Visalia City Council
April 21, 2025

defensible space around structures. Specifically, according to First Street data, there are 38,104 properties in Visalia that have some risk of being affected by wildfires over the next 30 years – this represents 83% of all properties in Visalia. In addition to damaging properties, wildfire can also cut off access to utilities and impact emergency services and evacuation, especially since excessive vegetation is often found alongside and hanging over roads in Tulare County.

Figure 124 Visalia Fire Map

Drought Risk Increase
Prolonged heat events cause more water to evaporate from the land, which can dry out soil and vegetation and reduce surface water quantity. The increased frequency and intensity of drought conditions resulting from climate changes adversely impact the agricultural productivity and economic stability of Visalia. This environmental stress poses significant challenges to the region's primary economic sector and overall fiscal health. Direct impacts of prolonged droughts include reduced crop productivity, increased fire hazards, and increased livestock mortality, which in turn cause higher prices for food and lumber, unemployment, reduced tax revenues, and foreclosures on bank loans to farmers and businesses.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

Vulnerability to Flooding
Housing occupied by LMI households in Visalia is particularly vulnerable to flooding, primarily due to their location in high-risk flood zones, including the 100-year and 500-year floodplains.

Additionally, many of these homes are in substandard physical condition, which further increases their risk of damage during severe flooding events.

These homes have outdated infrastructure, poor drainage, and inadequate floodproofing, all of which increase the likelihood of significant property damage during a flood. Many LMI households 340
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also cannot afford flood insurance, making them less likely to perform home repairs that would help in withstanding recurring floods. As recommended within the 2023 Tulare County Multi- Jurisdictional Hazard Mitigation Plan (MJHMP), affected jurisdictions should prioritize acquiring, relocating, or elevating residential structures, particularly for properties located within the 100- year floodplain, as well as on increasing participation in the National Flood Insurance Program (NFIP), which may provide LMI property owners with access to discounted flood insurance premiums.

Vulnerability to Heat
Affordable homes occupied by LMI households often lack proper insulation or efficient cooling systems, making them more susceptible to dangerously high indoor temperatures during prolonged heat waves. Furthermore, the LMI population includes a higher proportion of the elderly, young children, and those with pre-existing medical conditions, all of whom are more susceptible to heat-related illnesses. LMI individuals may experience barriers when attempting to access public cooling centers and other heat mitigation resources during extreme heat events, including: limited transportation, inability to access and/or receive critical information, and reluctance to leave their homes due to security concerns. The MJHMP recommends providing increased heat warnings and protective information to vulnerable residents, and setting up services, such as frequent transportation and evacuation, to help LMI individuals access safer locations to escape extreme heat conditions.

Vulnerability to Wildfires
The substandard or dilapidated housing commonly occupied by low- to moderate-income (LMI) households often lacks adequate air filtration and window systems to protect against smoke and poor air quality from nearby wildfires. This creates significant health risks, particularly for vulnerable populations such as children, the elderly, and individuals with medical conditions within the LMI community. LMI households may face additional struggles with the financial and logistical aspects of relocating in the event of evacuation, even temporarily, and may also have limited access to healthcare and necessary protective measures, such as air purifiers and N95 masks.

Furthermore, rising labor and construction material costs are making it increasingly challenging for LMI households to retrofit their homes. In addition, the growing prevalence of home insurance non-renewals and cancellations due to wildfire risks, particularly in states like California, exacerbates these difficulties, leaving many LMI households with limited options for improving the safety and resilience of their homes. Based on the MJHMP, efforts should be made to first identify existing housing structures that do not conform to contemporary fire standards, especially in severe fire hazard zones which include many LMI residential areas, and then seek grant funding for the rehabilitation of deteriorated and dilapidated structures.

Vulnerability to Drought
Overall, drought conditions do not inherently pose a greater risk to housing occupied by LMI households compared to other income groups. However, water shortages caused by prolonged drought periods may disproportionately impact LMI households due to their pre-existing challenges in accessing reliable water supplies. As water becomes scarcer, utility costs are likely to rise, thereby forcing these households to make difficult decisions such as reducing water use to levels that compromise their hygiene and health. Drought conditions also contribute to wildfires, exacerbating this cycle of disaster vulnerability for LMI populations. The City should engage the LMI community to further develop, revise, and maintain drought response plans with a focus on activities that could foreseeably impact the LMI population.

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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan documents the City’s priority needs, goals and strategies. These priority needs, goals and strategies have been developed after an assessment of the data presented in the Market Analysis, Needs Assessment, and 2025/26-2029/30 Analysis of Impediments to Fair Housing Choice, as well as a review of feedback gathered from community residents, organizations, agencies, and other stakeholders via citizen participation and consultation activities.

Data and feedback revealed the following priority needs to guide the City’s strategy for utilizing CDBG and HOME funds:

 Public Services
 Property Maintenance
 Neighborhood Preservation
 Emergency Shelter
 Improvements to Community and Public Facilities
 Affordable Housing
 Program Administration

The City has established the following seven goals, with corresponding projects, to address these priority needs:

Table 70: Goals and Projects
Goals Projects
Address Special Service Needs Public Services (15%)
Preserve Homeownership Single-Family Home Repair Program Senior Mobile Home Repair Program
Combat Blighting Conditions Code Enforcement Low-Mod Income Areas Combat Homelessness Emergency Shelter Development
Enhance Community Development Sidewalk ADA Improvements Park/Public Youth Improvements
Increase Affordable Housing HOME-CHDO Project - Rancho Colegio HOME-CHDO Project - Senior Housing
HOME-CHDO Project - Affordable Rental Housing
Tenant-Based Rental Assistance
Program Administration Administration and Planning

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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
CDBG and HOME funds will be available citywide for eligible projects that serve Low-and Moderate-Income (LMI) populations. Other projects that benefit entire residential areas, such as code enforcement and park/public improvements will be targeted at Low-Moderate-Income (LMI) Census Tracts.

Table 71: Geographic Priority Areas

1 Area Name: Citywide
Area Type: Citywide program or activity
Other Target Area Description: N/A
HUD Approval Date: N/A
% of Low/ Mod: N/A
Revital Type: N/A
Other Revital Description: N/A
Identify the neighborhood boundaries
for this target area.

Within the City of Visalia, CA boundaries. Visalia lies within the County of Tulare
Include specific housing and
commercial characteristics of this
target area.

Visalia is the oldest town in the San Joaquin Valley-an area that is the largest contributor to the United
States’ agricultural production. Visalia is 37.74 square miles, the largest city in Tulare County, which is
located east of State Highway 99 and along State
Highway 198. In 1874, Visalia was incorporated as a
city with a common council and an ex-officio Mayor
and President. Today Visalia is a charter city.

How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
N/A
Identify the needs in this target area. N/A
What are the opportunities for
improvement in this target area?
N/A
Are there barriers to improvement in
this target area?
N/A
2 Area Name: LMI Census Tracts
Area Type: LMI Census Tracts in Visalia
Other Target Area Description: LMI Census Tracts in Visalia HUD Approval Date: Pending
% of Low/ Mod: 100%
Revital Type: N/A
Other Revital Description: N/A
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Identify the neighborhood boundaries
for this target area.

Boundaries are established by the U.S. Census
Bureau and determined as CDBG-eligible by HUD.

Include specific housing and
commercial characteristics of this
target area.

Numbers reflect households that are LMI (0-80% AMI)
are more often renters. LMI renters outnumber LMI
owners by 50%. Also, renters are shown to
experience problems at a rate 60% more than owners.

The City conducted a Housing Windshield Survey
analysis, and data gathered provides additional
confirmation that rehabilitation and ADA accessibly
improvements of existing housing units is needed.

How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
Based upon the community outreach meetings,
stakeholder interviews and surveys completed the LMI
areas were found to be the most in need of housing
and community improvements.

Identify the needs in this target area. Many projects are funded city wide except for Code Enforcement and Park/Public Improvements that
would be in LMI tracts for eligible LMA projects.

CDBG-funded park/public improvements will typically
be categorized under the LMI Benefit national
objective as an LMA activity. – Under the LMA benefit,
the public improvement must benefit all residents of
an area where at least 51% of the residents are LMI
and the area is primarily residential.

What are the opportunities for
improvement in this target area?
Code enforcement services and park/public
improvements.

Are there barriers to improvement in
this target area?
Barriers include flood zones that require flood
insurance and/or mitigation.

Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
CDBG-funded public facilities and improvements will typically be categorized under the Low- Moderate-Income Area (LMA) Benefit national objective as an Area Benefit activity. The specific geographic details of these facilities and improvements are still being determined.

Most projects are funded citywide with the exception of code enforcement and park/public youth improvements that will be located in low-and moderate-income areas.

The City does not receive HUD Housing Opportunities for Persons with Aids (HOPWA) funds.

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SP-25 Priority Needs - 91.215(a)(2)
Based upon the community outreach meetings, stakeholder interviews and surveys completed, the top priorities identified are public services, property maintenance, neighborhood preservation, emergency shelter, improvements to community and public facilities; affordable housing; and program administration

Priority Needs:
 Public Services
o Homeless assistance/prevention, job training, youth services, and fair housing  Property Maintenance
o Single-family and mobile home rehabilitation for low-income senior and/or disabled owner occupants to allow this vulnerable population to remain in their home longer.  Neighborhood Preservation
o Code enforcement services in deteriorating or deteriorated LMI census tracts  Emergency Shelter
o Development of a low-barrier emergency shelter for people experiencing homelessness.
 Improve Community and Public Facilities
o Infrastructure accessibility and public youth amenities improvements.  Affordable Housing
o Development of affordable rental housing including senior housing, and tenant- based rental assistance.
 Program Administration
o CDBG and HOME program administration and oversight.

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Table 72: Priority Needs Summary
Priority Need
Name
Priority
Level
Population Geographic
Areas
Affected
Associated
Goals
Description Basis for Relative Priority
Public
Services
High Extremely low,
low, and
moderate-
income
persons

Homeless and
youth
subpopulations
Citywide Address Special
Service Needs
Priority needs identified
for Public Services
include homelessness
services, homeless
prevention services, job
training, youth services,
and fair housing.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input

Property
Maintenance
High Extremely low,
low, and
moderate-
income seniors
and/or disabled
households.

Citywide Preserve
Homeownership
Rehabilitation of single-
family and mobile homes
for senior and/or disabled
owner occupied LMI
households.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input

Neighborhood
Preservation
High Extremely low,
low, and
moderate-
income
households

LMI Census
Tracts
Combat
Blighting
Conditions
Code enforcement
services in deteriorating
or deteriorated LMI
census tracts.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input
o Community forums

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Emergency
Shelter
High Extremely low -
income
individuals
experiencing
homelessness

Citywide Combat
Homelessness
Development of a low-
barrier emergency shelter
for people experiencing
homelessness.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input

Improve
Community
and Public
Facilities
High Extremely low,
low, and
moderate-
income senior,
disabled, and
youth

Citywide &
LMI Census
Tracts
Enhance
Community
Development
Improve public
infrastructure accessibility
for senior and mobility
impaired.

Improve park and/or
public youth amenities in
LMI census tracts.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input

Affordable
Housing
High Extremely low,
and low-income
households
Small and large
families,
seniors, and
disabled
households
Citywide Increase
Affordable
Housing
Development of
affordable rental housing
and tenant-based rental
assistance.

Input gathered through
community outreach efforts:
o Community and
organization surveys and
forums
o City staff and Council
input

Administration High Other Citywide Program
Administration
Program oversight Program administration and
planning.
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Narrative (Optional)

Rationale for Prioritization
The City expects to address all of the priority needs identified in the ConPlan via the planned projects. Other ongoing efforts occurring with other funding sources, as described in later sections, will also target some of the priority needs. The citizen and organization surveys, HUD data, and consultation activities led to the prioritization of these projects.

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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Table 73: Influence of Market Conditions
Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type
Tenant Based Rental Assistance
(TBRA)
Housing cost burden was the problem experienced most, by both owners and renters, followed by severe housing cost burden. Data reflects that LMI renters (0-80 AMI) experience housing cost burdens approximately 1.4 times more often than owners. Renters are also more likely to experience sever housing cost burden. Overall, renters experience
housing problems more than homeowners and cost burden
occurs more often than other problems.

New Unit Production According to CHAS 2017-2021 data, approximately 3,995 households are at 0-30% AMI, and 4,720 households are at 30-50% AMI. The City of Visalia only has 166 public housing units. Median rental units in the City of Visalia range from $1,239 for a studio apartment to $2,599 for a 4-bedroom apartment. LMI households may be able to afford studio
units; however, larger units and homeownership would likely not be affordable to lower income households.

Rehabilitation Organization consultations revealed a priority need for the rehabilitation of single-family and mobile home units,
particularly for seniors, to preserve affordable housing and keep seniors in their homes.

Acquisition, including Preservation Overall, the CHAS 2017-2021 data show two household types with the most need. Small family households at zero to 80% AMI make up 41.4% of total households in this income range, and families with children six years old or younger make up 26.1% of the total households in this income range.

Further, renters experience housing problems more than
homeowners, cost burden occurs more often than other
problems, followed by overcrowding. Severe cost burden was the problem experienced most by both owners and renters, but more so by renters. Renters in the income bracket of zero to 50 percent accounted for approximately 87 percent of households experiencing severe cost burden.

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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The City as an entitlement jurisdiction receives Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds annually from the U.S. Department of Housing and Urban Development (HUD). These programs are designed to assist low and moderate income (LMI) households by investing in the City’s local communities/neighborhoods. This Annual Action Plan (AAP) covers the first year of the City’s 2025-2029 Consolidated Plan and outlines plans for implementing the 5-year goals identified in the Strategic Plan for the 5-year period from July 1, 2025-June 30, 2030.

The Program Year (PY) 2025 CDBG estimated budget consists of $1,200,000 in entitlement funds, $50,000 in program income, and $450,000 in prior year funds for a total of $1,700,000.

The PY 2025 HOME estimated budget consists of $500,000 in entitlement funds, $100,000 in program income, and $40,000 in prior resources for a total of $640,000. The “Expected Amount Available Remainder of ConPlan” is the first year 2025 grant allocation multiplied by 4 years to equal total remainder of ConPlan in program year 2025. Each program year the “Expected Amount Available Remainder of ConPlan” is reduced by the current grant allocation.

The City currently does not have an Emergency Solutions Grant (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) grant.

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Anticipated Resources
Table 74: Anticipated Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Federal  Administration
 Public Services
(15%)
 Single-family and
mobile home
repair programs
 Code
enforcement
 Emergency
shelter
development
$1,200,000 $50,000 $450,000 $1,700,000 $5,000,000 In 2025, the CDBG estimated
funds are
$1,200,000 in
entitlement
funds, and
$500,000 in
program income
and other funds.

HOME Federal  Administration
 CHDO Rancho
Colegio rental
project
 CHDO Senior
rental housing
project
 CHDO Affordable
rental housing
project
$500,000 $100,000 $40,000 $640,000 $2,400,000 In 2025, the HOME estimated
funds are
$500,000 in
entitlement and
$140,000 in
program income
and other funds.

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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 Multi-Family Site Acquisition/Development. For example, the City’s HOME CHDO Rancho Colgeio Project is the development of an 80-unit multi-family affordable housing complex that is budgeted at an estimated $35 million. HOME funds will be leveraged with the various other funding sources, such as, Multifamily Housing Program (MHP), Joe Serna Farmworker Housing Grant (FWHG), and the Infill Infrastructure Grant (IIG).
 Voucher Program – Match to receive HUD CoC grants to provide permanent supportive housing vouchers.
 Tenant-Based Rental Assistance (TBRA) – Rental subsidies to support affordable housing units.

Below is a list of potential financial resources considered to be a part of the City’s overall financial plan to address priority needs and specific objectives identified in the Consolidated Plan. The number and availability of these programs to assist cities is limited, and funding for new projects is unpredictable. The following programs are local, state, and federal programs. None of these are managed locally by the City through funds accessed directly from HUD.  Housing Authority of Tulare County (HATC) is a public housing authority with jurisdiction within the City and the County. It administers federal and state funds for its public housing projects and government-assisted housing units, such as Section 8 and Veterans Affairs Supportive Housing (VASH) vouchers.
 Low-Income Housing Tax Credit Program (LIHTC) 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 under administration by the California Tax Credit Allocation Committee (CTCAC). Tax credits are awarded on a competitive basis at varying times. Compliance is monitored according to Internal Revenue Service (IRS) rules and regulations.

The City will also be receiving Permanent Local Housing Allocation (PLHA) funding which will assist with matching requirements.
 PLHA provides funding to local governments in California to help increase the affordable housing stock. Funding will help increase the supply of housing for households at or below 60% of area median income; increasing assistance to affordable owner-occupied workforce housing; assisting persons experiencing or at risk of homelessness; and promoting projects to meet Visalia’s unmet share of the regional housing needs allocation.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City 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.

Discussion
See above discussion.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Visalia 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.

The Finance Department-Housing Division oversees and administers the day-to-day activities of the CDBG, 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.

During the Consolidated Plan public review period, priorities were established. Additionally, input is received by the community, various committees and City Council during the feedback period in developing the annual plan.

Table 75: Institutional Delivery Structure
Responsible Entity Responsible Entity
Type Role Geographic Area Type
City of Visalia Local Government
Departments
Planning Jurisdiction
Kings/Tulare Counties
Continuum of Care
Non-profit Continuum
of Care
Homelessness Region

Assessment of Strengths and Gaps in the Institutional Delivery System 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.

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Availability of services targeted to homeless persons and persons with HIV and mainstream services
Table 76: Homeless Services Summary
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach
Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and Employment
Training X X
Healthcare X X

HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Other

Describe the extent to which services targeted to homeless persons and persons with HIV, and mainstream services, such as health, mental health, and employment services are made available to and used by homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) and persons with HIV within the jurisdiction.

The community conducts extensive street outreach to engage people who are experiencing homelessness. The Alliance hosts a weekly Local Initiatives Navigation Center (LINC) at the Visalia Rescue Mission every Monday from 1:00pm to 3:00pm. A variety of service providers participate in LINC. They offer benefit application assistance, CA ID vouchers, birth certificates, legal assistance, SSI advocacy, mental health triage, chemical dependency assessments, veteran’s services, and assessments for housing.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

The service delivery system offers connections in a variety of formats and covers all sub- populations. The primary gap is the lack of housing available and rental subsidies for people 354
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experiencing homelessness in our region. In the past 5 years, several permanent supportive housing projects have been developed, which has exhausted the majority of rental subsidies available for the bi-county region. As a result, additional rental subsidies are needed to sustain new and existing permanent supportive housing projects and ensure tenant long-term housing stability. To minimize this gap, the City is allocating HOME Tenant-Based Rental Assistance (TBRA) for special needs populations and persons experiencing homelessness.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system to address priority needs The City will continue working with its partners to identify funding opportunities and leverage federal, state, and local funding to provide affordable housing and public services and overcome gaps in the institutional structure and service delivery system to address priority needs. The City will continue its partnerships with non-profit organizations in the community. Additionally, the City will continue to work with the Alliance and partnering with housing, service, and faith-based organizations to discover and address gaps in service.

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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Table 77: Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Address Special
Service Needs 2025 2029 Special
Services Citywide Public
Services
CDBG:
$900,000
Public service activities for Extremely Low-
Income Housing Benefit: 2,225 Households
Assisted;
Public service activities other than
Low/Moderate Income Housing Benefit: 100
Persons Assisted.
2 Preserve
Homeownership 2025 2029 Household
Maintenance Citywide Property
Maintenance
CDBG:
$1,000,000
Homeowner Housing Rehabilitated: 30
Household Housing Units
3 Combat
Blighting
Conditions
2025 2029 Household
Maintenance
LMI Census
Tracts
Neighborhood
Preservation
CDBG:
$850,000
Housing Code Enforcement/ Foreclosed
Property Care: 1,000 Household Housing
Units
4 Combat
Homelessness 2025 2029 Homeless
Needs Citywide Emergency
Shelter
CDBG:
$1,350,000
Overnight/Emergency Shelter/Transitional
Housing Beds Added: 100 Beds
5 Enhance
Community
Development
2025 2029 Community
Development
Citywide &
LMI Census
Tracts
Improve
Community
and Public
Facilities
CDBG:
$1,350,000
Public Facility or Infrastructure activities other
than Low-Moderate Income Housing Benefit:
5,400 Persons Assisted

Public Facility or Infrastructure activities other
than Low-Moderate Income Housing Benefit:
2,000 Persons Assisted
6 Increase
Affordable
Housing
2025 2029 Affordable
Housing Citywide Affordable
Housing
HOME:
$2,790,000
Rental Units Constructed: 33 Low-Income
Household;
Tenant-Based Rental Assistance/ Rapid
Rehousing: 35 Households Assisted
7 Program
Administration 2025 2029 Administration Citywide Administration CDBG:
$1,250,000
HOME:
$250,000
N/A
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Goal Descriptions
Table 78: Goal Descriptions
# Goal Name Goal Description
1 Address Special Service Needs Provide essential public services which include homeless services, homeless prevention, housing flex funds, job training, youth services, and fair housing services. 2 Preserve Homeownership Single-family and mobile home rehabilitation programs for low-and-moderate-income owner occupants who are elderly and/or disabled.
3 Combat Blighting Conditions Code enforcement inspection services within deteriorated or deteriorating low-moderate income eligible areas to arrest the decline of the area.
4 Combat Homelessness Development of a low-barrier emergency shelter. 5 Enhance Community
Development
ADA compliant infrastructure improvements.

Park and/or public facilities youth amenities improvements in LMI census tracts. 6 Increase Affordable Housing HOME CHDO projects to increase affordable rental housing in the City. Projects include the development of affordable, farmworker, and senior housing; and tenant-based rental assistance (TBRA).
7 Program Administration Administration and planning to administer CDBG and HOME 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 91.315(b)(2) It is estimated that the number of extremely low-income, low-income, and moderate-income households to whom the City will provide affordable housing through the development of affordable housing CHDO projects and tenant-based rental assistance is as follows:
 Extremely Low-Income (30% AMI or less) 50 households
 Low-Income (31% to 60% AMI) 18 households
 Moderate-Income (61% to 80% AMI) 0 households
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The Housing Authority of Tulare County (HATC) is not under a Section 504 Voluntary Compliance Agreement. Section 504 agreement terms are not a regulatory requirement for HATC. However, HATC and its staff members shall adhere to a fair housing policy, which is to: Obey all applicable federal, state and local fair housing laws; refrain from discrimination regarding any application for housing on the basis of race, color, religion, sex, age, source of income, marital or familial status, national origin, or physical or mental disability (applicants must have capacity to execute a legal contract); and affirmatively promote fair housing. Governing laws shall include the provisions of Title VI of the Civil Rights Act of 1964 (P.L. 88-352, 78 Stat. 241), Title VIII of the Civil Rights Act of 1968, and the Fair Housing Amendments of 1988, E. O. 11246, and the Equal Credit Opportunity Act of 1974, as they relate to the United States Department of Agriculture, Rural Development.

Activities to Increase Resident Involvements
HATC is proactive in the inclusion of public-housing residents in the policy making process. An equitable and transparent policy making process that includes the opinions of public housing residents is achieved through the participation of two tenant commissioners on the HATC Board.

Furthermore, HATC has installed a Resident Counsel which is made up of five residents from all of HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8 Housing Choice Vouchers and public housing). The Resident Counsel works with HATC staff on evaluating the effectiveness and efficiency of HATC rental assistance programs. This provides members the opportunity to provide input on necessary program modifications.

Furthermore, HATC arranges and promotes at least two public hearings on an annual basis. The first is to inform and discuss the agency’s submittal of the MTW Annual Plan to HUD, which outlines proposed budgetary and policy modifications to the rental assistance programs and affordable housing programs the agency administers. The second is a public hearing to review and discuss the agency’s submission of its MTW Annual Report to HUD- a report that analyzes the outcomes and outputs of the objectives outlined in the aforementioned MTW Annual Plan.

Public notices informing residents of Tulare County of the time and date of the public hearings are published by HATC in the local newspaper.

Is the public housing agency designated as troubled under 24 CFR part 902? HATC is not designated as troubled.

Plan to remove the ‘troubled’ designation
N/A

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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The primary potential barriers to affordable housing in the City include public policies like tax policy, land use controls, zoning ordinances, building codes, fees and charges, growth limits, and other policies that affect the return on residential investment.

The primary barriers to affordable housing are governmental regulations that work to protect public welfare but at the same time limit development by adding costs (impact fees, permit fees) and time-consuming review processes. Barriers include the following:
 Lending practices
 Land use policies and practices
 Regional collaboration related services
 Housing discrimination
 Impact fees and permit fees
 Zoning regulations
 Costly of on/off site improvement requirements
 Time-consuming review processes
 Current market rate rental economy
Strategy to Remove or Ameliorate the Barriers to Affordable Housing To address public policy barriers, the City plans to support the development of missing middle housing by identifying and eliminating development constraints and amending the Zoning Code to be consistent with SB 9.

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 the 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

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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Visalia works closely with the Kings/Tulare Homeless Alliance the region’s Continuum of Care (CoC). The Alliance Housing Navigators, Kings View PATH Team, and Tulare County Mental Health Crisis Team canvas the City to conduct outreach to people experiencing homelessness. Street outreach is conducted with techniques such as trauma-informed care, critical time intervention and motivational interviewing. Both the navigation and PATH teams leverage peers to create rapport and trust. Outreach teams assist with connections to mainstream benefits, obtaining documents required for housing (e.g. proof of homelessness, disability certification), provide hygiene kits, transportation assistance, and coordinate warm hand-offs to services such as mental health and substance abuse treatment programs. Program materials are offered in Spanish & other languages upon request. CoC members offer resources for other communication including sign language & accommodations for physical disabilities (e.g., dial-a- ride paratransit).

The Alliance outreach efforts for persons experiencing homelessness also occur through the weekly Local Initiatives Navigation Center (LINC) event as well as the Point in Time (PIT) count.

The one-day 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 of homelessness over time, as well as to determine the unmet shelter and service needs of the homeless. On January 27, 2025, stakeholders worked together to collect sheltered and unsheltered homeless data. The Alliance publicly releases its PIT report annually in June.

Individual City data is collected at the same time including adults and children, race and ethnicity, current housing, sheltered/unsheltered homeless, chronic homelessness, veterans, disabled, sources of income, reasons for homelessness and bed capacity and needs. Information gathered through the PIT is used to understand the causes and trends of homelessness over time, as well as to determine the unmet shelter and service needs of the homeless.

Addressing the emergency and transitional housing needs of homeless persons The City of Visalia in partnership with the Visalia Homeless Center provides an overnight Seasonal Emergency Shelter - Warming Center annually for people experiencing homelessness with the use of the City’s Permanent Local Housing Allocation (PLHA) funding. The Warming Center serves as an initial platform to enter individuals into the Homeless Management Information System (HMIS) and Coordinated Entry System (CES) to begin housing placement.

The Visalia Rescue Mission provides year-round emergency and transitional housing needs for homeless persons within the City of Visalia. The Visalia Rescue Mission provides overnight shelter, daily meals, daily showers, case management, and linkage to community resources.

In 2020, the City of Visalia in partnership with Self-Help Enterprises opened Eden House, a 22- bed transitional bridge housing project for people experiencing homelessness transiting into permanent housing. Individuals can stay up to 12 months as they await a permanent housing unit.

Eden House was developed in part with City CDBG funds. Annually, the City supports Eden House with the use of PLHA and/or CDBG funds.
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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 In 2024, the City of Visalia in partnership with Community Services Employment and Training (CSET), TC Hope, and Self-Help Enterprises developed the Visalia Navigation Center, a 100-bed low-barrier navigation center which is a service-enriched center connecting individuals and families experiencing homelessness to permanent housing. The Visalia Navigation Center provides a commercial kitchen, resource center, men’s dorm, women’s dorm, medical rooms, senior rooms, and private family rooms. The Visalia Navigation Center includes overnight shelter, showers, daily meals, storage space, laundry services, and animal kennels. On-site resources include intensive case management, employment training, health/mental health services, substance abuse services, linkage to mainstream benefits, life skill services, and rapid rehousing services for permanent housing placement and independent living. On average, guests are expected to reside at the Visalia Navigation Center between 6 to 9 months. Guests receive follow- up case management up to 2 years to ensure permanent housing stability. The Visalia Navigation Center was developed in part with City CDBG funds. Annually, the City supports the Visalia Navigation Center operations with PLHA and RDA Housing Successor funds.

The City also allocated HOME funded Tenant Based Rental Assistance (TBRA) funds to be utilized as rental assistance and security deposits to assist chronically homeless individuals and families transition to permanent housing and independent living. The rental assistance will be provided for a period of up to 24 months of assistance as allowed under the HOME TBRA regulations. HOME TBRA clients also receive case management and support services to ensure they are self-sufficient and/or have another source of rental subsidy when the assistance ends to prevent recidivism.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs The City of Visalia is partnering with Tulare County Foster and Homeless Youth Services, Tulare County Office of Education, and College of the Sequoias Foster Youth Services to assist with addressing social services, education, employment, health, housing, and youth services for extremely low and low-income individuals being discharged from publicly funded institutions and/or systems of care such as foster care. The City in partnership with RH Community Builders is prioritizing housing units for Foster Youth at Sequoia Village and the Majestic Gardens permanent supportive housing projects both located with a one-mile radius of the College of the Sequoias (COS), the largest college campus in Tulare County. COS offers a variety of on-site vocational programs, associates degrees, bachelor’s degrees, and master’s degrees. This partnership will significantly increase the likely hood of foster youth obtaining a higher education, a successful career, and preventing the cycle of homelessness.

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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
One of the goals in the 2023-2031 City of Visalia Housing Element is to develop an environmental pollution reduction plan and reduce lead-based paint exposure. To address lead-based paint exposure, the City will work with a consultant to regularly assess and monitor the exposure in each census tract.

The Tulare County Health and Human Services Agency, Childhood Lead Poisoning Prevention Program (CLPPP) works to increase awareness about the hazards of lead exposure, to reduce lead exposure in the environment, and to increase the number of children who have been tested for exposure to lead. The CLPPP offers home visits, education about lead poisoning, and environmental home inspections to the families of children with severe lead poisoning. The CLPPP also provides information and education to the general public, medical providers, and community-based organizations.

The City offers many housing programs, which require lead-based paint inspections and/or abatement. Applicants of these programs are provided brochures informing them 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 rehabilitation contractors to utilize safe practices and obtain certification through a HUD certified lead testing agency.

How are the actions listed above related to the extent of lead poisoning and hazards?
Lead-based paint was widely used in the United States in homes prior to 1978. The U.S. Congress banned the use of lead-based paint in residential structures and environments in 1971 (United States Lead-Based Paint Poisoning Prevention Act) but this regulation was not implemented until 1978 by the Consumer Product Safety Commission (U.S. Consumer Product Safety Commission). The City’s 2025/26 – 2029/30 Analysis of Impediments to Fair Housing Choice indicated there may be children at risk of being exposed to lead-based paint in both owner and renter-occupied housing units based on the fact that 16.8% of owner-occupied and 28.8% of renter-occupied housing units built before 1980 have children present.

Education is the initial step to mitigating a problem. By providing information regarding lead-based paint hazards, residents can take immediate action to ascertain their risk level and take corrective or preventive action. As the City continues to implement its housing rehabilitation program, consideration will continue to be given to HUD’s lead-based paint testing and mitigation requirements. Rehabilitation performed on units built prior to 1978 must be carefully monitored for the presence of lead-based paint in compliance with HUD regulations.

How are the actions listed above integrated into housing policies and procedures? The City of Visalia rehabilitation program policies and procedures require that all properties constructed prior to 1978 must be tested for lead-based paint. If lead-based paint is found, it will be removed or encapsulated as required by HUD.

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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty- Level Families
The City is partnering with Tulare County Foster and Homeless Youth Services, and College of the Sequoias to assist with education, employment, housing, and youth services for low-income youth exiting foster care to reduce the number of poverty-level families. The City in partnership with RH Community Builders are prioritizing housing units for youth exiting foster care at Sequoia Village and the Majestic Gardens permanent supportive housing projects both located with a one- mile radius of the College of the Sequoias. COS offers a variety of vocational programs, associates degrees, bachelor’s degrees, and master’s degrees. This partnership will increase the likely hood of foster youth obtaining a higher education, a successful career, and ultimately reducing the number of poverty-level families.

The City is also partnering with CSET to offer job training and placement for people experiencing homelessness at the Visalia Navigation Center and the Environmental Cleanup Opportunities (ECO) program. The Environmental Cleanup Opportunities (ECO) Project participants learn about the job interview process, build a résumé, and develop budgeting techniques to balance personal finances. After completing the pre-employment sessions, participants begin their transitional jobs training with CSET’s Sequoia Community Corps. ECO participants usually obtain a permanent job following successful completion of the program; therefore, increasing their household income.

The City will also continue to partner with organizations to provide services and address the full range of needs of LMI families. There are coordinated programs and services to reduce poverty, but many unmet needs will persist. The City will continue to collaborate with its partners to identify and work toward meeting those needs by focusing resources and efforts.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The City continues to work with regional agencies and non-profit organizations to address poverty through the construction of affordable housing (HOME grant CHDO funding), as well as the Alliance to provide services to special needs, LMI, and homeless populations.

The City of Visalia and the Housing Authority of Tulare County (HATC) are the two major governmental agencies responsible for local housing programs. Additionally, the City works closely with non-profit organizations involved in affordable housing funding and programs in the city such as Community Services Employment Training, Inc. (CSET), Self-Help Enterprises, Inc. (SHE) and Habitat for Humanity for Tulare/Kings Counties (HFH).

The two repair programs funded through CDBG – the single-family home repair program and the senior mobile home repair program – are intended to keep seniors in their homes and fight poverty in this age group.

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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements In addition to on-site monitoring, the City conducts desk reviews of each funded activity. Sub- recipients are required to submit monthly performance reports detailing the City clients served, client demographic data, services performed, and client outcomes. Agencies are also required to submit monthly budget reports showing revenue, expenses, and a detailed invoice specifying what expenses are being charged to CDBG or HOME funds. Agencies must also submit annual independent audit reports regarding their financial accounting.

The City also prepares the annual performance report required by HUD detailing the progress made in achieving the goals in the ConPlan, which is called the Consolidated Annual Performance and Evaluation Report (CAPER). In addition, the City prepares detailed agreements with sub- recipients outlining goals and objectives to be met. The City’s annual report to HUD includes an analysis of any problems or obstacles encountered by sub-recipients in meeting their goals and objectives.

With respect to minority and women-owned businesses, the City will solicit the interest of a wide variety of companies and firms to undertake HUD-funded activities including minority and women- owned businesses.
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Action Plan
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City as an entitlement jurisdiction receives Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds annually from the U.S. Department of Housing and Urban Development (HUD). These programs are designed to assist low and moderate income (LMI) households by investing in the City’s local communities/neighborhoods. This Annual Action Plan (AAP) covers the first year of the City’s 2025-2029 Consolidated Plan and outlines plans for implementing the 5-year goals identified in the Strategic Plan for the 5-year period from July 1, 2025-June 30, 2030.

The Program Year (PY) 2025 CDBG estimated budget consists of $1,200,000 in entitlement funds, $50,000 in program income, and $450,000 in prior year funds for a total of $1,700,000.

The PY 2025 HOME estimated budget consists of $500,000 in entitlement funds, $100,000 in program income, and $40,000 in prior resources for a total of $640,000. The “Expected Amount Available Remainder of ConPlan” is the first year 2025 grant allocation multiplied by 4 years to equal total remainder of ConPlan in program year 2025. Each program year the “Expected Amount Available Remainder of ConPlan” is reduced by the current grant allocation.

The City currently does not have an Emergency Solutions Grant (ESG) or Housing Opportunities for Persons with AIDS (HOPWA) grant.

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Anticipated Resources
Table 79: Expected Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Federal
 Administration
 Public Services
(15%)
 Single-family and
mobile home
repair programs
 Code
enforcement
 Emergency
shelter
development
$1,200,000 $50,000 $450,000 $1,700,000 $5,000,000
In 2025, the
CDBG estimated
funds are
$1,200,000 in
entitlement
funds, and
$500,000 in
program income
and other funds.

HOME Federal
 Administration
 CHDO Rancho
Colegio project
 CHDO senior
housing project
 CHDO affordable
rental housing
project
$500,000 $100,000 $40,000 $640,000 $2,400,000
In 2025, the
HOME estimated
funds are
$500,000 in
entitlement and
$140,000 in
program income,
and other funds.

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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 Multi-Family Site Acquisition/Development. For example, the City’s HOME CHDO Rancho Colgeio Project is the development of an 80-unit multi-family affordable housing complex that is budgeted at an estimated $35 million. HOME funds will be leveraged with the various other funding sources, such as, Multifamily Housing Program (MHP), Joe Serna Farmworker Housing Grant (FWHG), and the Infill Infrastructure Grant (IIG).
 Voucher Program – Match to receive HUD CoC grants to provide permanent supportive housing vouchers.
 Tenant-Based Rental Assistance (TBRA) – Rental subsidies to support affordable housing units.

Below is a list of potential financial resources considered to be a part of the City’s overall financial plan to address priority needs and specific objectives identified in the Consolidated Plan. The number and availability of these programs to assist cities is limited, and funding for new projects is unpredictable. The following programs are local, state, and federal programs. None of these are managed locally by the City through funds accessed directly from HUD.  Housing Authority of Tulare County (HATC) is a public housing authority with jurisdiction within the City and the County. It administers federal and state funds for its public housing projects and government-assisted housing units, such as Section 8 and Veterans Affairs Supportive Housing (VASH) vouchers.
 Low-Income Housing Tax Credit Program (LIHTC) 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 under administration by the California Tax Credit Allocation Committee (CTCAC). Tax credits are awarded on a competitive basis at varying times. Compliance is monitored according to Internal Revenue Service (IRS) rules and regulations.

The City will also be receiving Permanent Local Housing Allocation (PLHA) funding which will assist with matching requirements.
 PLHA provides funding to local governments in California to help increase the affordable housing stock. Funding will help increase the supply of housing for households at or below 60% of area median income; increasing assistance to affordable owner-occupied workforce housing; assisting persons experiencing or at risk of homelessness; and promoting projects to meet Visalia’s unmet share of the regional housing needs allocation.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

There is no publicly owned land or properties located within the jurisdiction that may be used to address the needs identified in the plan.

Discussion
See above discussion.
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AP-20 Annual Goals and Objectives
Goals Summary Information
Table 80: Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Address Special
Service Needs
2025 2029 Special
Services
Citywide Public
Services
CDBG:
$180,000
Public service activities for Extremely
Low-Income Housing Benefit: 465
Households Assisted;
Public service activities other than
Low/Moderate Income Housing Benefit:
20 Persons Assisted.
2 Preserve
Homeownership
2025 2029 Household
Maintenance
Citywide Property
Maintenance
CDBG:
$200,000
Homeowner Housing Rehabilitated: 6
Household Housing Units
3 Combat
Blighting
Conditions
2025 2029 Household
Maintenance
LMI Census
Tracts
Neighborhood
Preservation
CDBG:
$170,000
Housing Code Enforcement/ Foreclosed
Property Care: 200 Household Housing
Units
4 Combat
Homelessness
2025 2029 Homeless
Needs
Citywide Emergency
Shelter
CDBG:
$900,000
Overnight/Emergency
Shelter/Transitional Housing Beds
Added: 100 Beds
5 Increase
Affordable
Housing
2025 2029 Affordable
Housing
Citywide Affordable
Housing
HOME:
$590,000
Rental Units Constructed: 22 Low-
Income Household

6 Program
Administration
2025 2029 Administration Citywide Administration CDBG:
$250,000
HOME:
$50,000
Other: 1

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Goal Descriptions
Table 81: Goal Descriptions
# Goal Name Goal Description
1 Address Special Service Needs Provide essential public services which include homeless services, homeless prevention, housing flex funds, job training, youth services, and fair housing services. 2 Preserve Homeownership Single-family and mobile home rehabilitation programs for low-and-moderate-income owner occupants who are elderly and/or disabled.
3 Combat Blighting Conditions Code enforcement inspection services within deteriorated or deteriorating low-moderate income eligible areas to arrest the decline of the area to provide neighborhood preservation. 4 Combat Homelessness Development of a low-barrier emergency shelter. 5 Provide Affordable Housing HOME CHDO projects to increase affordable housing in the City. Projects include the development of affordable, farmworker, and senior housing.
6 Program Administration Administration and planning to administer CDBG and HOME funds.

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AP-35 Projects – 91.220(d)
Introduction
Program Year 2025 CDBG and HOME Projects were established based on the high priority needs identified in the 2025-2029 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:
 Address special service needs
 Preserve homeownership
 Combat blighting conditions
 Combat homelessness
 Enhance Community Development
 Increase affordable housing
 Program administration

Projects
Table 82: Project Information
# Project Name
1 HOME Administration
2 HOME-CHDO Project - Rancho Colegio
3 HOME-CHDO Project - Senior Housing Project
4 CDBG Administration
5 CDBG Public Services
6 Single-Family Home Repair Program
7 Senior Mobile-Home Repair Program
8 Code Enforcement
9 Emergency Shelter

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, and affordable housing options for the LMI population. The need to Enhance Community Development is planned for project funding in future years. An obstacle in addressing underserved needs is the needs outweighing funding resources. Nevertheless, the City worked resourcefully in combining 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 2025 HOME Administration
Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Program administration
Funding HOME: $50,000
Description 2025 HOME Administration and Planning.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description Citywide
Planned Activities 2025 HOME Administration and Planning. 2 Project Name HOME CHDO Project – Rancho Colegio
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $290,000
Description Construction of an 80-unit multi-family rental complex, of which 11 units will be HOME funded.

Target Date 6/30/2027
Estimate the number and type of
families that will benefit from the
proposed activities
11 extremely low to low-income households are expected to benefit from the proposed activity.

Location Description 3520 N. Court St., Visalia, CA 93291 Planned Activities The City will provide funding for Self-Enterprises, Inc. (SHE), to build 11 of the 80 new low-income multi-family rental units.
3 Project Name HOME CHDO Project – Senior Housing
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable housing
Funding $300,000
Description Construction of an 80-unit senior housing rental complex, of which 11-units will be HOME funded.

Target Date 6/30/28
Estimate the number and type of
families that will benefit from the
proposed activities
11 extremely low to low-income senior households are
expected to benefit from the proposed activity.
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Location Description 2439 N. Dinuba Blvd. Visalia, CA 93291 Planned Activities The City will provide funding for Self-Enterprises, Inc. (SHE), to develop 11 of the 80 new senior housing rental units. 4 Project Name 2025 CDBG Administration
Target Area Citywide
Goals Supported Program and planning administration.

Needs Addressed Program administration
Funding CDBG: $250,000
Description 2025 CDBG Administration and Planning.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description Citywide
Planned Activities 2025 CDBG Administration and Planning. 5 Project Name CDBG Public Services
Target Area Citywide
Goals Supported Address Special Service Needs
Needs Addressed Public Services
Funding CDBG: $180,000
Description Continuum of Care Point in Time survey and LINC services; Permanent Supportive Housing (PSH) voucher match;
housing flex funds, and fair housing services.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
485 extremely low-income households, including people
experiencing homelessness.

Location Description Citywide
Planned Activities Point in Time survey and LINC services; PSH match; housing flex funds, youth services, job training, and fair housing.
6 Project Name Single-Family Home Repair Program
Target Area Citywide
Goals Supported Preserve homeownership
Needs Addressed Neighborhood Preservation
Funding CDBG: $100,000
Description Single-family home repair program including roof repairs, ADA improvements for LMI senior and/or disabled owner
occupants.

Target Date 6/30/2026
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Estimate the number and type of
families that will benefit from the
proposed activities
4 low-moderate income seniors and/or disabled persons.

Location Description City wide. Sites to be determined.

Planned Activities Single-family minor home repairs including emergency and ADA improvements.
7 Project Name Senior Mobile Home Repair Program
Target Area Citywide
Goals Supported Preserve homeownership
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 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
4 low-moderate 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.
8 Project Name Code Enforcement
Target Area LMI Tracts
Goals Supported Create a suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $170,000
Description 2025 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the
decline of the area.

Target Date 6/30/2026
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 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the
area.
9 Project Name Emergency Shelter Development
Target Area LMI Tracts
Goals Supported Combat homelessness
Needs Addressed Combat homelessness
Funding CDBG: $900,000
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Description Acquisition, development and/or rehabilitation of a low- barrier emergency shelter.

Target Date 6/30/28
Estimate the number and type of
families that will benefit from the
proposed activities
100 extremely low-income individuals experiencing
homelessness.

Location Description To be determined.

Planned Activities Development of a low-barrier emergency shelter.

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the jurisdiction (including areas of low- income and minority concentration) where assistance will be directed A majority of the CDBG activities funded in 2025 are offered citywide to low- and moderate-income households. However, certain CDBG programs, such as 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

In program year 2024, Code enforcement activities will be directed at LMI Census Tracts; other projects will be targeted at LMI populations citywide.

Geographic Distribution
Table 83: Geographic Distribution
Target Area Percentage of Funds
Citywide 90%
LMI Tracts 10%
Rationale for the priorities in allocating investments geographically.

Generally, CDBG and HOME funds will be distributed citywide as eligible to benefit LMI populations. 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 mod 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 citywide, which encompasses CDBG Target Areas. Other programs may benefit within the CDBG Target areas as well, even though allowed citywide.

Discussion
The Low-and Moderate-Income Concentration Census Tract Map is being utilized for the 2025 Action Plan and is based on the Low-and Moderate-Income Summary Data (LMISD) provided on the HUD Exchange website.

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AP-55 Affordable Housing – 91.220(g)
Introduction
The Annual Action Plan must specify goals for the number of homeless, non-homeless, and special needs households to be provided affordable housing within the program year. The Annual Action Plan 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 the purpose of this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR 92.254 for homeownership.

In partnership with Self-Help Enterprises, the City’s HOME Community Housing Development Organization (CHDO) plans to develop 11 HOME assisted units at Rancho Colegio an 80-unit affordable rental housing complex for households 50% of the area median income or lower, which includes 20-units for farm working households. In addition, the city plans to develop an additional 11 HOME assisted units at a senior affordable rental housing project for seniors 62 and older at 60% of the area median income or lower. The tables below represent HOME funded activities.

Table 84: One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 22
Special-Needs 0
Total 22

Table 85: One Year Goals for the Number of Households Supported By Support Type
Rental Assistance 0
The Production of New Units 22
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 22

Discussion
The 2025 HOME funded activities include the development of 22 HOME assisted units with 11 units at Rancho Colegio and 11 senior housing units. The 2025 CDBG affordable housing activities include 3 single-family and 3 mobile home repairs to senior and/or disabled low-income owner occupants.

Findings in the MA-15 show that there is not an adequate amount of housing affordable to LMI households, especially for extremely low- and very low-income households. According to the HUD data reports, there is not 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. This explains the City’s focus on funding for the 0-30% (extremely low) and 30-50% (low) income housing categories.

The following data (CHAS 2017-2021) shows:
 0-30% AMI: There are 3,995 households living in this income category, yet there are only 1,265 rental units available that are affordable to these households in the City  30-50% AMI: There are 4,720 households living in this income category yet there are only 376
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2,630 units available
 50-80% AMI: there are 7,335 households in this income category and there are 9,460 units

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AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of Tulare County (HATC) works closely with the City, the Continuum of Care “Alliance”, and the Tulare County Homeless Taskforce. Actions planned by HATC this year are referenced below.

Actions planned during the next year to address the needs of public housing residents
HATC is currently developing the Demaree Apartments that will serve households at 80% of the area median income (AMI) and lower. The Demaree Apartments is a new construction, family, mixed-income project. There will be 222 total units, 220 of which will be restricted between 30% and 80% of the AMI. There will be 90 one-bedroom units, 75 two-bedroom units, and 57 three- bedroom units. Two of the three-bedroom units will serve as unrestricted manager’s units. The Demaree Apartments are expected to be completed by June 2026.

The HATC participates in a Moving to Work (MTW) Program, which offers housing for 5-years at a flat rate, based on unit bedroom size instead of being income-based. The MTW program is designed to give rental assistance to families who are working to achieve self-sufficiency from all types of governmental assistance while they are in the process of achieving that goal. Successful applicants are encouraged to seek higher paying employment and/or further their education. An increase in family income does not increase the monthly rent. Families can continue the MTW program for a maximum of 5 years, or until their income reaches 120% of the AMI, at which time assistance will be terminated or they will be given 6-months to move out. Many of the MTW participants transferred to MTW from HATC’s conventional low rent and Section 8 programs.

Others were referred to the MTW program by HATC’s partner agencies, such as Tulare County Health and Human Services and CSET.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
HATC created a Resident Council composed of 5 residents from HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8, 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 program modifications. 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 goal of tenant self- sufficiency. HATC views homeownership as a long-term goal for most participants. HATC staff works with tenants to effectively provide them with the necessary resources to achieve homeownership. HATC’s annual re-examination notice provides participants with an extensive referral list that aids homeownership. 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 allows residents to utilize their rental payments made on time to raise or build individual credit scores.

RentTrack has increased credit scores an average of 132 points over a 2-year period.

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If the PHA is designated as troubled, describe the manner in which financial or other assistance will be provided
Not Applicable
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 emergency, transitional, and permanent housing as well as supportive service needs of homeless and special needs populations.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:

The City’s one-year goals for reducing and ending homelessness include allocating CDBG funds for the development of a low-barrier emergency shelter to provide immediate shelter and an entry point to permanent housing for those experiencing homelessness.

The City’s annual goal also includes allocating PLHA, RDA Successor Housing, and Encampment Resolution Funding to support the recently developed Visalia Navigation Center, a 100-bed public facility with on-site wrap around supportive services, intensive case management, and rapid rehousing to quickly place individuals into permanent housing.

Through partnership with the development organization, Self-Help Enterprises, the city’s goal is to continue to provide 42 permanent supportive housing units at the Lofts at Fort Visalia and develop an additional 160 multifamily affordable housing units including senior housing for those experiencing and at-risk of homelessness. Through partnership with the development organization RH Community Builders, the City’s annual goal also includes providing 92 permanent supportive housing units through the city’s two Homekey sites Majestic Gardens and Sequoia Village.

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Kings/Tulare Homeless Alliance serving as the local Continuum of Care (CoC) conducts a weekly Local Initiatives Navigation Center (LINC) at the Visalia Rescue Mission to provide various resources and access to service providers for those experiencing homelessness to assess their individual needs. LINC brings together social service providers, faith-based organizations, and government agencies to help families locate affordable housing, employment and mental health and substance abuse treatment along with other needed services. Services include ID vouchers, free cell phones, housing assessments, enrollments to mainstream benefits, employment assistance, health/mental health services, legal assistance, and free meals.

Addressing the emergency shelter and transitional housing needs of homeless persons
Annually, the City provides funding through State PLHA funds to the Visalia Warming Center, a seasonal emergency overnight shelter, during the winter season when temperatures drop. The Warming Center serves on average of 100 individuals overnight on a daily basis. The Warming Center also serves as an entry point into the Homeless Management Information System (HMIS), and permanent housing placement.

The Visalia Navigation Center was recently developed in 2024 to provide 100-beds of emergency housing and essential services to people experiencing homelessness. The Visalia Navigation 380
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Center is the first of its kind in Tulare County and provides overnight shelter, daily meals, showers, case management, resources, mental health services, substance abuse services, job training/placement, and permanent housing placement.

Eden House was developed in 2020 and serves as a 22-bed bridge transitional housing project that provides on-site case management and supportive services for individuals that need additional on-site services as they transition from homelessness to permanent housing.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City will begin work on the development of an emergency shelter project to be funded with CDBG dollars in FY2025-26. This project will provide at least 100 beds and will serve as a low- barrier emergency shelter for chronically homeless individuals and families, veterans, and unaccompanied youth. The Emergency Shelter will follow a Housing First model, therefore, eliminating barriers to entry including sobriety or program participation.

The Visalia Navigation Center also services chronically homeless individuals and families, veterans and their families, unaccompanied youth, and families with children. The Visalia Navigation Center has individual private family rooms for families with children to safely transition from homelessness to permanent housing. The Visalia Navigation Center is administered by CSET, which leverages a variety of rapid rehousing funding sources to quickly and permanently house individuals and families and prevent recidivism. Rapid rehousing services include security deposits, rental application fees, landlord mitigation, credit repair, and/or rental subsidies.

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 Visalia Navigation Center offers private medical rooms dedicated for homeless individuals being discharged from systems of care such as health care facilities and mental health facilities to prevent them from becoming homeless and works to quickly provide permanent housing placement. In partnership with RH Community Builders, our Homekey sites within 1-mile of the College of Sequoias, Sequoia Village and Majestic Gardens, provide permanent supportive housing units for aged out foster youth exiting foster care and other youth facilities to prevent these individuals from entering into homelessness. In the previous 5-Year Consolidated Plan, 132 permanent supportive housing units were developed in the City of Visalia which include 40-units at the Lofts at Fort Visalia, 50-units at Sequoia Village, and 42-units at Majestic Gardens that provide permanent supportive housing units for extremely low-income individuals and families including those being discharged from publicly funded institutions and systems of care.

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Discussion
The City provides housing flex funds under CDBG public services to pay security deposits and rental applications fees as well as emergency rental and utility assistance to assist those experiencing homelessness and provide homeless prevention services. The City also leverages state funding sources to provide additional rapid rehousing services, credit repair, and rental subsidies to provide additional resources for people experiencing homelessness and at-risk of homelessness in the City of Visalia.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
Visalia’s 2025/26-2029/30 Analysis of Impediments to Fair Housing Choice identified the following impediments to affordable housing:
 Lack of affordable housing
 Residents vulnerable to displacement
 Lack of housing opportunities for special needs populations (residents living with disabilities, seniors, large households, and residents experiencing homelessness) 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. The City implemented an Affordable Housing Infill Incentive Program, 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 2023 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 Goal 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.

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 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 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. 383
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9. Implementation Monitoring - To ensure that Housing Element programs are implemented on a timely basis and the progress of each program is monitored and evaluated annually.

Discussion:

See above

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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 improve 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 The City’s 2025/26-2029/30 Analysis of Impediments to Fair Housing Choice includes the following identified actions which will begin to be undertaken in FY2025-26 to meet underserved needs:
 Conduct landlord education and outreach on source of income discrimination and voucher programs with the goal of increasing landlord participation in the voucher program. (HE Program 3.6)
 Expand and prioritize affordable housing development in high and highest resource areas and near public transit. (HE Program 7.2)
 Budget for and implement plans and strategies for communities, prioritizing neighborhoods designated for low-income and mixed-income housing opportunities in the sites inventory. (HE Program 7.2)
 Promote the development of ADUs, prioritizing the high and highest resource areas of the city. (HE Program 3.15)
 Implement small-scale placemaking projects/events in central and northeastern parts of Visalia. (HE Program 7.3)
 Work with local nonprofit organizations, including Self-Help Enterprises and Habitat for Humanity of Tulare County, to expand and spread awareness on home and accessibility rehabilitation programs. (HE Program 7.3)
 Collaborate with TCAG to prepare a study on transit needs for Visalia residents and identify actions to address those needs, focusing on connecting residents to job centers.

Work with TCAG to expand transit services that connect Visalia to other cities in the County. (HE Program 7.3)
 Coordinate with the Public Works Department to review the City’s Capital Improvement Projects (CIP) to ensure public facilities and infrastructure are supportive of the needs of underserved communities.
 Implement plans and strategies to decrease pollution burden in northern and central parts of Visalia. Strategies should include improving air, reducing lead risk from housing, as well as addressing proper remediation plans for cleanup sites and hazardous waste sites.
 Facilitate the development of housing for persons with disabilities (including developmental disabilities) through incentives for affordable housing development with services, resources, and assistance. (HE Program 5.9)
 Partner with qualified housing developers to identify affordable housing development opportunities with emphasis on promoting housing choices that serve the needs of  Prioritize capital improvement projects, including renovation of parks and amenities, in low-resource areas (central and northeastern parts of Visalia). 385
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special needs populations, including seniors, homeless, female-headed households, large families, low-income, and/or persons with disabilities in RCAA’s. (HE Program 5.9)  Work with the local nonprofit organizations to implement an outreach program informing residents of the housing and services available for persons with disabilities. The City shall make information available on the City website. (HE Program 5.9)  Prioritize public health, education, economic, and safety programs in lower-resource areas as defined by TCAC in coordination with area public health entities (e.g., Kaweah Health), Visalia Transit, the City’s Community Development Department, local school districts, workforce development groups, and the City’s Police Department. (HE Program

7.3)
 Monitor and support the development of housing for farmworkers through coordination non-profit organizations. (HE Program 5.9)
 Identify addresses and compile a mailing list with email addresses to focus outreach to neighborhoods in lower resource areas of the city to prioritize services in these areas. (HE Program 7.3)
 Encourage the development of both large rental units (for large family needs) and small units. In consultation with developers, identify and provide incentives for developers to include three and four-bedroom apartments in affordable, multi-family, and/or mixed-use projects to expand rental opportunities for large households, and incentives for developers to construct or rehabilitate housing for single-use occupancy or micro-units.  Support the development of missing middle housing by identifying and eliminating development constraints and amending the Zoning Code to be consistent with SB 9.  Develop and publicize financial and regulatory incentive opportunities to developers.  Identify lenders/realtors that have not been certified through the CalHome Reuse Program; conduct outreach to this group to promote certification.  Partner and contract with fair housing service providers for outreach, education, testing, and enforcement. Facilitate bi-annual workshops (at minimum).  Expand awareness of predatory lending practices, fair housing requirements, regulations, and services by distributing educational materials to property owners, realtors, apartment managers, and tenants. (HE Program 7.1)  Increase participation in homeownership education and assistance programs for historically underrepresented residents in the homeownership market by identifying  Provide informational seminars to area residential real estate agents and brokers on fair housing laws and regulations
 Provide informational workshops for residents to provide education and awareness to tenants, of fair housing federal and State fair housing laws and support prospective and existing tenants who are experiencing discrimination
 Provide trainings for property owners/managers on the requirements of federal and State fair housing laws to prevent discrimination (HE Program 7.1)  Hold (at minimum) annual program workshops for local lenders to promote affordable housing programs.
 Continue and if feasible expand funding for information and referral services that direct families and individuals with financial resources for housing rental or purchase, locating suitable housing, and obtaining housing with special needs facilities such as disabled- accessible units. (HE Program 7.1)
 Post brochures on the City website for resident access. 386
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sources of funding to support homeownership assistance programs and establish non- profit partnerships to for outreach campaigns to spread awareness of available assistance programs. (HE Program 4.1)
 Annually (at minimum) track income and demographic data of affordable housing participants to evaluate additional strategies to increase affordable housing knowledge.  Develop an outreach strategy to reduce community opposition to affordable housing development in Visalia. The strategy should include partnerships with local community organizations to identify and implement methods for spreading awareness on the need for affordable housing and the positive impact it has on individuals, families, and the community. (HE Program 1.4)
 Reevaluate contract with CCFHC; conduct a desk audit/review of program operations and service delivery (focus on feedback and City-observed experiences with lack of/delay in response to callers/individuals making inquiries).  Expand existing online resources by developing a web-based Housing Development Toolkit that outlines a step-by-step process for residential development, including identifying steps in the entitlement and building permit process, detailed information on development incentives, and funding programs and resources for affordable housing development. (HE Program 3.2)
 In response to current constraints identified by stakeholders related to multi-family development on large lots, the City shall amend the zoning code to establish objective design standards and increase the maximum unit threshold for by-right processing from 80 units to 200 units. Transitional and supportive housing is allowed by-right in multi- family residential. (HE Program 1.3)
 Monitor complaints regarding unfair/predatory lending and assess lending patterns by working with non-profit agencies that specialize in fair housing to provide data. Require the Central CA Fair Housing Council (CCFHC) to provide quarterly reports to the City on complaints received.
 Require CCFHC to provide reports to the City biannually (at minimum) of support provided to local nonprofits in applying for FHIP.
 Require CCFHC to regularly report to the City on outcomes/outputs.  Promote landlord mitigation program that provides financial benefits to landlords of housing units to mitigate damages caused by Section 8 tenants.  Conduct (at minimum) annual outreach to local lenders to encourage them to provide financing information to low- and moderate-income residents.  Annually, review the City’s outreach methods, using feedback from resident surveys and focused discussions with community organizations to inform online, mail, and in-person outreach methods.
 Increase participation of historically underrepresented residents in all City housing programs and community planning activities.
 Collaborate with stakeholders from all sectors and geographic areas to engage in the public participation process. (HE Program 1.4)
 Host fair housing workshops annually (at minimum) in partnership with fair housing advocates to educate citizens about fair housing rights. 387
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Actions planned to foster and maintain affordable housing The single-family and senior mobile home repair programs being undertaken with CDBG funds are focused on maintaining affordable housing and keeping individuals in their homes, avoiding displacement that would result in increased housing costs. The City will also undertake several multi-family housing projects using HOME funding, one of which will be targeted at seniors, contributing to the increased availability of affordable housing options in the jurisdiction.

Actions planned to reduce lead-based paint hazards
Currently the City’s 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’s emergency shelter development project is intended to provide needed supports for homeless populations, with a goal of improving their situation and ultimately fostering financial independence.

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. The 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.
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The Finance Department, Housing Division, oversees and administers the day-to-day activities of the CDBG, HOME, and other state and federal funded programs. Housing staff works 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 facilities, park and infrastructure improvements, and affordable housing.

The City has no additional actions planned to develop its institutional structure. The City will continue to work closely with the County of Tulare Housing Authority, as well as adjacent units of government and Tulare County.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to work with its partners to identify funding opportunities for providing affordable housing and public services. The City will continue its partnerships with non-profit organizations in the community. Additionally, the City will continue to work with the Alliance for the ongoing partnering with housing, service, and faith-based organizations to discover and address gaps in service.

Discussion
See above

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AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

In the event that ultimate CDBG or HOME grant allocations do not match the expected totals listed in the AAP, the City may add, subtract or transfer amounts among identified projects, as noted without publishing a substantial amendment, if the amount is below a 75 % change, as per the approved Citizens Participation Plan. Any difference in CDBG funding will be reflected in the emergency shelter public infrastructure line item and, if needed, Public services to maintain compliance with the 15% cap and Administration to maintain the 20% cap. Any difference in HOME funding will be reflected in the SHE CHDO senior housing project, and if needed, Administration to maintain the 10% cap. The three-year period (2025, 2026 & 2027) 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 $50,000

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
$0.00

3. The amount of surplus funds from urban renewal settlements $0.00

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. $0.00

5. The amount of income from float-funded activities $0.00 Total Program Income $50,000

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
100%

3. Overall benefit: A consecutive period of 1, 2, or 3 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 the action plan 3-year period
2025, 2026,
and 2027

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HOME Investment Partnership Program (HOME), Reference 24 CFR 91.220(l)(2)

A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

No other form of investment shall be used beyond those identified in Section 92.205. 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:

No HOME funds will be used for homebuyer activities.

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:

Not Applicable

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:

Not applicable

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Appendices
Appendix “A” – FY 2025/2026 Annual Action Plan Summary Detail

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Appendix “B” – Citizen Participation

To be added following 30-day public comment period.
393
Resources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Total Annual CDBG Allocation 1,200,000$ 1,200,000$ 1,200,000$ 1,200,000$ 1,200,000$ 6,000,000$ Program Income 50,000 50,000 50,000 50,000 50,000 250,000 Prior Year Resources 450,000 - - 450,000 Total CDBG Resources 1,700,000$ 1,250,000$ 1,250,000$ 1,250,000$ 1,250,000$ 6,700,000$ Administration (20%) 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$ Public Services (15%) 180,000 180,000 180,000 180,000 180,000 900,000 Total Public Services 180,000$ 180,000$ 180,000$ 180,000$ 180,000$ 900,000$ Affordable Housing:

Single-Family Home Repair Program 100,000 100,000 100,000 100,000 100,000 500,000 Senior Mobile Home Repair Program 100,000 100,000 100,000 100,000 100,000 500,000 Code Enforcement Low-Mod Areas 170,000 170,000 170,000 170,000 170,000 850,000 Total Affordable Housing 370,000$ 370,000$ 370,000$ 370,000$ 370,000$ 1,850,000$ Public Facility Improvements:

Emergency Shelter Development 900,000 450,000 - - - 1,350,000 Sidewalk ADA Improvements - - 450,000 300,000 450,000 1,200,000 Park Youth Improvements - - - 150,000 - 150,000 Total CDBG Expenditures 1,700,000$ 1,250,000$ 1,250,000$ 1,250,000$ 1,250,000$ 6,700,000$ Resources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 Total Annual HOME Allocation 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$ Program Income 100,000 100,000 100,000 100,000 100,000 500,000 Prior Year Resources 40,000 40,000
Total HOME Resources 640,000$ 600,000$ 600,000$ 600,000$ 600,000$ 3,040,000$ HOME Administration (10%) 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000$ Rancho Colegio Project 290,000 - - - - 290,000 Senior Housing Project 300,000 450,000 450,000 - - 1,200,000 Affordable Rental Housing Project - - 450,000 450,000 900,000 Tenant-Based Rental Assistance - 100,000 100,000 100,000 100,000 400,000 Total HOME Expenditures 640,000$ 600,000$ 600,000$ 600,000$ 600,000$ 3,040,000$ Expenditures:

FY 2025/26 - FY 2029/30 Proposed CDBG and HOME Activities Table 1: FY 2025/26 - FY 2029/30 Proposed CDBG Activities Expenditures:

Table 2: FY 2025/26 - FY 2029/30 Proposed HOME Activities 394

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2024 ANNUAL

ACTION PLAN

AMENDMENT
2024 Annual Action Plan
Amendment
City of Visalia
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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) ...................................................................................... 7 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 8 AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 15 Expected Resources .................................................................................................................................... 18 AP-15 Expected Resources – 91.220(c)(1,2) ........................................................................................... 18 Annual Goals and Objectives ...................................................................................................................... 22 Projects ................................................................................................................................................... 25 AP-35 Projects – 91.220(d) ..................................................................................................................... 25 AP-38 Project Summary .......................................................................................................................... 27 AP-50 Geographic Distribution – 91.220(f) ............................................................................................. 33 Affordable Housing ..................................................................................................................................... 34 AP-55 Affordable Housing – 91.220(g) ................................................................................................... 34 AP-60 Public Housing – 91.220(h) ........................................................................................................... 36 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................................ 38 AP-75 Barriers to Affordable Housing – 91.220(j) .................................................................................. 41 AP-85 Other Actions – 91.220(k) ............................................................................................................ 43 Program Specific Requirements .................................................................................................................. 46

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Purpose of the Amendment
The purpose of the Program Year (PY) 2024 CDBG Annual Action Amendment is to reappropriate $450,000 of unspent CDBG funds for an ADA Tree Wells Project to be carried over into the PY 2025 Annual Action Plan for other CDBG eligible projects. The ADA Tree Wells Project has been delayed since the project is still in the process of seeking other funding sources to proceed. The City anticipates funding the ADA Tree Wells project in years two and three of the next Consolidated Plan. This will allow enough time for the project to secure sufficient amount of funding as well as time to design the project.

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. 397

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• 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 • 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 current five-year ConPlan period, 2020 to 2024, 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:
• Development the Visalia Navigation Center, a Low-Barrier Navigation Center; • Development the Loft’s project, an 80-unit multi-family mixed-use complex; • Acquisition of the Self-Help Enterprises. Inc. (SHE) public facility Eden House 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; • Emergency rental, mortgage, and utility assistance to prevent homelessness; • 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); and • Support to providers of assistance to homeless and low-income populations.

4. Summary of Citizen Participation Process and consultation process The Program Year (PY) 2024 Annual Action Plan goals were established based on high priority needs as identified in the 5-year 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 398

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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 notifications 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.

The PY 2024 Annual Action Plan 30-day public comment period took place from March 15, 2024, through April 15, 2024. A Public notice was published in the Visalia Times Delta on March 15, 2024, and March 29, 2024. The draft 2024 Annual Action Plan was available for review on the City's website at www.visalia.city. Public notices were also sent to the Kings Tulare Homeless Alliance listserv and the City's social media channels. The City also held the following community and city council meetings:
• City Council (Draft Review) on April 1, 2024, at 7:00pm • Citizens Advisory Committee (CAC) on April 3, 2024, at 5:30pm • City Council Public Hearing (Adoption) on April 15, 2024, at 7:00pm The PY 2024 Annual Action Plan Amendment 30-day public comment period took place from March 21, 2025, through April 21, 2025. A Public notice was published in the Visalia Times Delta on March 18, 2025, March 21, 2025, and April 1, 2025. The draft PY 2024 Annual Action Plan Amendment was available for review on the City's website at www.visalia.city. Public notices were also sent to the Kings Tulare Homeless Alliance listserv and the City's social media channels. The City also held the following community meeting and public hearings:
• Community Meeting - Citizens Advisory Committee (CAC) on April 2, 2025, at 5:30pm • Public Hearing - City Council Meeting (Draft Review) on April 7, 2025, at 7:00pm • Public Hearing - City Council Meeting (Adoption) on April 21, 2025, 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. 399

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7. Summary
The City of Visalia conducted several public meetings and hearings to gather input and review the 5-year 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 2023-2031, which was being drafted concurrently with the Consolidated Plan. A summary of the full citizen participation of the 2024 Annual Action Plan will be included as Attachment B. A summary of the full citizen participation of the PY 2023 Annual Action Plan and PY 2023 Action Plan Amendment will be included as Attachment B. 400

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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, Housing Specialist
City of Visalia
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 include 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 included 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, 2023 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 homele ss 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 Consolidated Plan and Annual Action Plan. 404

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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 5, 2023, to review the draft PY 2023 Annual Action Plan.

Identify any Agency Types not consulted and provide rationale for not consulting. 407

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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 five-year 2020-2024 Consolidated Plan goals 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. The PY 2024 Annual Action Plan goals were established based on the 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 public services, homeless services, fair housing, mobile home repairs, code enforcement, ADA improvements, and affordable mulit-family housing.

The 2024 Action Plan 30-day public comment period seeking community input was held from March 15, 2024, through April 15, 2024. The draft PY 2024 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 PY 2024 Action Plan, by publishing an English and Spanish public notice in the Visalia Times Delta on March 12th, March 15thand March 29th, the City's website, the 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 Public Hearing on April 1, 2024, at 7:00pm • Citizens Advisory Committee Meeting on April 3, 2024, at 5:30pm • City Council Public Hearing on April 15, 2024, at 7:00pm The PY 2024 Annual Action Plan Amendment 30-day public comment period took place from March 21, 2025, through April 21, 2025. A Public notice was published in the Visalia Times Delta on March 18, 2025, March 21, 2025, and April 1, 2025. The draft PY 2024 Annual Action Plan Amendment was available for review on the City's website at www.visalia.city. Public notices were also sent to the Kings Tulare Homeless Alliance listserv and the City's social media channels. The City also held the following community meeting and public hearings:
• Community Meeting - Citizens Advisory Committee (CAC) on April 2, 2025, at 5:30pm • Public Hearing - City Council Meeting (Draft Review) on April 7, 2025, at 7:00pm • Public Hearing - City Council Meeting (Adoption) on April 21, 2025, at 7:00pm 409

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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 3/12, 3/15, &
3/29/24.

See
Attachment B N/A
2 Internet
Outreach
Non-
targeted/broad
community
English/Spanish public notice and draft
2024 AAP were available on the City's
website from 3/15/24 - 4/15/24.

See
Attachment B 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 B N/A
4 Listserv
Notice
Non-
targeted/broad
community
The Kings Tulare Homeless Alliance and
Visalia Chamber of Commerce listserv
notices.

See
Attachment B N/A
5 Public
Notices
Non-
targeted/broad
community
Public notices posted at the following city
sites: City Hall, Community Development
Department, Administrative Office, and
Visalia Transit from 3/15/24 - 4/15/24.

See
Attachment B N/A
6 Public
Hearing
Non-
targeted/broad
community
City council meeting to review draft 2024
Action Plan and obtain public comment
held on 4/1/24.

See
Attachment B N/A
7 Public
Meeting
Non-
targeted/broad
community
Citizens Advisory Committee community
meeting to review draft and obtain public
comment held on 4/3/24.

See
Attachment B N/A
8 Public
Hearing
Non-
targeted/broad
community
Public hearing to approve the 2024 Action
Plan and authorize submission of the plan
to HUD held on 4/15/24.

See
Attachment B 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)
9 Newspaper
Ad
Non-
targeted/broad
community
English/Spanish public notice published in
the Visalia Times Delta on 3/18/25,
3/21/25 & 4/1/25.

See
Attachment B N/A
10 Internet
Outreach
Non-
targeted/broad
community
English/Spanish public notice and of draft
2024 AAP Amendment were posted on the
City's website from 3/21/25 - 4/21/25.

See
Attachment B N/A www.visalia.city
11 Internet
Outreach
Non-
targeted/broad
community
City social media posts on City's Facebook,
Instagram, and Twitter pages.

See
Attachment B N/A
12 Listserv
Notice
Non-
targeted/broad
community
Over 450 recipients were notified on the
Kings Tulare Homeless Alliance listserv
notice.

See
Attachment B N/A
13 Public
Notices
Non-
targeted/broad
community
Public notices posted at the following city
sites: City Hall, Community Development
Department, Administrative Office, and
Visalia Transit from 3/21/25 - 4/21/25.

See
Attachment B N/A
14 Public
Meeting
Non-
targeted/broad
community
Citizens Advisory Committee community
meeting to review draft and obtain public
comment was held on 4/2/25.

See
Attachment B N/A
15 Public
Hearing
Non-
targeted/broad
community
Public hearing for the 2024 Action Plan
Amendment held on 4/7/25.

See
Attachment B N/A
16 Public
Hearing
Non-
targeted/broad
community
Public hearing for the 2024 Action Plan
Amendment and authorize submission of
the plan to HUD held on 4/21/25.

See
Attachment B 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) 2024, CDBG budget consists of $1,184,832 in entitlement funds, and $100,000 in estimated program income for a projected total of $1,284,832 in CDBG funds. The PY 2024 HOME budget consists of $462,604 in HOME entitlement funds, $100,000 in estimated program income, and $425,000 in prior year resources for a projected total of $987,604 in HOME funds. 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 average annual allocation multiplied by remaining years to equal total remainder of ConPlan. Each program year the Expected Amount Available Remainder of ConPlan is subtracted by the current grant allocation. This is the 5th and final year of the current 5-year ConPlan; therefore, the expected amount available remainder of the ConPlan is $0 for both CDBG and HOME.

The Program Year (PY) 2024 CDBG Action Plan Amendment includes an additional $11,168 in program income, bringing the total 2024 CDBG resources to $1,296,000 in CDBG funds. There were no changes to the PY 2024 HOME Action Plan.

Anticipated Resources
Program
Source
of
Funds Uses of Funds
Expected Amount Available Year 5 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

$1,184,832 $100,000
$111,168
$0 $1,284,832
$1,296,000
$0 PY 2024 CDBG estimated resources
include $1,184,832 in entitlement funds,
and $100,000 $111,168 in program
income, for a total of $1,284,382
$1,296,000 in CDBG funds.
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Program
Source
of
Funds Uses of Funds
Expected Amount Available Year 5 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

$462,604 $100,000 $425,000 $987,604 $0

PY 2024 HOME resources include
$462,604 in entitlement funds, and
$100,000 in program income for a total
of $987,604 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 80-unit multi-family affordable housing complex that is budgeted above $25 million. HOME funds will be leveraged 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. 413

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Below is a list of potential financial resources considering 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 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 (MHP): 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.
• Permanent Local Housing Allocation (PLHA): The City will also be receiving PLHA funding on an annual basis, 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 6th-cylce Housing Element and covers a 9.75- year projection period from December 21, 2023, to December 31, 2031. 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 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.
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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:
$931,604
Rental units constructed: 11 Low- Income
Household

2 Create
suitable living
environment
2020 2025 Affordable
Housing
Citywide/
LMI Tracts
Affordable
Housing
Neighborhood
Preservation
CDBG:
$300,000

Homeowner Housing Rehabilitated: 11
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:
$145,000
Public service activities for Extremely Low-
Income Housing Benefit: 20 Persons
Assisted and 30 Households Assisted
4 Address
homeless
needs
2020 2025 Homeless Citywide Shelter and
counseling for
the homeless
Public Services
CDBG: $95,000 Public service activities other than
Extremely Low-Income Housing Benefit:
400 Persons Assisted; Public service
activities for Extremely Low-Income
Housing Benefit: 35 Households Assisted

5 Enhance
community
development
2020 2025 Non-Housing
Community
Development
LMI Tracts Improve
Community and
Public Facilities
CDBG:
$488,832
$50,000
Public Facility or Infrastructure Activities
other than Low-Moderate Income Housing
Benefit: 7,139 1,735 Persons Assisted

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Sort
Order Goal Name
Start
Year
End
Year Category
Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
6 Program and
planning
administration
2020 2025 Program
administration
funds
Citywide Community
Development
CDBG:
$255,000
HOME:
$56,000
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- CHDO funded for project called Rancho Colegio, located on the Southeast Corner of N.

Court Street and Esquivel Avenue in Visalia.
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 Owner-Occupied Senior Mobile Home Program
3 Goal Name Address community/special needs services
Goal Description Provide vital public services which include homeless case management, homeless outreach services, housing flex funds, homeless prevention, and transitional housing. 4 Goal Name Address homeless needs
Goal Description CDBG funds will be provided for the local Continuum of Care services including the annual Point-In-Time (PIT) count and Local Initiatives Navigation Center (LINC); and CoC Permanent Supportive Housing (PSH) voucher match case management. 417

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5 Goal Name Enhance community development
Goal Description Park improvements to the Lincoln Oval Park. Improve Visalia ADA infrastructure sidewalks and tree wells.
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 2024 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 PY 2024, CDBG budget Amendment consists of $1,184,832 in entitlement funds, and $111,168 in program income for a total of $1,296,000 in PY 2024 CDBG funds. The PY 2024 HOME budget consists of an estimated $462,604 in HOME funds, $100,000 in program income, and $425,000 in prior year resources for a total of $987,604 in estimated PY 2024 HOME funds. Any increase or decrease of PY 2024 CDBG annual allocation and/or program income will be directed toward CDBG ADA improvement projects carried over in the next year 2025 Annual Action Plan. Any increase or decrease of PY 2024 HOME annual allocation and/or program income will be directed toward the HOME-CHDO Project.

Projects
# Project Name
1 2024 HOME Administration
2 2024 HOME CHDO Project
3 2024 CDBG Administration
4 2024 Address Homeless Needs - Public Services
5 2024 Address Community/Special Needs Services
6 2024 Emergency Repair and ADA Program
7 2024 Senior Mobile Home Repair Program
8 2024 Code Enforcement
9 2024 Park Improvements
10 2024 ADA Compliance Projects
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 program, affordable housing options for the LMI population, and ADA compliance projects. 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 2024 HOME Administration
Target Area Citywide
Goals Supported Program and planning administration
Needs Addressed Community Development
Funding HOME: $56,000
Description 2024 HOME Administration and Planning.

Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities 2024 HOME Administration and Planning. 2 Project Name 2024 HOME CHDO Project – Rancho Colegio
Target Area Citywide
Goals Supported Increase affordable housing
Needs Addressed Affordable Housing
Funding HOME: $931,604
Description Construction of an 80-unit mulit-family rental complex, of which 11- units will be HOME funded.

Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
11 low-income households are expected to benefit from the proposed activity.

Location Description 3520 N. Court St., Visalia, CA 93291 Planned Activities The City will provide funding toward Self-Enterprises, Inc. (SHE), to build 11 of the 80 new low-income multi-family rental units. 3 Project Name 2024 CDBG Administration
Target Area Citywide
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Goals Supported Program and planning administration.

Needs Addressed Community Development
Funding CDBG: $256,000
Description 2024 CDBG Administration and Planning.

Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description Citywide
Planned Activities 2024 CDBG Administration and Planning 4 Project Name 2024 Address Homeless Needs - Public Services Target Area Citywide
Goals Supported Adress homeless needs
Needs Addressed Public Services
Funding CDBG: $95,000
Description Continuum of Care Point in Time survey and LINC services.

Permanent Supportive Housing Voucher match.

Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
435 extremely low-income households experiencing homelessness.

Location Description Citywide
Planned Activities Continuum of Care Point in Time survey and LINC services.

Permanent Supportive Housing (PSH) voucher match.
5 Project Name 2024 Address Community/Special Needs Services Target Area Citywide
Goals Supported Address Community/special needs services Needs Addressed Public Services
Funding CDBG: $145,000
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Description Homeless outreach/prevention - Housing flex funds (i.e., rental application fees, rental/utility security deposits, first month/last month rent, emergency rental assistance); and Eden House - transitional bridge housing operational funds.

Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
80 extremely low-income individuals.

Location Description Citywide and 1627 S. Garden St. Visalia, CA 93277 Planned Activities Housing flex funds and transitional bridge housing. 6 Project Name 2024 Emergency Repair and ADA Program (ERAP) Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $50,000
Description Minor single-family home repair program including emergency and ADA improvements for low-to-moderate income owner occupants.

Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
8 low-moderate income households.

Location Description City wide. Sites to be determined.

Planned Activities Single-family minor home repairs including emergency and ADA improvements.
7 Project Name 2024 Senior Mobile Home Repair Program (SMHRP) Target Area Citywide
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $75,000
Description Senior Mobile Home Repair Program to owner occupied low-income seniors and/or disabled persons.
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Target Date 6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
activities
3 low-moderate 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.
8 Project Name 2024 Code Enforcement
Target Area LMI Tracts
Goals Supported Create suitable living environment
Needs Addressed Neighborhood Preservation
Funding CDBG: $175,000
Description 2024 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area.

Target Date 6/30/2025
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 2024 Code Enforcement services in deteriorating or deteriorated low-moderate-income areas to arrest the decline of the area. 9 Project Name 2024 Park Improvements
Target Area LMI Tracts
Goals Supported Enhance Community Development
Needs Addressed Improve Community and Public Facilities Funding CDBG: $50,000
Description Lincoln Oval Park improvements including adding a wrought iron fence and lighting.

Target Date 6/30/25
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Estimate the number and
type of families that will
benefit from the proposed
activities
1,735 low-moderate income individuals.

Location Description Lincoln Oval Park located at N. Court St. & NW 2nd Ave.

Planned Activities Add wrought iron fence and lighting to Lincoln Oval Park. 10 Project Name 2024 ADA Compliance Projects
Target Area LMI Tracts
Goals Supported Enhance Community Development
Needs Addressed Improve Community and Public Facilities Funding CDBG: $438,832
Description 2024 ADA compliance projects and public infrastructure improvements, including ADA tree well and sidewalk improvements.

Target Date 6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
5,404 LMI ambulatory disabled persons are expected to benefit from the proposed activities.

Location Description LMI Target Areas.

Planned Activities ADA sidewalk and tree well improvements. 10 Project Name Unallocated CDBG Funds
Target Area Citywide
Goals Supported Not applicable
Needs Addressed Not applicable
Funding CDBG: $450,000
Description Unallocated CDBG funds to be rolled over into PY 2025 Action Plan.

Target Date 6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
Not applicable
Location Description Citywide
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Planned Activities 2025 Carryover Funds
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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.

The majority of the CDBG activities funded in PY 2024 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-CHDO funded multi-family rental housing units to be built (Rancho Colegio) which is located at Southeast Corner of N. Court Street and Esquivel Avenue, all other programs are to be administered citywide, or within the CDBG Target area.

Geographic Distribution
Target Area Percentage of Funds
Citywide 85
LMI Tracts 15
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, park improvements, 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 is being utilized for the 2024 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 are 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. 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 22
Special-Needs 3
Total 22
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 11
Acquisition of Existing Units 0
Total 22
Table 10 - One Year Goals for Affordable Housing by Support Type

Discussion
City 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 multi-family project. The 2024 Action Plan includes the development of 11 HOME-assisted affordable rental units with the HOME-CHDO Rancho Colegio multi-family project, 8 single-family minor home repairs with the Emergency Repair and ADA Program (ERAP), and 3 mobile home repairs with the Senior Mobile Home Repair Program (SMHRP).

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AP-60 Public Housing – 91.220(h)
Introduction
HATC works closely with the City, Continuum of Care “Alliance” and the 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 manage 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 2024. There is no project based rental assistance units within the City. HATC expenditure covers 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 2024).

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 430

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extensive referral list that aids 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 jurisdiction’s one-year goals and actions for reducing and ending homelessness including.

The City has allocated over $3 million of CDBG funds for the development of a Low-Barrier Navigation Center for people experiencing homelessness. The City is also allocated Permanent Local Housing Allocation (PLHA) and Low-Mod Successor Agency Housing (SAH) funds toward the development and operation of the Project. The project began construction in 2023 and is expected to be completed in summer of 2024. The Visalia Navigation Center will be 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) to allow outreach staff to be informed 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 provided $3 million in CDBG funds for the development of a Low-Barrier Navigation Center for people experiencing homelessness. The City also provided $3 million in Permanent Local Housing 432

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Allocation (PLHA) funds, and $800,000 in Success Agency Housing (SAH) funds toward the development and operation of the Visalia Navigation Center. The City was also awarded $3.6 million in Encampment Resolution Funds Rd. 2 funds for the development of the Visalia Navigation center. A Low-Barrier Navigation Center will assist in providing solutions to create safe and successful permanent exits from homelessness using a Housing First Approach.

Eden House is a 22-bed transitional/bridge program which will provides beds housing 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. Eden's House provides extensive on-site wrap around services including mental health assistance and case management. The City provided $400,000 in CDBG funds and 225,000 in NSP funds for Eden House.

The Visalia Homeless Center operates a low barrier warming center within the City of Visalia each winter. The warming center is a low-barrier emergency shelter that provides up to 100 homeless individuals’ overnight shelter. The warming center averages 75 visitors a night from December 1st through March 31st. The City is funding the Warming Center with the use 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:
• 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 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 433

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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 are 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 support 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 are 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. 434

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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 2023 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 the 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 437

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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 them 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 438

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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, HOME-ARP, PLHA, Low-Moderate Income Housing Asset Funds (LMIHAF)/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 single-family or multi-family projects, and if needed Administration.

The three-year period (2023, 2024 & 2025) 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% 440

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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, and a minimum of fifteen (15) year period for more than $40,000 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.

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 441

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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 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. 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.

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(1)(2)(VII)).

Not applicable.

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities.

Not applicable

7. If applicable, a description of any preference or limitation for rental housing projects. Note:

Preferences cannot be administered in a manner that limits the opportunities of persons on any basis by the laws listed under 24 CFR 5.105(a).

Not applicable.

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Appendix “A” – Summary Detail
PY 2024 CDBG and HOME Annual Action Plan Summary Detail

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Appendix “B” – Citizen Participation
English Public Notice

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English Public Notice Proof of Publication

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Appendix “B” – Citizen Participation
Spanish Public Notice

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Spanish Public Notice Proof of Publication

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Appendix “B” – Citizen Participation
City Website Post

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Appendix “B” – Citizen Participation
KTHA Listserv Post 3/15/24

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Appendix “B” – Citizen Participation
Social Media Post 3/27/24

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Appendix “B” – Citizen Participation
Citizen Participation Comments
The City of Visalia held a 30-day public comment period seeking community input on the draft Program Year (PY) 2024 Annual Action Plan, from March 15, 2024, through April 15, 2024. The City took several steps to seek community input on the draft PY 2024 Annual Action Plan. An English and Spanish public notice was published in the Visalia Times Delta on March 12, March 15, and March 29, 2024. The draft PY 2024 Annual Action Plan was available for public review on the city’s website at www.visalia.city. A public notice of the draft PY 2024 Annual Action Plan was included in the City social media outlets, the City’s News Page, and the City Hall Newsletter. Public notices were also posted at the following City locations City Hall at 707 West Acequia Avenue, Community Development Department at 315 East Acequia Avenue, Administrative Office at 220 North Santa Fe Street, and Visalia Transit at 425 East Oak Avenue. Public notices were included in the Kings Tulare Homeless Alliance listserv to over 400 stakeholders and the Visalia Chamber of Commerce listserv.

The following public meetings were conducted during the 30-day public comment period:
• City Council Public Hearing - April 1, 2024, at 7:00pm • Citizens Advisory Committee - April 3, 2024, at 5:30pm • City Council Public Hearing - April 15, 2024, at 7:00pm Public Comments Received
The following comments were received during the community meetings and city council public hearings:
• City Council Public Hearing - April 1, 2024
o No public comments were received.

• Citizens Advisory Committee (CAC) Community Meeting - April 3, 2024 o No public comments were received.

• City Council Public Hearing – April 15, 2024
o No public comments were received.

The following public comments were received throughout the 30-day public comment period:
• No additional public comments received during the 30-day public comment period.

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September 2024

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Table of Contents
Introduction .......................................................................................................................... 3 History of Visalia ............................................................................................................... 3 Methodology ......................................................................................................................... 3 Boundaries ........................................................................................................................... 5 Boundary Map of Area Surveyed ...................................................................................... 6 Housing Data ....................................................................................................................... 7 Single-Family Homes ........................................................................................................ 7 Average Age of Housing Units .......................................................................................... 7 Number of Single-Family Homes Built Before 1980 .......................................................... 8 Number of Bedrooms of Single-Family Homes ................................................................. 9 Price of Single-Family Homes ........................................................................................... 9 Physical Conditions Analysis .............................................................................................. 10 Roofing ........................................................................................................................... 11 Siding .............................................................................................................................. 12 Landscaping .................................................................................................................... 13 Fencing ........................................................................................................................... 14 Condition of Right-of-Way ............................................................................................... 15 Neighborhood Conditions ................................................................................................ 16 Building Type Analysis ....................................................................................................... 17 Single-Family .................................................................................................................. 17 Multi-Family ..................................................................................................................... 17 Mixed Use Neighborhoods .............................................................................................. 18 Summary ............................................................................................................................ 18

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Introduction
History of Visalia
The City of Visalia is located along State Highway 198, east of State Highway 99, in the southern portion of the agricultural San Joaquin Valley. Visalia is the oldest San Joaquin Valley town, and the largest in Tulare County, which has an overall population of 477,544.

Nathanial Vise, one of the original inhabitants of a fort built at Four Creeks – named after the watersheds and creeks which emptied in the area from the Sierra Nevada Mountains – was tasked with surveying the town. He envisioned the area becoming the capital seat of Tulare County, and one year later in 1853, Visalia did become the county seat. The City of Visalia takes its name from Visalia, Kentucky, the original home of Nathanial Vise, after whose family the Kentucky city was named.

The City of Visalia is located between Bakersfield and Fresno. The gold rush along the Kern River led to growth in Visalia. Many of its early inhabitants were gold miners who hailed from the South. Many failed miners stopped and remained in Visalia on their journeys home.

On September 15, 1857, John Butterfield, a businessman and financier out of Utica, New York, won a six -year, $600,000-a-year contract to transport U.S. mail twice a week between St. Louis, Missouri, and San Francisco.

To deliver the mail year-round, from St. Louis to San Francisco in 25 days, Butterfield’s route went south through Texas, west through New Mexico Territory, passing Fort Yuma Arizona, and to Visalia before rolling on to San Francisco. Saloons and hotels were built near the stage stop which aid ed commerce.

At the outbreak of the Civil War, Camp Babbit was constructed. The Camp was constructed by the federal government to quell sympathy for the Southern cause due to the number of Southern migrants residing in Visalia at the time. Union soldiers were not taske d with fighting but did keep order in the area. During this period, in 1874, Visalia was incorporated as a city with a common council and an ex-officio Mayor and President, and today is a charter city. The City of Visalia continued to grow at a steady pace due to its livestock, railroads, hydroelectrical power and irrigation water, which makes the area very suitable for agriculture. Today, many of Visalia’s historic downtown buildings comprise the Main Street shopping and dining district. Visalia is also located in close proximity to Sequoia National Park.

According to the 2022 1-Year American Community Survey (ACS), the population of Visalia is 143,965, up 1.8% and 15.7% from the 2020 and 2010 US Census, respectively. The US Census Bureau’s Gazetteer Files show that Visalia has a total land area of 37.91 sq uare miles. The City’s Finance Department – Housing Division, is responsible for carrying out projects and programs with the use of funds received from the United States Department of Housing and Urban Development (HUD).

The US Census Bureau reported a slight decrease in average household size in Visalia from 3.00 to 2.99 from 2020 to 2022, compared to an average household size of 2.98 persons per household in 2010. These slight changes are likely indicative of household f ormation changes remaining relatively constant between 2010 through 2022. Across the same time period, housing stock has increased by 9.9% in Visalia according to Esri, but slowed substantially between 2020 to 2022, with housing stock increasing only 0.2%, less than the city’s annual average increase of 0.8% between 2010 and 2022.

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Methodology
A windshield survey is a component of data -gathering to assess housing conditions. It gives insight to real- time existing conditions that may not have been present at previous inspections of the housing units. Baker Tilly Advisory Group, LP (“Baker Tilly”), in collaboration with City staff and respondents from citizen surveys directed and identified areas of Visalia to complete the windshield survey. Baker Tilly and City staff conducted these surveys on September 4th – 5th and 18th, 2024. Baker Tilly and City staff drove through the identified neighborhoods and randomly selected homes to profile to ensure impartiality and provide a better reflection of the neighborhood being surveyed. These homes were considered a representative sample of conditions within the neighborhood. Using a rubric created jointly by Baker Tilly and City staff, the following variables were identified:

1. Type of building (single family/multifamily/mixed use)

2. Overall neighborhood condition

3. Roof Condition

4. Siding Condition

5. Landscaping Condition

6. Fence Condition

7. Right of Way Condition

8. Average age of housing stock
Variables 2 through 8 were given ratings of poor, fair, good, or great. The ratings are defined as follows:

Definitions of Ratings
Poor
Homes constructed prior to 1978
Showing signs of deferred maintenance
Unkempt yard, siding falling off, roof needs replacement Fair
Home greater than 30 years old
Showing signs of needing renovation
Home may need rehabilitation soon
Good
Home between 15-30 years old
Home may be becoming slightly outdated
Will need slight renovations in the near future
Well-Kept
New home
Well maintained yard with new roof and siding

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Boundaries
Five neighborhoods were analyzed within the City of Visalia, as well as twenty-one total subsections of these neighborhoods. These neighborhoods consist of the following Block Groups as well as the following general boundaries:

1. Oval Park Neighborhood: Block Groups: 11.011, 11.012, 11.021, 11.022. 12.001, and 13.051

2. North Mooney to North Ben Maddox Way, b ound by: North Mooney Boulevard to the west, West Riggin to the north, North Ben Maddox Way to the east, and West Houston Avenue to the south

3. North Shirk Road to North Demaree Road, bound by: North Shirk Road to the west, West Goshen Avenue to the north, North Demaree Road to the east, and County Highway 198 to the south.

4. South Akers Street to South Mooney Boulevard, bound by: South Akers Street to the west, County Highway 198 to the north, South Mooney Boulevard to the east, West Walnut Avenue to the south.

5. South Mooney Boulevard to South Ben Maddox Way, bound by: South Mooney Boulevard to the west, County Highway 198 to the north, South Ben Maddox Way to the east, and West Walnut Avenue to the south.

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Boundary Map of Area Surveyed
1 2
3 4 5
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Housing Data

According to Esri, there are 48,470 occupied housing units within the City of Visalia as of 2024. Of these 28,653 (59.1%) are owner occupied, while 17,978 (37.1%) are renter occupied, with the remaining 1,882 (3.9%) housing units being vacant. As of 2024, the median price of a home within Visalia is $401,500, up 5.4% from 2023.

According to CoStar and apartments.com, rents range from $1,239 for a studio apartment to $2,599 for a 4 - bedroom apartment.

The windshield survey data examined a representative sample of single -family, owner-occupied housing units, as well as multifamily renter occupied housing units. Units analyzed in this report were in areas outlined by community members as locations that are perceived to be more likely to contain substandard housing and infrastructure than other portions of the City of Visalia.

Single-Family Homes
The findings below were calculated using both on -site data collected as well as information available from Realtor.com, Zillow.com, Trulia.com, the US Census Bureau, and Esri. It should be noted that while many of the homes surveyed had available information on these websites, there were a few outliers with no detailed information available. In those cases, the default was to leave those sections blank and provide only the information that was available to the City.

Average Age of Housing Units
The average housing unit with in Visalia was built in 1987 and is currently 37 years old, as can be seen in the table below. Of the twenty-one areas surveyed for the Windshield Survey , buildings in these areas skew older than the median for the city and were built in 1974 and are currently 51 years old. Overall, the housing stock of the City of Visalia consists of older homes.

Housing Unit by Year Structure Built
Year Structure Built Number % of Total Units
Built 2020 or later 321 0.7%
Built 2020 to 2019 4,731 9.9%
Built 2000 to 2009 10,001 21.0%
Built 1990 to 1999 6,589 13.8%
Built 1980 to 1989 7,126 15.0%
Built 1970 to 1979 9,079 19.1%
Built 1960 to 1969 3,384 7.1%
Built 1950 to 1959 3,445 7.2%
Built 1940 to 1949 1,527 3.2%
Built 1939 or earlier 1,379 2.9%
Total 47,191 100%
Source: U.S. Census Bureau, ASC Housing Summary ESRI Forecasts for 2018-2022.

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Number of Single-Family Homes Built Before 1980
Lead-based paint was widely used in the United States in homes prior to 1978. The U.S. Congress banned the use of lead - based paint in residential structures and environments in 1971 (United States Lead -Based Paint Poisoning Prevention Act) but this regulation was not implemented until 1978 by the Consumer Product Safety Commission (U.S. Consumer Product Safety Commission).

As shown in the previous table, there are currently 18,814 (39.9%) housing units within Visalia that were built before 1980. Additionally, of the twenty-one areas analyzed, the median homes within twelve areas were built before 1980, meaning over half of the homes in the analyzed neighborhoods may have lead-based paint.

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Number of Bedrooms of Single-Family Homes
According to HUD, households with 1.01 to 1.5 persons per room are considered overcrowded, while households with more than 1.51 persons per room are considered severely overcrowded. According to the 2022 1-Year ACS, there are currently 970 total overcrowded owner -occupied un its (3.4%) and 2,028 total overcrowded renter - occupied units (11.1%). Overcrowding impacts renter occupied housing more substantially, thus the neighborhoods with greater multi -family buildings (North Shirk to South Mooney and South Akers to South Mooney) may have greater overcrowding issues than other neighborhoods.

Over Crowding
Owner and Renter Households

1.01 to 1.50
Occupants
per Room
>1.51
Occupants
per Room
Total
Overcrowded
Total
Occupied
Units
Percent
Overcrowded
Owner-Occupied 623 347 970 28,743 3.4%
Renter-Occupied 1,770 258 2,028 18,232 11.1%
Source: 2022 1-Year ACS

Price of Single-Family Homes
Over the past five years, the median home value in the City of Visalia has increased by 54.1%, with the median gross rent increasing by 53.4%. These increases are substantially greater than the previous five -year increase (2012-2017) of 43.8% and 4.3% for home value and gross rents, respectively. These increases are greater than the State of California and the United States as a whole. Median home value and median gross rents have increased 40.5% and 29.2% and 47.5% and 28.5%, respectively, within the State of California and the United States. These significant increases are due to a variety of factors in this five year span, including low interest rates, high construction costs, and remote work allowing flexibility for workers to move outside of urban areas, causing an increase in demand outside of urban cores.

Median Home Value and Gross Rent
(2017-2022)

2012 2017 2022
Percent
Change
(2012-2017)
Percent
Change
(2017-2022)
Median Home
Value $162,600 $233,900 $360,500 43.8% 54.1%
Median Gross
Rent $927 $967 $1,483 4.3% 53.4%
Sources: 2012, 2017, and 2022 1-Year ACS

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Physical Conditions Analysis

While analyzing the five neighborhoods and the overall twenty-one areas within these neighborhoods, a physical conditions analysis was done for a variety of variables. These variables included the conditions of roofing, siding, landscaping, fencing, and right of way. Overall neighborhood condition was determined by accumulating the rankings of these variables. These variables were ranked poor, fair, good, or well -kept. Descriptions of each ranking are described within each section.

Of the twenty-one areas analyzed on these five variables, a vast majority were in good condition (73.3%) with the remainder split between poor (12.4%) and fair (14.3%). No area analyzed was considered in well -kept condition meaning all areas have opportunity for some improvement. Of the thirteen poor rate variables, twelve were within the Oval Park neighborhood, making Oval Park the neighborhood which could benefit from the most improvements.

Additionally, of these twenty-one areas, it was determined if they predominantly consisted of single-family, multi- family, or mixed-use buildings. Predominant building use was split up fairly evenly, with single-family and mixed- use buildings making up 38. 1% of the analyzed areas, and multi -family making up 23.8% of analyzed areas. It does not appear that there is one building type that is in worse condition than any others . The data shows a greater relationship between building location and condition, than it does to building type and condition. For example, single-family buildings in the Oval Park neighborhood are predominantly ranked poor or fair, while single-family buildings in the North Mooney to North Ben Maddox neighborhood are predominantly ranked good.

Condition of building types is further analyzed in a later section.

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Roofing
During the windshield survey, Baker Tilly and City staff observed the roof condition of the buildings that were surveyed. Roofs were determined to be Poor/Fair/Good/Well-Kept (as defined below).

Roof
Poor
Visible holes
Significant broken or missing tiles
Frame is visibly compromised
Fair
Old but intact structure
Color is faded
May need repairs soon
Good
Structure is solid
Slight color fading
May be in need of minor repairs
Well-Kept
New roof
Structure is solid

Overall, there were four areas with poor roofing (19.0%), two areas with fair roofing (9.5%) and fifteen areas with good roofing (71.4%). All four of the poor rankings are within the Oval Park neighborhood, meaning Oval Park could use the most assistance f or updating roofing. The South Mooney to South Ben Maddox neighborhood contained the two examples of fair roofing, making this the next neighborhood most in need. 462
Windshield Survey

Siding
During the windshield survey, Baker Tilly and City staff observed the siding condition of the buildings that were surveyed. Siding was determined to be Poor/Fair/Good/Well-Kept (as defined below).

Siding
Poor
Cracked or missing stucco/side panels
Paint is significantly faded
Fair
Portions of siding may be missing or broken
Color is faded
May need repairs soon
Good
Structure is solid
Slight color fading
May be in need of minor repairs
Well-Kept
New siding
Color is not faded

Overall, there were three areas with poor siding (14.3%), three areas with fair siding (14.3%) and fifteen areas with good siding (71.4%). All three of the poor rankings are within the Oval Park neighborhood, meaning Oval Park could use the most assistance for updating siding. The South Mooney to South Ben Maddox neighborhood contained two of the three examples of fair siding, making this the next neighborhood most in need. 463
Windshield Survey

Landscaping
Overall, the homes surveyed displayed good landscaping. Of the 7% of home s observed to have “poor” landscaping, they tend to cluster in the North part of the City of Visalia (as shown in the map below).

Landscaping
Poor
No landscaping, dirt yard
Overgrown weeds
Fair
Some landscaping (grass and plants)
Weeds are present
Good
Grass and plants in flower beds present
Few weeds present
Well-Kept
Well maintained and groomed yard
Visibly taken care of and may include decorations

Overall, there were four areas with poor landscaping (19.0%), two areas with fair landscaping (9.5%) and fifteen areas with good landscaping (71.4%). Three of the four poor rankings are within the Oval Park neighborhood, meaning Oval Park could use the mos t assistance for updating landscaping. The South Mooney to South Ben Maddox neighborhood contained one example of fair and poor landscaping making this the next neighborhood most in need.
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Fencing
From observational notes, most of the fencing rated poor was due to missing fencing, or chain fencing that is rusted and/or broken.

Fencing
Poor
Fence is broken
Panels need to be replaced
Fair
Older fencing
Chain link fencing
Structurally functional but in need of repairs
Good
Fence built within the last 10 years
Structurally functional
May be in need of minor repairs
Well-Kept
New fence
No panels missing or broken

Overall, there were two areas with poor fencing (9.5%), four areas with fair fencing (19.0%) and fifteen areas with good fencing (71.4%). All of the poor rankings and two of the fair rankings are within the Oval Park neighborhood, meaning Oval Park could u se the most assistance for updating fencing. The South Mooney to South Ben Maddox neighborhood contained two examples of fair and poor fencing making this the second most in need neighborhood.
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Condition of Right-of-Way
The City of Visalia expressed interest in noting the conditions of the public right-of- way, specifically ADA compliant sidewalks and the condition of existing sidewalks. A poor rating not only indicates that the existing right-of-way needs maintenance, but also that there may be no right-of-way in existence at all.

Right-of-Way
Poor
No right-of-way
Significant cracks, missing pieces
Significant weeds
Fair
Cracks but no missing pieces
Curb is intact
Some weeds
Good
Cement and curb intact with minimal cracks
Few weeds
May be in need of minor repairs
Well-Kept
Cement and curb intact with no weeds or cracks
ADA compliant

Overall, there were four areas with rights -of-way in fair condition (19.0%), and seventeen areas with rights -of- way in good condition (81.0%). The fair ratings are split between the North Shirk to South Mooney neighborhood, as well as the South Mooney to S outh Ben Maddox neighborhood, indicating rights -of-way repair could be split between these two neighborhoods to improve their quality.

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Neighborhood Conditions
Overall neighborhood conditions were determined based on the accumulation of the previously outlined variables. Within the five neighborhoods, a vast majority of roofing, siding, landscaping, fencing, and rights-of- ways, were in good condition . Of the five neighborhoods, three of them (North Mooney to North Ben Maddox, North Shirk to South Mooney, and South Akers to South Mooney) had a combined 96.7% of their variables considered good, with 3.3% of variables considered fair. These neighborhoods are overall in good condition and will not need substantial renovations in the near future.

The remaining two neighborhoods, Oval Park and South Mooney to South Ben Maddox, showed signs of buildings in fair or even poor condition. Within Oval Park, 48.0% of variables were considered poor, with 16.0% considered fair, and 36.0% considered good. Within South Mooney to South Ben Maddox, 5.0% were considered poor, 45.0% were considered fair, a nd 50% were considered good. In both neighborhoods, rights -of-way conditions were predominantly good, with a few instances of fair quality rights -of-way. A vast m ajority of poor and fair ranked variables were for roofing, siding, and landscaping. Future economic development activity by the city should be focused on the Oval Park neighborhood, followed by the South Mooney to South Ben Maddox neighborhood, targeting roofing and siding, if possible.

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Building Type Analysis
During the course of the assessment, it was determined whether the areas analyzed had predominantly single - family, multi-family, or mixed use neighborhoods. As was previously mentioned, it appears there is a greater relationship between building location and condition, opposed to building type and condition.

Single-Family
Of the twenty-one total analyzed areas, eight were predominantly single-family homes. Of the five variables used to analyze condition (roofing, siding, landscaping, fencing, right -of-way), only 2.5% of these variables were considered poor and only 7.5% of these variables were considered fair. The remaining 90 .0% of variables were considered good. It should be noted that the one instance of a poor variable and three instances of fair variables were observed in one portion in the Oval Park neighborhood that was predominantly single-family.

Multi-Family
Of the twenty-one total analyzed areas, five were predominantly multi-family buildings. Using the five previously mentioned variables to analyze condition, these building types had no variables in poor condition and only two in fair condition (8.0%). The r emaining variables were all ranked good (92.0%). Overall, multi -family buildings within the analyzed areas are in good condition and only slight renovations are needed to improve these areas. 468
Windshield Survey

Mixed Use Neighborhoods
Of the twenty -one total analyzed areas, eight were predominantly mixed use. Of the previously stated five variables used to analyze condition, 30.0% of these variables were considered poor and 25.0% of these variables were considered fair. The remaining 45.0% of variables were considered good. Of the building types, it appears that mixed use neighborhoods are in the worst condition. However, a majority of the poor and fair ratings were within the Oval Park neighborhood, with several other fair ratings and o ne poor rating within the South Mooney to South Ben Maddox neighborhood. If the Oval Park neighborhood were excluded from the analysis, only 5.0% of variables were considered poor, with 45.0% being considered fair and 50.0% being considered good. This indicates that the Oval Park neighborhood should be the target of City funds and economic development initiatives, opposed to mixed use areas specifically being an issue. Secondarily, the South Mooney to South Ben Maddox neighborhood could also benefit from revitalization efforts. 469
Windshield Survey

Summary
The majoirty of neighborhoods in the City of Visalia are in good condition. Of the twenty -one areas analyzed,

73.3% were in good condition, with the remainder split between poor (12.4%) and fair (14.3%). The neighborhood rights-of-way were in the best condition, with no instances of poor rights -of-way, while landscaping and roofin g were in the worst condition with 19.0% of areas analyzed being considered poor.

Of the building types analyzed, mixed use neighborhoods were in the worst condition, with 30.0% of these areas considered in poor condition and 25.0% considered in fair condition. However, a majority of the poor and fair ratings were within the Oval Park neighborhood, with several other fair ratings and one poor rating within the South Mooney to South Ben Maddox neighborhood. Multi-family areas were considered to be in the best condition, as 92.0% of areas with predominantly multi-family buildings were in good condition, with no examples of poor conditions. Single-family areas were closely followed with 90.0% of variables considered good and only

2.5% considered poor.

Overall, the main areas in need of City assistance and economic development is the Oval Park neighborhood, which was in the worst condition with 48.0% of areas in poor condition. The next target area should be the South Mooney to South Ben Maddox neighborhood, which had 45.0% of areas in fair condition. As previously mentioned, the overall City neighborhood conditions are considered to be good, but no areas were considered well-kept. After needs in the two target neighborhoods are addressed, small renovations and improvements could be done throughout the City to improve overall physical condition.

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City of Visalia, CA
Analysis of Impediments to Fair Housing Choice
2025/26 – 2029/30
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Analysis of Impediments to Fair Housing Choice

Contents
Executive Summary ...................................................................................................................................... 4 Findings and Recommendations ............................................................................................................... 4 Introduction.................................................................................................................................................... 6 History of Visalia ........................................................................................................................................ 6 Legal Background ...................................................................................................................................... 7 Analysis of Impediments to Fair Housing Choice .................................................................................... 10 Organization of the Report ...................................................................................................................... 10 Data Sources ........................................................................................................................................... 11 Review of 2020/21-2024/25 Analysis of Impediments ................................................................................ 11 2020/21-2024/25 Analysis of Impediments Goals and Progress Update ............................................... 11 Community Data ......................................................................................................................................... 22 Demographic Summary ........................................................................................................................... 22 Household Characteristics....................................................................................................................... 25 Income Profile .......................................................................................................................................... 26 Housing Profile ........................................................................................................................................ 32 Public Housing ......................................................................................................................................... 50 Access to Opportunity ............................................................................................................................. 58 Public Policies and Private Sector Practices .............................................................................................. 67 The Housing Element .............................................................................................................................. 67 Land Use Policies and Practices ............................................................................................................. 68 Real Estate Sales Practices .................................................................................................................... 73 Rental and Property Management .......................................................................................................... 74 Laws Governing Lending ......................................................................................................................... 75 Lending Findings ..................................................................................................................................... 77 Community Engagement ............................................................................................................................. 79 Marketing Efforts ..................................................................................................................................... 79 Organization Focus Groups..................................................................................................................... 80 City Staff Interviews ................................................................................................................................. 80 Community Public Meetings .................................................................................................................... 82 Community Organization and Resident Surveys .................................................................................... 84 Diversity and Access Efforts .................................................................................................................... 91 Annual Community Engagement Plan .................................................................................................... 91 Impediments, Goals, and Actions ............................................................................................................... 92 Impediment Categories ........................................................................................................................... 93

1. Segregation and Integration ........................................................................................................... 93

2. Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs), Disparities in Access to Opportunity, and Access to Community Assets ...................................................................................... 95

3. Access to Affordable Housing and Homeownership Opportunities ............................................... 98 472
Analysis of Impediments to Fair Housing Choice

4. Public Policies .............................................................................................................................. 103

5. Local Resource Distribution ......................................................................................................... 112

6. Discrimination and Civil Rights Violations .................................................................................... 113 Appendix A: Community Resident Survey ................................................................................................ 115 Appendix B: Community Resident Survey (Spanish) ............................................................................... 128 Appendix C: Community Organizations Survey ........................................................................................ 140

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Analysis of Impediments to Fair Housing Choice

Executive Summary

Baker Tilly Advisory Group, LP (“Baker Tilly”) was contracted by the City of Visalia ( “the City”) to develop, prepare, and submit an updated Analysis of Impediments to Fair Housing Choice (AI). This analysis highlights meaningful actions that the City will implement to address patterns of segregation, promote fair housing choice, reduce disparities in opportunities, and foster inclusive communities free from discrimination. The completion of the AI included a comprehensive list of key actions, specifically:

• Reviewing pre-existing documentation (i.e. federal, state, and local policies), historical data, and reports related to fair housing to identify impediments throughout the City and identify potential gaps that may impede fair housing.

• Analyzing prior and ongoing initiatives undertaken by the City to address fair housing impediments since the completion of the FY 2020/21 – FY2024/25 AI to conduct a comparison of historical activities with the City’s current efforts to determine progress and areas needing further attention.

• Engaging key stakeholders (i.e. housing advocates, local government agencies, nonprofits, property managers/owners/landlords, local citizens) via focus groups, public meetings, and surveys to gather qualitative and quantitative data on fair housing perceptions and experiences whil e also gaining insights into challenges and suggestions for improving fair housing choice .

• Assessing most recent housing market conditions to evaluate the availability, rental and homeownership rates, vacancy rates, affordability, and quality of housing within the City.

• Reviewing most recent fair housing complaint data to identify trends, common issues, and specific areas of concern.

• Mapping and analyzing geographic patterns to identify areas of concentrated poverty, segregation, and other observable patterns that lend themselves to housing discrimination.

• Evaluating access to opportunities for essential services, including transportation, education, employment, healthcare, etc.

• Examining lending practices to assess local lending practices and their impact on housing opportunities for members of protected classes.

Findings and Recommendations
Through the completion of the analysis, Baker Tilly identified several key impediments to fair housing choice throughout the City, including:
• Socioeconomic segregation and concentration of low resource areas in central and northeastern parts of Visalia – Concentration of low-income minority areas due to location of affordable housing, land use and zoning laws, resident displacement, and other factors • Lacking place-based strategies to encourage community conservation and revitalization, including preservation of existing affordable housing – Community development strategies are needed to address lack of investment and employer base, rehabilitation costs, and inadequate public amenities in certain geographic areas
• Lack of affordable housing, residents vulnerable to displacement, and lack of housing opportunities for special needs populations – Limited housing options, rising costs, lack of housing diversity, and other factors have contributed to a lack of needed housing • Fair housing enforcement and outreach – The City has a need for resources to monitor fair housing conditions through testing, outreach, and other public engagement 474
Analysis of Impediments to Fair Housing Choice

• Lack of specific development standards tailored for transitional or supportive housing, relying instead on general zoning regulations applicable to residential uses – Tailoring development standards for transitional and supportive housing, similar to the city’s enhanced requirements for emergency shelters, could enhance the quality, safety, and efficiency of these facilities and help to address resident opposition
• Zoning restrictions impacting the development of emergency shelters and transitional and supportive housing – The City’s recent Housing Element identified remaining zoning barriers for these facility types as incremental progress is made via ongoing zoning updates • However, with the passage of Assembly Bill 101 in 2019, a Low Barrier Navigation Center (LBNC) shall be a use that is permitted by -right in zones where mixed use and nonresidential zones permitting multi -family uses are permitted. A LBNC is defined as a service-enriched shelter providing temporary living facilities, with the low -barrier component allowing persons to be admitted as they are with as few entry restrictions as possible. The City currently has two mixed use zones: Downtown Mixed Use (D -MU) and Commercial Mixed Use (C-MU). The City updated its zoning code in 2022 to allow LBNCs that meet the criteria of California Government Code Sections 65560 – 65668 as a use permitted by -right in both the D -MU and C -MU zones. LBNCs that do not meet State requirements are permitted in mixed use zones by conditional use permit. • Fair housing enforcement and outreach – No City office dedicated to handling Fair Housing complaints currently exists, making the City’s management of these issues more difficult • Income source discrimination – Some landlords in the City are reluctant to rent to individuals using Section 8 vouchers
• Housing loan accessibility and equity – Certain protected classes are underrepresented as home loan applicants relative to their population percentage, or experience higher denial rates Based on these aforementioned impediments, Baker Tilly, alongside the City of Visalia, developed targeted goals to address these barriers, including:
• Goal #1 – Development of Affordable Housing
• Development of Permanent Supportive Housing for Homeless Persons • Development of Affordable Senior Housing
• Development of Farmworker Housing
• Development of Affordable Housing for Veterans
• Goal #2 – Development of 1 Emergency Shelter
• Goal #3 – Tenant Based Rental Assistance
• Goal #4 – Fair Housing Services

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Introduction
History of Visalia
The City of Visalia is located along State Highway 198, east of State Highway 99, in the southern portion of the agricultural San Joaquin Valley. Visalia is the oldest San Joaquin Valley town, and the largest in Tulare County, which has an overall population of 477,544.

Nathanial Vise, one of the original inhabitants of a fort built at Four Creeks – named after the watersheds and creeks which emptied in the area from the Sierra Nevada Mountains – was tasked with surveying the town. He envisioned the area becoming the capi tal seat of Tulare County, and one year later in 1853, Visalia did become the county seat. The City of Visalia takes its name from Visalia, Kentucky, the original home of Nathanial Vise, after whose family the Kentucky city was named.

The City of Visalia is located between Bakersfield and Fresno. The gold rush along the Kern River led to growth in Visalia. Many of its early inhabitants were gold miners who hailed from the South. Many failed miners stopped and remained in Visalia on their journeys home.

On September 15, 1857, John Butterfield, a businessman and financier out of Utica, New York, won a six - year, $600,000-a-year contract to transport U.S. mail twice a week between St. Louis, Missouri, and San Francisco. To deliver the mail year -round, from S t. Louis to San Francisco in 25 days, Butterfield’s route went south through Texas, west through New Mexico Territory, passing Fort Yuma Arizona, and to Visalia before rolling on to San Francisco. Saloons and hotels were built near the stage stop which aid ed commerce.

At the outbreak of the Civil War, Camp Babbit was constructed. The Camp was constructed by the federal government to quell sympathy for the Southern cause due to the number of Southern migrants residing in Visalia at the time. Union soldiers were not taske d with fighting but did keep order in the area. During this period, in 1874, Visalia was incorporated as a city with a common council and an ex -officio Mayor and President, and today is a charter city. The City of Visalia continued to grow at a steady pace due to its livestock, railroads, hydroelectrical power and irrigation water, which makes the area very suitable for agriculture. Today, many of Visalia’s historic downtown buildings comprise the Main Street shopping and dining district. Visalia is also located in close proximity to Sequoia National Park.

According to the 2022 1-Year American Community Survey (ACS), the population of Visalia is 143,965, up

1.8% and 15.7% from the 2020 and 2010 US Census, respectively. The US Census Bureau’s Gazetteer Files show that Visalia has a total land area of 37.91 sq uare miles. The City’s Finance Department – Housing Division, is responsible for carrying out projects and programs with the use of funds received from the United States Department of Housing and Urban Development (HUD).

The US Census Bureau reported a slight decrease in average household size in Visalia from 3.00 to 2.99 from 2020 to 2022, compared to an average household size of 2.98 persons per household in 2010. These slight changes are likely indicative of household f ormation changes remaining relatively constant between 2010 through 2022. Across the same time period, housing stock has increased by 9.9% in Visalia according to Esri, but slowed substantially between 2020 to 2022, with housing stock increasing only 0.2%, less than the city’s annual average increase of 0.8% between 2010 and 2022.

Single-family homes within the City of Visalia make up 76.6% of all housing stock, while multifamily housing (2 units or more) makes up 19.9% of the housing stock. The remaining 3.5% is allocated to mobile homes (3.4% of housing stock) and boats, RVs, and vans (0.1% of housing stock). As of 202 4, the median price of a home within Visalia is $401,500, up 5.4% from 2023. According to CoStar and apartments.com, rents range from $1,239 for a studio apartment to $2,599 for a 4-bedroom apartment. Lower income households may be able to afford studio units; however, larger units and homeownership would likely not be affordable to lower income households.

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Analysis of Impediments to Fair Housing Choice

Legal Background
Fair housing is a right protected by Federal and State of California laws. Due to these laws, virtually every housing unit in the State of California is subject to fair housing practices.

Federal Laws
The federal Fair Housing Act of 1968, as well as the Fair Housing Amendments Act of 1988 (42 U.S. Code §§ 3601-3619, 3631) are federal fair housing laws that prohibit discrimination in all aspects of housing.

These aspects of housing include the sale, rental, lease, or negotiation for real property. The Fair Housing Act prohibits discrimination based on the following protected classes:

• Race or color
• Religion
• Sex
• Familial status
• National origin, and
• Disability (mental or physical)

According to the Fair Housing Act, it is specifically unlawful to:

• Refuse to sell or rent after the making of a bona fide offer, or to refuse to negotiate for the sale or rental of, or otherwise make unavailable or deny, a dwelling to any person because of race, color, religion, sex, disability, familial status, or national origin. • Discriminate against any person in the terms, conditions, or privileges of sale or rental of a dwelling, or in the provision of services or facilities in connection therewith, because of race, color, religion, sex, disability, familial status, or national origin.
• Make, print, or publish, or cause to be made, printed, or published any notice, statement, or advertisement, with respect to the sale or rental of a dwelling that indicates any preference, limitation, or discrimination based on race, color, religion, sex, disability, familial status, or national origin, or an intention to make any such preference, limitation, or discrimination. • Represent to any person because of race, color, religion, sex, disability, familial status, or national origin that any dwelling is not available for inspection, sale, or rental when such dwelling is in fact so available.
• For profit, induce or attempt to induce any person to sell or rent any dwelling by representations regarding the entry or prospective entry into the neighborhood of a person or persons of a particular race, color, religion, sex, disability, familial status, or national origin.

Further, the Fair Housing Amendments Act requires owners of housing facilities to make “reasonable accommodations” to their rules, policies, and operations so that persons with disabilities have equal housing opportunities. For example, residents collecting Social Security Disability Income or Supplemental Security Income can request their rent payments not be subject to late fees if their income is not distributed before their rent payment is due. Additionally, the Fair Housing Act requires landlords to al low residents with disabilities to make reasonable access-related modifications to their private living and common use spaces, at the residents own expense. Finally, the Act requires that new multifamily housing with four or more units be designed and built to allow access for persons with disabilities, including:

• Accessible common use areas
• Doors wide enough for wheelchairs
• Kitchens and bathrooms that permit wheelchair maneuverability, and • Other adaptable features within units, such as lower countertops and cabinets

On September 21, 2016, HUD published a final rule in the Federal Register entitled "Equal Access in Accordance with an Individual's Gender Identity in Community Planning and Development Programs." According to the HUD Exchange website:

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Analysis of Impediments to Fair Housing Choice

“Through this final rule, HUD ensures equal access to individuals in accordance with their gender identity in programs funded and administered by HUD's Office of Community Planning and Development (CPD).

This rule builds upon HUD's February 2012 final rule entitled "Equal Access to Housing in HUD Programs Regardless of Sexual Orientation or Gender Identity" (2012 Equal Access Rule). The 2012 rule aimed to ensure that HUD's housing programs would be open to all eligible individuals and families regardless of sexual orientation, gender identity, or marital status. The updated final rule requires that recipients and subrecipients of CPD funding, as well as owners, operators, and managers of shelters, and other buildings and facilities and providers of services funded in whole or in part by any CPD program to grant equal access to such facilities, and other buildings and facilities, benefits, accommodations and services to individuals in accordance with the individual's gender identity, and in a manner that affor ds equal access to the individual's family.”

A federal law entitled Section 504 of the Rehabilitation Act of 1973 (Section 504), prohibits discrimination on the basis of disability in any program or activity that receives financial assistance from any federal agency. This includes programs conducted by federal agencies, including HUD. HUD's regulations for Section 504, which applies to federally assisted programs or activities, may be found in the Code of Federal Regulations at 24 C.F.R. part 8. There are additional regulations that govern Section 504 in programs conducted by HUD which may be found at 24 C.F.R. part 9; however, this webpage focuses on Section 504's requirements for federally assisted programs and activities.

California Laws
The State Department of Fair Employment and Housing (DFEH) enforces California laws that provide monetary relief and protection to victims of unlawful housing practices. The Fair Employment and Housing Act (FEHA) (Government Code Section 12955 et seq.) prohibits discrimination and harassment in housing practices, including:

• Advertising
• Application and selection process
• Unlawful evictions
• Terms and conditions of tenancy
• Privileges of occupancy
• Mortgage loans and insurance
• Public and private land use practices, and
• Unlawful restrictive covenants

The following categories are additionally protected by the FEHA:

• Race or color
• Ancestry or national origin
• Sex
• Marital status
• Source of income
• Sexual orientation
• Gender identity/expression
• Genetic information
• Familial status (households with children under 18)
• Religion
• Mental/physical disability
• Medical condition, and
• Age

The FEHA contains similar reasonable accommodations and accessibility provisions as the federal Fair Housing Amendments Act.
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Analysis of Impediments to Fair Housing Choice

The Unruh Civil Rights Act provides protection from discrimination by all business establishments in California, including housing and accommodations, due to sex, race, color, religion, ancestry, national origin, disability, or medical condition. While the Unruh Civil Rights Act spe cifically lists these as protected classes, the California Supreme Court has held that protections under the Unruh Act are not necessarily restricted to these characteristics.

The Ralph Civil Rights Act (California Civil Code Section 51.7) forbids acts of violence or threats of violence because of a person’s race, color, religion, ancestry, national origin, age, disability, sex, sexual orientation, political affiliation, or position in a labor dispute. This can include verbal or written threats, physical assault or attempted assault, graffiti, vandalism, or property damage.

The Bane Civil Rights Act (California Civil Code Section 52.1) provides another layer of protection for fair housing choice by protecting all people in California from interference by force or threat of force with an individual’s constitutional or statutory rights, including a right to equal access to housing. The Bane Act also includes criminal penalties for hate crimes; however, convictions under the Act are not allowed for speech alone unless that speech itself threatened violence.

Finally, California Civil Code Section 1940.3 prohibits landlords from questioning potential residents about their immigration or citizenship status. This law further forbids local jurisdictions from passing laws that direct landlords to make inquiries about a person’s citizenship or immigration status.

In addition to these acts, Government Code Sections 11135, 65008, and 65580 -65589.8 prohibit discrimination in programs funded by the State of California and in any land use decisions. Specifically, changes to State law require local jurisdictions to address the provision of housing options for special needs groups, including:

• Housing for persons with disabilities
• Housing for homeless persons, including emergency shelters, transitional housing, and supportive housing
• Housing for extremely low-income households, including single-room occupancy (SRO) units, and • Housing for persons with developmental disabilities

Fair Housing
For a person to meet their essential needs and have the ability to pursue personal, educational, and employment goals, equal access to housing is fundamental. In recognition of this right, both the federal government of the United States and the government of the State of California have established fair housing as a right protected by law.

Federal fair housing laws provide protection from housing discrimination in the sale, rental, lease, or negotiation for real property based on race, color, religion, sex, national origin, familial status, and disability.

The State of California goes even further to build on this foundation to further prevent discrimination based on marital status, ancestry, source of income, sexual orientation, and “any arbitrary factor”.

According to the HUD Fair Housing Planning Guide (1996) the public and private impediments to fair housing choices are:

“Any actions, omissions, or decisions taken because of race, color, ancestry, national origin, religion, sex, disability, marital status, familial status, source of income, sexual orientation, or any other arbitrary factor which restrict housing choices or the availability of housing choices; or

Any actions, omissions, or decisions which have the effect of restricting housing choices or the availability of housing choices on the basis of race, color, ancestry, national origin, religion, sex, disability, marital status, familial status, source of income, sexual orientation, or any other arbitrary factor.”

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Analysis of Impediments to Fair Housing Choice

To mitigate these impediments, a community must not only work to remove these issues but promote equal housing opportunities. The City of Visalia is committed to providing fair housing opportunities to all residents, as well as assuring compliance with app licable laws and conducting its business fairly and impartially.

Analysis of Impediments to Fair Housing Choice
The Analysis of Impediments to Fair Housing (AI) is an assessment of how laws, policies, real estate practices, and local conditions may affect the location, availability, accessibility, and affordability of housing.

According to the HUD Fair Housing Planning Guide, analysis includes examining certain impediments and barriers to fair housing choice. An impediment to fair housing choice is any action, omission, or decision that is intended to or has the effect of restricting a person’s choice of housing on t he basis of race, color, religion, sex, disability, familial status, or national origin. Such a limitation to fair housing choice constitutes housing discrimination.

The document has three major goals:

• To evaluate current conditions that may impact fair housing choice. • To review the impacts of policies and practices and how they may impact fair housing choice and the provision of housing, specifically affordable housing and housing for special needs households. • To identify impediments to fair housing choice and actions the City will take to remove those impediments or to mitigate the impact those impediments have on fair housing choice.

To fulfill these goals, the following must be completed:

• A review of the demographics, laws, regulations, private market and public sector, and administrative policies, procedures, and practices of the City of Visalia. • An assessment of how those laws affect the location, availability, and accessibility of housing. • An assessment of conditions, both public and private, affecting fair housing choice.

An AI also examines the affordability of housing in the jurisdiction with an emphasis on housing affordable to households with annual incomes classified as low -income. Low-income is defined as equal to or less than 80% of the adjusted area median family in come [AMI] as most recently published by the U.S.

Department of Housing and Urban Development. For Visalia, the current median family income is $72,000 according to HUD 2024 income guidelines, meaning the incomes that are analyzed within this AI are generally $57,600 or less. Family size may increase the amount of income considered for households at 80% AMI or lower.

This AI defines barriers to housing choice as factors, such as income level and housing supply, that limit a person’s choice of housing. This AI adheres to the recommended scope of analysis and format in the Fair Housing Planning Guide developed by the U.S. Department of Housing and Urban Development (1996).

Organization of the Report
This report is divided into seven sections. These sections and the definition of each is as follows:

1. Executive Summary: Identifies purpose of the report, provides a brief description of the process, and summarizes the key findings.

2. Introduction: Explains the history of the City of Visalia, defines “fair housing” based on federal and state laws, reviews the basics of an AI, and lists the data and funding sources for the report.

3. Review of 2020/21-2024/25 Analysis of Impediments: Reviews all goals from the City of Visalia’s previous AI, provides a progress update on goal achievement, and identifies any outstanding actions for incorporation into the current AI.

4. Data: Describes housing and population characteristics of the jurisdiction, including income, age, race, ethnicity, familial status, and disability. Housing characteristics include unit type, tenure, housing cost, and overcrowding. Employment characteristics an d the geographic distribution of households by income, race, and ethnicity are also examined. 480
Analysis of Impediments to Fair Housing Choice

5. Public Policies and Private Sector Practices: Reviews policies and practices to determine the potential impact on fair housing and the provision of an adequate number and appropriate types of housing. Assesses the general level of fair housing and housing rights awareness within the private sector. Specifically, rental housing, residential real estate sales, and mortgage lending are evaluated. The analysis relies on an array of tools including interviews with stakeholders, published data on mortgage lending, and reports of unfair housing practices.

6. Community Engagement: Provides a description of public outreach to obtain input from the community on possible fair housing impediments.

7. Impediments, Goals, and Actions: Summarizes the findings regarding fair housing impediments in the City, generally organized by the impediment categories defined in HUD’s Affirmatively Furthering Fair Housing proposed rule dated February 9, 2023. Sets goals to address each impediment and defines actions to be taken to achieve these goals.

Data Sources
In preparation of this AI, a variety of data sources were used, including but not limited to the following:

• American Community Survey (ACS) 2022 1 -Year, 2020 5 -Year, and 2010 1 -Year estimates provided by the US Census Bureau.
• 2020 and 2010 US Decennial Census, provided by the US Census Bureau • Comprehensive Housing Affordability Strategy (CHAS), provided by the US Census Bureau for HUD, which contains information on low - and moderate -income households as well as housing problems.
• US Bureau of Labor Statistics
• ESRI Business Analyst Online (ESRI BAO)
• U.S. Department of Labor
• Community resident and organization surveys
• Focus groups and interviews with local stakeholders and officials • Local chamber of commerce officials
• Local economic development officials
• Local housing authority officials

Review of 2020/21-2024/25 Analysis of Impediments

This section will review current progress on goals and actions contained in the City of Visalia’s previous 2020/21-2024-25 Analysis of Impediments.
2020/21-2024/25 Analysis of Impediments Goals and Progress Update The 2020/21-2024/25 Analysis of Impediments identified four goals:

1. Expanding Affordable Housing Opportunities

2. Outreach to Lenders

3. Fair Housing Services (Ongoing)

4. Fair Housing Services (New)
Each goal contained a number of subcategories, under which specific actions were defined.

The table below contains all of the planned actions from the 2020-21-2024-25 AI. The second column lists progress made toward each action, and the third column identifies whether there are remaining needs associated with each action for incorporation into the 2025/26-2029/30 Analysis of Impediments.

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Analysis of Impediments to Fair Housing Choice

Goal 1 : Expanding Affordable Housing Opportunities

1.1 HOUSING PARTNERSHIPS ACCOMPLISHMENTS REMAINING NEEDS? Continue to explore the development
and rehabilitation of affordable
housing opportunities with local
partners as well as outside
developers.

Partners include:
• Tulare County Housing
Authority
• Self-Help Enterprises
• Habitat for Humanity
• Christian Church Homes
• Homes of Northern
California
• Community Services and
Employment Training
(CSET)
• RH Community Builders
• UPHoldings

2015: the City partnered with Self Help
Enterprises on the acquisition/rehabilitation
of five (5) single family dwellings, resold to
income qualifying households;

2016: the City partnered with Self Help
Enterprises on the acquisition/rehabilitation
of a five (5) unit multi-family development
(Strawberry);

2017: the City partnered with Tulare County
Housing Authorities- Non-profit Kaweah
Management Co .in the
acquisition/rehabilitation of an eight (8) unit
multi-family development (617-619 Santa
Fe);

2018: the City partnered with Self Help
Enterprises for the acquisition/Rehabilitation
of a six (6) unit multi-family development
(515-527 Encina)

The City continues to work with local non-
profit agencies in identifying affordable
housing opportunities.

All 19 rehabilitated multi-family units became
affordable rental units, rented at 60% AMI or
lower. All units are being maintained by their
respective developer organizations.

During 2019-2023, the City continued to
partner with Self-Help Enterprises on the
rehabilitation of owner-occupied mobile
homes. The City is also partnered with
Habitat for Humanity to provide a minor-
rehab program for owner-occupied single-
family mobile homes. Additionally, the City
partnered with the Tulare County Housing
Authority to rehabilitate four (4) multi-family
rental units at 621 Santa Fe Street.

The City continues these efforts in searching
for funding opportunities with its partners in
providing affordable housing opportunities.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.
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Analysis of Impediments to Fair Housing Choice

1.2 AFFORDABLE HOUSING
RESOURCES ACCOMPLISHMENTS REMAINING NEEDS?
Maintain a list of nonprofit agencies
and their services on the City’s
website under affordable housing.

Ongoing- The list of non-profit organizations
the city is working with is listed on the
website;

The City website includes the link to “2-1-1”
which has all Tulare county resources.

Resources are updated as new programs are
identified.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.

1.3 HOUSING CHOICE FOR SPECIAL
POPULATIONS ACCOMPLISHMENTS REMAINING NEEDS?
Continue to work with the Housing
Authority and other local nonprofits
to provide priority funding to assist in
the development of new housing
opportunities in non-minority
concentrated areas.

Continue to administer successful
programs that provide funding and
support for affordable housing.

Ongoing - Table 2.1 below shows that
roughly $24.5 million has been provided to
assist in the development of new housing
opportunities since 2019.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.

1.4 Continue to facilitate the construction
of affordable rental housing for very
low- and low-income seniors by
providing regulatory (e.g., density
bonus, expedited permit processing,
deferred fees, or relaxed parking
requirements) and financial
incentives (e.g., RDA set-aside
funds), commercial, and medical
services.

Continue with the Senior Repair and
Handicapped Program (SHARP) and
Senior Home Minor Repair Program,
which assists low-income elderly
homeowners in rehabilitating their
homes to address health and safety
repairs, accessibility needs, and
energy efficiency improvements.

Ongoing- In 2017, the City partnered for the
development of the 36-unit Highland Garden
project which included financial incentives.

Ongoing- The City has contracted with Self
Help Enterprises for the administration of the
CDBG funded Senior Mobile Home Repair
and CalHome Reuse Down Payment
programs.

The City has provided $9 million in grant
funding for rental housing development for
very low and low-income households, also
available to seniors. Eight units have
specifically been rehabilitated for low-income
seniors. Table 2.2 below provides additional
detail.

The City has made surplus land available to
non-profit agencies on a priority basis, which
has resulted in the development of one
housing project containing 80 affordable
rental housing units (Lofts at Fort Visalia).

Six (6) affordable owner-occupied tiny homes
for veterans will be built on City surplus land
to be purchased by low-income veterans.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.
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Analysis of Impediments to Fair Housing Choice

1.5 Promote the construction of
affordable for-sale and/or rental
housing units with three or more-
bedroom units affordable to very
low- and low-income families.

Publicize financial and regulatory
incentive opportunities (e.g.,
expediting permit processing,
deferred fees, density bonuses, or
use of set-aside funds) to developers
for these unit types including
promoting the need for three or more
bedroom units during pre-application
meetings, contacting affordable
housing developers, and creating
informational fliers at the Community
Development Department and in all
general application packets.

The City continues to work with its non-profit
partners in developing housing.

Planning Department created the information
brochure with incentives which is located on
the City’s Planning Department webpage:
https://www.visalia.city/depts/community_dev
elopment/planning/handouts/default.asp

Housing Element approved and adopted as
of 12/18/2023.

Rancho Colegio, an 80-unit affordable
housing complex currently under
construction, will have 22 3-bedroom units
for low-income families.

In 2021 and 2022, 70 low-income and 4 very
low-income dwelling units have been
constructed with 3+ bedrooms without public
funding assistance.

No financial and regulatory incentives have
been publicized to the developer community
since 2019.

Develop and publicize financial
and regulatory incentive
opportunities to developers.

Goal 2: Outreach to Lenders

2.1 OUTREACH TO LENDERS ACCOMPLISHMENTS REMAINING NEEDS? Work with local lenders to provide
information on financing for low- and
moderate-income residents.

Encourage local lenders to provide
information in English and Spanish.

Ongoing: City’s website provides a link to “2-
1-1” United Way with all resources and links
available.

The City provides all public notices in English
and Spanish to target multiple languages.

Conduct (at minimum) annual
outreach to local lenders to
encourage them to provide
financing information to low-
and moderate-income
residents.
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Analysis of Impediments to Fair Housing Choice

2.2 Work with local lenders to promote
the City’s affordable housing
programs. Provide local lenders
information on the program in
English and Spanish. Invite local
lenders to attend program
workshops.

Ongoing: In 2017-18, the City required
lenders and realtors to be certified to work
with the CalHome Reuse Program;

In 2019, the city contracted with Self Help
Enterprises for the CalHome Reuse
Program.

To support local lenders, the City has
contracted and invited local lenders to attend
program workshops. These include Self-Help
Enterprises, RH Community Builders,
UPHoldings, Kaweah Management
Company/Housing Authority of Tulare
County, and Habitat for Humanity of
Tulare/Kings Counties.

Hold (at minimum) 1 annual
program workshop for local
lenders.

2.3 EDUCATION AND RESOURCES ACCOMPLISHMENTS REMAINING NEEDS? Encourage private lenders and other
local lending institutions to host
workshops in Visalia regarding the
home-buying process and the
resources available to low- and
moderate-income homebuyers.

Ongoing, including non-profit partners.

2018 promoted the CalHome Reuse
Program; educated Lenders/Realtors and
required certification through the program.

Contracted with Self Help Enterprises to
administer the CalHome Reuse Program,
including workshop-education.

In 2020, the City applied for additional
CalHome funds, but was unsuccessful. No
additional CalHome program income has
been received.

In 2022, the City contracted with Self-Help
Enterprises to develop 5 single-family homes
for 5 low-moderate income first-time
homebuyers.

Identify lenders/realtors that
have not been certified; conduct
outreach to this group to
promote certification.
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Analysis of Impediments to Fair Housing Choice

2.4 Continue to provide brochures or
information on homeownership,
rental assistance and rehabilitation
assistance programs in English and
Spanish.

Make information on programs
available on the City’s website and
at community events promoting fair
housing choice held by the City.

Ongoing, contracted with Central CA Fair
Housing Council.

The City continues to provide brochures or
information on homeownership, rental
assistance and rehabilitation assistance
programs in English and Spanish.

The City continues to make information on
programs available on the City’s website and
at community events promoting fair housing
choice held by the City.

Reevaluate contract with the
Central CA Fair Housing
Council; conduct a desk
audit/review of program
operations and service delivery
(focus on feedback and City-
observed experiences with lack
of/delay in response to
callers/individuals making
inquiries).

Post brochures on the City
website for resident access (the
Central CA Fair Housing
Council does not have
brochures/marketing materials
posted on its website).

2.5 Consider partnering with agencies to
provide credit and financial
counseling services, including
assisting potential homebuyers in
improving their credit, repairing bad
credit, and providing education on
affordability and financial
responsibilities of homeownership
and predatory lending avoidance.

Ongoing; Self Help Enterprises provides
counseling to eligible homebuyers of City
funded programs.

Self-Help Enterprises provided five home
buyer counseling sessions for City-eligible
home buyers.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.

2.6 As funding permits, work with other
fair housing advocates to conduct
additional fair housing workshops in
Visalia to educate citizens about fair
housing rights.

Contracted with Central CA Fair Housing
Council (CCFHC)

November 2016 Training conducted by
CCFHC.

Virtual workshops have been conducted by
CCFHC during the pandemic, in-person
workshops have resumed.

Reevaluate contract with the
Central CA Fair Housing
Council; conduct a desk
audit/review of program
operations and service delivery
(focus on feedback and City-
observed experiences with lack
of/delay in response to
callers/individuals making
inquiries).

Host workshops annually (at
minimum).
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Analysis of Impediments to Fair Housing Choice

2.7 Monitor complaints regarding
unfair/predatory lending and assess
lending patterns using the data
collected under the Home Mortgage
Disclosure Act (HMDA), the
Community Reinvestment Act (CRA)
and other data sources. As funding
permits, work with non-profit agency
that specializes in fair housing to
provide data.

Included with the update to the Analysis of
Impediments 2020;

Ongoing: Contract with CCFHC tracks
information. The City rarely receives
complaints.

Reevaluate contract with the
Central CA Fair Housing
Council; conduct a desk
audit/review of program
operations and service delivery
(focus on feedback and City-
observed experiences with lack
of/delay in response to
callers/individuals making
inquiries).

Require CCFHC to provide
quarterly reports to the City on
complaints received.

2.8 Participate with HUD in efforts to
improve access to homeowner’s
insurance and to investigate
predatory lending in the home
purchase, home improvement, and
mortgage refinancing markets.

Affordable housing program (Senior Home
Repair) allows the initial cost of insurance to
be included with the loan/funding.

The City has revised procedures to grant
assistance at or below $5,000 to waive flood
home insurance requirements and make
services more accessible to low-income
owner-occupants.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.

Goal 3: Fair Housing Services (Ongoing)

3.1 APARTMENT
OWNERS/MANAGERS ACCOMPLISHMENTS REMAINING NEEDS?
Work in conjunction with apartment
owner/manager associations to
reach out to owners of small rental
properties regarding fair housing
laws.

Ongoing- Monitoring of affordable housing
funded project; Self Help Enterprises

The City currently monitors for grant
compliance to ensure tenants are income-
eligible and units are properly maintained.

No fair housing discrimination issues were
identified during outreach efforts.

The City now works with the following
associations: Self-Help Enterprises, RH
Community Builders, UPHoldings, Habitat for
Humanity, and the Housing Authority of
Tulare County.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.
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Analysis of Impediments to Fair Housing Choice

3.2 Work with agencies and the property
managers of affordable housing to
ensure that fair housing laws are
abided by in the selection of
residents and that information of
housing availability is appropriately
advertised.

Continue to provide outreach related
to affordable housing opportunities
through advertisements and
literature available in English and
Spanish.

Periodically track income and
demographic data related to
affordable housing participants and
evaluate additional strategies, if
needed, to increase access to and
knowledge of affordable housing
opportunities in the City.

Ongoing; Non-profit developed projects have
ongoing monitoring.

2018 Promoted the CalHome Reuse
Program; Contracted with Self Help
Enterprises to administer and provide
workshop/education.

The City conducted grant compliance
monitoring activities.

The City provides fair housing laws to
agencies and property managers to ensure
fair housing laws are abided by.

Annually (at minimum) track
income and demographic data
of affordable housing
participants to evaluate
additional strategies to increase
affordable housing knowledge.

3.3 FAIR HOUSING & TESTING
RESULTS ACCOMPLISHMENTS REMAINING NEEDS?
Support local non-profit agencies in
applying for federal Fair Housing
Initiative Program (FHIP) grants and
conduct testing and audits as a
means to affirming the nature and
extent of fair housing issues in the
community.

Contracted with CCFHC.

2017 provided letter of firm commitment of
support and Certification of Consistency with
the Consolidated Plan to Fair Housing
Council in relation to grant applications, as
needed.

Require CCFHC to provide
reports to the City biannually (at
minimum) of support provided
to local nonprofits in applying
for FHIP.

3.4 RESONABLE ACCOMODATION ACCOMPLISHMENTS REMAINING NEEDS? Provide information on reasonable
accommodation and on often-utilized
disability adjustments to housing
units.

Ongoing- Planning/Building Departments

The City has maintained a public information
brochure on reasonable accommodations for
disabled persons, which is available on the
City’s website. This brochure includes
information and staff contacts for requesting
assistance in providing housing for persons
with disabilities.

No outstanding needs exist.

The City continues to
proactively make progress
towards its goal through past
and current activities.
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Analysis of Impediments to Fair Housing Choice