program (HOME). As a required by the U.S. Department of Housing and Urban Development (HUD), the City develops a Consolidated Plan (ConPlan) every five years to guide the use of federal CDBG and HOME funding. The 5-Year ConPlan is the guiding document for allocating these resources which support projects and programs that benefit low- and moderate-income people by increasing housing and economic opportunities, strengthening low-income neighborhoods, and addressing public service and infrastructure needs. The Annual Action Plan (AAP) is also required by HUD each year of the five-year cycle and will summarize the programs and projects that will be funded by the annual grants to achieve the goals and objectives of the ConPlan. Annual accomplishments are reported on progress toward ConPlan goals in the Consolidated Annual Performance and Evaluation Report (CAPER).
2. Summarize the objectives and outcomes identified in the Plan Our strategy for community improvement using CDBG and HOME funds will focus on five broad goals.
These goals are:
• Improve housing opportunities for low-income households through new construction, mortgage and rental assistance, senior housing, housing for the disabled, and rehabilitation of homes/mobile home.
• Provide for a suitable living environment for low-income individuals and/or areas through Tenant-based subsidies and property maintenance (Code Enforcement):
• Address community/special needs through shelters, counseling, youth services, and domestic violence services.
• Address the needs of persons who are homeless with transitional housing, permanent housing, voucher programs, and tenant-based rental assistance.
• Improve public infrastructure and facilities in the community. • Provide optimal program administration and oversight of the CDBG and HOME programs to continue planning efforts that address the needs of extremely low, very low, and low-income households and neighborhoods.
Details of our plan to meet these goals can be found in the strategies the City has identified below with the following labels:
• Increase affordable housing for LMI households in the City of Visalia 445
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• Create suitable living environments for renters/homeowners in the City of Visalia • Address community/special needs and services
• Address the needs of people experiencing homelessness • Enhance community development
• Provide efficient administration and oversight of the CDBG and HOME programs
3. Evaluation of past performance
The U. S. Department of Housing and Urban Development requires an evaluation of the City’s progress toward goals for the CDBG and HOME funds each year of the five-year ConPlan period. Over the past five-year ConPlan period, 2015 to 2019, the City has supported organizations providing services to populations in need and addressed the lack of affordable housing through partnerships with the Housing Authority, and non-profit organizations, including Self-Help Enterprises (SHE), a local low-income housing provider. The City has allocated grant funding to the following:
• Fair Housing Council of Central California (FHCCC), assisting 184 people by handling housing discrimination complaints and agency referrals, holding seminars and educational workshops, and conducting discrimination testing;
• Acquisition of the -Self Help Enterprises. Inc. (SHE) public facility for bridge/transitional housing; • Self Help Enterprises on policy development and provision of grants for the mobile home repair program, and acquisition and rehabilitation of affordable housing and rental units; • Family Services of Tulare County, providing HOME funded tenant based rental assistance and case management;
• ADA Compliance Public Improvement projects;
• Park improvements (Jefferson Park, Community Lot Garden); • Section 108 loan payments; and
• Support to providers of assistance to homeless and low-income populations.
4. Summary of Citizen Participation Process and consultation process The 2022 Annual Action Plan goals were established based on high priority needs as identified in the 2020-2024 ConPlan. The City used several community outreach methods including public meetings, two surveys, and stakeholder consultations. Efforts to reach populations underrepresented in the planning process of the ConPlan included discussions regarding the survey with various housing, social service, faith-based, and other organizations that provide services to the disabled, special needs, low income, and homeless population community. Many of the organizations that assisted in the effort to distribute the surveys posted them on their websites and sent notification to their partners and clientele. The surveys were provided in English and Spanish.
Several stakeholders were also consulted during public workshops, over the phone, and in-person at their offices. Such stakeholders included, but were not limited to, Housing providers, Health service providers, social service providers, Organizations representing protected classes, Fair housing, Broadband internet providers, Emergency management organizations, the Citizens Advisory Committee, the Disability Advocacy Committee, and additional local and regional stakeholders. 446
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In addition, the Program Year 2022 Annual Action Plan 30-day public comment period took place from March 18, 2022 through April 18, 2022. A Public notice was published in the Visalia Times Delta on March 18, 2022 and April 1, 2022. The draft 2022 Annual Action Plan was available for review on the City's website at www.visalia.city. Public notices also sent to the Kings Tulare Homeless Alliance listserv and the City's social media channels. The City also held the following virtual community and city council meetings:
• City Council (Draft Review) on April 4, 2022 at 7:00pm • Citizens Advisory Committee (CAC) on April 6, 2022 at 5:30pm • City Council Public Hearing (Adoption) on April 18, 2022 at 7:00pm
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.
Summary of comments will be added following the public comment period.
6. Summary of comments or views not accepted and the reasons for not accepting them All comments will be accepted and taken into consideration.
7. Summary
The City of Visalia conducted several public meetings and hearings to gather input and review the 2020- 2024 Consolidated Plan. In addition, the City held stakeholder meetings with multiple community and regional organizations and agencies providing services to low income and homeless populations. The City has reviewed several plans to gather information for the development of this Plan that included the City of Visalia Housing Element for 2020-2023, which was being drafted concurrently with the Consolidated Plan. A summary of the full citizen participation of the 2022 Annual Action Plan will be included as Attachment A.
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency VISALIA
CDBG Administrator VISALIA Finance Department-Housing Division HOPWA Administrator N/A N/A
HOME Administrator VISALIA Finance Department- Housing Division HOPWA-C Administrator N/A N/A
Table 1 – Responsible Agencies
Narrative (optional)
The City of Visalia (City) is the Lead Agency for the United States Department of Housing and Urban Development (HUD) entitlement programs at the City of Visalia. The City’s Finance Department, Housing Division administers the funds it receives under the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) Programs.
Consolidated Plan Public Contact Information
Margie Perez
City of Visalia – Housing Specialist
Finance Department - Housing Division
707 W. Acequia Ave., Visalia, CA 93291
Email: [email protected]
Phone: (559) 713-4460
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City has fostered a community engagement process and gathered public input on community improvements that could be addressed by utilizing federal entitlement funds. During the preparation of the 5-year ConPlan, the City facilitated a community outreach and engagement effort to further strengthen the dialogue between public and assisted housing providers and private and governmental health, mental health and service agencies that receive federal funding. Participants in the community outreach process provided feedback on what they viewed as the most pressing housing, special needs/public services, and community development needs in the City.
Specifically related to public and assisted housing providers, private and governmental health, mental health and service agencies, City staff has met with the County Homeless Task Group, a City Emergency Shelter Task Group, and the Continuum of Care (Homeless Alliance) members. Organizations represented in City priorities includes county and local government, faith-based organizations, concerned citizens, housing providers, service providers, including mental health, education, employment, and others.
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))
City staff met with public officials, City departments, the Housing Authority of Tulare County (HATC), residents, and agencies to develop strategies for how best to invest grant funding to address discuss priority community needs. Staff met with the Citizens Advisory Committee, which acts as a liaison between the public and the City Council concerning community needs. Also, City Staff met with the Disability Advocacy Committee, to be advised on the needs of disabled persons in the community. A focus group was held with the City’s Community Housing Development Organization (CHDO), Self-Help Enterprises, which has, in the past and present, worked collaboratively with the City of Visalia to increase the City’s supply of affordable housing.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The Kings/Tulare Homeless Alliance (Alliance) is the regional continuum of care which facilitates services through a system of homeless housing and service providers, advocates, government representatives and consumers to conduct outreach and strategies to address the needs of homeless persons and persons at risk of homelessness.
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City staff participates in regular monthly meetings of the Alliance to better understand the changing needs and challenges facing homeless populations; to coordinate strategies that ensure effective regional coordination in helping homeless individuals and families reach maximum self-sufficiency.
The City of Visalia supports the Alliance by providing grant funding for the yearly Point In Time Homeless Census and counts, the Project Homeless Connect events, as well as continued administration of the HUD Homeless Management Information System (HMIS).
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, policies and procedures for the operation and administration of HMIS Not applicable. The City does not receive ESG funding.
2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Representatives of the following agencies, groups, and organizations contributed to the narratives and data include in the Consolidated Plan and Action Plan preparation are listed in Table 2 on the following page.
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Kings/Tulare Homeless Alliance Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-homeless
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Market Analysis
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Consultation provided information; Continued partnership/collaboration through CoC meetings. Survey feedback presented the ConPlan High priority needs, 202 2 Action Plan through the listserv members who represent all the types of organizations listed above including service providers, and community stakeholders. The Continuum of Care, and Homeless Task Group meetings and feedback relate to the need for homeless hou sing. CDBG funding would assist KTHA to further meet the needs of the chronically homeless community. 2 Agency/Group/Organization Housing Authority of Tulare County Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
HATC provided input through the survey, recommending that the city make more funding available for the acquisition and rehabilitation of more affordable housing. HATC was also consulted in preparation of the Consolidated Plan and Annual Action Plan. 451
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3 Agency/Group/Organization Self-Help Enterprises
Agency/Group/Organization Type Housing
Services - Housing
Services-Education
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan, which helped in prioritizing the City's housing and community needs. 4 Agency/Group/Organization Tulare County Health and Human Services Agency Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-homeless
Services-Health
Health Agency
Child Welfare Agency
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
5 Agency/Group/Organization United Way of Tulare County Agency/Group/Organization Type Services - Housing
Regional organization
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
6 Agency/Group/Organization Family Services of Tulare County Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
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7 Agency/Group/Organization Kings View Corporation
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
8 Agency/Group/Organization Citizens Advisory Committee Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan. A community meeting was also conducted on April 6, 2022 to review the draft 2022 Annual Action Plan.
Identify any Agency Types not consulted and provide rationale for not consulting 454
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The City reached out to several different agencies, groups, and organizations and invited them to participate in the preparation of the 5-year Consolidated Plan goals. They were contacted via email and provided with a stakeholder flyer that included information on the community forum and public hearings. The City asked these groups to forward this information to their colleagues and mailing lists. They were also encouraged to complete the community needs survey and to share the survey link with community stakeholders. The City also published public notices in the Visalia Times Delta, the City website, and the City's social media outlets.
The types of additional agencies were businesses, educational services, groups and organizations, employment service providers, fair housing services, health service and domestic violence service providers, service providers for children and elderly persons, other advisory, veterans and concerned citizens, as well as faith-based organizations. The following additional providers were sent notice and information via-email encouraging feedback on preparing the Action Plan activities form:
• Businesses: Downtown Visalians, Hispanic/Visalia Chamber of Commerce, Tulare County Economic Development, & Retail Associates.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Kings Tulare
Homeless Alliance
As the designated bi-county Continuum of Care, the Alliance is responsible for planning process for the bi - county region which includes the City of Visalia. The Alliance mission is to coordinate and leverage resources that empower community partners including the City of Visalia to address homelessness.
City of Visalia Fair
Housing Rental
Assessment
City of Visalia and
Fair Housing Council
of Central California
The Fair Housing Council Fair Housing Rental Assessment is based upon systemic paired testing of the rental housing market to form the basis of plans to counteract discriminatory practices in the rental housing market with the City.
City of Visalia
General Plan Housing
Element
City of Visalia
The Housing Element assesses the need for housing for all levels of income and establishes policies to meet those needs. The Strategic Plan goals support the implementation of the Housing Element by working to construct and rehabilitate new and existing affordable housing units.
Tulare County Multi-
Jurisdictional Local
Hazard Mi
County of Tulare Development, as related to the Consolidated Plan, that occurs shall be primarily in the areas where environmental hazards can be properly mitigated.
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
None.
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation summarize citizen participation process and how it impacted goal setting
Outreach for the City of Visalia’s 2020-24 Consolidated Plan objectives were conducted in several methods: community outreach and housing needs surveys, public meetings, stakeholder interviews, and public hearings. Significant outreach efforts were made to the public, faith-based organizations, educational institutions, housing services, and health and social service organizations (including organizations providing services to homeless persons and families, persons with HIV/AIDS, victims of domestic violence, senior citizens, and extremely low to low-income populations).
The 2022 Annual Action Plan goals were established based on highest priority needs identified during the 2020-2024 Community Needs Assessment. Based upon the input received by the community and council, high priorities were identified as homeless services, fair housing, emergency & ADA home repairs, mobile home repairs, code enforcement, ADA improvements, a low-barrier homeless shelter, affordable housing and tenant-based rental assistance.
The 2022 Action Plan 30-day public comment period seeking community input was held from March 18, 2022 through April 18, 2022. The draft 2022 Action Plan was available for review on the City's website at www.visalia.city. The City took several steps to seek community input on the draft 2022 Action Plan, by publishing a English and Spanish public notice in the Visalia Times Delta on March 18th, 2022 and April 1st, 2022, City's website, City's social media outlets, and the Kings Tulare Homeless Alliance listserv. The following community and city council meetings were held to review the draft Action Plan and obtain public comment. • City Council Meeting on April 4, 2022 at 7:00pm
• Citizens Advisory Committee on April 6, 2022 at 5:30pm • City Council Public Hearing on April 18, 2022 at 7:00pm
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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 Newspaper Ad Non-targeted/broad
community
English/Spanish public notice
published in the Visalia Times
Delta on 3/18/22 & 4/1/22.
Comments
to be added. N/A
2 Internet
Outreach
Non-targeted/broad
community
English/Spanish public notice and
draft 2022 AAP were available on
the City's website from 3/18/22 -
4/18/22.
Comments
to be added. N/A
www.visalia.city/depts
/finance/housing_n_cd
bg_services/public_not
ices.asp.
3 Internet
Outreach
Non-targeted/broad
community
City social media posts on City's
Facebook, Instagram, and Twitter
pages.
Comments
to be added. N/A
4 Listserv Notice Non-targeted/broad
community
Approximately 330 receipts were
notified on the Kings Tulare
Homeless Alliance listserv notice.
Comments
to be added. N/A
5 Public Hearing Non-targeted/broad
community
City council meeting to review
draft 2022 Action Plan and obtain
public comment was held on
4/4/22
Comments
to be added N/A
6 Public
Meeting
Non-targeted/broad
community
Citizens Advisory Committee
community meeting to review
draft and obtain public comment
was held on 4/6/22.
Comments
to be added. N/A
8 Public Hearing Non-targeted/broad
community
Public hearing to approve the 2022
Action Plan and authorize
submission of the plan to HUD
held on 4/18/22.
Comments
to be added. N/A
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The Program Year (PY) 2022, CDBG estimated budget consists of $1,300,000 in entitlement funds, $50,000 in estimated program income, and $1,834,163 in prior year resources for a total of $3,184,163 CDBG funds. The PY 2022, HOME estimated budget consists of $507,520 in HOME funds, $200,000 in estimated program income for a total of $707,520. The City currently does not have an Emergency Solutions Grant (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) grant. The Expected Amount Available Remainder of ConPlan is the first year 2020 grant allocation multiplied by 3 years to equal total remainder of ConPlan in program year 2020. Each program year the Expected Amount Available Remainder of ConPlan is subtracted by the current grant allocation.
Anticipated Resources
Program
Source
of
Funds Uses of Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of ConPlan
$ Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public
Federal
Admin,
Public Services,
Affordable
Housing, and
Public
Improvements
$1,300,000 $50,000 $1,834,163 $3,184,163 $2,650,992 The estimated PY 2022 CDBG resources include $1,300,000 in entitlement funds,
$50,000 in program income, and $1,834,163
in prior year resources for a total of
$3,184,163 in CDBG funds.
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Program
Source
of
Funds Uses of Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of ConPlan
$ Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME Public
Federal
Admin,
Homebuyer
Assistance, and
Multifamily Rental
New Construction
$507,520 $200,000 $0 $707,520 $1,622,472
The estimated PY 2022 HOME resources
include $507,520 in entitlement funds, and
$50,000 in program income for a total of
$707,520 in HOME funds.
Table 5 - Expected Resources – Priority Table
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 leverages both federal and local housing funds by supporting non-profit organizations that develop affordable housing. The City, or its partners, provides matching funds for housing related services to several programs, which includes the following:
• SHE-CHDO Scattered Single Family Acquisition/Rehabilitation/Resale. Scattered Site Acquisition, Rehabilitation and Resale of Single- Family Property Program will be administered and operated through the City’s certified Non-Profit, designated Community Housing Development Organization (CHDO), currently Self-Help Enterprises (SHE). • SHE-CHDO Scattered Multi-Family Site Acquisition/Rehabilitation/Rent. For example, the Lofts Project is the development of an 81-unit multi-family affordable housing complex that is budgeted above $25 million. HOME funds will be leverage with the various other funding sources, such as, No Place Like HOME Program (NPLH), Multifamily Housing Program (MHP), and the Infill Infrastructure Grant (IIG). • Voucher Program – used as a match to receive Tulare Housing First grants to provide permeant supportive housing vouchers. • First-Time Homebuyers Program – leveraged with private first position loans to assist First-Time Homebuyers purchase a home.
Below is a list of potential financial resources considered a part of the City’s overall financial plan to address priority needs and specific 459
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objectives identified in the Consolidated Plan.
• Housing Authority of Tulare County (HATC) a public housing authority with jurisdiction within the City and the County. • Low-Income Housing Tax Credit Program (LIHTC): The LIHTC program provides federal and state tax credits for private developers and investors who agree to set aside all or an established percentage of their rental units for low-income households for no less than 30 years.
• Multi-Family Housing Program: If California’s Housing and Community Development Department awards Multi-Family Housing Program loans to assist rental housing developments affordable to low-income households in the City, the City will assist the developers with identifying local funding.
• The City will also be receiving on an annual basis, Permanent Local Housing Allocation (PLHA) funding which will assist with matching requirements.
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Visalia does not currently own any land considered viable for the needs and uses identified in the plan. However, there is no shortage or available land for these purposes, as discussed below.
Discussion
The Regional Housing Needs Assessment (RHNA) is part of a statewide mandate to address housing issues that are related to future growth in a region. State housing element law assigns the responsibility for preparing the RHNA for the Tulare County region to the Tulare County Association of Governments (TCAG). TCAG, and other California councils of governments (COGs), undertake the RHNA process prior to each housing element cycle. The current RHNA is for the six-housing element cycle and covers a 9.75- year projection period from January 1, 2014, to September 30, 2023. The City of Visalia has conducted an analysis and concludes that Visalia has adequate sites to accommodate its RHNA allocation for Extremely Low, Very Low, and Low-Income categories.
The City Planning Department lists lands available for development in its sites inventory list. However, it is undetermined as to who will develop and when development will occur. A comparison of Regional Housing Need and Residential sites is listed in Table 1-41 from the Draft Housing Element. The City approved 2,835 units between 2014 and 2018, consisting of 2,486 single-family units and 400 multi- family units (see SP-05 attachment - Regional Housing Need and Sites Inventory). If constructed, there would be a surplus of units for extremely low income: 210 units, low income: 514 units, moderate income: 675 units, and above moderate income: 3,232 units. 461
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name
Start
Year
End
Year Category
Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Increase
affordable
housing
2020 2025 Affordable
Housing
Citywide Affordable
Housing
HOME:
$636,770
Rental units constructed: 11 Household
Housing Unit;
Direct Financial Assistance to Homebuyers:
5 Households Assisted
2 Create
suitable living
environment
2020 2025 Affordable
Housing
Citywide/
LMI Tracts
Affordable
Housing
Neighborhood
Preservation
CDBG:
$300,000
Homeowner Housing Rehabilitated: 15
Household Housing Unit;
Housing Code Enforcement/Foreclosed
Property Care: 200 Household Housing Unit
3 Address
community/
special needs
services
2020 2025 Homeless
Non-
Homeless
Special Needs
Citywide Shelter and
counseling for
the homeless
Public Services
CDBG: $42,500 Public service activities for Low/Moderate Income Housing Benefit: 50 Households
Assisted
4 Address
homeless
needs
2020 2025 Homeless Citywide Shelter and
counseling for
the homeless
Public Services
CDBG: $65,000 Public service activities other than
Low/Moderate Income Housing Benefit:
400 Persons Assisted; Public service
activities for Low/Moderate Income
Housing Benefit: 13Households Assisted
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Sort
Order Goal Name
Start
Year
End
Year Category
Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
5 Enhance
community
development
2020 2025 Non-Housing
Community
Development
LMI Tracts Improve
Community and
Public Facilities
CDBG:
$2,514,163
Public Facility or Infrastructure Activities
other than Low/Moderate Income Housing
Benefit: 50 Persons Assisted
Overnight/Emergency Shelter/Transitional
Housing Beds added: 100 Beds
6 Program and
planning
administration
2020 2025 Program
administration
funds
Citywide Community
Development
CDBG:
$262,500
HOME:
$70,750
Other: 1 Other
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Increase affordable housing
Goal Description Increase the amount of affordable housing stock in the City of Visalia with the construction of 80 units, of which 11 new LMI multi-family rental units will be HOME funded on a property located at 300 E. Oak Avenue. To provide 5 first time homebuyer direct assistance for 5 newly constructed single-family homes located on NW 5th Avenue and N. Court Avenue.
2 Goal Name Create suitable living environment
Goal Description Code enforcement inspection services for an estimated 200 units within deteriorated or deteriorating low-moderate income eligible areas to arrest the decline of the area. An Emergency Repair and Accessibility Program and Owner - Occupied Senior Mobile Home Program. HOME funded Tenant-Based Rental Assistance (TBRA).
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3 Goal Name Address community/special needs services
Goal Description Provide vital public services which include homeless case management, homeless outreach services, homeless prevention mortgage/rental and utilities assistance, and fair housing.
4 Goal Name Address homeless needs
Goal Description CDBG funds will be provided for annual Point-In-Time counts, project homeless connect and voucher match case management
5 Goal Name Enhance community development
Goal Description Improve Visalia community facilities and infrastructure. The location of such facilities will be determined however, improvements will be made in designated LMI tracts in the City.
6 Goal Name Program and planning administration
Goal Description Fund planning and administration activities by City staff to administer the CDBG and HOME Program funds.
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Projects
AP-35 Projects – 91.220(d)
Introduction
Program Year 2022 CDBG and HOME Projects were established based on the high priority needs identified in the 2020-2024 Consolidated Plan Needs Assessment and Strategic Plan. The Consolidated Plan goals below address the high priority needs and serve as the foundation for strategic actions the City will undertake. These goals are based on the ConPlan’s Needs Assessment and Housing Market Analysis sections as well as community outreach conducted:
• Increase affordable housing
• Create suitable living environment
• Address community/special need services
• Address homeless needs
• Enhance community development
• Program planning & administration
The City's PY 2022 estimated CDBG budget includes $1,300,000 in CDBG grant funds; $50,000 in program income; and $1,834,63 in prior year funds. The City's PY 2022 estimated HOME budget includes $507,520 in HOME funds; and $200,000 in program income. Any increase or decrease of 2022 CDBG program income will be directed toward the CDBG ADA improvement projects. Any increase or decrease of Program Year 2022 HOME grant and/or program income will be directed toward The Lofts Project.
Projects
# Project Name
1 2022 HOME Administration
2 2022 The Lofts Project
3 2022 First Time Homebuyer Program
4 2022 CDBG Administration
5 2022 Address Homeless Needs - Public Services
6 2022 Address Community/Special Needs Services
7 2022 Emergency Repair Program (ERAP)
8 2022 Senior Mobile Home Repair Program
9 2022 Code Enforcement
10 2022 ADA Compliance Projects
11 2022 Navigation Center
Table 7 - Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The projects will address the priority needs described in the Consolidated Plan by providing direct homeless services, homeless prevention services, fair housing services, code enforcement inspections to maintain neighborhood stabilization, housing rehabilitation programs, affordable housing options for the LMI population, ADA compliance projects, and develop a low-barrier Navigation Center. An obstacle in addressing underserved needs include needs outweighing funding resources. Nevertheless, the City worked resourcefully in combing multiple funding sources to maximize the allocation of resources to address underserved community needs.
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AP-38 Project Summary
Project Summary Information
1 Project Name 2022 HOME Administration
Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Community Development
Funding HOME: $70,520
Description 2022 HOME Administration and Planning.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities 2022 HOME Administration and Planning. 2 Project Name 2022 The Lofts Project
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $511,770
Description Construction of an 80-unit mulit-family rental complex, of which 11-units will be HOME funded.
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
11 LMI households are expected to benefit from the proposed activity.
Location Description 300 E. Oak Avenue, Visalia, CA 93291 Planned Activities The City will provide funding toward Self-Enterprises, Inc. (SHE), to build 11 of the 80 new LMI multi-family rental units. 3 Project Name 2022 First Time Homebuyer Program
Target Area Citywide
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Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $125,000
Description First Time Homebuyer Program
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
5 LMI families
Location Description NW 5th Avenue and N. Court Avenue, Visalia Planned Activities First Time Homebuyer Program for the single-family homes built on NW 5th Avenue and N. Court Avenue.
4 Project Name 2022 CDBG Administration
Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Community Development
Funding CDBG: $262,500
Description 2022 CDBG Administration and Planning
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities 2022 CDBG Administration and Planning 5 Project Name 2022 Address Homeless Needs - Public Services Target Area Citywide
Goals Supported Address homeless needs
Needs Addressed Public Services
Funding CDBG: $65,000
Description Continuum of Care Point in Time survey and LINC services.
Permanent Supportive Housing Voucher match.
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Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
414 low-income homeless individuals.
Location Description Citywide
Planned Activities Continuum of Care Point in Time survey and LINC services.
Permanent Supportive Housing Voucher match.
6 Project Name 2022 Address Community/Special Needs Services Target Area Citywide
Goals Supported Address community/special needs services Needs Addressed Public Services
Funding CDBG: $42,500
Description Homeless outreach - case management, supportive services, security deposits, rental application fees, legal document assistance; homeless prevention - rental/mortgage assistance and utilities assistance, and fair housing education.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
50 low-moderate households
Location Description City wide
Planned Activities Homeless services, homeless prevention, and fair housing. 7 Project Name 2022 Emergency Repair Program (ERAP)
Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $50,000
Description Emergency Repair and ADA Program (ERAP) $50,000 to provide owner occupied unit’s emergency repairs and energy efficient upgrades.
Target Date 6/30/2023
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Estimate the number and
type of families that will
benefit from the proposed
activities
8 LMI households are expected to benefit from the proposed activity.
Location Description Citywide
Planned Activities Emergency Repair and ADA Program (ERAP) $50,000 to provide owner occupied unit’s emergency repairs and energy efficient upgrades.
8 Project Name 2022 Senior Mobile Home Repair Program
Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $100,000
Description Senior Mobile Home Repair Program to owner occupied low- income seniors and/or disabled persons.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
7 low-income seniors and/or disabled persons.
Location Description Citywide. Sites are to be determined.
Planned Activities Senior Mobile Home Repair Program to owner occupied low- income seniors and/or disabled persons.
9 Project Name 2022 Code Enforcement
Target Area LMI Tracts
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $150,000
Description 2022 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area.
Target Date 6/30/2023
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Estimate the number and
type of families that will
benefit from the proposed
activities
200 LMI households are expected to benefit from the proposed activity.
Location Description LMI target areas.
Planned Activities 2022 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area. 10 Project Name 2022 ADA Compliance Projects
Target Area LMI Tracts
Goals Supported Enhance community development
Needs Addressed Improve Community and Public Facilities Funding CDBG: $458,958
Description 2022 ADA compliance projects and public infrastructure improvements.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
50 LMI persons are expected to benefit from the proposed activities.
Location Description LMI Target Areas.
Planned Activities 2022 ADA compliance projects and public infrastructure improvements.
11 Project Name 2022 Navigation Center
Target Area Citywide
Goals Supported Enhance community development
Needs Addressed Shelter and counseling for the homeless Funding CDBG: $2,055,205
Description Development of a Low-Barrier Navigation Center through acquisition, rehab, or construction.
Target Date 6/30/2024
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Estimate the number and
type of families that will
benefit from the proposed
activities
100 low-income homeless individuals are expected to benefit from the proposed activity.
Location Description 3506 N. Dinuba Blvd. Visalia, CA 93291 Planned Activities To develop a Low-Barrier Navigation Center for people experiencing homelessness.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Many of the CDBG activities funded in 2022 are offered citywide to low- and moderate-income households. However, for certain CDBG programs, such public infrastructure improvements, and code enforcement are directed to neighborhoods that qualify for CDBG funds on an "area benefit" basis. An area benefit activity is one that is available to benefit all the residents of an area which is:
• Primarily residential and
• Where 51% of the population is low- and moderate-income Except for the HOME-funded multi-family rental housing units to be built (The Lofts) which is located at 300 E Oak Avenue, and the Navigation Center at 3506 N. Dinuba Blvd. all other programs are to be administered citywide, or within the CDBG Target area.
Geographic Distribution
Target Area Percentage of Funds
Citywide 84
LMI Tracts 16
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Entitlement funds will be distributed citywide as eligible. However, CDBG funds will be utilized in CDBG Target areas for Code Enforcement, and ADA Improvements. A presumed Benefit project, such as an ADA improvement project or low-and-moderate-income residential areas in need of access, would be applicable. CDBG funding directed toward public services is a citywide public service benefit. Public Facilities are based upon CDBG requirements, such as the area benefit noted above, limited clientele, or income qualifications. Affordable housing will be pursued citywide, which encompasses CDBG Target Areas. Other programs may benefit within the CDBG Target areas as well, however, are allowed citywide, based upon income eligibility.
Discussion
The Low-and Moderate-Income Concentration Census Tract Map that is being utilized for the 2022 Action Plan and is based on the Low-and Moderate-Income Summary Data (LMISD) provided on HUD Exchange website.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The AAP must specify goals for the number of homeless, non-homeless, and special needs households to be provided affordable housing within the program year. The AAP must also indicate the number of affordable housing units that will be provided by program type, including rental assistance, production of new units, rehabilitation of existing units, or acquisition of existing units. For this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR
92.254 for homeownership.
Findings in the data, included within the Strategic Plan, show that there is not an adequate amount of local housing affordable to LMI households, especially for extremely low- and very low-income households. According to the HUD data reports there is sufficient housing units for the various income categories. After analysis, the only income category that truly does have enough housing is the 50-80% AMI. The following data (CHAS 2014-2018) supports this housing deficit/surplus:
• 0-30% AMI: There are 4,170 households living in this income category, yet there are only 2,610 rental units available that are affordable to these households in the City. • 30-50% AMI: There are 4,530 households living in this income category yet there are only 2,935 units available.
• 50-80% AMI: There are 5,880 households in this income category and there are 1,650 units.
Tables 33 and 36 included within the Strategic Plan, MA-15 section show the recent changes to factors effecting affordability including income, rent and value. Median income has increased 2.5% since 2015 and when compared to the growth in median contract rent (+7.2%), rental housing prices are outpacing income growth. This may continue to strain affordability in the rental housing market, and lead to higher rates of housing cost burden, especially for LMI households. However, when looking at the owner market, ownership may be more attainable now than it was previously in 2017. This is evidenced by the fact that median income growth has increased, while median home values have declined over 10%.
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 31
Special-Needs 0
Total 31
Table 9 - One Year Goals for Affordable Housing by Support Requirement
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One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 11
Rehab of Existing Units 15
Acquisition of Existing Units 5
Total 31
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
Staff works with its non-profit partner SHE to include additional types of acquisition, such as vacant, infill and reconstruction. As funding, through PI becomes available, it would be directed toward SHE CHDO acquisition rehabilitation projects, including the Lofts Project. The 2022 Action Plan includes the development of 11 HOME-assisted affordable rental units with the Lofts Project, 8 home repairs with the Emergency Repair & Accessibility Program, 7 mobile home repairs with the Senior Mobile Home Repair Program, and 5 First Time Homebuyer Assistance.
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AP-60 Public Housing – 91.220(h)
Introduction
HATC works closely with the City, Continuum of Care “Alliance” and the recently formed Homeless Resource Task Group. Actions planned by the PHA this year are referenced below. HATC owns/manages 179 Public housing units in Visalia and manages another 764 affordable housing units through the City of Visalia. HATC has a master lease with Family Services of Tulare County (FSTC) to house families that participate in the rapid rehousing and domestic violence programs that FSTC administers within the City of Visalia. Through a partnership with Tulare County Health & Human Services Agency (TCHHSA) Mental Health, HATC manages Clark Court, Transitional Living Center, and East Tulare Cottages which house and provide supportive services for individuals that participate in TCHHSA Mental Health programs.
Actions planned during the next year to address the needs to public housing HATC will continue to own and manages 179 public housing units in the City. HATC also owns and manages an additional 764 affordable housing units. There is currently no plan to purchase additional public-housing units, nor do they plan on removing any units from their inventory. Their current projection is for an investment of $375,500 in Capital Fund improvements during the FY 2022. There is no project based rental assistance units within the City. HATC expenditures cover maintenance and rehabilitation in public-housing units within the City. HATC's Capital Fund expenditures will cover a large range of projects, including roofing replacement, landscaping improvements, carpet replacement along with air conditioning and heating unit improvements. HATC acquired vacant land at 830 E. Roosevelt Avenue in Visalia to develop a mulit-family development, with a total of four (4) units for rental to qualified low-income households. (Data source: HATC November 2021).
Actions to encourage public housing residents to become more involved in management and participate in homeownership
HATC created a Resident Council composed of five residents from HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8 Housing Choice Vouchers, and public housing). The Resident Council works with HATC staff on evaluating the effectiveness and efficiency of existing rental assistance programs. This structure was put into place to give public housing residents the opportunity to provide input on necessary program modifications, through the Council members. HATC is proactive in the inclusion of public-housing residents in the policy making process. As required, two public housing tenants sit on the HATC Commission board. Between the Resident Council and tenant representation on the Board an equitable and transparent policy making process has been put into place.
A vital driving factor that continues to influence HATC programs is the promotion and goal of tenant self-sufficiency. HATC views homeownership as a long-term goal for most program participants. HATC staff works with tenants to effectively provide them with the necessary resources to achieve homeownership. HATC’s Annual Re-Examination Notice provides public-housing participants with an 476
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extensive referral list that aids with homeownership. Their list includes programs managed by: CSET, City of Visalia, Habitat for Humanity, CalHFA, and Self-Help Enterprises. HATC’s program coordinator works with any interested public housing tenant to effectively inform them of all the different programs and services available to them. Effective collaboration between their agency and other public and nonprofit agencies is imperative to help promote homeownership among all HATC’s tenants. Lastly, HATC created “RentTrack Payment, an online payment system which will allow public housing residents to utilize their rental payments made on time to raise or build individual credit scores. RentTrack has increased credit scores an average of 29 points in just two months and 132 points over a 2-year period.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HATC is not designated as troubled.
Discussion
See discussion above.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
This section describes the City’s one-year goals and the specific action steps it will undertake in the program year to carry out the homeless strategy outlined in the ConPlan’s SP-60 Homelessness Strategy.
This section will also describe the jurisdiction’s goals and specify the activities it will undertake to serve the housing and supportive service needs of non-homeless populations who require supportive housing.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
The City has allocated over $2 million of CDBG funds for the development of a Low-Barrier Navigation Center for people experiencing homelessness. The City also allocating Permanent Local Housing Allocation (PLHA) and Low-Mod Successor Agency Housing (SAH) funds toward the development and operation of the Project. The project is expected to begin construction in Program Year 2022. The Visalia Navigation Center anticipates having a 100-bed public facility to house individuals and families experiencing homelessness. The Visalia Navigation Center will follow “Housing First” practices and work closely with the local Continuum of Care for the Visalia region to house individuals and families quickly into rapid rehousing, transitional housing, and permanent housing.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City will continue targeted outreach efforts towards unsheltered homeless persons through collaborative efforts with the Alliance Housing Navigators, Family Services, Kings View PATH Team, and Tulare County Mental Health Crisis Team. These organizations canvas the City to conduct outreach to people experiencing homelessness, and connect them to services. Client information is included in the local Homeless Management Information System (HMIS) so the outreach teams can remain apprised of client status on the housing priority list and other community referrals.
The City will also continue to support the Alliance’s outreach efforts to persons experiencing homelessness through the PIT survey completed in January. The PIT survey provides a snapshot of the adults, children in households and unaccompanied youth living in the City of Visalia who meet HUD’s definition of homelessness. Information gathered through the PIT is used to understand the causes and trends over time of homelessness, as well as to determine the unmet shelter and service needs of the homeless.
Addressing the emergency shelter and transitional housing needs of homeless persons The City is in the planning phase of developing a low-barrier Navigation Center within the City of Visalia.
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exits from homelessness using a Housing First Approach. A Housing First Approach will connect homeless individuals to permanent housing without preconditions and barriers to entry, such as sobriety, treatment, or service participation requirements. Project implementation expected to begin in Program Year 2022.
The Sequoia Village Project is a 50-unit motel that was recently acquired through California Department of Housing and Community Development Project Homekey funds to provide immediate shelter to homeless individuals in need of shelter, who are experiencing effects of COVID-19. The City is partnering with the County to rehabilitate the 50-unit motel to provide permanent supportive/affordable housing units for chronically homeless individuals. Tulare County Mental Health services will provide onsite wrap around services to ensure tenants stability.
Eden House is a 22-bed transitional/bridge facility recently opened in 2020, located at 1627 S. Garden St., Visalia, which will provide beds for residents for a period of 60-90 days (or up to a maximum period of 6 months with an approved extension), who are awaiting permanent supportive housing (PSH) or Rapid Re-Housing (RRH) placements through various funding programs. Eden's House provides extensive on-site wrap around services including mental health assistance and case management.
The Visalia Homeless Center managed by St. Paul’s Episcopal Church Rev. Suzy Ward oversees and operates a low barrier warming center within the City of Visalia each winter. The warming center is a low-barrier emergency shelter that provides 90 - 100 homeless individuals’ overnight shelter. The warming center averages 75 visitors a night from December 1st through February 28th. The City has entered into a 4-year contract agreement with Visalia Homeless Center to operate a warming Center in the City of Visalia with use of Permanent Local Housing Allocation (PLHA) funds.
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
Visalia supports and collaborates with local service providers, through the Alliance, to assist homeless individuals and families. Funding priorities include supporting existing high performing housing first rapid rehousing and permanent supporting housing projects.
Funding allocations include:
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which will assist homeless or at risk of homelessness households. • Housing Successor which provides case management/supportive services and street outreach. • Family Services matching funds for case management (public services) to support the Tulare Housing First Shelter Plus Care project. This project provides case management services to 14 chronically homeless individuals who receive a permanent supportive housing. • Kings View Behavioral Health provides public services, including meals for Visalia’s homeless. • ECO program, which is a partnership that includes the Tulare County Workforce Investment Board, Caltrans, and ABLE Industries.
• Property acquisition and rehab housing projects funded through HOME funds and other city- funding pools.
• CoC and City-funded programs/projects that benefit the homeless • Special needs project and programs that serve these vulnerable subpopulations include: CSET Permanent Supportive Housing and Rapid Rehousing, Family Services Permanent Supportive Housing and Transitional Housing, Turning Point and Tulare County HHSA provide PSH projects for chronically homeless individuals and families and/or families with children. The Veterans’ Administration, in conjunction with the Housing Authority of Tulare County, operates the VASH project and Westcare operates the SSVF project that serves eligible veterans and their families.
Uplift Families operates a Transitional Housing project for transitioning age youth.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Alliance employs a Diversion Specialist that is responsible for developing and strengthening referral sources for people at-risk of becoming homeless. Additionally, the Diversion Specialist works with clients that present at any of the Coordinated Entry points to assist in diverting clients from homelessness.
Another important component of prevention/diversion is assisting households with income supports and connections to mainstream benefits. The SSI/SSDI Outreach, Access, and Recovery (SOAR) model is designed to increase access to SSI/SSDI for eligible homeless adults who are and have a mental illness and/or a co-occurring substance use disorder. Staff from all CoC-funded agencies is required to assist clients in obtaining these mainstream benefits. Participation by these agencies provides an effective method of assisting households who may otherwise pursue homelessness assistance.
Discussion
See discussion above. The City is not a recipient of HOPWA funding. 480
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AP-75 Barriers to Affordable Housing – 91.220(j)
Introduction:
The City of Visalia updated the Analysis of Impediments to Fair Housing Choice (AI) in 2020. The AI describes the impediments or barriers to affordable housing. The primary barriers to affordable housing include the following:
• Lending practices
• Access to Opportunity
• Housing Discrimination
• Development of Affordable Housing
• Land use policies and practices
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City has taken actions in recent years to support residential development through changes in zoning, further streamlining permitting processes, and reducing impact fees. Visalia has made changes to residential zone districts following the City’s Housing Element update. The City increased the highest allowed multi-family density permitted by right to 15 to 35 units per acre, provided that the development does not exceed 80 units. Also, the City implemented an Affordable Housing Infill Incentive Program in 2017, which reduces Transportation Impact Fees for qualifying projects that meet the infill criteria outlined in the City’s Development Fee Schedule. In the downtown area, waivers for parking requirements have been given based on past use of the building spaces. There are multiple policies and programs in the 2020 Housing Element Update that address promoting incentives for affordable housing that include priority permit processing and modified zoning provisions. New programs in the Housing Element update, propose removing conditional use requirements for housing in certain commercial zone designations. These Housing Element Programs are organized into nine Goals categories, as follows:
1. New Construction - To provide a broad range of housing types and densities to meet the needs of all Visalia residents.
2. Mixed Use, Infill, and Downtown Development - To promote mixed use, infill, and Downtown development in Visalia.
3. Encourage Affordable Housing - To encourage construction and maintenance of affordable housing in Visalia.
4. Foreclosures - To prevent foreclosures, protect affected families, and stabilize neighborhoods impacted by foreclosures.
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5. Special Needs/Homeless- To provide a range of housing types and services to meet the needs of households with special needs within the city.
6. Housing Rehabilitation Program - To create and maintain healthy neighborhoods by improving the condition of the existing housing stock and providing for a variety of housing types, sizes, price ranges, and densities compatible with the existing character and integrity of residential neighborhoods.
7. Equal Opportunity Housing and Discrimination Prevention - To provide decent housing and a quality of living environment for all Visalia residents regardless of age, religion, race, creed, gender, sexual orientation, marital status, ancestry, national origin, disability, economic level, and other arbitrary factors.
8. Energy Conservation - To encourage energy efficiency in all new and existing housing.
9. Implementation Monitoring - To ensure that Housing Element programs are implemented on a timely basis and progress of each program is monitored and evaluated annually.
In addition to exploring new policy and regulatory changes, the City will continue its efforts to carry out the following to remove barriers to affordable housing:
• Work with non-profit developers and other public agencies that increase Visalia’s supply of affordable housing
• Work with HATC to properly inform collaborating agencies at the local, state, and federal levels of the need for affordable housing in the City
• Facilitate the construction of affordable rental housing for very low and low-income households by providing regulatory (e.g., density bonus, expedited permit processing, deferred fees, or relaxed parking requirements) and financial incentives
• Support programs that keep people housed, such as tenant-based rental assistance and rapid rehousing
• Streamline permitting process for affordable housing
• Further incentives to developers for the development of affordable housing • Incorporate educational components regarding the importance of affordable housing into community outreach
• Encourage the development of smaller, more affordable units Discussion:
See above discussion.
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AP-85 Other Actions – 91.220(k)
Introduction:
The following section provides HUD with other activities, projects, and actions the City is undertaking to reduce homelessness and housing affordability. Examples include the completion of the AI and identifying the barriers and impediments to affordable housing, supporting homeless programs, public and private solutions for affordable, annual administration of CDBG and HOME funds and attendance of city meetings and CoC meetings.
Actions planned to address obstacles to meeting underserved needs City actions planned to address obstacles are referenced within the AI and listed herein. AI, Chapter VIII:
Actions includes the plan’s goals and recommended actions to reduce the barriers to affordable housing noted in AP-75.
Actions planned to foster and maintain affordable housing The City will continue to work closely with non-profit housing and service providers to collaborate on improving the awareness and expansion of available resources to address the needs of the homeless population. Staff has addressed the affordable housing programs for this program year throughout this report. Please refer to sections AP-20, AP 35, AP-38, and AP-55.
In addition to exploring new policy and regulatory changes, the City will continue its efforts to carry out the following to remove barriers to affordable housing:
• Work with non-profit developers and other public agencies that increase Visalia’s supply of affordable housing
• Work with the Housing Authority of Tulare County to properly inform collaborating agencies at the local, state, and federal levels of the need for affordable housing in the City • Facilitate the construction of affordable rental housing for very low and low-income households by providing regulatory (e.g., density bonus, expedited permit processing, deferred fees, or relaxed parking requirements) and financial incentives
• Support programs that keep people housed, such as tenant-based rental assistance and rapid rehousing
• Streamline permitting process for affordable housing
• Further incentives to developers for the development of affordable housing • Incorporate educational components regarding the importance of affordable housing into 483
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community outreach
• Encourage the development of smaller, more affordable units Actions planned to reduce lead-based paint hazards
Approximately 40% of the City’s housing stock was built prior to 1979 therefore work performed on these buildings must be carefully monitored for the presence of lead-based paint in compliance with HUD regulation. Currently the City’ housing rehabilitation or home improvement programs and down payment assistance programs require lead-based paint inspections and/or abatement. Applicants of these programs are provided brochures informing of the health risks of lead-based paint as part of the application process. In addition, City building inspectors and Code Enforcement staff are alerted to signs of this hazard as they perform their substandard housing inspections. The City requires its Subrecipients, Developer partners and rehabilitation contractors of federally funded programs to utilize safe practices and obtain certification through a HUD certified lead testing agency.
Actions planned to reduce the number of poverty-level families The City works with its non-profit partners to reduce the number of poverty-level families. The City will also continue to provide its non-profit partners with funding to acquire, rehabilitate, and sell and rent homes or multi-family units to income-qualifying households at or below 80% AMI.
Additionally, the City has made a commitment to improve the communication and service delivery capabilities of agencies and organizations that provide programs to assist the homeless. Specifically, Staff participates in the monthly Continuum of Care (Alliance) meeting, and various homeless task groups to identify funding and opportunities to provide Visalia’s homeless population with housing and service opportunities.
The City will also continue to partner with organizations to provide services and address the full range of needs of LMI families. Although there are coordinated programs and services to reduce poverty, it is recognized that many unmet needs will remain. The City will continue to work with its partners to identify and work toward meeting those needs by strategically focusing its resources and efforts.
Actions planned to develop institutional structure
The City is a charter city and is managed under a Council-manager form of government. City Council provides policy direction to the City Manager who is responsible for administering City operations. City Council members are the leaders and policymakers elected to represent the community and concentrate on policy that addresses the citizens’ needs and wishes. The City Manager is appointed by the City Council to carry out policy and ensure that the entire community is served. The legislative body is the City Council and City Councilmembers are the community’s decision makers. Visalia voters elect a 5-member Council to serve as the City's legislative and governing body. The members represent the City 484
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and their respective Districts, serve four-year terms and they select one member to serve as mayor and one to serve as vice- mayor. A general municipal election is held every two years in November, alternating between two and three positions each cycle.
The Finance Department, Housing Division oversees and administers the day-to-day activities of the CDBG, NSP1, HOME, PLHA, RDA Successor Agency Housing (SAH) and other state and federal funded programs. Staff works together with various City departments to develop programs and activities that improve low-and moderate-income neighborhoods throughout the City. The administration of program activities includes housing, public services, public facility, park and infrastructure improvements, and economic development activities.
Interdepartmental communication and collaboration are two strengths of the delivery system. City staff from various departments works with local organizations and agencies that assist low-income households and individuals. High priority needs were identified during the Consolidated Plan’s community engagement and public review periods.
During the Consolidated Plan public review period, these priorities were established. Additionally, input is received by the community, various committees, and City Council during the feedback period in developing the annual plan. The AAP is designed to address the needs and priorities identified within the ConPlan and direct limited funding available toward the highest needs.
Actions planned to enhance coordination between public and private housing and social service agencies
The City continues to participate in monthly Continuum of Care and quarterly Tulare County Homeless Task Force community meetings to enhance coordination between housing providers, government agencies, mental health, and other key stakeholders in the City. The purpose of these ongoing meetings is to establish a network of agencies to enhance the delivery of services to the homeless, disabled individuals and families, and others seeking services.
City staff meets with public officials, City departments, HATC, residents, and agencies to develop strategies for how best to invest grant funding to address discuss priority community needs. Staff met with the Citizens Advisory Committee (CAC), which acts as a liaison between the public, and the City Council concerning community needs. The Disability Advocacy Committee (DAC) has now become a part of the CAC. Therefore, City Staff has also met with the members of the DAC through meetings held with the CAC, to be advised on the needs of disabled persons in the community.
Discussion:
See above discussions.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
In the event final CDBG and HOME program entitlement and program income is higher or lower than expected herein, the City of Visalia may add, subtract, or transfer amounts among identified projects, as noted without publishing a substantial amendment, if the amount is below 75 % change, as per the approved Citizens Participation Plan. Any difference in CDBG funding will be reflected in the public infrastructure/ADA project line item and, if needed, public services to maintain compliance with the 15% cap and Administration; any difference in HOME funding will be reflected in SHE CHDO Acq/Rehab/construct or reconstruct SF or MF projects, TBRA and if needed Administration. The three- year period (2020, 2021 & 2022) will be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and 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-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% 486
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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:
No other form of investment shall be used beyond those identified in Section 92.205. 2. As it relates to the HOME funded owner-occupant Programs, all beneficiaries are owner occupants. As it relates to HOME funded rental programs, beneficiaries are tenants.
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:
First Time Homebuyer (FTHB), funds shall be provided as a Direct HOME subsidy- gap financing, as a second mortgage to households at or below 80% of the area median income. The property will maintain an affordability covenant as referenced under 24 CFR 92.254 (a) (4). The covenant shall remain for five (5) years when less than $15,000 is provided in gap financing Direct Subsidy to the homebuyer and shall be for a ten (10) year period when more than $15,000 up to $40,000 is provided in gap financing Direct Subsidy to the homebuyer. The “Owners Participation Agreement” (Covenant) shall begin the date the Deed of Trust is recorded. The Provision for the FTHB Program shall be “Recapture Provision” as per 24 CFR 92.254 (a) (5) (ii) (A) (1). The City may recapture the entire amount of the direct HOME assistance from the homeowner. The amount to be recaptured will not exceed the amount of net proceeds available at the time the home is sold. HOME rule limits recapture to available net proceeds, therefore, if net proceeds are insufficient for the city to recapture the full amount of the Direct HOME assistance, the City will recapture only what is available from net proceeds. This applies regardless of the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures).
The SHE-CHDO Program utilizes the “Recapture Provision”. HOME funds are invested in the acquisition, rehabilitation, and/or new construction/reconstruction and Direct Subsidy shall be up to 10% of the total HOME investment (i.e., $280,000 acq. /Rehab cost X 10% = $28,000 Direct Subsidy to homebuyer), which shall be provided as a Second Mortgage to the qualifying new homebuyer. If the property is sold below fair market value, the difference between the fair market value and the purchase price is part of the HOME subsidy and provided directly to the homebuyer as a direct subsidy. In addition, any additional subsidy provided to the homebuyer to enable them to purchase the property, which includes down payment assistance, closing costs, interest subsidies, or other HOME assistance including any assistance that reduced the purchase price from fair market value to an affordable price, shall be recaptured.
A 30- year covenant shall be recorded to maintain affordability. The SHE-CHDO Program covenant shall use the “Recapture Provision”, as referenced under 24, CFR 92.254 (a) (5) (ii) (A) (1) and shall 487
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begin the date the Deed of Trust is recorded. In the case of the homebuyer selling the home during the affordability period, the City may recapture the entire amount of the direct HOME Subsidy and the difference between the fair market value and the purchase price, if the purchase price is below the fair market value, and any additional assistance as referenced above. The amount to be recaptured will not exceed the amount of net proceeds available at the time the home is sold.
HOME rule limits recapture to available net proceeds, therefore, if net proceeds are insufficient for the city to recapture the full amount of the Direct HOME assistance, the City will recapture only what is available from net proceeds. This applies regardless of the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures).
Note: Staff works with the City Attorney in updating legal documents to comply with the funding source and type of program(s) administered.
The FTHB, SHE-CHDO Program loan documents were reviewed in 2017 by HUD. No changes have been made to these policies. However, if HUD requests a copy for review, City Staff will again provide documents if required prior to implementing the program.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. See 24 CFR 92.254(a)(4) are as follows:
See Recapture provisions above.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
This does not apply to Visalia. Please see discussion above.
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Appendix “A” – Summary Detail
PY 2022-23 Annual Action Plan Summary Detail
Table A-1: Draft 2022 Annual Action Plan
Resources: CDBG HOME
2022 Annual Allocation $ 1,300,000 $ 507,520 2022 Program Income 50,000 200,000 Prior Year Resources 1,834,163
Total 2022 CDBG and HOME Resources $ 3,184,163 $ 707,520 Expenditures:
Administration:
Administration $ 262,500 $ 70,750 Total Administration $ 262,500 $ 70,750 Public Services:
Kings Tulare Homeless Alliance $ 20,000 $ - Family Services Voucher Program 45,000 - Kings View PATH Program 35,000 - Fair Housing Education $ 7,500 $ - Total Public Services $ 107,500 $ - Affordable Housing:
Emergency Repair and ADA Program $ 50,000 $ - Senior Mobile Home Repair Program 100,000 - Code Enforcement 150,000 - The Lofts Project - 511,770 First Time Homebuyer Program $ - $ 125,000 Total Affordable Housing $ 300,000 $ 636,770 Public Facility Improvements:
ADA Compliance Projects $ 418,958 $ - Public Infrastructure Improvements/ADA Projects 40,000 - Navigation Center $ 2,055,205 $ - Total Public Facility Improvements $ 2,514,163 $ - Total 2022 CDBG and HOME Expenditures $ 3,184,163 $ 707,520
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Table of Contents
Purpose of the Amendment ......................................................................................................................... 3 Executive Summary ....................................................................................................................................... 4 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................................ 4 PR-05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 7 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 8 AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 16 Expected Resources .................................................................................................................................... 20 AP-15 Expected Resources – 91.220(c)(1,2) ........................................................................................... 20 Annual Goals and Objectives ...................................................................................................................... 24 AP-20 Annual Goals and Objectives ........................................................................................................ 24 Projects ....................................................................................................................................................... 28 AP-35 Projects – 91.220(d) ..................................................................................................................... 28 AP-38 Project Summary .......................................................................................................................... 30 AP-50 Geographic Distribution – 91.220(f) ............................................................................................. 37 Affordable Housing ..................................................................................................................................... 38 AP-55 Affordable Housing – 91.220(g) ................................................................................................... 38 AP-60 Public Housing – 91.220(h) ........................................................................................................... 40 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................................ 42 AP-75 Barriers to Affordable Housing – 91.220(j) .................................................................................. 45 AP-85 Other Actions – 91.220(k) ............................................................................................................ 47 Program Specific Requirements .................................................................................................................. 50 Appendix “A” – Summary Detail ................................................................................................................. 53
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Purpose of the Amendment
The Program Year (PY) 2021 Community Development Block Grant (CDBG) Annual Action Plan (AAP) Amendment unallocated $1,834,163 from the 2021 Navigation Center project and carried forward those funds to the 2022 Annual Action Plan. Those funds will remain for the development of the Navigation Center in the 2022 Annual Action Plan.
The 2021 HOME Investment Partnership Program (HOME) AAP Amendment includes an addition of $55,000 of program income, $875,334 from prior years HOME funds, and $1,840,059 in HOME Investment Partnership American Rescue Plan Program (HOME-ARP) funds for a total of $2,770,393 of additional HOME funds to the 2021 Annual Action Plan.
The 2021 HOME AAP Amendment also includes a reduction of $98,765 of HOME Admin, an allocation of $40,059 in HOME-ARP admin, an allocation of $1,029,099 to the NW 5th Ave. project, and an allocation of $1,800,000 to a HOME-ARP project as shown below in Table 1 – FY 2021 HOME Annual Action Plan Amendment.
Prior Years Funds: The 2021 HOME AAP Amendment includes $875,334 from prior year HOME funds from previously approved NW 5th Ave. project. The NW 5th Ave. project includes construction of 5 single family affordable homes on vacant lots. The NW 5th Ave. activities have been canceled in the 2019 Annual Action Plan in U.S. Department of Housing and Urban Development (HUD) Integrated Disbursement & Information System (IDIS) and will now be included in 2021 AAP Amendment.
HOME-ARP Funds: The City was awarded $1,840,059 in HOME-ARP funds, to reduce homelessness and increase housing stability. To receive funding, the City must develop and submit a HOME-ARP Allocation Plan as an amendment to the 2021 Annual Action Plan to HUD. The HOME-ARP Allocation Plan describes the distribution of HOME-ARP Allocation funds and identifies any preferences for eligible activities. The HOME-ARP Allocation Plan also identifies stakeholder consultation, and community engagement.
Table 1 - FY 2021 HOME Action Plan Amendment
Resources Approved Adjustments Proposed
2021 HOME Allocation $ 507,520 $ - $ 507,520 2021 HOME Program Income 200,000 55,000 255,000 Prior Years HOME Funds 2,365,371 875,334 3,240,704 HOME-ARP 1,840,059 1,840,059
Total Resources $ 3,072,891 $ 2,770,393 $ 5,843,283 Expenditures Approved Adjustments Proposed
HOME Admin $ 257,409 $ (98,765) $ 158,643 HOME-ARP Admin 40,059 40,059 Tenant-Based Rental Assistance 150,000 150,000 Sequoia Village Project 1,500,000 1,500,000 The Lofts Project 1,165,482 1,165,482 NW 5th Avenue Project 1,029,099 1,029,099 HOME-ARP Project 1,800,000 1,800,000 Total Expenditures $ 3,072,891 $ 2,770,393 $ 5,843,283 492
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Visalia (City) is an entitlement jurisdiction for the Community Development Block Grant (CDBG) program and a participating jurisdiction for HOME Investment Partnerships Act Program (HOME). As a required by the U.S. Department of Housing and Urban Development (HUD), the City develops a Consolidated Plan (ConPlan) every five years to guide the use of federal CDBG and HOME funding. The 5-Year ConPlan is the guiding document for allocating these resources which support projects and programs that benefit low- and moderate-income people by increasing housing and economic opportunities, strengthening low-income neighborhoods, and addressing public service and infrastructure needs. The Annual Action Plan (AAP) is also required by HUD each year of the five-year cycle and will summarize the programs and projects that will be funded by the annual grants to achieve the goals and objectives of the ConPlan. Annual accomplishments are reported on progress toward ConPlan goals in the Consolidated Annual Performance and Evaluation Report (CAPER).
2. Summarize the objectives and outcomes identified in the Plan Our strategy for community improvement using CDBG and HOME funds will focus on five broad goals.
These goals are:
• Improve housing opportunities for low-income households through new construction, mortgage and rental assistance, senior housing, housing for the disabled, and rehabilitation of homes/mobile home.
• Provide for a suitable living environment for low-income individuals and/or areas through Tenant-based subsidies and property maintenance (Code Enforcement):
• Address community/special needs through shelters, counseling, youth services, and domestic violence services.
• Address the needs of persons who are homeless with transitional housing, permanent housing, voucher programs, and tenant-based rental assistance.
• Improve public infrastructure and facilities in the community. • Provide optimal program administration and oversight of the CDBG and HOME programs to continue planning efforts that address the needs of extremely low, very low, and low-income households and neighborhoods.
Details of our plan to meet these goals can be found in the strategies the City has identified below with the following labels:
• Increase affordable housing for LMI households in the City of Visalia 493
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• Create suitable living environments for renters/homeowners in the City of Visalia • Address community/special needs and services
• Address the needs of people experiencing homelessness • Enhance community development
• Provide efficient administration and oversight of the CDBG and HOME programs
3. Evaluation of past performance
The U. S. Department of Housing and Urban Development requires an evaluation of the City’s progress toward goals for the CDBG and HOME funds each year of the five-year ConPlan period. Over the past five-year ConPlan period, 2015 to 2019, the City has supported organizations providing services to populations in need and addressed the lack of affordable housing through partnerships with the Housing Authority, and non-profit organizations, including Self-Help Enterprises (SHE), a local low-income housing provider. The City has allocated grant funding to the following:
• Fair Housing Council of Central California (FHCCC), assisting 184 people by handling housing discrimination complaints and agency referrals, holding seminars and educational workshops, and conducting discrimination testing;
• Acquisition of the -Self Help Enterprises. Inc. (SHE) public facility for bridge/transitional housing; • Self Help Enterprises on policy development and provision of grants for the mobile home repair program, and acquisition and rehabilitation of affordable housing and rental units; • Family Services of Tulare County, providing HOME funded tenant based rental assistance and case management;
• ADA Compliance Public Improvement projects;
• Park improvements (Jefferson Park, Community Lot Garden); • Section 108 loan payments; and
• Support to providers of assistance to homeless and low-income populations.
4. Summary of Citizen Participation Process and consultation process The 2021 Annual Action Plan goals were established based on high priority needs as identified in the 2020-2024 ConPlan. The City used several community outreach methods including public meetings, two surveys, and stakeholder consultations. Efforts to reach populations underrepresented in the planning process of the ConPlan included discussions regarding the survey with various housing, social service, faith-based, and other organizations that provide services to the disabled, special needs, low income, and homeless population community. Many of the organizations that assisted in the effort to distribute the surveys posted them on their websites and sent notification to their partners and clientele. The surveys were provided in English and Spanish.
Several stakeholders were also consulted during public workshops, over the phone, and in-person at their offices. Such stakeholders included, but were not limited to, Housing providers, Health service providers, Social service providers, Organizations representing protected classes, Fair housing, Broadband internet providers, Emergency management organizations, the Citizens Advisory Committee, the Disability Advocacy Committee, and additional local and regional stakeholders. 494
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In addition, the Program Year 2021 Annual Action Plan 30-day public comment period took place from March 19, 2021 through April 19, 2021. A Public notice was published in the Visalia Times Delta on March 19, 2021 and April 2, 2021. The draft 2021 Annual Action Plan was available for review on the City's website at www.visalia.city. Public notices also sent to the Kings Tulare Homeless Alliance listserv and the City's social media channels. The City also held the following virtual community and city council meetings:
• City Council (Draft Review) on April 5, 2021 at 7:00pm • Citizens Advisory Committee (CAC) on April 7, 2021 at 5:30pm • Disability Advocacy Committee (DAC) on April 12, 2021 at 5:00pm • City Council Public Hearing (Adoption) on April 19, 2021 at 7:00pm The 2021 Action Plan Amendment and HOME-ARP Allocation Plan public comment period took place from March 18, 2022 through April 18, 2022. Public notices were published in the Visalia Times Delta on March 18, 2022 and April 1, 2022. the draft 2021 Action Plan Amendment and HOME-ARP Allocation Plan were available on the City's website at www.visalia.city. Public notices were also posted at various City offices, the Kings Tulare Homeless Alliance listserv, and the City's social media channels. The City also held the following community meeting and public hearings:
• City Council Public Hearing (Draft Review) on April 4, 2022 at 7:00pm • Citizens Advisory Committee (CAC) on April 6, 2022 at 5:30pm • City Council Public Hearing (Adoption) on April 18, 2022 at 7:00pm
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.
Summary of public comments to be added following 30-day public comment period.
6. Summary of comments or views not accepted and the reasons for not accepting them All comments will be accepted and taken into consideration.
7. Summary
A summary of the full citizen participation will be added following the 30-day public comment period. 495
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency VISALIA
CDBG Administrator VISALIA Finance Department-Housing Division HOPWA Administrator N/A N/A
HOME Administrator VISALIA Finance Department- Housing Division HOPWA-C Administrator N/A N/A
Table 2 – Responsible Agencies
Narrative (optional)
The City of Visalia (City) is the Lead Agency for the United States Department of Housing and Urban Development (HUD) entitlement programs at the City of Visalia. The City’s Finance Department, Housing Division administers the funds it receives under the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) Programs.
Consolidated Plan Public Contact Information
Margie Perez
City of Visalia – Housing Specialist
Finance Department - Housing Division
707 W. Acequia Ave., Visalia, CA 93291
Email: [email protected]
Phone: (559) 713-4460
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City has fostered a community engagement process and gathered public input on community improvements that could be addressed by utilizing federal entitlement funds. During the preparation of the 5-year ConPlan, the City facilitated a community outreach and engagement effort to further strengthen the dialogue between public and assisted housing providers and private and governmental health, mental health and service agencies that receive federal funding. Participants in the community outreach process provided feedback on what they viewed as the most pressing housing, special needs/public services, and community development needs in the City.
Specifically related to public and assisted housing providers, private and governmental health, mental health and service agencies, City staff has met with the County Homeless Task Group, a City Emergency Shelter Task Group, and the Continuum of Care (Homeless Alliance) members. Organizations represented in City priorities includes county and local government, faith-based organizations, concerned citizens, housing providers, service providers, including mental health, education, employment, and others.
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))
City staff met with public officials, City departments, the Housing Authority of Tulare County (HATC), residents, and agencies to develop strategies for how best to invest grant funding to address discuss priority community needs. Staff met with the Citizens Advisory Committee, which acts as a liaison between the public and the City Council concerning community needs. Also, City Staff met with the Disability Advocacy Committee, to be advised on the needs of disabled persons in the community. A focus group was held with the City’s Community Housing Development Organization (CHDO), Self-Help Enterprises, which has, in the past and present, worked collaboratively with the City of Visalia to increase the City’s supply of affordable housing.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The Kings/Tulare Homeless Alliance (Alliance) is the regional continuum of care which facilitates services through a system of homeless housing and service providers, advocates, government representatives and consumers to conduct outreach and strategies to address the needs of homeless persons and persons at risk of homelessness.
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City staff participates in regular monthly meetings of the Alliance to better understand the changing needs and challenges facing homeless populations; to coordinate strategies that ensure effective regional coordination in helping homeless individuals and families reach maximum self-sufficiency.
The City of Visalia supports the Alliance by providing grant funding for the yearly Point In Time Homeless Census and counts, the Project Homeless Connect events, as well as continued administration of the HUD Homeless Management Information System (HMIS).
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, policies and procedures for the operation and administration of HMIS Not applicable. The City does not receive ESG funding.
2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Representatives of the following agencies, groups, and organizations contributed to the narratives and data include in the Consolidated Plan and Action Plan preparation are listed in Table 2 on the following page.
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Table 3 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Kings/Tulare Homeless Alliance Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-homeless
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Market Analysis
Anti-poverty Strategy
Action Plan
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Consultation provided information; Continued partnership/collaboration through CoC meetings. Survey feedback presented the ConPlan High priority needs, 2021 Action Plan through the listserv members who represent all the types of organizations listed above including service providers, and community stakeholders. The Continuum of Care, and Homeless Task Group meetings and feedback relate to the need for homeless housing. CDBG funding would assist KTHA to further meet the needs of the chronically homeless community. 2 Agency/Group/Organization Housing Authority of Tulare County Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
HATC provided input through the survey, recommending that the city make more funding available for the acquisition and rehabilitation of more affordable housing. HATC was also consulted in preparation of the ConPlan and 2021 AAP.
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3 Agency/Group/Organization Self-Help Enterprises
Agency/Group/Organization Type Housing
Services - Housing
Services-Education
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan, which helped in prioritizing the City's housing and community needs. 4 Agency/Group/Organization Tulare County Health and Human Services Agency Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-homeless
Services-Health
Health Agency
Child Welfare Agency
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
5 Agency/Group/Organization United Way of Tulare County Agency/Group/Organization Type Services - Housing
Regional organization
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
6 Agency/Group/Organization Family Services of Tulare County Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
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7 Agency/Group/Organization Kings View Corporation
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan.
8 Agency/Group/Organization Citizens Advisory Committee Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan. A community meeting was also conducted on April 7, 2021 to review the draft 2021 Annual Action Plan. A community meeting was also conducted on April 6, 2022 to review the drat 2021 AAP Amendment. 9 Agency/Group/Organization Disability Advocacy Committee Agency/Group/Organization Type Other government - Local 502
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Anti-poverty Strategy
Disabled Community
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
Representative(s) contributed narrative and data to answer questions relevant to the Consolidated Plan and Annual Action Plan. A community meeting was also conducted on April 12, 2021 to review the draft 2021 Annual Action Plan. The DAC provided input on the needs of the disabled community.
Identify any Agency Types not consulted and provide rationale for not consulting The City reached out to several different agencies, groups, and organizations and invited them to participate in the preparation of the 5-year Consolidated Plan goals. They were contacted via email and provided with a stakeholder flyer that included information on the community forums and public hearings. The City asked these groups to forward this information to their colleagues and mailing lists. They were also encouraged to complete the community needs survey and to share the survey link with community stakeholders. The City also published public notices in the Visalia Times Delta, the City website, and the City's social media outlets.
The types of additional agencies were businesses, educational services, groups and organizations, employment service providers, fair housing services, health service and domestic violence service providers, service providers for children and elderly persons, other advisory, veterans and concerned citizens, as well as faith-based organizations. The following additional providers were sent notice and information via-email encouraging feedback on preparing the Action Plan activities form:
• Businesses: Downtown Visalians, Hispanic and Visalia Chamber of Commerce, Tulare County Economic Development, and Commercial Retail Associates.
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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Kings Tulare
Homeless Alliance
The City aligns the plan with the Strategic Plan goal to support activities that assist the prevention of homelessness.
City of Visalia Fair
Housing Rental
Assessment
City of Visalia and
Fair Housing Council
of Central California
The Fair Housing Council Fair Housing Rental Assessment is based upon systemic paired testing of the rental housing market to form the basis of plans to counteract discriminatory practices in the rental housing market with the City.
City of Visalia
General Plan Housing
Element, 2019
City of Visalia
The Housing Element assesses the need for housing for all levels of income and establishes policies to meet those needs. The Strategic Plan goals support the implementation of the Housing Element by working to construct and rehabilitate new and existing affordable housing units.
Tulare County Multi-
Jurisdictional Local
Hazard Mi
County of Tulare Development, as related to the Consolidated Plan, that occurs shall be primarily in the areas where environmental hazards can be properly mitigated.
Table 4 – Other local / regional / federal planning efforts
Narrative (optional)
None.
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation summarize citizen participation process and how it impacted goal setting
The 2021 Annual Action Plan goals were established based on highest priority needs identified during the 2020-2024 Community Needs Assessment. Outreach efforts were made to the public, faith-based organizations, educational institutions, housing services, and health and social service organizations (including organizations providing services to homeless persons and families, persons with HIV/AIDS, victims of domestic violence, senior citizens, and extremely low to low-income populations). Based upon the input received by the community and council, high priorities were identified as homeless services, fair housing, emergency & ADA home repairs, mobile home repairs, code enforcement, ADA improvements, a low-barrier homeless shelter, affordable housing, and tenant-based rental assistance.
The 2021 Action Plan 30-day public comment period seeking community input was held from March 19, 2021 through April 19, 2021. The draft 2021 Action Plan was available for review on the City's website at www.visalia.city. The City took several steps to seek community input on the draft 2021 Action Plan, by publishing a English and Spanish public notice in the Visalia Times Delta on March 19th and April 2nd, 2021, City's social media outlets, and the Kings Tulare Homeless Alliance listserv. The following community meetings and public hearings were held:
• City Council Meeting on April 5, 2021 at 7:00pm
• Citizens Advisory Committee on April 7, 2021 at 5:30pm • Disability Advocacy Committee on April 12, 2021 at 5:00pm • City Council Public Hearing on April 19, 2021 at 7:00pm The draft 2021 Annual Action Plan (AAP) Amendment and HOME-ARP Allocation Plan public comment period was held from March 18, 2022 through April 18, 2022. The draft 2021 AAP Amendment and HOME-ARP Allocation Plan were available on the City's website at www.visalia.city. The City took several steps to seek community input on the draft 2021 Action Plan Amendment, by publishing English and Spanish public notice in the Visalia Times Delta on March 18 and April 18, 2022, City's social media outlets, and the Kings Tulare Homeless Alliance listserv. The following meetings were also held:
• Public Hearing - Review Draft on April 4, 2022 at 7:00pm • Citizens Advisory Committee on April 6, 2022 at 5:30pm • Public Hearing - Adoption on April 18, 2022, at 700pm 505
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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 Newspaper Ad Non-targeted/broad
community
English/Spanish public notice
published in the Visalia Times
Delta on 3/19/21 & 4/2/21.
See
Attachment
A: Citizen
Participation
N/A
2 Internet
Outreach
Non-targeted/broad
community
English/Spanish public notice and
draft 2021 AAP were available on
the City's website from 3/19/21 -
4/19/21.
See
Attachment
A: Citizen
Participation
N/A www.visalia.city
3 Internet
Outreach
Non-targeted/broad
community
City social media posts on City's
Facebook, Instagram, and Twitter
pages.
See
Attachment
A: Citizen
Participation
N/A
4 Other: City
News Item
Non-targeted/broad
community
A news article was included in the
City of Visalia newsletter and City
news page.
See
Attachment
A: Citizen
Participation
N/A
5 Other: Public
Notices
Non-targeted/broad
community
Public notices posted at the
following city sites: City Hall,
Community Development
Department, Admin Office, &
Visalia Transit from 3/19/21 -
4/19/21.
See
Attachment
A: Citizen
Participation
N/A
6 Listserv Notice Non-targeted/broad
community
Approximately 330 receipts were
notified on the Kings Tulare
Homeless Alliance listserv notice.
See
Attachment
A: Citizen
Participation
N/A
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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)
7 Public Hearing Non-targeted/broad
community
City council meeting to review
draft 2021 Action Plan and obtain
public comment was held on
4/5/21.
See
Attachment
A: Citizen
Participation
N/A
8 Public
Meeting
Non-targeted/broad
community
Citizens Advisory Committee
community meeting to review
draft and obtain public comment
was held on 4/7/21.
See
Attachment
A: Citizen
Participation
N/A
9 Public
Meeting
Persons with
disabilities
Disability Advocacy Committee
community meeting to review
draft and obtain public comment
was held on 4/12/21.
See
Attachment
A: Citizen
Participation
N/A
10 Public Hearing Non-targeted/broad
community
Public hearing to approve the 2021
Action Plan and authorize
submission of the plan to HUD
held on 4/19/21.
See
Attachment
A: Citizen
Participation
N/A
11 Newspaper Ad Non-targeted/broad
community
English/Spanish public notice
published in the Visalia Times
Delta on 3/18/22 & 4/1/22.
Comments to
be added. N/A
12 Internet
Outreach
Non-targeted/broad
community
English/Spanish public notice and
draft 2021 AAP were available on
the City's website from 3/18/22 -
4/18/22.
Comments to
be added. N/A www.visalia.city
13 Internet
Outreach
Non-targeted/broad
community
City social media posts on City's
Facebook, Instagram, and Twitter
pages.
Comments to
be added. N/A
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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)
14 Other: Public
Notices
Non-targeted/broad
community
Public notices posted at the
following city sites: City Hall,
Community Development
Department, Admin Office, &
Visalia Transit from 3/18/22 -
4/18/22.
Comments to
be added. N/A
15 Listserv Notice Non-targeted/broad
community
Approximately 330 receipts were
notified on the Kings Tulare
Homeless Alliance listserv notice.
Comments to
be added. N/A
16 Public Hearing Non-targeted/broad
community
City council meeting to review
draft 2021 Action Plan
Amendment and HOME-ARP
Allocation Plan to obtain public
comment was held on 4/4/22.
Comments to
be added N/A
17 Public
Meeting
Non-targeted/broad
community
Citizens Advisory Committee
community meeting to review
draft and obtain public comment
was held on 4/6/22.
Comments to
be added. N/A
18 Public Hearing Non-targeted/broad
community
Public hearing to approve the 2021
Action Plan Amendment and
HOME-ARP Allocation Plan
authorize submission of the plan
to HUD held on 4/18/22.
Comments to
be added. N/A
Table 5 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
For Program Year (PY) 2021, the CDBG estimated budget consists of $1,270,232 in entitlement funds, $50,000 in estimated program income, and $1,432,314 in prior year grant funds for a total budget of $2,752,546. The PY 2021, the HOME estimated budget consists of $507,520 in HOME funds, $200,000 in estimated program income, and $2,492,665 in prior year resources ($1,663,969 in prior grant funds and $701,401 in prior program income) or a total of $3,072,891. The City currently does not have an Emergency Solutions Grant (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) grant. The Expected Amount Available Remainder of ConPlan is the first year 2020 grant allocation multiplied by 4 years to equal total remainder of ConPlan in program year 2020. Each program year the Expected Amount Available Remainder of ConPlan is subtracted by the current grant allocation.
the 2021 HOME Annual Action Plan (AAP) Amendment includes the addition of $55,000 of 2021 HOME program income, $875,334 from prior years HOME Investment Partnership Program (HOME) funds, and $1,840,059 in HOME Investment Partnership American Rescue Plan Program (HOME-ARP) funds for a total of $2,770,393 of additional HOME funds to the 2021 HOME resources as shown below in Table 6 - Expected Resources – Priority Table.
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Anticipated Resources
Program
Source
of
Funds Uses of Funds
Expected Amount Available Year 2 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
$1,270,232 $50,000 $1,432,314 $2,752,546 $3,950,992 Program Year 2021, $1,270,232 CDBG entitlement funds, estimated $50,000 in
program income, and any unencumbered
funds from prior year(s) resources will be
allocated to CDBG activities.
HOME Public
Federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
$2,347,579 $255,000 $3,240,704 $5,843,283 $2,433,708 Program Year 2021, the City allocation is $507,520 in HOME entitlement funds,
$200,000 in estimated program income and
$2,365,371 in prior years grant and program
income funds. The 2021 AAP Amendment
includes $1,840,059 in HOME-ARP funds
under the HOME annual allocation, additional
$55,000 in program income, and additional
$875,334 in prior year resources for a total of
$5,843,283 FY 2021 HOME resources.
Table 6 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied
The City leverages both federal and local housing funds by supporting non-profit organizations that develop affordable housing. The City, or its partners, provides matching funds for housing related services to several programs, which includes the following:
• SHE-CHDO Scattered Single Family Acquisition/Rehabilitation/Resale. Scattered Site Acquisition, Rehabilitation and Resale of Single- Family Property Program will be administered and operated through the City’s certified Non-Profit, designated Community Housing Development Organization (CHDO), currently Self-Help Enterprises (SHE). • SHE-CHDO Scattered Multi-Family Site Acquisition/Rehabilitation/Rent. For example, the Lofts Project is the development of an 81-unit multi-family affordable housing complex that is budgeted above $25 million. HOME funds will be leverage with the various other funding sources, such as, No Place Like HOME Program (NPLH), Multifamily Housing Program (MHP), and the Infill Infrastructure Grant (IIG). • Voucher Program – used as a match to received Tulare Housing First grants to provide permeant supportive housing vouchers. • First-Time Homebuyers Program – leveraged with private first position loans to assist First-Time Homebuyers purchase a home.
Below is a list of potential financial resources considered a part of the City’s overall financial plan to address priority needs and specific objectives identified in the Consolidated Plan.
• Housing Authority of Tulare County (HATC) a public housing authority with jurisdiction within the City and the County. • Low-Income Housing Tax Credit Program (LIHTC): The LIHTC program provides federal and state tax credits for private developers and investors who agree to set aside all or an established percentage of their rental units for low-income households for no less than 30 years.
• Multi-Family Housing Program: If California’s Housing and Community Development Department awards Multi-Family Housing Program loans to assist rental housing developments affordable to low-income households in the City, the City will assist the developers with identifying local funding.
• The City will also be receiving on an annual basis, Permanent Local Housing Allocation (PLHA) funding which will assist with matching requirements.
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Visalia does not currently own any land considered viable for the needs and uses identified in the plan. However, there is no shortage or available land for these purposes, as discussed below.
Discussion
The Regional Housing Needs Assessment (RHNA) is part of a statewide mandate to address housing issues that are related to future growth in a region. State housing element law assigns the responsibility for preparing the RHNA for the Tulare County region to the Tulare County Association of Governments (TCAG). TCAG, and other California councils of governments (COGs), undertake the RHNA process prior to each housing element cycle. The current RHNA is for the six-housing element cycle and covers a 9.75- year projection period from January 1, 2014 to September 30, 2023. The City of Visalia has conducted an analysis and concludes that Visalia has adequate sites to accommodate its RHNA allocation for Extremely Low, Very Low, and Low-Income categories.
The City Planning Department lists lands available for development in its sites inventory list. However, it is undetermined as to who will develop and when development will occur. A comparison of Regional Housing Need and Residential sites is listed in Table 1-41 from the Draft Housing Element. The City approved 2,835 units between 2014 and 2018, consisting of 2,486 single-family units and 400 multi- family units (see SP-05 attachment - Regional Housing Need and Sites Inventory). If constructed, there would be a surplus of units for extremely low income: 210 units, low income: 514 units, moderate income: 675 units, and above moderate income: 3,232 units. 512
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name
Start
Year
End
Year Category
Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Increase
affordable
housing
2020 2025 Affordable
Housing
Citywide Affordable
Housing
HOME:
$3,694,581
HOME-ARP:
$1,800,000
Rental units constructed: 22 Household
Housing Unit
Homeowner Housing Added: 5 Household
Housing Unit
Rental units rehabilitated: 50 Household
Housing Unit
2 Create
suitable living
environment
2020 2025 Affordable
Housing
Citywide
LMI Tracts
Affordable
Housing
Neighborhood
Preservation
CDBG:
$300,000
HOME:
$150,000
Homeowner Housing Rehabilitated: 15
Household Housing Unit
Tenant-based rental assistance / Rapid
Rehousing: 16 Households Assisted
Housing Code Enforcement/Foreclosed
Property Care: 200 Household Housing Unit
3 Address
community/
special needs
services
2020 2025 Homeless
Non-
Homeless
Special Needs
Citywide Shelter and
counseling for
the homeless
Public Services
CDBG: $82,500 Public service activities for Low/Moderate Income Housing Benefit: 70 Households
Assisted
4 Address
homeless
needs
2020 2025 Homeless Citywide Shelter and
counseling for
the homeless
Public Services
CDBG: $65,000 Public service activities other than
Low/Moderate Income Housing Benefit:
400 Persons Assisted
Public service activities for Low/Moderate
Income Housing Benefit: 14 Households
Assisted
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Sort
Order Goal Name
Start
Year
End
Year Category
Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
5 Enhance
community
development
2020 2025 Non-Housing
Community
Development
LMI Tracts Improve
Community and
Public Facilities
CDBG:
$1,934,163
Public Facility or Infrastructure Activities
other than Low/Moderate Income Housing
Benefit: 50 Persons Assisted
Overnight/Emergency Shelter/Transitional
Housing Beds added: 100 Beds
6 Program and
planning
administration
2020 2025 Program
administration
funds
Citywide Community
Development
CDBG:
$264,046
HOME:
$158,643
HOME-ARP:
$40,059
Other: 1 Other
Table 7 – Goals Summary
Goal Descriptions
1 Goal Name Increase affordable housing
Goal Description Increase the amount of affordable housing stock in the City of Visalia with the construction of 80 units, of which 11 new LMI multi-family rental units will be HOME funded on a property located at 300 E. Oak Avenue.
To rehab an existing motel to 50 permanent supportive housing units. Construction 5 single family homes on NW 5th Avenue. HOME-ARP funds expects to develop at least 11 permanent affordable rental units. 514
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2 Goal Name Create suitable living environment
Goal Description Code enforcement inspection services for an estimated 200 units within deteriorated or deteriorating low-moderate income eligible areas to arrest the decline of the area. An Emergency Repair and Accessibility Program and Owner-Occupied Senior Mobile Home Program. HOME funded Tenant-Based Rental Assistance (TBRA).
3 Goal Name Address community/special needs services
Goal Description Provide vital public services which include homeless case management, homeless outreach services, homeless prevention mortgage/rental and utilities assistance, and fair housing.
4 Goal Name Address homeless needs
Goal Description CDBG funds will be provided for annual Point-In-Time counts, project homeless connect and voucher match case management
5 Goal Name Enhance community development
Goal Description Improve Visalia community facilities and infrastructure. The location of such facilities will be determined however, improvements will be made in designated LMI tracts in the City.
6 Goal Name Program and planning administration
Goal Description Fund planning and administration activities by City staff to administer the CDBG, HOME, and HOME-ARP Program funds.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b)
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The City anticipates to provide 61 affordable housing units to extremely low-income, low-income, and moderate-income families through the Lofts Project (11-units) and the Sequoia Village Project (50-units). 5 single family homes will be constructed on NW 5th Avenue and N. Court to provide 5 first time homebuyer 3-bedroom and 4-bedroom homes to qualifying households. It is also anticipated that the HOME-ARP funds will provide at-least 11 additional affordable rental housing units to qualifying populations. 516
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Projects
AP-35 Projects – 91.220(d)
Introduction
Program Year 2021 CDBG and HOME Projects were established based on the high priority needs identified in the 2020-2024 Consolidated Plan Needs Assessment and Strategic Plan. The Consolidated Plan goals below address the high priority needs and serve as the foundation for strategic actions the City will undertake. These goals are based on the ConPlan’s Needs Assessment and Housing Market Analysis sections as well as community outreach conducted:
• Increase affordable housing
• Create suitable living environment
• Address community/special need services
• Address homeless needs
• Enhance community development
• Program planning & administration
The City's PY 2021 CDBG budget consists of $1,270,232 in CDBG grant funds; $50,000 in estimated program income; and $1,432,314 in prior year funds. The City's PY 2021 HOME budget comprises of $507,520 in HOME funds; an estimated $200,000 in program income; and $2,365,371 in prior year funds. Any increase or decrease of 2021 CDBG program income will be directed toward the CDBG ADA improvement projects. Any increase or decrease of Program Year 2021 HOME grant and/or program income will be directed toward The Lofts Project.
The Program Year (PY) 2021 CDBG Annual Action Plan (AAP) Amendment includes removing $1,834,163 from the Visalia Navigation Center and transfer those funds to the 2022 Annual Action Plan. Those funds will remain for the development of the Navigation Center in the 2022 Annual Action Plan.
The 2021 HOME Annual Action Plan (AAP) Amendment includes the addition of $55,000 of 2021 HOME program income, $875,334 from prior years HOME Investment Partnership Program (HOME) funds, and $1,840,059 in HOME Investment Partnership American Rescue Plan Program (HOME-ARP) funds for a total of $2,770,393 of additional HOME funds to the PY 2021 Annual Action Plan.
The 2021 HOME AAP Amendment also includes a reduction of $98,765 of HOME Admin, an allocation of $40,059 in HOME-ARP admin, an allocation of $1,029,099 to the NW 5th Avenue project, and an allocation of $1,800,000 to the HOME-ARP project as shown below in Table 1 – FY 2021 HOME Annual Action Plan Amendment.
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Projects
# Project Name
1 2021 HOME Administration
2 2021 Tenant-Based Rental Assistance
3 2021 The Lofts Project
4 2021 Sequoia Village
5 2021 CDBG Administration
6 2021 Address Homeless Needs – Public Services
7 2021 Address Community/Special Needs Services
8 2021 Emergency Repair Program (ERAP)
9 2021 Senior Mobile Home Repair Program
10 2021 Code Enforcement
11 2021 ADA Compliance Projects
12 2021 Navigation Center – Unallocated Funds
13 2021 NW 5th Avenue Project
14 HOME-ARP Projects
Table 8 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The projects will address the priority needs described in the Consolidated Plan by providing direct homeless services, homeless prevention services, fair housing services, code enforcement inspections to maintain neighborhood stabilization, housing rehabilitation programs, affordable housing options for the LMI population, ADA compliance projects, and establish a Navigation Center. An obstacle in addressing underserved needs include needs outweighing funding resources. Nevertheless, the City worked resourcefully in combing multiple funding sources to maximize the allocation of resources to address underserved community needs.
The NW 5th Avenue Project will develop 5 new single-family affordable 3-bedroom and 4-bedroom homes on vacant lots on NW 5th Avenue and N. Court Street to benefit 5 low-moderate-income first- time homebuyer families. One unit will be fully ADA accessible, and the remaining 4 units will be ADA adaptable.
The HOME-ARP funds will address the lack of affordable rental housing by developing additional permanent supportive housing units for HOME-ARP qualifying populations that includes individuals and families experiencing homelessness, at-risk of homelessness, fleeing or attempting to flee domestic violence/dating violence/sexual assault/stalking/human trafficking, and those at the greatest risk of housing instability.
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AP-38 Project Summary
Project Summary Information
1 Project Name 2021 HOME Administration
Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Community Development
Funding HOME: $158,643 (Reduction of $98,765)
Description PY 2021 HOME Administration and Planning.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities 2021 HOME Administration and Planning. 2 Project Name 2021 Tenant-Based Rental Assistance
Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Affordable Housing
Funding HOME: $150,000
Description Tenant-Based Rental Assistance to homeless individuals and households that are extremely low-income and low-income house at 60% Area Median Income or lower.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
16 Low-income or lower households are expected to benefit from the proposed activities.
Location Description Citywide
Planned Activities Tenant-Based Rental Assistance to homeless individuals and households that are extremely low-income and low-income house at 60% Area Median Income or lower.
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3 Project Name 2021 The Lofts Project
Target Area LMI Tracts
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $1,165,482
Description Construction of an 80-unit multi-family affordable rental complex, of which 11-units will be HOME funded.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
80 LMI households are expected to benefit from the proposed activity.
Location Description 300 E. Oak Avenue, Visalia, CA 93291 Planned Activities The City will provide funding toward Self-Enterprises, Inc. (SHE), to build 11 of the 80 new LMI multi-family rental units.
4 Project Name 2021 Sequoia Village
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $1,500,000
Description Motel rehabilitation to convert to permanent supportive affordable rental housing to LMI population that are homeless or at-risk of homelessness.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
LMI homeless individuals and households are expected to benefit from the proposed activities.
Location Description 1400 S. Mooney Blvd. Visalia, CA 93277 Planned Activities Motel rehabilitation to convert to permanent supportive affordable rental housing to LMI population that are homeless or at-risk of homelessness.
Project Name 2021 CDBG Administration
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5 Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Community Development
Funding CDBG: $264,046
Description PY 2021 CDBG Administration and Planning
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities PY 2021 CDBG Administration and Planning 6 Project Name 2021 Address Homeless Needs - Public Services Target Area Citywide
Goals Supported Address homeless needs
Needs Addressed Public Services
Funding CDBG: $65,000
Description Continuum of Care Point in Time survey and LINC services.
Permanent Supportive Housing Voucher match.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
414 low-income homeless individuals.
Location Description Citywide
Planned Activities Continuum of Care Point in Time survey and LINC services.
Permanent Supportive Housing Voucher match.
7 Project Name 2021 Address Community/Special Needs Services Target Area Citywide
Goals Supported Address community/special needs services Needs Addressed Public Services
Funding CDBG: $82,500
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Description Homeless outreach - case management, supportive services, security deposits, rental application fees, legal document assistance; homeless prevention - rental/mortgage assistance and utilities assistance, and fair housing education.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
70 Persons Assisted
Location Description Citywide
Planned Activities Homeless outreach - case management, supportive services, security deposits, rental application fees, legal document assistance; rental/mortgage assistance and utilities assistance, and fair housing education.
8 Project Name 2021 Emergency Repair Program (ERAP)
Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $50,000
Description Emergency Repair and ADA Program (ERAP) $50,000 to provide owner occupied unit’s emergency repairs and energy efficient upgrades.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
8 LMI households are expected to benefit from the proposed activity.
Location Description Citywide
Planned Activities Emergency Repair and ADA Program (ERAP) $50,000 to provide owner occupied unit’s emergency repairs and energy efficient upgrades.
9 Project Name 2021 Senior Mobile Home Repair Program
Target Area Citywide
Goals Supported Create suitable living environment
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Needs Addressed Neighborhood Preservation
Funding CDBG: $100,000
Description Senior Mobile Home Repair Program to owner occupied low- income seniors and/or disabled persons.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
7 low-income seniors and/or disabled persons.
Location Description Citywide. Sites are to be determined.
Planned Activities Senior Mobile Home Repair Program to owner occupied low- income seniors and/or disabled persons.
10 Project Name 2021 Code Enforcement
Target Area LMI Tracts
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $150,000
Description 2021 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area.
Target Date 6/30/2022
Estimate the number and
type of families that will
benefit from the proposed
activities
200 LMI households are expected to benefit from the proposed activity.
Location Description LMI target areas.
Planned Activities 2021 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area. 11 Project Name 2021 ADA Compliance Projects
Target Area LMI Tracts
Goals Supported Enhance community development
Needs Addressed Improve Community and Public Facilities Funding CDBG: $100,000
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Description 2021 ADA compliance projects and public infrastructure improvements.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
50 LMI persons are expected to benefit from the proposed activities.
Location Description LMI Target Areas.
Planned Activities 2021 ADA compliance projects and public infrastructure improvements.
12 Project Name 2021 Navigation Center – Unallocated Funds will be transferred into the 2022 Action Plan.
Target Area Citywide
Goals Supported Enhance community development
Needs Addressed Shelter and counseling for the homeless Funding CDBG: -$1,834,163
Description Establishment of a low-barrier Navigation Center through acquisition, rehab, or construction.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
100 low-income homeless individuals are expected to benefit from the proposed activity.
Location Description Project location is to be determined.
Planned Activities Development of a Navigation Center
Project Name 2021 NW 5th Avenue Project
Target Area LMI Tracts
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $1,029,099
Description Construction of 5-single family affordable homes.
Target Date 6/30/2023
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Estimate the number and
type of families that will
benefit from the proposed
activities
5 LMI households are expected to benefit from the proposed activity.
Location Description NW 5th Avenue and N. Court Avenue
Planned Activities To construct 5 new LMI single-family affordable homes for low- moderate-income first-time homebuyers.
13 Project Name HOME-ARP Funds
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME-ARP: $1,840,059
Description HOME-ARP admin & planning and development of affordable rental housing.
Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
Estimated to assist at least 11 very low-income households that are experiencing homelessness, at-risk of homelessness, fleeing or attempting to flee domestic violence/sexual assault/human trafficking and/or greatest risk of housing instability.
Location Description Project location is to be determined.
Planned Activities HOME-ARP admin & planning and development of affordable rental housing.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Many of the CDBG activities funded in 2021-22 are offered citywide to low- and moderate-income households. However, for certain CDBG programs, such public infrastructure improvements, and code enforcement are directed to neighborhoods that qualify for CDBG funds on an "area benefit" basis. An area benefit activity is one that is available to benefit all the residents of an area which is:
• Primarily residential and
• Where 51% of the population is low- and moderate-income Except for the HOME-funded multi-family rental housing units to be built (The Lofts) which is located at 300 E Oak Avenue, and the Sequoia Village Project at 1400 South Mooney Boulevard all other programs are to be administered citywide, or within the CDBG Target area.
Geographic Distribution
Target Area Percentage of Funds
Citywide 77
LMI Tracts 23
Table 9 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Entitlement funds will be distributed citywide as eligible. However, CDBG funds will be utilized in CDBG Target areas for Code Enforcement and Park Improvements. A presumed Benefit project, such as an ADA walkway within a park or low-and-moderate-income residential areas in need of access, would be applicable. CDBG funding directed toward public services is a citywide public service benefit. Public Facilities are based upon CDBG requirements, such as the area benefit noted above, limited clientele, or income qualifications. Affordable housing will be pursued citywide, which encompasses CDBG Target Areas. Other programs may benefit within the CDBG Target areas as well, however, are allowed citywide, based upon income eligibility.
Discussion
The Low-and Moderate-Income Concentration Census Tract Map that is being utilized for the 2021 Action Plan and is based on the Low-and Moderate-Income Summary Data (LMISD) provided on HUD Exchange website.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The AAP must specify goals for the number of homeless, non-homeless, and special needs households to be provided affordable housing within the program year. The AAP must also indicate the number of affordable housing units that will be provided by program type, including rental assistance, production of new units, rehabilitation of existing units, or acquisition of existing units. For this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR
92.254 for homeownership.
Findings in the data, included within the Strategic Plan, show that there is not an adequate amount of local housing affordable to LMI households, especially for extremely low- and very low-income households. According to the HUD data reports there is sufficient housing units for the various income categories. After analysis, the only income category that truly does have enough housing is the 50-80% AMI. The following data (CHAS 2011-2015) supports this housing deficit/surplus:
• 0-30% AMI: There are 5,055 households living in this income category, yet there are only 490 rental units available that are affordable to these households in the City (NA-10, Table 6; MA-15, Table 35)
• 30-50% AMI: There are 4,760 households living in this income category yet there are only 2,935 units available (NA-10, Table 6; MA-15, Table 35)
• 50-80% AMI: there are 6,050 households in this income category and there are 11,670 units (NA-10, Table 6; MA-15, Table 35)
Tables 33 and 36 included within the Strategic Plan, MA-15 section show the recent changes to factors effecting affordability including income, rent and value. Median income has increased 2.5% since 2010 and when compared to the growth in median contract rent (+7.2%), rental housing prices are outpacing income growth. This may continue to strain affordability in the rental housing market, and lead to higher rates of housing cost burden, especially for LMI households. However, when looking at the owner market, ownership may be more attainable now than it was previously in 2010. This is evidenced by the fact that median income growth has increased, while median home values have declined over 10%.
One Year Goals for the Number of Households to be Supported Homeless 50
Non-Homeless 43
Special-Needs 0
Total 93
Table 10 – One Year Goals for Affordable Housing by Support Requirement 527
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One Year Goals for the Number of Households Supported Through Rental Assistance 16
The Production of New Units 27
Rehab of Existing Units 50
Acquisition of Existing Units 0
Total 93
Table 1 - One Year Goals for Affordable Housing by Support Type
Discussion
Staff works with its non-profit partner SHE to include additional types of acquisition, such as vacant, infill and reconstruction. As funding, through PI becomes available, it would be directed toward SHE CHDO acquisition rehabilitation projects, including the Lofts Project. The Lofts Project will construct 80 new affordable housing units, which 11 of those units will be HOME assisted. The Sequoia Village Project will rehab 50 hotel units into permanent affordable housing for people experiencing homelessness.
The TBRA Program is providing rental assistance for a period of 18 months, however, will allow for extensions through a re-application process. No more than 24 months of assistance is allowed. We continue to utilize previous year funding to assist additional households. Supportive services will also be available to the tenants through Housing Successor funding. Annually Staff will evaluate the FMR and a Rent Market Comparability Study for use as the HOME TBRA Rent Standard.
The 2021 AAP Amendment includes production of 5 new single-family affordable homes for low- moderate income households. The HOME-ARP funds anticipates the development of at-least 11 new affordable rental housing units for qualifying households.
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AP-60 Public Housing – 91.220(h)
Introduction
HATC works closely with the City, Continuum of Care “Alliance” and the recently formed Homeless Resource Task Group. Actions planned by the PHA this year are referenced below. HATC owns/manages 179 Public housing units in Visalia and manages another 764 affordable housing units through the City of Visalia. HATC has a master lease with Family Services of Tulare County (FSTC) to house families that participate in the rapid rehousing and domestic violence programs that FSTC administers within the City of Visalia. Through a partnership with Tulare County Health & Human Services Agency (TCHHSA) Mental Health, HATC manages Clark Court, Transitional Living Center, and East Tulare Cottages which house and provide supportive services for individuals that participate in TCHHSA Mental Health programs.
Actions planned during the next year to address the needs to public housing HATC will continue to own and manages 179 public housing units in the City. HATC also owns and manages an additional 764 affordable housing units. There is currently no plan to purchase additional public-housing units, nor do they plan on removing any units from their inventory. Their current projection is for an investment of $375,500 in Capital Fund improvements during the FY 2021-2022.
There is no project based rental assistance units within the City. HATC expenditures cover maintenance and rehabilitation in public-housing units within the City. HATC's Capital Fund expenditures will cover a large range of projects, including roofing replacement, landscaping improvements, carpet replacement along with air conditioning and heating unit improvements. HATC acquired vacant land at 830 E.
Roosevelt Avenue in Visalia to develop a mulit-family development, with a total of four (4) units for rental to qualified low-income households. (data source: HATC November 2020).
Actions to encourage public housing residents to become more involved in management and participate in homeownership
HATC created a Resident Council composed of five residents from HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8 Housing Choice Vouchers, and public housing). The Resident Council works with HATC staff on evaluating the effectiveness and efficiency of existing rental assistance programs. This structure was put into place to give public housing residents the opportunity to provide input on necessary program modifications, through the Council members. HATC is proactive in the inclusion of public-housing residents in the policy making process. As required, two public housing tenants sit on the HATC Commission board. Between the Resident Council and tenant representation on the Board an equitable and transparent policy making process has been put into place.
A vital driving factor that continues to influence HATC programs is the promotion and goal of tenant self-sufficiency. HATC views homeownership as a long-term goal for most program participants. HATC staff works with tenants to effectively provide them with the necessary resources to achieve homeownership. HATC’s Annual Re-Examination Notice provides public-housing participants with an 529
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extensive referral list that aids with homeownership. Their list includes programs managed by: CSET, City of Visalia, Habitat for Humanity, CalHFA, and Self-Help Enterprises. HATC’s program coordinator works with any interested public housing tenant to effectively inform them of all the different programs and services available to them. Effective collaboration between their agency and other public and nonprofit agencies is imperative to help promote homeownership among all HATC’s tenants. Lastly, in 2019 HATC created “RentTrack Payment, an online payment system which will allow public housing residents to utilize their rental payments made on time to raise or build individual credit scores.
RentTrack has increased credit scores an average of 29 points in just two months and 132 points over a 2-year period.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HATC is not designated as troubled.
Discussion
See discussion above.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
This section describes the City’s one-year goals and the specific action steps it will undertake in the program year to carry out the homeless strategy outlined in the ConPlan’s SP-60 Homelessness Strategy.
This section will also describe the jurisdiction’s one-year goals and specify the activities it will undertake to serve the housing and supportive service needs of non-homeless populations who require supportive housing.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City will continue targeted outreach efforts towards unsheltered homeless persons through collaborative efforts with the Alliance Housing Navigators, Kings View PATH Team, and Tulare County Mental Health Crisis Team. These organizations canvas the City to conduct outreach to people experiencing homelessness. When an unsheltered person is identified, they are assessed and connected to services. Client information is included in the local Homeless Management Information System (HMIS) so the outreach teams can remain apprised of client status on the housing priority list and other community referrals.
The City will also continue to support the Alliance’s outreach efforts to persons experiencing homelessness through the PIT survey expected to be completed in January. The PIT survey provides a snapshot of the adults, children in households and unaccompanied youth living in the City of Visalia who meet HUD’s definition of homelessness. Information gathered through the PIT is used to understand the causes and trends over time of homelessness, as well as to determine the unmet shelter and service needs of the homeless.
Addressing the emergency shelter and transitional housing needs of homeless persons The City is in the planning phase of developing a Navigation Center within the City of Visalia. A low- barrier Navigation Center will assist in proving solution to create safe and successful permanent exits from homelessness using a Housing First Approach. A Housing First Approach will connect homeless individuals to permanent housing without preconditions and barriers to entry, such as sobriety, treatment, or service participation requirements. An RFP was released in the end of Program Year 2020 with project implementation expected to begin in Program Year 2022.
The Sequoia Village Project is a 50-unit motel that was recently acquired through California Department of Housing and Community Development Project Homekey funds to provide immediate shelter to 531
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homeless individuals in need of shelter, who are experiencing effects of COVID-19. The City is partnering with the County to rehabilitate the 50-unit motel to provide permanent supportive/affordable housing units for chronically homeless individuals. Tulare County Mental Health services will provide onsite wrap around services to ensure tenants stability.
Eden House is a 22-bed transitional/bridge living facility recently opened in 2020, located at 1627 South Garden Street, Visalia, which will provide beds for residents for a period of 60-90 days (or up to a maximum period of 6 months with an approved extension), who are awaiting permanent supportive housing (PSH) or Rapid Re-Housing (RRH) placements through various funding programs. Eden's House provides extensive on-site wrap around services including mental health assistance and case management.
The Visalia Homeless Center managed by St. Paul’s Episcopal Church Rev. Suzy Ward oversees and operates a low barrier warming center within the City of Visalia each winter. The warming center is a low-barrier emergency shelter that provides 90 - 100 homeless individuals’ overnight shelter. The warming center averages 75 visitors a night for approximately 90 days from December 1st through February 28th. The City has allocated a portion of their annual Permanent Local Housing Allocation (PLHA) funding for the operation of seasonal shelters, which is available to the Visalia Homeless Center.
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
Visalia supports and collaborates with local service providers, through the Alliance, to assist homeless individuals and families. Funding priorities include supporting existing high performing housing first rapid rehousing and permanent supporting housing projects.
Funding allocations include:
• Tenant-Based Rental Assistance Program utilized for rental assistance and security deposit which will assist homeless or at risk of homelessness households. • Housing Successor which provides case management/supportive services and street outreach. • Family Services matching funds for case management (public services) to support the Tulare Housing First Shelter Plus Care project. This project provides case management services to 14 chronically homeless individuals who receive a permanent supportive housing. • Kings View Behavioral Health provides public services, including meals for Visalia’s homeless 532
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service needs.
• ECO program, which is a partnership that includes the Tulare County Workforce Investment Board, Caltrans, and ABLE Industries.
• Property acquisition and rehab housing projects funded through HOME funds and other city- funding pools.
• CoC and City-funded programs/projects that benefit the homeless • Special needs project and programs that serve these vulnerable subpopulations include: CSET Permanent Supportive Housing and Rapid Rehousing, Family Services Permanent Supportive Housing and Transitional Housing, Turning Point and Tulare County HHSA provide PSH projects for chronically homeless individuals and families and/or families with children. The Veterans’ Administration, in conjunction with the Housing Authority of Tulare County, operates the VASH project and Westcare operates the SSVF project that serves eligible veterans and their families.
Uplift Families operates a Transitional Housing project for transitioning age youth.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Alliance employs a Diversion Specialist that is responsible for developing and strengthening referral sources for people at-risk of becoming homeless. Additionally, the Diversion Specialist works with clients that present at any of the Coordinated Entry points to assist in diverting clients from homelessness.
Another important component of prevention/diversion is assisting households with income supports and connections to mainstream benefits. The SSI/SSDI Outreach, Access, and Recovery (SOAR) model is designed to increase access to SSI/SSDI for eligible homeless adults who are and have a mental illness and/or a co-occurring substance use disorder. Staff from all CoC-funded agencies is required to assist clients in obtaining these mainstream benefits. Participation by these agencies provides an effective method of assisting households who may otherwise pursue homelessness assistance.
Discussion
See discussion above. The City is not a recipient of HOPWA funding.
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AP-75 Barriers to Affordable Housing – 91.220(j)
Introduction:
The City of Visalia updated the Analysis of Impediments to Fair Housing Choice (AI) in 2020. The AI describes the impediments or barriers to affordable housing. The primary barriers to affordable housing include the following:
• Lending practices
• Access to Opportunity
• Housing Discrimination
• Development of Affordable Housing
• Land use policies and practices
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City has taken actions in recent years to support residential development through changes in zoning, further streamlining permitting processes, and reducing impact fees. Visalia has made changes to residential zone districts following the 2015 Housing Element update. The City increased the highest allowed multi-family density permitted by right to 15 to 35 units per acre, provided that the development does not exceed 80 units. Also, the City implemented an Affordable Housing Infill Incentive Program in 2017, which reduces Transportation Impact Fees for qualifying projects that meet the infill criteria outlined in the City’s Development Fee Schedule. In the downtown area, waivers for parking requirements have been given based on past use of the building spaces. There are multiple policies and programs in the 2019 Housing Element Update that address promoting incentives for affordable housing that include priority permit processing and modified zoning provisions. New programs in the Housing Element update, propose removing conditional use requirements for housing in certain commercial zone designations. These Housing Element Programs are organized into nine Goals categories, as follows:
1. New Construction - To provide a broad range of housing types and densities to meet the needs of all Visalia residents.
2. Mixed Use, Infill, and Downtown Development - To promote mixed use, infill, and Downtown development in Visalia.
3. Encourage Affordable Housing - To encourage construction and maintenance of affordable housing in Visalia.
4. Foreclosures - To prevent foreclosures, protect affected families, and stabilize neighborhoods impacted by foreclosures.
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5. Special Needs/Homeless- To provide a range of housing types and services to meet the needs of households with special needs within the city.
6. Housing Rehabilitation Program - To create and maintain healthy neighborhoods by improving the condition of the existing housing stock and providing for a variety of housing types, sizes, price ranges, and densities compatible with the existing character and integrity of residential neighborhoods.
7. Equal Opportunity Housing and Discrimination Prevention - To provide decent housing and a quality of living environment for all Visalia residents regardless of age, religion, race, creed, gender, sexual orientation, marital status, ancestry, national origin, disability, economic level, and other arbitrary factors.
8. Energy Conservation - To encourage energy efficiency in all new and existing housing.
9. Implementation Monitoring - To ensure that Housing Element programs are implemented on a timely basis and progress of each program is monitored and evaluated annually.
In addition to exploring new policy and regulatory changes, the City will continue its efforts to carry out the following to remove barriers to affordable housing:
• Work with non-profit developers and other public agencies that increase Visalia’s supply of affordable housing
• Work with HATC to properly inform collaborating agencies at the local, state, and federal levels of the need for affordable housing in the City
• Facilitate the construction of affordable rental housing for very low and low-income households by providing regulatory (e.g., density bonus, expedited permit processing, deferred fees, or relaxed parking requirements) and financial incentives
• Support programs that keep people housed, such as tenant-based rental assistance and rapid rehousing
• Streamline permitting process for affordable housing
• Further incentives to developers for the development of affordable housing • Incorporate educational components regarding the importance of affordable housing into community outreach
• Encourage the development of smaller, more affordable units Discussion:
See above discussion.
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AP-85 Other Actions – 91.220(k)
Introduction:
The following section provides HUD with other activities, projects, and actions the City is undertaking to reduce homelessness and housing affordability. Examples include the completion of the AI and identifying the barriers and impediments to affordable housing, supporting homeless programs, public and private solutions for affordable, annual administration of CDBG and HOME funds and attendance of city meetings and CoC meetings.
Actions planned to address obstacles to meeting underserved needs City actions planned to address obstacles are referenced within the AI and listed herein. AI, Chapter VIII:
Actions includes the plan’s goals and recommended actions to reduce the barriers to affordable housing noted in AP-75.
Actions planned to foster and maintain affordable housing The City will continue to work closely with non-profit housing and service providers to collaborate on improving the awareness and expansion of available resources to address the needs of the homeless population. Staff has addressed the affordable housing programs for this program year throughout this report. Please refer to sections AP-20, AP 35, AP-38, and AP-55.
In addition to exploring new policy and regulatory changes, the City will continue its efforts to carry out the following to remove barriers to affordable housing:
• Work with non-profit developers and other public agencies that increase Visalia’s supply of affordable housing
• Work with the Housing Authority of Tulare County to properly inform collaborating agencies at the local, state, and federal levels of the need for affordable housing in the City • Facilitate the construction of affordable rental housing for very low and low-income households by providing regulatory (e.g., density bonus, expedited permit processing, deferred fees, or relaxed parking requirements) and financial incentives
• Support programs that keep people housed, such as tenant-based rental assistance and rapid rehousing
• Streamline permitting process for affordable housing
• Further incentives to developers for the development of affordable housing • Incorporate educational components regarding the importance of affordable housing into community outreach
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Actions planned to reduce lead-based paint hazards
Approximately 43% of the City’s housing stock was built prior to 1979 therefore work performed on these buildings must be carefully monitored for the presence of lead-based paint in compliance with HUD regulation. Currently the City’ housing rehabilitation or home improvement programs and down payment assistance programs require lead-based paint inspections and/or abatement. Applicants of these programs are provided brochures informing of the health risks of lead-based paint as part of the application process. In addition, City building inspectors and Code Enforcement staff are alerted to signs of this hazard as they perform their substandard housing inspections. The City requires its Subrecipients, Developer partners and rehabilitation contractors of federally funded programs to utilize safe practices and obtain certification through a HUD certified lead testing agency.
Actions planned to reduce the number of poverty-level families The City works with its non-profit partners to reduce the number of poverty-level families. The City will also continue to provide its non-profit partners with funding to acquire, rehabilitate, and sell and rent homes or multi-family units to income-qualifying households at or below 80% AMI.
Additionally, the City has made a commitment to improve the communication and service delivery capabilities of agencies and organizations that provide programs to assist the homeless. Specifically, Staff participates in the monthly Continuum of Care (Alliance) meeting, and various homeless task groups to identify funding and opportunities to provide Visalia’s homeless population with housing and service opportunities.
The City will also continue to partner with organizations to provide services and address the full range of needs of LMI families. Although there are coordinated programs and services to reduce poverty, it is recognized that many unmet needs will remain. The City will continue to work with its partners to identify and work toward meeting those needs by strategically focusing its resources and efforts.
Actions planned to develop institutional structure
The City is a charter city and is managed under a Council-manager form of government. City Council provides policy direction to the City Manager who is responsible for administering City operations. City Council members are the leaders and policymakers elected to represent the community and concentrate on policy that addresses the citizens’ needs and wishes. The City Manager is appointed by the City Council to carry out policy and ensure that the entire community is served. The legislative body is the City Council and City Councilmembers are the community’s decision makers. Visalia voters elect a 5-member Council to serve as the City's legislative and governing body. The members represent the City and their respective Districts, serve four-year terms and they select one member to serve as mayor and one to serve as vice- mayor. A general municipal election is held every two years in November, alternating between two and three positions each cycle. 537
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The Finance Department, Housing Division oversees and administers the day-to-day activities of the CDBG, NSP1, HOME and other state and federal funded programs. Staff works together with various City departments to develop programs and activities that improve low-and moderate-income neighborhoods throughout the City. The administration of program activities includes housing, public services, public facility, park and infrastructure improvements, and economic development activities.
Interdepartmental communication and collaboration are two strengths of the delivery system. City staff from various departments works with local organizations and agencies that assist low-income households and individuals. High priority needs were identified during the Consolidated Plan’s community engagement and public review periods.
During the Consolidated Plan public review period, these priorities were established. Additionally, input is received by the community, various committees, and City Council during the feedback period in developing the annual plan. The AAP is designed to address the needs and priorities identified within the ConPlan and direct limited funding available toward the highest needs.
Actions planned to enhance coordination between public and private housing and social service agencies
The City continues to participate in monthly Continuum of Care and quarterly Tulare County Homeless Task Force community meetings to enhance coordination between housing providers, government agencies, mental health, and other key stakeholders in the City. The purpose of these ongoing meetings is to establish a network of agencies to enhance the delivery of services to the homeless, disabled individuals and families, and others seeking services.
City staff meets with public officials, City departments, HATC, residents, and agencies to develop strategies for how best to invest grant funding to address discuss priority community needs. Staff met with the Citizens Advisory Committee, which acts as a liaison between the public, and the City Council concerning community needs. Also, City Staff met with the Disability Advocacy Committee, to be advised on the needs of disabled persons in the community. A focus group was held with the City’s Community Housing Development Organization (CHDO), Self-Help Enterprises, which has, in the past and present, worked collaboratively with the City of Visalia to increase the City’s supply of affordable housing.
Discussion:
See above discussions.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
In the event final CDBG and HOME program entitlement and program income is higher or lower than expected herein, the City of Visalia may add, subtract, or transfer amounts among identified projects, as noted without publishing a substantial amendment, if the amount is below 75 % change, as per the approved Citizens Participation Plan. Any difference in CDBG funding will be reflected in the public infrastructure/ADA project line item and, if needed, Public services to maintain compliance with the 15% cap and Administration; any difference in HOME funding will be reflected in SHE CHDO Acq/Rehab/construct or reconstruct SF or MF projects, TBRA and if needed Administration. The three- year period (2020, 2021 & 2022) will be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and 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-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% 539
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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:
No other form of investment shall be used beyond those identified in Section 92.205. 2. As it relates to the HOME funded owner-occupant Programs, all beneficiaries are owner occupants. As it relates to HOME funded rental programs, beneficiaries are tenants.
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:
First Time Homebuyer (FTHB), funds shall be provided as a Direct HOME subsidy- gap financing, as a second mortgage to households at or below 80% of the area median income. The property will maintain an affordability covenant as referenced under 24 CFR 92.254 (a) (4). The covenant shall remain for five (5) years when less than $15,000 is provided in gap financing Direct Subsidy to the homebuyer and shall be for a ten (10) year period when more than $15,000 up to $40,000 is provided in gap financing Direct Subsidy to the homebuyer. The “Owners Participation Agreement” (Covenant) shall begin the date the Deed of Trust is recorded. The Provision for the FTHB Program shall be “Recapture Provision” as per 24 CFR 92.254 (a) (5) (ii) (A) (1). The City may recapture the entire amount of the direct HOME assistance from the homeowner. The amount to be recaptured will not exceed the amount of net proceeds available at the time the home is sold. HOME rule limits recapture to available net proceeds, therefore, if net proceeds are insufficient for the city to recapture the full amount of the Direct HOME assistance, the City will recapture only what is available from net proceeds. This applies regardless of the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures).
The SHE-CHDO Program utilizes the “Recapture Provision”. HOME funds are invested in the acquisition, rehabilitation, and/or new construction/reconstruction and Direct Subsidy shall be up to 10% of the total HOME investment (i.e., $280,000 acq. /rehab cost X 10% = $28,000 Direct Subsidy to homebuyer), which shall be provided as a Second Mortgage to the qualifying new homebuyer. If the property is sold below fair market value, the difference between the fair market value and the purchase price is part of the HOME subsidy and provided directly to the homebuyer as a direct subsidy. In addition, any additional subsidy provided to the homebuyer to enable them to purchase the property, which includes down payment assistance, closing costs, interest subsidies, or other HOME assistance including any assistance that reduced the purchase price from fair market value to an affordable price, shall be recaptured.
A 30- year covenant shall be recorded to maintain affordability. The SHE-CHDO Program covenant shall use the “Recapture Provision”, as referenced under 24, CFR 92.254 (a) (5) (ii) (A) (1) and shall begin the date the Deed of Trust is recorded. In the case of the homebuyer selling the home during the affordability period, the City may recapture the entire amount of the direct HOME Subsidy and 540
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the difference between the fair market value and the purchase price, if the purchase price is below the fair market value, and any additional assistance as referenced above. The amount to be recaptured will not exceed the amount of net proceeds available at the time the home is sold.
HOME rule limits recapture to available net proceeds, therefore, if net proceeds are insufficient for the city to recapture the full amount of the Direct HOME assistance, the City will recapture only what is available from net proceeds. This applies regardless of the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures).
Note: Staff works with the City Attorney in updating legal documents to comply with the funding source and type of program(s) administered.
The FTHB, SHE-CHDO Program loan documents were reviewed in 2017 by HUD. No changes have been made to these policies. However, if HUD requests a copy for review, City Staff will again provide documents if required prior to implementing the program.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
See Recapture provisions above.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
This does not apply to Visalia. Please see discussion above.
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Appendix “A” – Summary Detail
Draft 2021 Annual Action Plan Amendment Summary Detail
Table A-1: Draft 2021 CDBG Annual Action Plan Amendment Resources Approved Adjustments Proposed
2021 Annual Allocation $ 1,288,951 $ 1,288,951 2021 Program Income 50,000 50,000 Prior Year Resources $ 1,306,758 $ 1,306,758 Total Resources $ 2,645,709 $ - $ 2,645,709 Expenditures Approved Adjustments Proposed
Administration $ 264,046 $ 264,046 Kings Tulare Homeless Alliance 20,000 20,000 Family Services Voucher Program 45,000 45,000 Kings View PATH Program 25,000 25,000 United Way of Tulare County 50,000 50,000 Fair Housing Education 7,500 7,500 Emergency Repair and ADA Program 50,000 50,000 Senior Mobile Home Repair Program 100,000 100,000 Code Enforcement 150,000 150,000 ADA Compliance Projects 60,000 60,000 Public Infrastructure Improvements/ADA 40,000 40,000 Navigation Center $ 1,834,163 $ (1,834,163) $ - Total Expenditures $ 2,645,709 $ (1,834,163) $ 811,546 Carryover $ - $ 1,834,163 $ 1,834,163
Table A-2: Draft 2021 HOME Annual Action Plan Amendment Resources Approved Adjustments Proposed
2021 HOME Allocation $ 507,520 $ - $ 507,520 2021 Program Income 200,000 55,000 255,000 Prior Year Funds 2,365,371 875,334 3,240,704 HOME-ARP $ 1,840,059 $ 1,840,059
Total Resources $ 3,072,891 $ 2,770,393 $ 5,843,283 Expenditures Approved Adjustments Proposed
HOME Admin $ 257,409 $ (98,765) $ 158,643 HOME-ARP Admin 40,059 40,059 Tenant-Based Rental Assistance 150,000 150,000 Sequoia Village Project 1,500,000 1,500,000 The Lofts Project 1,165,482 1,165,482 NW 5th Avenue Project 1,029,099 1,029,099 HOME-ARP Project $ 1,800,000 $ 1,800,000 Total Expenditures $ 3,072,891 $ 2,770,393 $ 5,843,283 Carryover $ - $ - $ -
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City of Visalia
HOME Investment Partnership American Rescue
Plan Program (HOME-ARP) Allocation Plan
as an amendment to the 2021 Annual Action Plan
City of Visalia
Finance Department – Housing Division
707 West Acequia Avenue
Visalia, CA 93291
www.visalia.city
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City of Visalia HOME-ARP Allocation Plan
2 Table of Contents
Introduction ................................ ................................ ................................ ................................ ............................ 3 Consultation ................................ ................................ ................................ ................................ ............................ 3 Public Participation ................................ ................................ ................................ ................................ .............. 6 Needs Assessment and Gaps Analysis................................ ................................ ................................ ........... 8 HOME-ARP Activities ................................ ................................ ................................ ................................ ........ 14 HOME-ARP Production Housing Goals ................................ ................................ ................................ ...... 15 Preferences ................................ ................................ ................................ ................................ ........................... 16 HOME-ARP Refinancing Guidelines ................................ ................................ ................................ ............ 16 Appendices ................................ ................................ ................................ ................................ ........................... 17 Appendix 1 – Needs Assessment and Gap Analysis Survey Results ................................ .......... 18 Appendix 2 – 2020 Point in Time Count Results ................................ ................................ ............... 27
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3 Introduction
The City of Visalia has been awarded $1,840,059 in HOME Investment Partnership American Rescue Plan (HOME-ARP) funds, from the U.S. Department of Housing and Urban Development (HUD) to assist people experiencing homelessness, at-risk of homelessness, and other vulnerable populations by providing housing, shelters, rental assistance, and/or supportive services to reduce homelessness and increase housing stability. HOME-ARP funds can be used for the following four eligible activities: 1) development of affordable rental housing, 2) non-congregated shelter units, 3) tenant based rental assistance, and/or 4) supportive services.
The HOME-ARP funds are required to be used to benefit individuals and families that meet the requirements for one or more “qualifying populations” (QPs). HOME-ARP qualifying populations include the following categories:
• Homeless
• At-risk of homelessness
• Fleeing/attempting to flee domestic violence, dating violence, sexual assault, stalking, or human trafficking
• Greatest risk of housing instability
To receive funding, the City must develop and submit a HOME-ARP Allocation Plan as an amendment to the Program Year (PY) 2021 Annual Action Plan to HUD. The HOME-ARP Allocation Plan should describe the distribution of HOME-ARP funds and identify any preferences for eligible activities. The HOME-ARP Allocation Plan must also identify stakeholder consultation, and community engagement.
Consultation
Before developing its plan, the City must consult with the Continuum of Care (CoC) serving the jurisdiction’s geographic area, homeless and domestic violence service providers, veterans’ groups, public housing agencies (PHAs), public agencies that address the needs of the qualifying populations, and public or private organizations that address fair housing, civil rights, and the needs of persons with disabilities at a minimum.
Summarize the consultation process:
The City partners with several stakeholder organizations, of which several were consulted with during the development of the HOME-ARP allocation plan. These consulted stakeholders have expertise and knowledge to identify the needs, service gaps, and required activities that would best benefit the qualifying populations. Stakeholders consulted include homeless and domestic violence service providers, a veterans’ group, public housing agencies (PHAs), and various public agencies that address the needs of the qualifying populations, fair housing, civil rights, and the needs of persons with disabilities. 545
City of Visalia HOME-ARP Allocation Plan
4 During the period from November 18, 2021, through December 20, 2021, the City conducted a Community Needs Assessment and Gap Analysis survey, and four virtual community service provider forums to gather valuable input in the use of HOME-ARP funds. The Community Needs Assessment and Gap Analysis Survey asked organizations and local citizens to rank the four eligible uses of HOME-ARP funding by priority. The four eligible activities include:
• Development of Affordable Rental Housing
• Non-Congregate Shelter Units (NCS)
• Tenant Based Rental Assistance (TBRA)
• Supportive Services
Survey responses identified the development of affordable housing as the top priority for HOME-ARP funding as shown below.
The four virtual community service provider forums conducted gathered valuable information and provided robust discussions regarding the best use of HOME-ARP funds.
Majority of the service providers consulted also agreed that development of affordable rental housing was the top priority for the qualifying populations and the clients they directly serve. Feedback provided from each organization consulted is shown below in Table 1: Agencies/Organization Consulted.
List the organizations consulted, and summarize the feedback received from these entities.
0%
10%
20%
30%
40%
50%
60%
70%
80%
Affordable Rental
Housing
Non-Congregated
Shelter Units
Tenant-Based Rental
Assistance
Supportive Services
Which do you feel is most needed in Visalia?
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City of Visalia HOME-ARP Allocation Plan
5 Table 1: Agencies/Organizations Consulted
Agency/Organizations
Consulted
Type of
Agency/Organizations
Method of
Consultation Feedback
Kings Tulare Homeless
Alliance
Continuum of Care Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Affordable rental housing for 1-
bedroom units for homeless
individuals are most needed.
Homeless individuals require at
least 2 years of case management
after housing placement to ensure
housing stability.
Housing Authority of
Tulare County
Public Housing
Authority
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Affordable rental housing for 1-
and 2-bedroom units are needed
for homeless and at-risk of
homelessness. There is a lack of
available units and landlords
willing to house homeless and
section 8 tenants.
Visalia Homeless
Center
Homeless service
provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More permanent supportive
housing units are needed to house
people experiencing homelessness
in transitional and emergency
shelters.
Turning Point of
Central California
Homeless and youth
service provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More emergency shelter beds are
needed.
Visalia Rescue Mission Homeless service
provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More 1-bedroom permanent
supportive housing units and
supportive services are needed.
Kings View PATH
Program
Homeless service
provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More affordable 1-bedroom rental
housing units are needed and
emergency shelter. Ongoing case
management is needed, before
and after housing placement.
United Way of Tulare
County
At-risk of homeless
service provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Rental assistance is needed due
to the pandemic for at-risk of
homelessness families.
Community Services
Employment Training
(CSET
Employment,
Training, and housing
service provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Permanent supportive housing
and rapid rehousing units are
needed. Landlords are now
requesting rent increases over
10%. Homeless individuals need
access to mental health and
drugs/alcohol recovery services.
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City of Visalia HOME-ARP Allocation Plan
6 Family Services of
Tulare County
Domestic violence
(DV) and homeless
service provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
DV victims with children have
housing resources. DV victims
without any children need 1-
bedroom units. Case management
needed before and after housing
placement. TBRA is hard to spend
due to lack of affordable units.
Central California
Legal Services
legal, fair housing,
civil rights, and tenant
rights services
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Most needed is permanent
affordable rental housing. There
are not enough affordable rental
units. Rents are too high.
Veterans Service
Office
Veteran services Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
There is a lack of affordable units.
Lack of landlords that are willing
to house VASH, section 8
vouchers, and homeless
population. Landlords of available
units are investors that are
seeking the highest dollar amount.
Salt n Light Homeless service
provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More 1-bedroom permanent
supportive housing units and
supportive services are needed.
Tulare County Health
& Human Services
Mental Health service
provider
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More 1-bedroom permanent
affordable rental housing units are
needed.
Eden House Bridge housing for
people experiencing
homelessness.
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
More 1-bedroom permanent
affordable rental housing and
supportive services (i.e., credit
repair & job training).
Elevate Community
Services
Manages housing
programs for people
experiencing
homelessness.
Virtual meeting
and Needs
Assessment & Gap
Analysis survey.
Tenant-based rental assistance is
very difficult to spend. There is so
many funds that go unused each
year. The need is for affordable 1-
bedroom units.
Public Participation
Describe the public participation process, including information about the dates of the public comment period and public hearing(s) held during the development of the plan:
• Public Comment Period: Start date: 3/18/2022 End date: 4/18/2022 • Public Hearings: 12/20/2021, 4/4/22, and 4/18/22
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City of Visalia HOME-ARP Allocation Plan
7 Development of Plan: The City of Visalia held a public hearing on December 20, 2021, at 7:00pm at the Visalia Council Chambers, during the development of the plan to gather public input on the use of HOME-ARP funds and potential eligible activities. A public notice was published in the Visalia Times Delta on November 19, 2021, in English and Spanish.
Public notices were also published in the Kings Tulare Homeless Alliance listserv, City locations, City website, and on City social media outlets.
Public Comment Period: The HOME-ARP allocation plan public comment period was from March 18, 2022, through April 18, 2022. Public hearings during the public comment period were schedule for April 4, 2022, and April 18, 2022. A public notice was published in the Visalia Times Delta on March 18, 2022, and April 1, 2022.
Describe any efforts to broaden public participation:
In addition to hold a public hearing, the City took several steps to broaden public participation in the development of the HOME ARP Allocation Plan. The City conducted a Needs Assessment and Gap Analysis survey that was available to the public on the City’s website and social media outlets to allow citizens to submit their comments on the use of HOME-ARP funds.
During the HOME-ARP allocation plan public comment period from March 18, 2022, through April 18, 2022, the City took additional steps to broaden public participation. A community meeting to review the draft HOME-ARP Allocation Plan was scheduled for April 6, 2022, at 5:30pm at the City Administration Office at 220 North Santa Fe Street. Two public hearing were scheduled to allow additional public input on April 4, 2022, and April 18, 2022, at 7:00pm at the Visalia Council Chambers at 707 West Acequia Avenue. Public hearings were held in person and available for live virtual viewing. An English and Spanish public notice was published in the Visalia Times Delta and on the Kings Tulare Homeless Alliance listserv on March 18, 2022, and April 1, 2022. Public notices were posted at various City locations, on the City website, and on other City social media outlets to broaden public participation. The HOME-ARP Allocation Plan was available for public review on the City website at www.visalia.city.
Summarize the comments and recommendations received through the public participation process:
This section is pending the completion of the public comment period.
Summarize any comments or recommendations not accepted and state the reasons why:
This section is pending the completion of the public comment period. 549
City of Visalia HOME-ARP Allocation Plan
8 Needs Assessment and Gaps Analysis
The City utilized several sources to complete the Needs Assessment and Gap Analysis section of the HOME-ARP Allocation Plan. Sources include the most recent Point in Time Count conducted in 2020, Continuum of Care Housing Inventory Count (HIC) 2021, American Community Survey (ACS) 2019 5-year estimates, Comprehensive Housing Affordability Strategy (CHAS) data set from 2014-2018, as well as direct consultation with local community partners. Table 2: Homeless Needs Inventory and Gap Analysis and Table 3:Housing Needs Inventory and Gap Analysis below illustrate the Homeless and Housing Needs Inventory and Gap Analysis.
Table 2: Homeless Needs Inventory and Gap Analysis Table
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City of Visalia HOME-ARP Allocation Plan
9 Table 3: Housing Needs Inventory and Gap Analysis Table
Describe the size and demographic composition of qualifying populations within the PJ’s boundaries
HUD requires HOME-ARP funds to be used to benefit the individuals and families specified in HOME-ARP “qualifying populations”. Qualifying populations include the following categories:
• Homeless
• At-risk of homelessness
• Fleeing/attempting to flee domestic violence, dating violence, sexual assault, stalking, or human trafficking
• Greatest risk of housing instability
Homeless Populations
According to the most recent Point-in-Time (PIT) count conducted on January 22, 2020, there were 540 people experiencing homelessness in the City of Visalia. The report reflected that 17% of the population were in an emergency shelter, 25% of the population were transitional housing, and 58% of the population were living in an unsheltered location. Those that have been homeless for over a year consist of 22% of the population.
The age demographics are as follows: children ages 0-17 are 9% of the population, ages 18- 24 are 6% of the population, ages 25-34 are 18% of the population, ages 35-44 are 27% of the population, ages 45-54 are 20% of the population, ages 55-64 are 16% of the population, ages 65-69 are 2% of the population, and ages 70 and above are 1% of the population. According to the 2020 Point-in-Time count, 62% of the homeless population identified as male, and 38% of the homeless population identified as female. 551
City of Visalia HOME-ARP Allocation Plan
10 The 2020 Point-in-Time counts reflected race demographics as follows: White as 83% of the population, African American as 7% of the population, American Indian or Alaska Native as 6% of the population, Asian as 1% of the population, Pacific Islander as 1% of the population, and multi-racial as 3% if the population. Ethnicity demographics reflected Non- Hispanic/Latino as 24% of the population, and Hispanic/Latino as 45% of the population.
The reasons for being homeless were reported as unemployment for 20% of the population, an argument for 15% of the population, drugs, or alcohol for 12% of the population, mental health for 9% of the population, divorce for 9% of the population, domestic violence for 7% of the population, a medical condition for 5% of the population, eviction for 5% of the population, no affordable housing for 4%, jail or prison for 4%, and being refused housing for 2%. Barriers include mental illness for 38% of the population, physical disability for 27%, substance abuse for 30%, chronic health condition for 11%, and development disability for 10% of the population. According to the report, 48% of the population have a disabling condition. Those currently fleeing domestic violence consist of 10% of the population, and veterans consist of 6% of the population.
The benefits received are as follows: Supplemental Nutrition Assistance Program (SNAP) is received by 34% of the population, Social Security Disability Insurance (SSDI) by 5% of the population, Supplemental Security Income (SSI) by 4% of the population, earned income by 1% of the population, pension by 1% of the population, child support by 1% of the population, and Temporary Assistance for Needy Families (TANF) by 1% of the population.
At-Risk of Homelessness
HUD defines those at risk of homelessness as individuals or families who have an annual income at or below 30% of the area median income level, do not have sufficient resources or support networks available to prevent them from to an emergency shelter or into homelessness, and live with an instability such as moving two or more times during the last 60-days due to economic reasons, live in the home of another due to economic hardship, or have been notified in writing that their right to occupy their current housing will be terminated. According to HUD’s 2014-2018 Comprehensive Housing Affordability Strategy (CHAS) data, families at or below 30% of the area median income are 4,170 or 10% of the owner and renter population within the City of Visalia as shown below in Table 4: Income Distribution Overview, and 3,485 families have at least 1 of 4 housing problems as shown below in Table 5: Income by Housing Problem (Owners and Rents).
Table 4: Income Distribution Overview
Income Distribution Overview Owner Renter Total %
Household Income <= 30% HAMFI 1,560 2,610 4,170 10%
Household Income >30% to <=50% HAMFI 1,545 2,985 4,530 11% Household Income >50% to <=80% HAMFI 3,130 2,750 5,880 14% Household Income >80% to <=100% HAMFI 2,085 1,650 3,735 9% Household Income >100% HAMFI 17,145 6,740 23,885 57%
Total 25,470 16,740 42,210 100%
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11 Data Source: 2014-2018 CHAS (Most Recent Year)
Table 5: Income by Housing Problems (Owners and Renters) Income by Housing Problems
(Owners and Renters)
Household has
at least 1 of 4
Housing
Problems
Household has none of 4
Housing Problems OR cost
burden not available no
other problems Total
Household Income <= 30% HAMFI 3,485 690 4,170
Household Income >30% to <=50% HAMFI 3,665 870 4,530
Household Income >50% to <=80% HAMFI 4,060 1,825 5,880
Household Income >80% to <=100% HAMFI 1,700 2,035 3,735 Household Income >100% HAMFI 3,165 20,715 23,885
Total 16,070 26,140 42,210
Data Source: 2014-2018 CHAS (Most Recent Year)
Fleeing or Attempting to Flee Domestic Violence or Human Trafficking
According to local domestic violence service providers, domestic violence victim demographics for Fiscal Year 2020 and 2021 reported 89% of domestic violence victims are identified as female and 11% of DV victims are identified as male. 100% of domestic violence victims are considered extremely low income at or below 30% of the area median income level. Female head of households consists of 4% of the population, and 2% of the population are experiencing homelessness.
The age demographics for domestic violence victims are as follows: ages 18-24 are 16% of the population, ages 25-34 are 34% of the population, 35-44 are 30% of the population, ages 45-54 are 13% of the population, and ages 55 and above are 7% of the population.
Domestic violence victims race demographics are as follows: White individuals are 37% of the population, African American individuals are 0% of the population, Asian individuals are 1% of the population, multi-racial individuals are 12% if the population, and individuals of unknown race are 49% of the population. Ethnicity demographics reflected Non-Hispanic/Latino individuals constituted 59% of the population, and Hispanic/Latino individuals constituted 41% of the population.
Greatest Risk of Housing Instability
The City’s greatest risk of housing instability is associated with those within the 30% of the area median income level and experiencing severe cost burden, such as paying more than 50% of monthly household income toward housing costs as shown below in Table 6:
Income by Cost Burden. Many of the City’s greatest risk of housing instability is associated with those that were previously homeless that are currently receiving temporary rental assistance and may revert to homelessness once the rental assistance ends. A majority of those that are at greatest risk of housing instability within our jurisdiction are White and Hispanic/Latino.
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12 Table 6: Income by Cost Burden
Income by Cost Burden (Owners and Renters) Cost burden > 30% Cost burden > 50% Total Household Income <= 30% HAMFI 3,460 2,885 4,170
Household Income >30% to <=50% HAMFI 3,565 2,045 4,530
Household Income >50% to <=80% HAMFI 3,760 690 5,880
Household Income >80% to <=100% HAMFI 1,480 150 3,735
Household Income >100% HAMFI 2,220 350 23,885
Total 14,485 6,125 42,210
Data Source: 2014-2018 CHAS (Most Recent Year)
Describe the unmet housing and service needs of qualifying populations, including but not limited to:
• Sheltered and unsheltered homeless populations;
• Those currently housed populations at risk of homelessness; • Other families requiring services or housing assistance or to prevent homelessness; and
• Those at greatest risk of housing instability or in unstable housing situation.
Findings from the Needs Assessment and Gap Analysis conducted show the greatest needs are for those experiencing homelessness, and for affordable rental housing one-bedroom units as shown in Appendix 1 – Needs Assessment and Gap Analysis Survey Results.
Homeless service providers confirmed one-bedroom units are the most needed as this specific population does not do well in a roommate setting. Domestic violence and human trafficking service providers confirmed that domestic violence victims with children have available housing resources, and that the most urgent need is for more one-bedroom units for those single adults fleeing domestic violence, sexual assault, and/or human trafficking.
Tenant based rental assistance service providers have also confirmed the highest need for those at greatest risk of housing instability or at risk of homelessness that are at or below 30% of the area median income is also one-bedroom units. Consultation with service providers also indicated that the qualifying populations need ongoing case management prior to, and up to 2-years after, housing placement to ensure long-term housing stability and prevent reverting back to homelessness.
Identify and consider the current resources available to assist qualifying populations, including congregate and non-congregate shelter units, supportive services, TBRA, and affordable housing and permanent supportive rental housing.
There are currently 50 non-congregate shelter units at Sequoia Village available within the City of Visalia. In addition to the units currently available, the City is in the process of developing a 100-bed Low-Barrier Navigation Center with the use of Community Development Block Grant (CDBG), Permanent Local Housing Allocation (PLHA), and Housing Successor Agency (SAH) funds that will provide additional congregated shelter beds for those experiencing homelessness.
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City of Visalia HOME-ARP Allocation Plan
13 The City also funds a Tenant-Based Rental Assistance (TBRA) program specifically for the qualifying populations with the use of HOME entitlement funds. Each year TBRA funds are hard to spend due to a lack of available units for the qualifying populations. The City also funds a variety of supportive service programs with the use of the CDBG public service funds. Supportive services for individuals experiencing homelessness include case management, housing search assistance, landlord issue mitigation, transportation assistance, clothing assistance, food assistance, and security/utility deposits. Supportive services for those at-risk of homelessness include a subsistence payment program to provide emergency rental/mortgage and/or utility assistance to prevention eviction.
Identify any gaps within the current shelter and housing inventory as well as the service delivery system:
According to the Needs Assessment and Gap Analysis survey and consultation with local providers, the largest gap within the current shelter and housing inventory is a lack of available one-bedroom affordable rental housing and/or permanent supportive housing units for the qualifying populations. The City has a gap between the number of affordable rental housing and permanent supportive housing units available and those qualifying individuals that are in need of housing. The current pandemic has added to the affordable rental housing shortage, as rents continue to rise making less affordable housing units available for the qualifying populations.
Identify the characteristics of housing associated with instability and an increased risk of homelessness if the PJ will include such conditions in its definition of “other populations” as established in the HOME-ARP Notice:
The City does not plan to formally adopt a definition of “other populations”.
Identify priority needs for the qualifying populations:
The priority needs identified through the recent HOME-ARP Needs Assessment and Gap Analysis survey, consultation, and public hearing remain consistent with those identified through the Community Needs Assessment developed for the City’s 2022-2024 five-year Consolidated Plan. That concludes there is an overall need for additional affordable rental housing and permanent supportive housing for the qualifying populations.
Explain how the level of need and gaps in its shelter and housing inventory and service delivery systems based on the data presented in the plan were determined:
The level of need and gaps in shelter, housing inventory, and service delivery systems were determined using data from multiple sources as well as personal consultation with services providers. The need for affordable rental housing was determined by evaluating data sources, HOME-ARP survey results, service provider input, and public hearing input which supports the need for development of affordable rental housing.
555
City of Visalia HOME-ARP Allocation Plan
14 HOME-ARP Activities
Describe the method for soliciting applications for funding and/or selecting developers, service providers, subrecipients and/or contractors and whether the City will administer eligible activities directly:
The City plans to release an Request for Proposals (RFP) to solicit potential developers, subrecipients, and/or a Community Housing Development Organization (CHDO) to develop permanent affordable rental housing for the qualifying populations. Respondents to the RFP will be strongly encouraged to include wrap around supportive services, such as case management services and job assistance placement to assist in tenant’s long-term housing stability.
If any portion of the City’s HOME-ARP administrative funds were provided to a subrecipient or contractor prior to HUD’s acceptance of the HOME-ARP allocation plan because the subrecipient or contractor is responsible for the administration of the City’s entire HOME-ARP grant, identify the subrecipient or contractor and describe its role and responsibilities in administering all of the City’s HOME-ARP program:
The City has not, and does not plan to, allocate administrative funds to a subrecipient or contractor for the administration of the entire HOME-ARP grant.
The City must indicate the amount of HOME-ARP funding that is planned for each eligible HOME-ARP activity type and demonstrate that any planned funding for nonprofit organization operating assistance, nonprofit capacity building, and administrative costs is within HOME-ARP limits. The following table may be used to meet this requirement.
Table 7: Use of HOME-ARP Funding
556
City of Visalia HOME-ARP Allocation Plan
15 Additional narrative, if appliable:
The City’s total allowable HOME-ARP administration amount was $92,002.95; however, the City has decided to transfer $51,943.95 of this amount to activity delivery to increase funding for the development of affordable rental housing. The City is also planning to leverage City Housing Successor Agency (SAH) funds in the amount of $900,000 to be used in conjunction with HOME-ARP funds for the development of affordable rental housing for HOME-ARP qualifying populations. This will provide a substantial amount of funding to increase the impact of the project.
Describe how the characteristics of the shelter and housing inventory, service delivery system, and the needs identified in the gap analysis provided a rational for the plan to fund eligible activities:
The Needs Assessment and Gap Analysis identified the need for affordable rental housing as the top priority for the qualifying population. The second top priority identified was the need for additional shelter units. However, a 100-bed Low-Barrier Navigation Center is planned to be developed with the use of CDBG, PLHA, and SAH funds within the City. In addition, tenant-based rental assistance is difficult to expense due to a lack of affordable rental units for the qualifying population. As a result, the City has selected to utilize HOME- ARP funds for the development of affordable rental housing for the most vulnerable population. The City will support organizations that will develop affordable rental housing, in conjunction with providing supportive services to help eligible participants maintain long-term housing-stability.
HOME-ARP Production Housing Goals
Estimate the number of affordable rental housing units for qualifying populations that the City will produce or support with its HOME-ARP allocation:
The City estimates that at-least 11 affordable rental units will be added to the current housing inventory using HOME-ARP funds. The City also estimates an additional $900,000 in Successor Agency Housing funds will be available to assist in the development of HOME- ARP affordable rental housing units, increasing the number of affordable housing units produced for the qualifying populations.
Describe the specific affordable rental housing production goal that the PJ hopes to achieve and describe how it will address the PJ’s priority needs:
According to the HOME-ARP Needs Assessment and Gap Analysis survey, consultant, public hearing, and the most recent Point in Time Count, the priority need is the development of additional affordable rental housing or parament supportive housing for the qualifying 557
City of Visalia HOME-ARP Allocation Plan
16 population in conjunction with supportive services. The City is looking to award a contract to a qualified non-profit organization or developer that leverages additional funding sources to the HOME-ARP project for the construction or rehabilitation of no less than eleven (11) one (1)-bedroom units for the qualifying population.
Preferences
Identify whether the City intends to give preference to one or more qualifying populations or a subpopulation within one or more qualifying populations for any eligible activity or project:
• Preferences cannot violate any applicable fair housing, civil rights, and nondiscrimination requirements, including but not limited to those requirements listed in 24 CFR 5.105(a). • The City is not required to describe specific projects to which the preferences will apply.
The City does not intend to give preference to one or more qualifying populations or subpopulations.
If a preference was identified, explain how the use of funds of a preference or method of prioritization will address the unmet need or gap in benefits and services received by individuals and families in the qualifying population or category of qualifying population, consistent with the City’s needs assessment and gap analysis:
The City does not intend to give preference to one or more qualifying populations or subpopulations.
If a preference was identified, describe how the City will use HOME-ARP funds to address the unmet needs or gaps in benefits and services of the other qualifying populations that are not included in the preference:
The City does not intend to give preference to one or more qualifying populations or subpopulations.
HOME-ARP Refinancing Guidelines
The City does not intend to use HOME-ARP funds to refinance existing debt secured by multifamily rental housing.
558
City of Visalia HOME-ARP Allocation Plan
17 Appendices
559
City of Visalia HOME-ARP Allocation Plan
18 Appendix 1 – Needs Assessment and Gap Analysis Survey Results
560
City of Visalia HOME-ARP Allocation Plan
19 561
City of Visalia HOME-ARP Allocation Plan
20 562
City of Visalia HOME-ARP Allocation Plan
21 563
City of Visalia HOME-ARP Allocation Plan
22 564
City of Visalia HOME-ARP Allocation Plan
23 565
City of Visalia HOME-ARP Allocation Plan
24 566
City of Visalia HOME-ARP Allocation Plan
25 567
City of Visalia HOME-ARP Allocation Plan
26 568
City of Visalia HOME-ARP Allocation Plan
27 Appendix 2 – 2020 Point in Time Count Results
569
City of Visalia HOME-ARP Allocation Plan
28 570
City of Visalia HOME-ARP Allocation Plan
29 571
Attachment D: Draft 2022 Annual Action Plan and
2021 Annual Action Plan Amendment Tables
Table A-1: Draft 2022 Annual Action Plan
Resources: CDBG HOME
2022 Annual Allocation $ 1,300,000 $ 507,520 2022 Program Income 50,000 200,000 Prior Year Resources - - Total 2022 CDBG and HOME Resources $ 1,350,000 $ 707,520 Expenditures:
Administration:
Administration $ 262,500 $ 70,750
Total Administration $ 262,500 $ 70,750 Public Services:
Kings Tulare Homeless Alliance $ 20,000 $ - Family Services Voucher Program 45,000 - Kings View PATH Program 35,000 - Fair Housing Education 7,500 - Total Public Services $ 107,500 $ - Affordable Housing:
Emergency Repair and ADA Program $ 50,000 $ - Senior Mobile Home Repair Program 100,000 - Code Enforcement 150,000 - First Time Homebuyer Program - 125,000 The Lofts Project - 511,770 Total Affordable Housing $ 300,000 $ 636,770 Public Facility Improvements:
ADA Compliance Projects $ 458,958 $ - Navigation Center Development 221,042 - Total Public Facility Improvements $ 680,000 $ - Total 2022 CDBG and HOME Expenditures $ 1,350,000 $ 707,520
572
Table A-2: 2021 CDBG Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 Annual Allocation $ 1,288,951 $ 1,288,951 2021 Program Income 50,000 50,000 Prior Year Resources $ 1,306,758 $ 1,306,758 Total Resources $ 2,645,709 $ - $ 2,645,709 Expenditures Approved Adjustments Proposed
Administration $ 264,046 $ 264,046 Kings Tulare Homeless Alliance 20,000 20,000 Family Services Voucher Program 45,000 45,000 Kings View PATH Program 25,000 25,000 United Way of Tulare County 50,000 50,000 Fair Housing Education 7,500 7,500 Emergency Repair and ADA Program 50,000 50,000 Senior Mobile Home Repair Program 100,000 100,000 Code Enforcement 150,000 150,000 ADA Compliance Projects 60,000 60,000 Public Infrastructure/ADA Projects 40,000 40,000 Navigation Center Development $ 1,834,163 $ (1,834,163) $ - Total Expenditures $ 2,645,709 $ (1,834,163) $ 811,546 Carryover $ - $ 1,834,163 $ 1,834,163
Table A-3: 2021 HOME Annual Action Plan Amendment
Resources Approved Adjustments Proposed
2021 HOME Allocation $ 507,520 $ - $ 507,520 2021 Program Income 200,000 55,000 255,000 Prior Year Funds 2,365,371 875,334 3,240,704 HOME-ARP $ 1,840,059 $ 1,840,059
Total Resources $ 3,072,891 $ 2,770,393 $ 5,843,283 Expenditures Approved Adjustments Proposed
HOME Admin $ 257,409 $ (98,765) $ 158,643 HOME-ARP Admin 40,059 40,059 Tenant-Based Rental Assistance (TBRA) 150,000 150,000 Sequoia Village Project 1,500,000 1,500,000 The Lofts Project 1,165,482 1,165,482 NW 5th Avenue Project 1,029,099 1,029,099 HOME-ARP Project $ 1,800,000 $ 1,800,000 Total Expenditures $ 3,072,891 $ 2,770,393 $ 5,843,283 Carryover $ - $ - $ -
573
2022 Annual Action Plan,
2021 Action Plan Amendment, &
HOME-ARP Allocation Plan
CITY COUNCIL MEETING
APRIL 18, 2022
574
Summary 2
Seeking final input for 2022 Action Plan & 2021 Action
Plan Amendment including HOME-ARP Allocation Plan
Public Comment Period 3/18/22 – 4/18/22
Due to HUD May 15, 2022
575
3 2022
Annual
Action
Plan
NOFA
NOFA Open 1/12 – 2/11/22
Visalia Times Delta
Central Valley Purchasing
System “BidNet”
Kings Tulare Homeless Alliance
Listserv
City of Visalia Website
576
2022
CDBG
Projected
Resources
4 Table 1- 2022 CDBG Resources
Resources CDBG
2022 Annual Allocation $ 1,300,000
2022 Program Income 50,000
Prior Year Resources 1,834,163
Total 2022 CDBG Resources $ 3,184,163
577
2022 CDBG Proposed Public Services 5
Table 2 - 2022 CDBG Public Services
Kings Tulare Homeless Alliance $ 20,000
Family Services Voucher Program 45,000
Kings View PATH Program 35,000
Fair Housing Education 7,500
Total Public Services $ 107,500
578
2022 CDBG Affordable Housing Projects 6
Table 3 - 2022 CDBG Affordable Housing Projects
Emergency Repair and ADA Program $ 50,000 Senior Mobile Home Repair Program 100,000
Code Enforcement 150,000
Total Affordable Housing $ 300,000
579
2022 CDBG Public Facility Projects 7
Table 4 - 2022 CDBG Proposed Public Facility Projects
ADA Compliance Projects $ 458,958
Navigation Center Development (Awarded 6/21/21) 2,055,205 Total Public Facility Improvements $ 2,514,163 580
2022
HOME
Projected
Resources
8 Table 5- 2022 HOME Resources
Resources HOME
2022 Annual Allocation $ 507,520
2022 Program Income 200,000
Prior Year Resources 0
Total 2022 HOME Resources $ 707,520
581
2022
HOME
Proposed
Funding
9 Table-6: 2022 HOME Proposed Funding
Administration $ 70,750
First Time Homebuyer Program 125,000
The Lofts Project 511,770
Total 2022 HOME Proposed Funding $ 707,520
582
2021 CDBG Amendment 10
583
2021 HOME Amendment 11
584
HOME-ARP
Allocation
Plan
12 • $1,840,059
HOME-ARP funds
• Homeless
• At Risk of Homeless
• Fleeing Domestic Violence or Human
Trafficking
• Greatest Risk of Housing Instability
Qualifying Populations:
• Affordable Rental Housing
• Non-Congregated Shelter Units
• Tenant Based Rental Assistance
• Supportive Services
Eligible Activities:
585
30-Day Public Comment Period
13 4/4/22 – COUNCIL REVIEW
& COMMENT
4/6/22 – CITIZEN
ADVISORY COMMITTEE
4/18/22 – PUBLIC
HEARING FOR ADOPTION
586
14 Action
Tonight
Staff Recommends
Conduct a Public Hearing
Motion to approve and appropriate
funds for the 2022 Action Plan and 2021
Action Plan Amendment including
HOME-ARP Allocation Plan
Motion to enter into all contracts as
listed in the 2022 Action Plan and 2021
Action Plan Amendment
Authorize Submission to HUD
587
15 HOME-ARP Community Need
Assessment & Gap Analysis
588
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 22-0165 Agenda Date: 4/18/2022 Agenda #:
Agenda Item Wording:
Upcoming Visalia City Council Meetings:
Monday, May 2, 2022 - Regular Meeting @ 7:00 PM - 707 W. Acequia Monday, May 16, 2022 - Regular Meeting @ 7:00 PM - 707 W. Acequia Visalia City Council Printed on 4/15/2022Page 1 of 1
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