consolidated plan - santa ana, california · 2018-08-16 · this consolidated plan outlines...

CITY OF SANTA ANA

2015/2016 – 2019/2020

CONSOLIDATED PLAN

CITY OF SANTA ANA CONSOLIDATED PLAN 2015/2016 – 2019/2020

TABLE OF CONTENT

PAGE

EXECUTIVE SUMMARY ..................................................................................................................... 1

THE PROCESS

Lead & Responsible Agencies ................................................................................................. 7

Consultation PR-10 .................................................................................................................. 8

Citizen Participation PR-15 .................................................................................................... 17

NEED ASSESSMENT

Needs Assessment Overview NA-05 ..................................................................................... 20

Housing Needs Assessment NA-10t ...................................................................................... 22

Disproportionately Greater Need: Housing Problems NA-15 ................................................. 30

Disproportionately Greater Need: Severe Housing Problems NA-20 ..................................... 33

Disproportionately Greater Need: Housing Cost Burdens N-25 ............................................. 36

Disproportionately Greater Need: Discussion NA-30 ............................................................. 37

Public Housing NA-35 ............................................................................................................ 38

Homeless Needs Assessment NA-40..................................................................................... 42

Non-Homeless Special Needs Assessment NA-45 ................................................................ 46

Non-Homeless Community Development Needs NA-50 ........................................................ 50

HOUSING MARKET ANALYSIS

Housing Market Analysis Overview MA-05 ............................................................................. 52

Number of Housing Units MA-10 ............................................................................................ 53

Housing Market Analysis: Cost of Housing MA-15 ................................................................ 55

Housing Market Analysis: Condition of Housing MA-20 ......................................................... 59

Public and Assisted Housing MA-25 ...................................................................................... 62

Homeless Facilities and Services MA-30 ............................................................................... 64

Special Needs Facilities and Services MA-35 ........................................................................ 68

Barriers to Affordable Housing MA-40 .................................................................................... 70

Non-Housing Community Development Assets MA-45 .......................................................... 71

Needs and Market Analysis Discussion .................................................................................. 76

STRATEGIC PLAN

Strategic Plan Overview SP-05 .............................................................................................. 78

Geographic Priorities SP-10 ................................................................................................... 80

Priority Needs SP-25 .............................................................................................................. 82

Influence of Market Conditions SP-30 .................................................................................... 89

Anticipated Resources SP-35 ................................................................................................ 90

Institutional Delivery Structure SP-40 ..................................................................................... 93

Goals Summary SP-45 .......................................................................................................... 97

Public Housing Accessibility and Involvement SP-50 ........................................................... 102

Barriers to Affordable Housing SP-55................................................................................... 103

Homelessness Strategy SP-60 ............................................................................................ 105

Lead Based paint Hazards SP-65 ........................................................................................ 107

Anti-Poverty Strategy SP-70 ................................................................................................ 109

Monitoring SP-80 ................................................................................................................. 110

Expected Resources AP-15 ................................................................................................. 112

ANNUAL GOALS AND OBJECTIVES

Goals Summary Information AP-20 ...................................................................................... 115

PROJECTS

Projects Introduction AP-35 .................................................................................................. 119

Project Summary AP-38 ....................................................................................................... 121

Geographic Distribution AP-50 ............................................................................................. 131

AFFORDABLE HOUSING

Affordable Housing Introduction AP-55 ................................................................................ 133

Public Housing AP-60 .......................................................................................................... 135

Homeless and Other Special Needs Activities AP-65 ........................................................... 136

Barriers to Affordable Housing AP-75................................................................................... 138

Other Actions ....................................................................................................................... 140

PROGRAM SPECIFIC REQUIREMENTS

Program Specific Requirements Introduction AP-90 ............................................................. 144

ATTACHMENTS

Community Meeting Information........................................................................................... 148

Public Notice ........................................................................................................................ 204

Certifications ........................................................................................................................ 207

City of Santa Ana Consolidated Plan 2015/2016-2019/2020

Executive Summary

ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction

The Consolidated Plan for the City of Santa Ana, California has been prepared in response to a consoli-dated process developed by the U.S. Department of Housing and Urban Development (HUD) for the Community Development Block Grant (CDBG) and the Home Investment Partnership Act (HOME) pro-grams.

This Consolidated Plan outlines housing, community and economic development needs, priorities, strat-egies, and projects that will be undertaken by the City of Santa Ana with the funds that the City receives from the U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In order to receive its CDBG and HOME entitlement, the City must submit this Consolidated Plan and First Year Annual Action Plan to HUD. The funds are intended to provide lower and moderate-income households with viable communities, including decent housing, a suitable living environment, and ex-panded economic opportunities. Eligible activities include community facilities and improvements, hous-ing rehabilitation and preservation, development activities, public services, economic development, planning, and program administration.

The Consolidated Plan serves the following functions: 1) A planning document for the City, which builds upon a citizen participation process; 2) An application for federal funds under HUD’s formula grant pro-grams; 3) A strategy to be followed in carrying out HUD programs; and, 4) An action plan that provides a basis for assessing performance.

Consolidated Plan SANTA ANA 1 OMB Control No: 2506-0117 (exp. 07/31/2015)


2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview

The City of Santa Ana’s mission statement asserts, “To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents.”

The Strategic Plan proposes strategies and programs that focus on Santa Ana’s mission statement, ad-dress community priority needs, and also HUD’s statutory goals. Related to this mission statement are a series of City goals including: -Community Safety -Youth, Education, Recreation -Economic Development -City Financial Stability -Community Health, Livability, Engagement and Sustainability -Community Facilities and Infrastructure -Team Santa Ana

The City’s needs are numerous and varied. The principal needs are: 1)affordable housing through pro-duction, rehabilitation/repair, and financial assistance, public improvements to improve neighborhoods, 2)housing for persons with special needs, 3)assistance for the homeless, including housing, services and homelessness prevention, 4)community and public services especially for youth, the elderly, the home-less, and persons with disabilities, 5)economic development and anti-poverty programs focused primari-ly upon job training and career preparation, 6)public facility and infrastructure improvements centered upon accessibility improvements, and 7)code enforcement.

The strategies described herein establish Santa Ana’s priorities for assisting low and moderate income persons and neighborhoods with funds made available through the Consolidated Plan. The affordable housing and development needs of a community will always outweigh the resources available to ad-dress those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and best use to meet the most pressing needs for housing, the homeless, the special needs population, and community development.

The priorities were selected based on a review and analysis of the information summarized in the Con-solidated Plan, namely the community participation process, consultations, the needs assessment, and housing market analysis. Strategies are designed to meet the priority needs and based on past perfor-mance and best practices of communities with similar programs. Only projects that clearly demonstrate the capacity to serve one of the priorities below will receive funding through the Consolidated Plan. These priorities will be incorporated into all requests for proposals over the next five years.



The majority of CDBG activities are selected based on eligibility and need. All organizations requesting CDBG funds for public services, through a formal application process, must demonstrate that the activity benefits low- and moderate- income (LMI) persons.

Over the course of the five-year plan, the City will also work with community stakeholders to identify underserved needs based on the most recent available data. The use of underserved need factors will provide needed flexibility to respond to the changing needs of the community. Together, the priorities and the underserved needs will form the criteria for the proposal process that ensures selected partners have capacity to effectively carry out funded projects in a timely manner and the selected projects serve the most critical of needs within the community.

In addition, this Strategic Plan describes planning and administrative initiatives that the City will under-take in conjunction with its funded projects. These include actions to remove regulatory barriers to af-fordable housing, reduce the threat of lead-based paint hazards, reduce the number of households liv-ing in poverty, improve the local institutional structure and coordination among local agencies, affirma-tively further fair housing choice, and ensure compliance with all applicable regulations through moni-toring.

3. Evaluation of past performance

The City has used the resources provided by the HUD programs to the best of its ability and has been successful in meeting the HUD objectives over the preceding five years.

Accomplishments include using public funds to expand and preserve the City’s affordable housing stock by assisting 233 housing units during 2013-2014. The City’s housing stock was also preserved via the in-spection of 3,441 housing units for code violations. The City’s CoC system continued to address the housing and service needs of the City’s and the region’s homeless families and individuals. Components of the City’s system of care carried out during the report period included outreach, supportive services, homelessness prevention, emergency shelter, transitional housing, and access to permanent housing. The needs of the homeless with special needs (e.g., victims of domestic violence, persons living with HIV/AIDS, and the chronic homeless) were also addressed by Santa Ana’s CoC system. These pro-gram efforts helped address priority needs identified in the City’s Consolidated Plan.

Various programs, including the Work Force Investment Act resources, addressed employment training and job placement needs. The State designated Enterprise Zone and the City’s business attraction and retention programs also provided economic opportunities to residents.

In order to meet the changing needs of the community, the City supported public services and public facility improvement projects. Public services for lower income youth and seniors help stabilize house-holds by providing services such as recreation and nutrition programs.



The City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and seeks to maximize coordination and cooperation among agencies and organizations to make best use of these limited funds. Also, the City recognizes that leveraging re-sources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG, HOME, and ESG funds. The need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need.

4. Summary of citizen participation process and consultation process

The City employs diverse methods to encourage on-going participation from residents, community ser-vice providers, and existing and potential community development partners. The participation process for the Consolidated Plan included community meetings; public notices; a 30-day public comment peri-od; public hearings; and consultation with non-profits, City staff, and housing providers.

In the end, the consolidated planning process yielded the active involvement and input of more than 25 governmental departments, non-profit organizations, and citizens.

Specific outreach was made to services providers and agencies through focus group meetings. These meetings, presentations and discussions described the Consolidated Plan process and the importance of participation by interested agencies in providing input on housing and community development needs and strategies.

The residents of Santa Ana played a significant role in the preparation of the Consolidated Plan. The City’s Citizen Participation Plan was utilized to encourage citizen input. Actions taken by CDA to obtain citizen participation included: presentations at community meetings, online/website communication, public notices and public hearings. The City’s Citizen Participation Plan will continue to guide the prepa-ration (and/or revision) of the Consolidated Plan, annual action plans, and annual performance reports over the next five fiscal years. To ensure the participation of the community’s residents a broad citizen participation process was implemented. Traditional and electronic communication was used to notify the community of ongoing planning efforts.

The one focus group and two community meetings were held on two different dates—October 22 and 25. The meetings on Wednesday, October 22nd were held in the afternoon and in the evening. On Sat-urday, October 25th, the second community meeting was held in the morning. An online registration was set up for each of three meetings. To boost participation, phone calls were placed to organizations in the City and the announcement was resent multiple times which resulted in people registering for the focus group and for the meetings. Further email reminders were sent twice to registrants--the day be-fore the meetings and the morning of the meetings. The focus group invitation was sent to a select



number of non-profit organizations, businesses and city agencies. These sessions were part of a con-certed effort to obtain as much public input as possible in the planning stages of the Plan preparation.

The first Public Hearing/Study Session was held on February 11, 2015. A second Public Hearing was held on March 25, 2015 as part of Housing Commission meeting that day.

5. Summary of public comments

The City received public comments at the Public Hearings and several Commission meetings and these are presented in the Public Comment Appendix section of this submission.

6. Summary of comments or views not accepted and the reasons for not accepting them

The City accepted all comments that were offered and integrated them into the plans.

7. Summary

The City participates in the CDBG, HOME and ESG programs and is required to prepare and submit an action plan for HUD approval in order to receive these funds.

This Consolidated Plan and first year Annual Action Plan set forth a description of activities for the use of funds that will become available during the coming Federal fiscal year, determines goals for individuals and households to be served, and describes the implementation plan and geographic location of the activities to be undertaken. The formula allocation for the Community Development Block Grant pro-gram is $5,434,375, the HOME allocation is $1,073,374, and the ESG allocation is $495,616. The City an-ticipates approximately $60,000 in CDBG program income and $200,000 in HOME program income. The City also has $185,060 in Prior Year Resources. Additional local resources are leveraged to fund pro-grams.

The 2015-16 Action Plan has identified specific needs and objectives for the program year. As shown in the following sections, the principal needs are: 1) affordable housing through production, rehabilita-tion/repair, and financial assistance, public improvements to improve neighborhoods, 2) housing for persons with special needs, 3) assistance for the homeless, including housing, services and homeless-ness prevention, 4) community and public services especially for youth, the elderly, the homeless, and persons with disabilities, 5) economic development and anti-poverty programs focused primarily upon job training and career preparation, 6) public facility and infrastructure improvements centered upon accessibility improvements, 7) code enforcement.



The Process

PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) 1. Describe agency/entity responsible for preparing the Consolidated Plan and those re-sponsible for administration of each grant program and funding source

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency CDBG Administrator SANTA ANA Community Development Agen-

cy HOME Administrator SANTA ANA Community Development Agen-

cy ESG Administrator SANTA ANA Community Development Agen-

cy Table 1 – Responsible Agencies

Narrative

The Community Development Agency is the lead agency for the completion of the Consolidated Plan and the implementation of the Annual Action Plan, as well as the responsible party for the processing and distribution of federal funds under the CDBG, HOME, and ESG programs, once allocated by the fed-eral government and approved by the Santa Ana City Council.

Other offices and agencies responsible for executing and administering programs covered by the Consol-idated Plan include the City’s Finance and Management Services, Parks and Recreation Agency, Planning and Building Agency, Public Works Agency and the City Attorney’s Office.

Consolidated Plan Public Contact Information

Ms. Terri Eggers Tele: 714-647-5378 Senior Community Development Analyst FAX: 714-647-6549 Community Development Agency E-mail: [email protected] 20 Civic Center Plaza Santa Ana, California 92702



PR-10 Consultation - 91.100, 91.200(b), 91.215(l) 1. Introduction

The City employs diverse methods to encourage on-going participation from residents, community ser-vice providers, and existing and potential community development partners. The participation process for the Consolidated Plan included community meetings; public notices; a 30-day public comment peri-od; public hearings; and consultation with non-profits, City staff, elected officials, and housing providers. This included discussions and exchange of information regarding:

• Lead-based paint hazards (County Health Care Agency) • Homelessness (community- and faith-based service providers) • Persons living with HIV/AIDS (County Health Care Agency, community-based service/housing

providers and HIV/AIDS advocates) • Persons with disabilities and special needs (community-based service and housing providers) • Public assistance recipients (County Social Services Agency) • Housing stock (developers, lenders, managers) • Public and assisted housing residents

In the end, the consolidated planning process yielded the active involvement and input of more than 25 governmental departments, non-profit organizations, and citizens.

Specific outreach was made to services providers and agencies through focus group meetings. These meetings, presentations and discussions described the Consolidated Plan process and the importance of participation by interested agencies in providing input on housing and community development needs and strategies.

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(I)).

The City of Santa Ana will implement actions to develop institutional structures and enhance coordina-tion between public and private housing and social service agencies, and foster assisted housing im-provements and resident initiatives.

The City will continue to utilize a network of referrals, contacts and partnerships to implement the strat-egies outlined in the Consolidated Plan. There are numerous examples. The City’s Workforce Investment



Board works closely with local businesses to identify their workforce needs. In the area of housing, the City continues to build its relationship with local housing providers such as private developers, nonprofit developers, and neighboring housing authorities, to ensure that limited housing resources are utilized in the most efficient and effective manner possible. Finally, the City and the Housing Authority of the City of Santa Ana will continue to work jointly to meet the housing needs of Santa Ana’s very low-income renters.

Describe coordination with the Continuum of Care and efforts to address the needs of home-less persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness

The City participated in the meetings to create the region’s 10-Year Plan to End Homelessness, Continu-um of Care Community Forum, and the HIV Planning Council. The City also continues to participate in the regional Continuum of Care Steering Committee in order to identify the housing and service needs of the County’s homeless. Through this participation, the City can ensure barriers created by regional institutional structures that address the needs of the homeless are identified and addressed through the coordinated use limited funds. Police Department and City staff engagement in the Point in Time count, helps to better understand the homeless needs of the community. Santa Ana is a member of the Com-mission to End Homelessness Board.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in de-termining how to allocate ESG funds, develop performance standards and evaluate out-comes, and develop funding, policies and procedures for the administration of HMIS

As a recipient of CDBG and ESG, Santa Ana supported numerous public and nonprofit agencies that reach out to the homeless, bring them into the system of care, and facilitate their movement toward self-sufficiency. Through its active participation in the CoC, the City can help remove barriers created by regional institutional structures and better address the needs of the homeless.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities



Table 2 – Agencies, groups, organizations who participated

1 Agency/Group/Organization Latino Health Access

Agency/Group/Organization Type Services-Health

What section of the Plan was addressed by Consultation? Housing Need Assessment Lead-based Paint Strategy Homelessness Strategy Homeless Needs - Chroni-cally homeless Homeless Needs - Families with children Homelessness Needs - Vet-erans Homelessness Needs - Un-accompanied youth Non-Homeless Special Needs Economic Development Anti-poverty Strategy

How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?

Focus Group Meeting

2 Agency/Group/Organization United Labor Agency Of Orange County

Agency/Group/Organization Type Labor

What section of the Plan was addressed by Consultation? Economic Development


Focus Group Meeting



3 Agency/Group/Organization Building Healthy Communi-ties

Agency/Group/Organization Type Services-homeless Services-Health Services-Education Services-Employment Planning organization Civic Leaders

What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis


Focus Group

4 Agency/Group/Organization The Kennedy Commission

Agency/Group/Organization Type Housing Civic Leaders

What section of the Plan was addressed by Consultation? Housing Need Assessment


Focus Group Meeting

5 Agency/Group/Organization PUBLIC LAW CENTER

Agency/Group/Organization Type Pro-bono Law Firm



Focus Group Meeting

6 Agency/Group/Organization AMERICA ON TRACK

Agency/Group/Organization Type Services-Children

What section of the Plan was addressed by Consultation? Community Development


Focus Group Meeting



7 Agency/Group/Organization BOYS AND GIRLS CLUB OF SANTA ANA

Agency/Group/Organization Type Services-Children



Focus Group Meeting

8 Agency/Group/Organization KidWORKS

Agency/Group/Organization Type Services-Children Services-Education



Focus Group Meeting

9 Agency/Group/Organization HABITAT FOR HUMANITY OF ORANGE COUNTY INC.

Agency/Group/Organization Type Housing



Focus Group Meeting

10 Agency/Group/Organization TALLER SAN JOSE

Agency/Group/Organization Type Services-Education Services-Employment

What section of the Plan was addressed by Consultation? Economic Development Community Development


Focus Group Meeting

11 Agency/Group/Organization Templo Calvario CDC

Agency/Group/Organization Type Services-Education





Focus Group Meeting

12 Agency/Group/Organization MERCY HOUSE TRANSI-TIONAL LIVING CENTERS

Agency/Group/Organization Type Services-Victims of Domes-tic Violence Services-homeless

What section of the Plan was addressed by Consultation? Homeless Needs - Families with children


Focus Group Meeting

13 Agency/Group/Organization World Travel Bureau

Agency/Group/Organization Type Business and Civic Leaders



Focus Group Meeting

14 Agency/Group/Organization Fair Housing Council of Or-ange County

Agency/Group/Organization Type Services-Education Service-Fair Housing



E-mail and telephone

15 Agency/Group/Organization ORANGE COUNTY HEALTH CARE AGENCY

Agency/Group/Organization Type Services-homeless Services-Health Other government - County






16 Agency/Group/Organization Orange County Social Ser-vices Agency

Agency/Group/Organization Type Services-Children Child Welfare Agency Other government - County




17 Agency/Group/Organization Orange County Business Council

Agency/Group/Organization Type Regional organization Planning organization Business Leaders

What section of the Plan was addressed by Consultation? Economic Development Market Analysis



18 Agency/Group/Organization COMLINK

Agency/Group/Organization Type Civic Leaders Neighborhood Organization

What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis





19 Agency/Group/Organization Small Business Develop-ment Center SBDC

Agency/Group/Organization Type Economic Development Organization




20 Agency/Group/Organization Santa Ana Workforce In-vestment Board

Agency/Group/Organization Type Services-Education Services-Employment Other government - Local




21 Agency/Group/Organization Santa Ana Housing Authori-ty

Agency/Group/Organization Type Housing Services - Housing Other government - Local




22 Agency/Group/Organization HIV Planning Council

Agency/Group/Organization Type Services-Persons with HIV/AIDS Other government - Local

What section of the Plan was addressed by Consultation? Non-Homeless Special Needs





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

To the best of its ability, the City has been in contact with all known agencies and organizations involved in activities that are relevant to CDBG, HOME, and ESG activities and programs.

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 County of Orange Develop and execute programs to assist the homeless and to prevent homelessness

Housing Element City of Santa Ana Housing affordability policies and programs Santa Ana Strategic Plan City of Santa Ana Implement City Strategies Orange County Comprehensive Economic Development S

Orange County Busi-ness Council

Economic Development Strategies and Pro-grams

General Plan Circulation Element Update

City of Santa Ana Sustainable and affordable transportation alternatives

Harbor Mixed Use Transit Corri-dor Specific Plan

City of Santa Ana Sustainable and Transit oriented affordable housing

Climate Action Plan City of Santa Ana Energy efficient and sustainable policies and programs

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))

The City coordinates with a range of public entities, including the OC Community Resources, OC Plan-ning, the OC Health Care Agency, and the Orange County Transportation Authority (OCTA), Orange County Council of Governments (OCCOG), Southern California Association of Governments (SCAG), and a number of State and regional agencies in the in the development and execution of a range of programs and activities.



PR-15 Citizen Participation 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The residents of Santa Ana played a significant role in the preparation of the Consolidated Plan. The City's Citizen Participation Plan was utilized to encourage citizen input. Actions taken by CDA to obtain citizen participation included: presentations at community meetings, online/website communication, public notices and public hearings. The City's Citizen Participation Plan will continue to guide the prepa-ration (and/or revision) of the Consolidated Plan, annual action plans, and annual performance reports over the next five fiscal years. To ensure the participation of the community's residents a broad citizen participation process was implemented. Traditional and electronic communication was used to notify the community of ongoing planning efforts.

The one focus group and two community meetings were held on two different dates - October 22 and 25. The meetings on Wednesday, October 22nd were held in the afternoon and in the evening. On Sat-urday, October 25th, the second community meeting was held in the morning. An online registration was set up for each of three meetings. To boost participation, phone calls were placed to organizations in the City and the announcement was resent multiple times which resulted in people registering for the focus group and for the meetings. Further email reminders were sent twice to registrants--the day be-fore the meetings and the morning of the meetings. The focus group invitation was sent to a select number of non-profit organizations, businesses and city agencies. These sessions were part of a con-certed effort to obtain as much public input as possible in the planning stages of the Plan preparation.

The first Public Hearing/Study Session was held on February 11, 2015.A second Public Hearing was held on March 25, 2015 as part of Housing Commission meeting that day.

The Citizen Outreach Participation Table below provides details about the various outreach efforts.

The City of Santa Ana will continue its efforts to coordinate the use of limited resources with public agencies, private entities, and community residents. This coordination will be sustained through the City's Neighborhood Initiatives Program (NIP). The City's NIP staff is responsible for assisting more than 60 neighborhood associations in Santa Ana by providing a conduit for two-way communication between residents and City Hall. As issues arise within a neighborhood, members of the association have a direct link to City staff. NIP staff is responsible for coordinating resources from the City, other local govern-ment agencies, and the private sector, to address neighborhood concerns. Additionally, the City has es-tablished a Resource Network comprised of 500-plus key public, private, nonprofit and faith-based or-ganizations. Through the use of electronic communication, the City is able to quickly coordinate and



mobilize resources through the Resource Network to address a variety of issues pertaining to the Santa Ana community.

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 applica-

ble)

1 Focus Group

Community service pro-viders, hous-ing provid-ers

Thirteen at-tendees

Wide range of comments on programs, needs and priorities

All comments accepted

2 Public Meeting

The public Nineteen per-sons

Many com-ments on housing and community needs


3 Public Meeting

The public Thirteen per-sons

Many com-ments on housing and community needs


4 Public Hearing

The public Ten persons Discussion of needs and priorities


5 Public Hearing

The public Ten persons Discussion of needs and priorities


6 Internet Outreach

The public NA NA NA http://www.santa-ana.org/cda/



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 applica-

ble)

7 Public Meeting

The public City Council Meeting

No com-ments re-ceived

NA

Table 4 – Citizen Participation Outreach



Needs Assessment

NA-05 Overview Needs Assessment Overview

Poverty is a major concern in Santa Ana as 21.5 percent of the population had an income in the preced-ing twelve months that was below the established poverty level of $23,850. There is a great disparity between the income and poverty levels in the city and those of Orange County. The Median Household income in Santa Ana is $53,335, while that of the County is $75,422, which is 41.1 percent greater than that of the City. The poverty percentage for the City is almost twice that of the County. Further, in Santa Ana, 14.5 percent of the elderly, and 30.0 percent of persons under 18 are living in poverty.

As might be expected given the relatively lower percentage of seniors in Santa Ana, the City does have a lower percentage of households with retirement income than the nation (8.4% vs. 17.7%) and a lower percentage of households with Social Security income (19.5% vs. 28.9%). At the same time, the percent-age of persons with Supplemental Security Income is 5.8 percent compared to the national figure of 4.9 percent. The percentage of persons receiving Food Stamp/SNAP benefits is 13.9 percent, which is higher than the national percentage, 12.4.

HUD has provided detailed data as part of its Comprehensive Housing Affordability Strategy materials to assist in preparing the Consolidated Plan and implementing HUD programs. HUD established five income categories for its analysis of incomes. The five income ranges are:

Extremely Low (0-30% of the median income), Very Low-income (31-50% of the median income), Low-income (51-80% of the median), Moderate-income (81-100% of the median), and Upper-income (100% and above of the median).

The following table shows the income distribution of households in the City based upon this data. The 2015 Median Income figure for a family of four in Santa Ana, calculated by HUD, is $85,900, but it should be noted that this figure is for the whole of Orange County, which includes a number of more affluent communities.

By HUD definitions, 37,861 (63.6 %) of Santa Ana households are in the low-income categories.



It is also worth noting that in Table 5 in Section NA-10, below, the City Median Income had increased in 2010 by $10,987. However, to keep up with inflation over that decade, the median income would have had to increase to $59,534 according to the Bureau of Labor Statistics inflation calculator. Clearly, in-comes in Santa Ana were not keeping pace with inflation in general, and, as will be seen in the housing market assessment, not keeping up with inflation in housing prices, making housing cost burden a seri-ous concern for many households.

HUD AREA MEDIAN FAMILY INCOME SANTA ANA, 2015



NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Summary of Housing Needs

Demographics Base Year: 2000 Most Recent Year: 2011 % Change Population 337,977 325,517 -4% Households 72,993 73,662 1% Median Income $43,412.00 $54,399.00 25%

Table 5 - Housing Needs Assessment Demographics

Data Source: 2000 Census (Base Year), 2007-2011 ACS (Most Recent Year)

Number of Households Table

0-30% HAMFI

>30-50% HAMFI

>50-80% HAMFI

>80-100% HAMFI

>100% HAMFI

Total Households * 14,645 14,465 19,165 9,025 16,360 Small Family Households * 5,790 6,350 7,650 3,750 7,710 Large Family Households * 4,255 4,915 7,520 3,200 4,130 Household contains at least one per-son 62-74 years of age 2,140 2,345 2,760 1,385 3,280 Household contains at least one per-son age 75 or older 1,765 1,285 1,295 585 1,080 Households with one or more chil-dren 6 years old or younger * 5,715 5,515 7,100 2,620 1,990

* the highest income category for these family types is >80% HAMFI Table 6 - Total Households Table

Data Source: 2007-2011 CHAS



Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs)

Renter Owner 0-30% AMI

>30-50% AMI

>50-80% AMI

>80-100% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

>80-100% AMI

Total

NUMBER OF HOUSEHOLDS Substandard Housing - Lack-ing complete plumbing or kitchen facilities 205 155 50 170 580 75 10 25 30 140 Severely Over-crowded - With >1.51 people per room (and complete kitch-en and plumb-ing) 2,620 2,220 2,200 480 7,520 280 380 895 465 2,020 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 2,155 2,015 2,570 855 7,595 360 1,010 1,635 995 4,000 Housing cost burden greater than 50% of income (and none of the above prob-lems) 4,150 1,690 430 0 6,270 1,665 1,845 1,940 305 5,755




>30-50% AMI

>50-80% AMI

>80-100% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

>80-100% AMI

Total

Housing cost burden greater than 30% of income (and none of the above prob-lems) 540 2,350 2,085 385 5,360 430 720 2,030 1,505 4,685 Zero/negative Income (and none of the above prob-lems) 290 0 0 0 290 175 0 0 0 175

Table 7 – Housing Problems Table Data Source:

2007-2011 CHAS

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)


>30-50% AMI

>50-80% AMI

>80-100% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

>80-100% AMI

Total

NUMBER OF HOUSEHOLDS Having 1 or more of four housing problems 9,135 6,085 5,255 1,505 21,980 2,380 3,250 4,500 1,795 11,925 Having none of four housing problems 1,400 2,950 4,360 1,920 10,630 1,265 2,175 5,055 3,800 12,295 Household has negative income, but none of the other housing problems 290 0 0 0 290 175 0 0 0 175

Table 8 – Housing Problems 2 Data Source:

2007-2011 CHAS



3. Cost Burden > 30%


>30-50% AMI

>50-80% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

Total

NUMBER OF HOUSEHOLDS Small Related 4,560 3,635 1,500 9,695 765 1,405 2,250 4,420 Large Related 3,100 2,225 845 6,170 840 1,415 2,280 4,535 Elderly 1,039 430 120 1,589 735 545 455 1,735 Other 860 875 910 2,645 380 245 395 1,020 Total need by income

9,559 7,165 3,375 20,099 2,720 3,610 5,380 11,710

Table 9 – Cost Burden > 30% Data Source:

2007-2011 CHAS

4. Cost Burden > 50%


>30-50% AMI

>50-80% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

Total

NUMBER OF HOUSEHOLDS Small Related 3,795 1,115 195 5,105 635 1,040 1,150 2,825 Large Related 2,410 505 20 2,935 685 980 1,060 2,725 Elderly 840 220 35 1,095 535 350 205 1,090 Other 740 480 200 1,420 335 180 170 685 Total need by income

7,785 2,320 450 10,555 2,190 2,550 2,585 7,325

Table 10 – Cost Burden > 50% Data Source:

2007-2011 CHAS



5. Crowding (More than one person per room)


>30-50% AMI

>50-80% AMI

>80-100% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

>80-100% AMI

Total

NUMBER OF HOUSEHOLDS Single family households 4,320 3,610 3,340 1,000 12,270 400 865 1,380 845 3,490 Multiple, unre-lated family households 545 620 1,315 285 2,765 260 525 1,165 620 2,570 Other, non-family house-holds 0 100 155 120 375 0 0 4 20 24 Total need by income

4,865 4,330 4,810 1,405 15,410 660 1,390 2,549 1,485 6,084

Table 11 – Crowding Information – 1/2 Data Source:

2007-2011 CHAS


>30-50% AMI

>50-80% AMI

Total 0-30% AMI

>30-50% AMI

>50-80% AMI

Total

Households with Children Present 0 0 0 0 0 0 0 0

Table 12 – Crowding Information – 2/2 Data Source Com-ments:

Describe the number and type of single person households in need of housing assistance.

According to the ACS figures the percentage of persons living alone in Santa Ana (13.1%) is one-half the US percentage (27.5%).

Figures from table 6 show that there are 12,140 small family households in the extremely low- and very low-income range. Assuming that approximately ten percent of these households are persons living alone, it can be assumed that there are approximately 1,200 single person households who could need housing assistance.



Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

ACS figures indicate that there are 26,223 persons with a disability in Santa Ana, which is 8.1 percent of the population, a figure lower than the national percentage. As income levels in Santa Ana are low, and many of the elderly are living on retirement, Social Security income, or SSI there is very likely a high de-gree of need for housing assistance among low-income persons with a disability.

The 2013 Point-in-Time count for Orange County does not provide data on victims of domestic violence.

What are the most common housing problems?

HUD has identified four housing problems, which are (1) overcrowding, (2) lack of complete kitchen, (3) lack of complete plumbing, and (4) cost burden. Overcrowding means that more than one person per room lives in a housing unit. The lack of complete kitchen or lack of plumbing is straightforward.

By HUD’s definition, when households spend over 30 percent of their income on shelter they are “cost burdened,” and when they spend over 50 percent of their income for shelter they are “severely cost burdened.” Expenditures for shelter include rent or mortgage payments and utility costs.

The most common housing problems are severe overcrowding among the lower income renters (0-50% AMI), and among moderate income owners (50-100% AMI); overcrowding among low-income renters (0-50% AMI) and low and moderate income owners (30-80% AMI). Severe cost burden is a major con-cern among the lowest income renters (0-50% AMI) and owners (0-80% AMI), while cost burden affects 80 percent of lower income renters (30-50% AMI), and 75 percent of moderate income owners (50-100% AMI).

Are any populations/household types more affected than others by these problems?

Overcrowding is a significant problem in Santa Ana as 12,543 housing units (17.2 % of all units) are over-crowded (more than 1 person, but fewer than 1.5 persons per room) and 11,156 units (15.3%) are se-verely overcrowded (more than 1.5 persons per room). These percentages are respectively eight and fifteen times the US national percentages. The average household size in Santa Ana is 4.45, which is one and one half times the average size nationally.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of ei-ther residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs



of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance

Low-income households at imminent risk of homelessness often have recently lost a job, seen their hours cut if still working, or have encountered a medical emergency, the effect of which is to cause them to spend any savings they might have and reduce or eliminate income. Such households may not have any support from friends or family, who may be in the same economic situation. Lacking education or skills, or facing medical situations or lack of transportation, these persons cannot readily obtain new, better paying positions.

Households facing the termination of re-housing assistance are in a similar situation. In order to obtain a stable housing situation, they need full-time employment, affordable child care, affordable housing, and transportation. Access to healthcare, life skills training, and additional education and/or training, includ-ing GED programs, and English as a Second Language, are valuable, if not necessary, in most situations.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a de-scription of the operational definition of the at-risk group and the methodology used to gen-erate the estimates:

Persons at risk of homelessness are defined as individuals or families facing immediate eviction and who cannot relocate to another residence. Statistics on this population cannot be provided directly, but an examination of the data on overcrowding and upon cost burdened households provides some insight into the extent of the problem in Santa Ana. Particular attention is accorded to households in the ex-tremely low-income range as these represent the most stressed and vulnerable group.

Overcrowding (more than 1.01 persons per room) and severe overcrowding (> 1.51 persons per room) are possible factors in creating an at-risk household. The figures in Tables 7 and 11 indicate that there are 13,780 Renter households (of 15,150 total) in the lowest income categories and 5,000 Owner households (of 6,020 total) in the moderate income categories with either overcrowding or severe over-crowding problems.

However, as shown in Tables 9 and 10, there are a total of 10,500 Renter households with a cost burden greater than 50 percent and another 20,099 Renter households with a cost burden greater than 30 per-cent. Though the numbers are not as large, there are 7,325 Owner households with a cost burden great-er than 50 percent and another 11,710 Owner households with a cost burden greater than 30 percent.

The average household in Santa Ana numbers 4.45 persons, so that, using the figures in Table 10, there could be over 32,000 extremely low-income Renters and over 8,000 extremely low-income Owners on the edge of homelessness.



Specify particular housing characteristics that have been linked with instability and an in-creased risk of homelessness

Lack of affordable and habitable housing, especially among extremely low- and very low-income renters, is the principal risk linked to housing instability in Santa Ana. However, poor housing maintenance can result in housing violations or findings of inhabitable living conditions among rental properties can force renters into homelessness. The issue of code violations and habitability standards can affect homeown-ers as well, especially the elderly who do not have the resources to maintain their homes. Lack of acces-sibility features can force both homeowners and renters with disabilities out of their living situations.



NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction

As defined by HUD, a disproportionate housing need exists for a specific racial or ethnic group if the percentage of that racial or ethnic group’s households within a particular category of need is at least 10% higher than found for the category as a whole.

HUD has identified four housing problems, which are (1) overcrowding, (2) lack of complete kitchen, (3) lack of complete plumbing, and (4) cost burden. Overcrowding means that more than one person per room lives in a housing unit.

0%-30% of Area Median Income

Housing Problems Has one or more of four housing prob-

lems

Has none of the four housing prob-

lems

Household has no/negative in-

come, but none of the other housing

problems Jurisdiction as a whole 11,985 1,605 485 White 1,210 525 175 Black / African American 115 10 45 Asian 1,405 440 175 American Indian, Alaska Native 0 15 0 Pacific Islander 10 0 0 Hispanic 9,195 610 85

Table 13 - Disproportionally Greater Need 0 - 30% AMI Data Source: 2007-2011 CHAS

*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%





lems


lems



problems Jurisdiction as a whole 13,355 2,625 0 White 1,455 705 0 Black / African American 95 39 0 Asian 730 350 0 American Indian, Alaska Native 35 55 0 Pacific Islander 20 0 0 Hispanic 10,965 1,460 0


*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30% 50%-80% of Area Median Income


lems


lems



problems Jurisdiction as a whole 13,745 6,005 0 White 1,595 1,490 0 Black / African American 240 80 0 Asian 900 730 0 American Indian, Alaska Native 0 4 0 Pacific Islander 10 45 0 Hispanic 10,905 3,650 0







lems


lems



problems Jurisdiction as a whole 4,795 4,120 0 White 760 1,110 0 Black / African American 60 165 0 Asian 485 575 0 American Indian, Alaska Native 10 15 0 Pacific Islander 30 0 0 Hispanic 3,425 2,235 0



Discussion

In the 0 to 30% AMI income range Hispanic households have a disproportionate percentage of housing problems, and the number of affected households is 9,175. Pacific Islanders in this income range are also disproportionately affected (all households), though the number of households is ten.

The same situation occurs in the 50 to 80% AMI income range for Pacific Islanders in which one hundred percent of households are affected, though the number of households is twenty.



NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction


Severe Housing Problems* Has one or more of four housing prob-

lems


lems



problems Jurisdiction as a whole 11,080 2,510 485 White 950 790 175 Black / African American 80 55 45 Asian 1,270 570 175 American Indian, Alaska Native 0 15 0 Pacific Islander 10 0 0 Hispanic 8,725 1,075 85

Table 17 – Severe Housing Problems 0 - 30% AMI Data Source: 2007-2011 CHAS

*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50% 30%-50% of Area Median Income


lems


lems



problems Jurisdiction as a whole 10,180 5,800 0 White 915 1,245 0 Black / African American 65 64 0 Asian 495 590 0




lems


lems



problems American Indian, Alaska Native 20 70 0 Pacific Islander 20 0 0 Hispanic 8,610 3,810 0


*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50% 50%-80% of Area Median Income


lems


lems



problems Jurisdiction as a whole 9,515 10,235 0 White 560 2,515 0 Black / African American 140 175 0 Asian 475 1,160 0 American Indian, Alaska Native 0 4 0 Pacific Islander 0 55 0 Hispanic 8,285 6,270 0


*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%





lems


lems



problems Jurisdiction as a whole 3,060 5,860 0 White 225 1,645 0 Black / African American 40 185 0 Asian 285 775 0 American Indian, Alaska Native 10 15 0 Pacific Islander 30 0 0 Hispanic 2,455 3,205 0


*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50% Discussion

Pacific Islander households at the three lowest income levels each have a disproportionate percentage of severe housing problems, though the number of affected households are ten, twenty, and thirty re-spectively. Hispanics in the 0-30% AMI income range are disproportionately represented almost 70 per-cent of these households report some type of housing problem.



NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

Housing Cost Burden

Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed)

Jurisdiction as a whole 38,575 18,515 18,140 500 White 9,215 3,080 2,450 175 Black / African American 855 205 235 45 Asian 4,895 1,435 1,835 175 American Indian, Alaska Native 145 15 30 0 Pacific Islander 145 30 10 0 Hispanic 23,025 13,660 13,440 100

Table 21 – Greater Need: Housing Cost Burdens AMI Data Source: 2007-2011 CHAS

Discussion:

Cost Burden disproportionately affects White, African-American, Native American and Pacific Islander households in the 0 to 30 percent income range. Cost burden does not disproportionately affect any other households in any of the other lower income ranges.



NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?

In the 0 to 30% AMI income range Hispanic households have a disproportionate percentage of housing problems, and the number of affected households is 9,175. Pacific Islanders in this income range are also disproportionately affected (all households), though the number of households is ten.

The same situation occurs in the 50 to 80% AMI income range for Pacific Islanders in which one hundred percent of households are affected, though the number of households is twenty.

Pacific Islander households at the three lowest income levels each have a disproportionate percentage of severe housing problems, though the number of affected households are ten, twenty, and thirty re-spectively. Hispanics in the 0-30% AMI income range are disproportionately represented almost 70 per-cent of these households report some type of housing problem.

Cost Burden disproportionately affects White, African-American, Native American and Pacific Islander households in the 0 to 30 percent income range. Cost burden does not disproportionately affect any other households in any of the other lower income ranges.

If they have needs not identified above, what are those needs?

The identified needs are the principal housing needs of these groups. The need for good paying jobs, training and educational opportunities, as well as a range of social support programs are imperative in order to improve neighborhood conditions.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?

HUD requires the City to indicate if resources were utilized to benefit areas with racial/ethnic minority concentrations. Based on Census Bureau ethnicity/race estimates, Santa Ana is approximately 78.5% Hispanic/Latino; this population resides throughout the City. The second largest minority population in Santa Ana is Asian, which comprise approximately 10.0% of the City’s population. Asian households are mainly concentrated in the City’s west-side and south-end areas. A map showing the concentration of the Asian population in relation to the City’s Low/Moderate Income areas are provided.

Housing code enforcement and community development projects (i.e. street and park improvement projects) were carried out in the City’s Low- and Moderate-Income Area; i.e., areas of the City where the majority of residents meet HUD’s Low- and Moderate-Income definition.



NA-35 Public Housing – 91.205(b) Introduction

There are four Public Housing Authorities operating in Orange County California. Santa Ana is predomi-nately served by the Housing Authority of the City of Santa Ana (SAHA). The SAHA does not own or op-erate public housing, providing only Housing Choice Vouchers, i.e., Section 8 rental assistance.

Totals in Use

Program Type Certificate Mod-

Rehab Public

Housing Vouchers Total Project

-based Tenant -based

Special Purpose Voucher Veterans

Affairs Supportive

Housing

Family Unification

Program

Disabled *

# of units vouchers in use 0 0 0 1,793 0 1,713 2 0 78

Table 22 - Public Housing by Program Type *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Data Source: PIC (PIH Information Center)

Characteristics of Residents

Program Type

Certificate Mod-Rehab

Public Housing

Vouchers Total Project



Affairs Supportive

Housing

Family Uni-fication Program

Average Annual Income 0 0 0 17,541 0 17,644 13,767 0 Average length of stay 0 0 0 7 0 8 0 0 Average Household size 0 0 0 2 0 2 4 0 # Homeless at admission 0 0 0 0 0 0 0 0




Rehab Public

Housing Vouchers

Total Project -based

Tenant -based


Affairs Supportive

Housing

Family Uni-fication Program

# of Elderly Program Partic-ipants (>62) 0 0 0 773 0 768 1 0 # of Disabled Families 0 0 0 314 0 241 0 0 # of Families requesting ac-cessibility fea-tures 0 0 0 1,793 0 1,713 2 0 # of HIV/AIDS program partic-ipants 0 0 0 0 0 0 0 0 # of DV victims 0 0 0 0 0 0 0 0

Table 23 – Characteristics of Public Housing Residents by Program Type

Data Source: PIC (PIH Information Center)

Race of Residents

Program Type Race Certificate Mod-

Rehab Public




Affairs Supportive

Housing

Family Unification

Program

Disabled *

White 0 0 0 792 0 747 0 0 45 Black/African American 0 0 0 60 0 52 2 0 6 Asian 0 0 0 919 0 895 0 0 24 American Indian/Alaska Native 0 0 0 18 0 15 0 0 3



Program Type Race Certificate Mod-

Rehab Public




Affairs Supportive

Housing

Family Unification

Program

Disabled *

Pacific Is-lander 0 0 0 4 0 4 0 0 0 Other 0 0 0 0 0 0 0 0 0 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)

Ethnicity of Residents

Program Type Ethnicity Certificate Mod-

Rehab Public




Affairs Supportive

Housing

Family Unification

Program

Disabled *

Hispanic 0 0 0 625 0 602 0 0 23 Not His-panic 0 0 0 1,168 0 1,111 2 0 55 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)



Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

The City of Santa Ana does not have public housing. However, table 23 shows that there is a significant demand for accessbile units in the City of Santa Ana with 1,793 disabled families requesting accessbility features.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders

The most immediate housing needs of Public Housing and Housing Choice Voucher Holders with respect to accessibility issues appears to be for additional accessible units. The increasing number of elderly and younger disabled persons creates additional need for accessible units.

In broader terms, these households often need jobs or improved job skills as well as support services, such as access to day care, health care, and transportation to improve their employment situation and prospects.

How do these needs compare to the housing needs of the population at large

These needs are similar to those faced by most low-income households in the City. However, these needs are often exacerbated by having fewer resources and lower income levels than the population at large.

Discussion

The SAHA does not own or operate public housing, providing only Housing Choice Vouchers, i.e., Section 8 rental assistance.



NA-40 Homeless Needs Assessment – 91.205(c) Introduction:

Homelessness, and the prevention of homelessness, are ongoing problems in Santa Ana. The homeless population continues to increase because of high unemployment, high housing costs and a difficult housing market. However, the City is working with local and regional organizations to identify and meet the needs of homeless persons and those threatened with homelessness.

Data for an assessment of the needs of the homeless population for Santa Ana are based upon the de-tailed Point In Time (PIT)Count performed at the County level in 2013. This most recent count of the homeless in Orange County showed that this population is very diverse: young and old, men and wom-en, chronic and newly homeless, alone or in families. The 2013 PIT Count provides the only population data available for the entire County on people who are literally homeless (i.e. living on the streets, in vehicles or shelters). In 2013, Orange County made a concerted effort to ensure that the population and characteristic data were as complete as possible. The 2013 count showed that homeless people num-bered 4,251 persons, comprising 0.14% of the total population of Orange County. This continues the recent downward trend from 2009 to 2011 (0.28% to 0.23%). Approximately 40% of the homeless are unsheltered and 60% are sheltered, mirroring national averages. In previous years, this proportion was reversed, with over 60% of homeless people living unsheltered. Given the size, density and income dis-tribution in the County, this 2013 estimate is congruent with national figures. The City of Santa Ana did not do a PIT count for Santa Ana only.

Homeless Needs Assessment

Population Estimate the # of per-sons experiencing

homelessness on a giv-en night

Estimate the # experienc-

ing home-lessness each

year

Estimate the # be-coming

homeless each year

Estimate the # exiting

homelessness each year

Estimate the # of days per-sons experi-ence home-

lessness Sheltered Unsheltered

Persons in Households with Adult(s) and Child(ren) 0 0 0 0 0 0 Persons in Households with Only Chil-dren 0 0 0 0 0 0



Population Estimate the # of per-sons experiencing

homelessness on a giv-en night

Estimate the # experienc-

ing home-lessness each

year

Estimate the # be-coming

homeless each year

Estimate the # exiting

homelessness each year

Estimate the # of days per-sons experi-ence home-

lessness Sheltered Unsheltered

Persons in Households with Only Adults 0 0 0 0 0 0 Chronically Homeless Indi-viduals 0 0 0 0 0 0 Chronically Homeless Fami-lies 0 0 0 0 0 0 Veterans 0 0 0 0 0 0 Unaccompanied Child 0 0 0 0 0 0 Persons with HIV 0 0 0 0 0 0

Table 26 - Homeless Needs Assessment

Data Source Com-ments:

According to the Continuum of Care's HMIS data, the City of Santa Ana ESG sub-recipients provided assistance to 2,251 unduplicated individuals in FY 2013-2014. The breakdown is; 977 adults, 418 children and 856 who re-fused/don't know/other reasons. 1,222 were male, 1,018 were female, 9 transgender, 2 don't know/refused/other. 232 Veterans were served and 410 were under the age of 18 years old. The numbers of homeless are most likely high-er, as these numbers only come from those organizations the City funds who are entering data into the County sys-tem.

If data is not available for the categories "number of persons becoming and exiting home-lessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individu-



als and families, families with children, veterans and their families, and unaccompanied youth):

The 2013 PIT Count provides more specific data about the homeless population in the County, including specific analyses of the numbers of individuals, families, veterans, families with children and unaccom-panied youth. Again, this count is not specific to Santa Ana, but does provide insight into the size, na-ture and needs of the City’s homeless population.


Nature and Extent of Homelessness: (Optional)

Race: Sheltered: Unsheltered (optional)

White 0 0 Black or African American 0 0 Asian 0 0 American Indian or Alaska Na-tive 0 0 Pacific Islander 0 0 Ethnicity: Sheltered: Unsheltered (optional)

Hispanic 0 0 Not Hispanic 0 0 Data Source Com-ments: Please refer to the County of Orange PIT figures.

Estimate the number and type of families in need of housing assistance for families with chil-dren and the families of veterans.

The following table from the 2013 PIT shows the numbers of homeless persons and families. These fig-ures are for ORANGE COUNTY as a whole, not for Santa Ana specifically. It may be assumed that a signif-icant percentage of these persons may be in the City. 232 Veterans were assisted in FY 2013-2014.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

County-wide, there are a higher percentage of unsheltered white/caucasian than other race or ethnici-ties.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

County-wide, there are an estimated 1,678 unsheltered homeless individuals. In FY 2013-2014, the City of Santa Ana provided homeless assistance to 2,251 Santa Ana residents in either homeless prevention, rapid re-housing, street outreach or shelter. This number comes from Continuum of Care, HMIS data entry by funded sub-recipients.

Discussion:

The numbers of homeless individuals may be higher than what is reported in this document, as these numbers used are taken from the HMIS County data. This data is entered by the organizations the City funds. There are other organizations serving Santa Ana residents who are not funded by the City.


NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

Certain population groups require supportive services and/or supportive housing, either on a permanent basis, or on a temporary basis. Many special needs populations are very low-income households (below 50% of Median Family Income) because they are not able to work or can only work on a part-time basis. Special population groups include the elderly and frail elderly, the physically and developmentally disa-bled, severely mentally ill persons, and those with substance abuse issues.

Many disabled individuals rely on Supplemental Security Income (SSI) for financial support. SSI provides income support to persons 65 years and over, the blind, and also the disabled. Since many disabled per-sons have limited incomes, finding affordable and accessible housing is often a serious challenge. Even when new affordable rental housing is developed, the rental rates for the housing units are often too high for many disabled persons. In addition, these persons often require various types of special assistance, program activities to en-hance their quality of life, and respite care for their caregivers. Support for municipal programs as well as assistance to not-for-profit organizations is necessary for the implementation of these types of activi-ties.

HUD has identified special needs populations and has provided data on several of these through the da-ta. However, detailed information on some special needs populations is often not available from census or HUD data sources. The City has used information from reliable sources or calculations from entities such as ARC (for the developmentally disabled), the National Institutes of Mental Health, or the National Institute of Alcohol and Alcohol Abuse to estimate the numbers of persons in those categories. Where possible, figures from reliable local sources are used to support these analyses.

While the Cityâ¿¿s resources are not sufficient to address the needs of all these groups, the City is com-mitted to supporting other entities in their efforts to provide needed resources. The City Community Development Agency staff members work closely with organizations that serve the needs of these popu-lations through on-going participation in a wide range of committees and community-based efforts.

The Non-Homeless Special Needs Population receives support other agencies, both County and State, which target these populations. Santa Ana will continue to collaborate with these agencies, to the ex-tent possible with limited funding, to meet the needs established within the Consolidated Plan for this sub-population.

The special need priorities described below will be addressed to some extent by affordable housing strategies such as homeowner rehabilitation and new housing development. Each of these affordable housing strategies will provide additional consideration when serving persons with special needs.


Describe the characteristics of special needs populations in your community:

The elderly and frail elderly, persons with disabilities, developmentally disabled, physically disabled, mentally ill persons, persons with alcohol and drug dependencies.

What are the housing and supportive service needs of these populations and how are these needs determined?

The Elderly and Frail Elderly

The elderly, 65 and over, constituted 6.8 percent of the total population in the City (22,449 persons) in the 2013 ACS. There are an estimated 9,523 frail elderly (75 and older) in the City.

The elderly, especially in very low-income households, face housing difficulties based upon their particu-lar housing needs (size of units, and types of fixtures and amenities), and on the basis of the cost burden they bear for housing and the fact that most are limited by fixed incomes. The Frail Elderly may need additional assistance to live independently and have additional requirements for their housing, such as elevators, grab bars in the bathroom, and special types of kitchen and bathroom fixtures.

The population of Santa Ana’s elderly continues to grow in size and in the level of supportive services needed. Based on information provided in consultation with Council On Aging of Orange County (a community based nonprofit agency) there are eight skilled nursing facilities in Santa Ana plus an addi-tional 15 resident care facilities providing housing and supportive services. Despite the significant num-ber of skilled nursing and residential care facilities in the City, a limited number of beds are available for non-ambulatory individuals.

Persons with Disabilities

The 2013 figures for disability indicate that 8.1 percent of the City’s population has some disability. This represents 26,233 persons. This percentage is below the national figure of 12.1 percent. Information about specific types of disability is not available from the Census data. Housing for the disabled must include a variety of options to meet the unique needs of persons with diverse types of disabilities. Ser-vice needs included housing placement, intermediate care, supported living programs, supported em-ployment, sheltered workshops, and rental subsidies for independent living.

The Developmentally Disabled


The Association for Retarded Citizens (ARC) indicates that the base definition of developmentally disa-bled is an IQ score less than 70. ARC indicates that the nationally accepted percentage of the population that can be categorized as developmentally disabled is two and one-half to three percent of the popula-tion. By this calculation, there are an estimated 8,218 developmentally disabled persons in Santa Ana.

There is an increasing number of adults who need residential supports and other specialized supports, and there is also an increasing number of elderly parents who have been taking care of their son or daughter with special needs for their entire life, but who are approaching an age where they can no longer do so. Families continue to request respite services for children and adults as the available pro-viders and options are not meeting the current level of need. There is an increase of individuals who need intense support. Many have accompanying severe mental illness, medical, and/or behavioral prob-lems.

The preferred housing options for the developmentally disabled are those that present a choice and in-tegrate them into the community. This includes supervised apartments, supported living, skilled devel-opment homes, and family care homes.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

According to the Orange County Health Care Agency, at the end of 2013, there were 6,215 persons living with HIV disease (PLWHD) in Orange County. Of these 275 persons were newly diagnosed with HIV dis-ease in 2013 and 55 persons were concurrently diagnosed with AIDS indicating that the individual was living with HIV disease but unaware of their status for a significant amount of time. In addition to the 6,215 persons known to be living with HIV disease, there are an estimated 1,364 who are unaware of their HIV status. Therefore, the total estimated number of PLWHD in Orange County is 7,579.

Of the 275 cases diagnosed in 2013, twenty-five percent, 69 cases, were in Santa Ana.

Discussion:

The Physically Disabled

The number of persons under the age of 18 with disabilities is 3,435, while the number of persons aged 18 to 64 with disabilities is 14,471, or 7.1 percent of the persons in that age group. The number of per-sons 65 and over with disabilities is 8,317 or 38.4 percent of that age group. These figures, based upon the Census Bureau definition of disability, include a wide range of disabilities and a precise figure for persons with physical disabilities is difficult to determine.

Deducting the number of developmentally disabled persons from the census figure for disabled persons gives an approximate figure of 18,005 persons who may be physically disabled.


Persons with physical disabilities may require assistance with daily living, and additional requirements for their housing including, for example, special types of kitchen and bathroom fixtures and special fire alarms.

Mentally Ill Persons

Individuals experiencing severe and persistent mental illness are often financially impoverished due to the long-term debilitating nature of the illness. The housing needs for this population are similar to oth-er low and moderate income individuals except for an additional need for a level of counseling and case management to ensure continued stability.

Persons with Alcohol and Drug Dependencies

The City has no direct data upon which to reliably estimate the number of persons with alcohol/other drug addiction problems. However, various organizations and bodies have supplied figures on this topic from a national perspective.

The National Institute of Alcohol Abuse and Alcoholism estimates that 16 to 17 percent of the male population over the age of 18 has a drinking problem and that six percent of women over the age of 18 has this problem. These estimates mean that in Santa Ana an estimated 18,619 males and 6,784 women are in need of supportive services for alcohol alone.

According to the 2012 National Survey on Drug Use and Health (NSDUH), conducted by the Substance Abuse and Mental Health Services Administration (SAMHSA), an estimated 23.9 million Americans in 2012 had substance dependence or abuse (9.2 percent of the total population aged 12 or older). Apply-ing these statistics to Santa Ana’s population, approximately 25,162 persons aged 12 and older had sub-stance dependence or abuse in 2013.


NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

Santa Ana is one of Orange County’s oldest communities and a significant portion of the City’s public facilities is older and is in need of upgrading. Many of Santa Ana’s neighborhoods have aging public fa-cilities and parks. The City invests substantial resources into improving its public facilities, however as with all limited resources, prioritization of improvements is required. The City has a Capital Improve-ment Program aimed at replacing and upgrading the public facilities throughout the City. The City in-tends to provide financial assistance in support of CDBG-eligible projects that improve or upgrade the City’s public facilities and thus address a priority need. Improvements may include but are not limited to repairs, replacement and/or upgrades at neighborhood parks/centers, parking structures, or non-historic facilities (including ADA compliance).

How were these needs determined?

Non-housing Community Development needs and priorities were identified in the course of preparing this Consolidated Plan through the input of community leaders, citizen participation, and requests and ideas from a wide range of service providers and public agencies. These inputs were provided in a series of meetings and public hearings described in the public participation section of this Plan. Representa-tives from the participating communities were invited to a focus group meeting that focused on ranking facility and infrastructure needs and developing ideas to coordinate infrastructure efforts.

The significant public input in the course of developing the City’s new Strategic Plan also provided much insight and many ideas about community needs and priorities in this area.

The City is also in touch with agency officials and organization heads, forwarding program information to them prior to meetings and hearings. The Community Development Agency is in contact with both County and State departments and agencies that often raise issues and concerns or make requests about improvements or conditions in the low/mod neighborhoods. The City has considered the many and varied needs, and the funding and project selection process reflect the input and weighing of needs and requests in light of the overall objective and availability of funds.

Describe the jurisdiction’s need for Public Improvements:

As noted in the section on public facilities, Santa Ana is one of Orange County’s oldest communities, and the need for infrastructure improvements is significant. Many of Santa Ana’s neighborhoods have inad-equate and/or deteriorating storm water drain and sewer capacity and deteriorating streets and side-walks. The City has invested substantial resources into improving its public infrastructure, however pri-oritization of improvements is required. Like most communities, the City of Santa Ana has developed a


Capital Improvement Program aimed at replacing and upgrading the public infrastructure throughout the City.

Describe the jurisdiction’s need for Public Services:

The City wishes to do all that it can to improve the quality of life for its most vulnerable low- and moder-ate-income populations, including the elderly, the disabled, and the homeless. Many of the non-profit agencies serving the neediest in the City’s low-income neighborhoods rely on CDBG funds to serve the greatest number of citizens possible. Public Services play a vital role in providing for some of the most vulnerable residents. Given the County's poverty rate and population, Public Services are increasingly in demand. As noted in the focus groups and meetings, there is a significant need for housing rehabilita-tion, emergency repairs, youth programs, programs for the elderly, and jobs creation.

How were these needs determined?

As described above, Non-housing Community Development needs and priorities were identified through the input of community leaders, citizen participation, and focus group discussions with a wide range of service providers and public agencies, especially through input for the development of the City’s Strate-gic Plan. These inputs were provided in a series of meetings and public hearings described in the public participation section of this Plan. The County is also in touch with agency officials and organization heads in the municipalities and with state and regional organizations.


Housing Market Analysis

MA-05 Overview Housing Market Analysis Overview:

Population growth follows job growth and the demand for housing will be influenced by the location, type, and wage levels of the City. The affordability component of housing demand, however, is based upon local wages and salaries that are translated into household incomes. The availability of an existing supply of various housing types and price levels must be maintained to meet the housing demand of the variety of occupations that comprise the local economic base.

The size of the City’s labor force has been stagnant since 2010, according to Bureau of Labor Statistics (BLS) figures. The workforce was 161,179 in 2010, 161,323 in 2011, 161,880 in 2012, 160239 in 2013, and 161,727 in November of 2014. The average number of persons employed and unemployed were also generally stable over the period, though the number of unemployed declined from 10.0 percent in 2013 to 8.1 percent in November of 2014 as the national unemployment rate began to decline. This un-employment rate represents 13,119 persons. At the same time the City has lost population declining from 337,977 in 2000 to 328,719 according to the latest ACS data.

The implication for the housing market is that the combination of population decline and employment stability creates a stagnant demand for housing. This typically serves to drive housing costs downward. However in light of the City’s already high housing costs and the limited opportunities for new housing construction because of the limited amount of available land, housing costs will remain high. At the same time the aging of the housing stock will call for increased maintenance, repairs and upgrades in order to keep units attractive and marketable.

The following market analysis will also demonstrate that low incomes and limited job opportunities for “living wage” jobs keep household incomes low in the face of increasing rents. As noted in the Needs Assessment, Santa Ana, like the rest of the nation, has seen stagnant income levels over the past dec-ade, so that even those working in ”good” jobs are losing ground financially. The rent figures continue to increase as the supply of quality units remains stable. At the same time, high prices, demands for in-creased down payment, and stricter lending criteria keep many households from purchasing homes, which also increases the pressure on the rental market.


MA-10 Number of Housing Units – 91.210(a)&(b)(2) Introduction

A basic premise of all housing markets is that there should be a spectrum of housing choices and oppor-tunities for all residents. This concept recognizes that housing choice and needs differ in most commu-nities because of factors such as employment mix, household income, the age of the population, prox-imity to employment, and personal preference. Local housing markets and labor markets are linked to one another, and local housing markets provide choices and opportunities for current and future work-ers.

All residential properties by number of units

Property Type Number % 1-unit detached structure 35,467 46% 1-unit, attached structure 5,681 7% 2-4 units 7,645 10% 5-19 units 11,368 15% 20 or more units 12,863 17% Mobile Home, boat, RV, van, etc 4,238 5% Total 77,262 100%

Table 27 – Residential Properties by Unit Number Data Source: 2007-2011 ACS

Unit Size by Tenure

Owners Renters Number % Number %

No bedroom 266 1% 2,622 7% 1 bedroom 1,652 5% 11,727 31% 2 bedrooms 7,902 22% 14,922 40% 3 or more bedrooms 26,138 73% 8,433 22% Total 35,958 101% 37,704 100%

Table 28 – Unit Size by Tenure Data Source: 2007-2011 ACS

Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City will address the worst case housing needs by assisting extremely low, very low, and low income households who would otherwise be forced to pay more than 30% of their gross income for housing.


ACS figures indicate that there are over 13,000 homeowners, and over 23,000 renter households paying over 30% of their income for housing. As noted earlier, by HUD definitions, 37,861 (63.6 %) of Santa Ana households are in the low-income categories. In light of the high percentage of family households and the size of the average household, many of these households will likely be large families.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

The Santa Ana Housing Authority (SAHA) does not own or operate public housing and provides only Housing Choice Vouchers, i.e., Section 8 rental assistance.

The SAHA has 2,699 vouchers in use and does not expect to lose any units from the affordable housing inventory.

Does the availability of housing units meet the needs of the population?

In Santa Ana, 81.7 percent of households are family households, a percentage significantly higher than that of the national figure of 66.4 percent. Also average household size is 4.45 persons, well above the national figure of 2.63 persons. Thus, there is a need for larger units. At the same time, the percentage of housing units with four or more bedrooms is 17.4 percent well below the 20.2 percent ly. Thus in terms of unit size, there is a mismatch between supply and need for larger units.

Describe the need for specific types of housing:

The recently updated Housing Element provides a detailed analysis of the City’s housing needs. As noted above there is a need for larger units for larger families, but there is also a growing need for units for the elderly and persons with disabilities.

However, affordability of any type of unit is an overarching issue that will be examined in the following sections.


MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction

As noted earlier, a basic premise of housing markets is that there should be a spectrum of housing choice and opportunity for residents. This housing choice and resident needs will vary because of em-ployment mix, household incomes, age of the population, and personal preference. However, housing markets and labor markets are inextricably linked and the level of affordable housing demand is largely a function of job growth and retention. Employment growth will occur through the retention and expan-sion of existing firms, and new economic growth will result from start-ups, spin-offs, and relocations. Population growth follows job growth and the demand for housing will be influenced by the location, type, and wage levels of the City.

The affordability component of housing demand, however, is based upon local wages and salaries that are translated into household incomes. Therefore, the availability of an existing supply of various hous-ing types and price levels must be maintained to meet the housing demand of the variety of occupations that comprise the local economic base.

According to data from the Trulia, a respected source of real estate data, the average sales price for a home in Santa Ana in the period from October 2014 to January 2015 (the most recent data) was $433,000. Using the rule of thumb that a house should cost no more than two and one-half times one’s income, a family would need an income of $173,200 to afford an average priced home. The HUD median income in Santa Ana is $85,900, leaving a gap of $87,300 for a median income household to overcome to acquire the average-priced home. However, an analysis of the income ranges reveals that approxi-mately 63.6 percent of households in Santa Ana have incomes below the $85,900 figure. Data from Trulia also shows that housing prices are increasing with the City seeing an eleven percent gain in aver-age sales price in the past year.

These income figures mean that it is more difficult for many households to meet monthly expenses, es-pecially when housing costs more than 30% of their income, more difficult to save for a down payment for a home, and more difficult to qualify for a mortgage to purchase home, especially in light the current tight lending market.

According to the National Low Income Housing Coalition’s 2014 “Out of Reach” report, the Fair Market Rent (FMR) for a two-bedroom apartment in Santa Ana (Orange County) is $1,644. In order to afford this level of rent and utilities – without paying more than 30% of income on housing – a household must earn $65,760 annually. At the minimum wage, a worker would need to work 4.0 jobs to afford the apartment. The result of high rental housing costs and a large number of low-income households is housing instability, cost burden, “doubling up” and a need for individuals and families to work more than one job just to “afford” the rent.


Cost of Housing

Base Year: 2000 Most Recent Year: 2011 % Change Median Home Value 173,300 371,700 114% Median Contract Rent 758 1,179 56%

Table 29 – Cost of Housing

Data Source: 2000 Census (Base Year), 2007-2011 ACS (Most Recent Year)

Rent Paid Number % Less than $500 2,136 5.7% $500-999 10,615 28.2% $1,000-1,499 16,898 44.8% $1,500-1,999 6,052 16.1% $2,000 or more 2,003 5.3% Total 37,704 100.0%

Table 30 - Rent Paid Data Source: 2007-2011 ACS

Housing Affordability

% Units affordable to Households earning

Renter Owner

30% HAMFI 1,455 No Data 50% HAMFI 4,925 2,225 80% HAMFI 26,010 5,870 100% HAMFI No Data 10,995 Total 32,390 19,090

Table 31 – Housing Affordability Data Source: 2007-2011 CHAS

Monthly Rent

Monthly Rent ($) Efficiency (no bedroom)

1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom

Fair Market Rent 1,126 1,294 1,621 2,268 2,525 High HOME Rent 1,061 1,154 1,387 1,594 1,759 Low HOME Rent 843 903 1,083 1,252 1,397

Table 32 – Monthly Rent Data Source: HUD FMR and HOME Rents


Is there sufficient housing for households at all income levels?

No, there is a significant gap in affordable housing for low-income RENTER households in particular. As noted above, the FMR for a two-bedroom unit in Santa Ana is $1,644 and a renter household must earn $31.62 per hour to rent a two-bedroom apartment without spending more than 30% of household in-come. This wage is well above that earned by the City’s low-income households.

Affordability gaps for OWNER units within the low household income categories are fairly normal as ownership opportunities within these lower income levels is cost prohibitive, and thus renting becomes the means to obtain housing.

As noted earlier, 52.5 percent of owners are cost burdened and number 13,130 households. It should be noted that 10,761 of these households are paying over 35 percent of income for housing. Cost burdened renters number 23,725 (61.7% of renter households), and the greatest number of these (20,012) are paying over 35 percent of income for housing.

How is affordability of housing likely to change considering changes to home values and/or rents?

Affordability will continue to be a problem as the housing market recovers. Homeownership will be diffi-cult both because of strict lending requirements and increasing prices of both the home and the cost of renovations or repairs.

Rental prices, already difficult for low-income households, will worsen as prices for units increase in the face of increased demand. The Housing Element notes that because the City’s rental stock is older, rents do not increase as rapidly. However, because incomes are stagnant, even modest rent increases affect affordability as notes in the preceding Needs Analysis.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this im-pact your strategy to produce or preserve affordable housing?

Fair Market Rents are above the HOME Rent levels in all the cases shown, and especially in the case of the larger units. This will make it more difficult to maintain the stock of affordable units. The need for affordable units remains critical, and the City must do all that it can to preserve affordable units and produce additional units to meet demand.

The City faces a number of problems in providing a sufficient supply of affordable housing. As noted, low incomes and limited job opportunities for “living wage” jobs keep household incomes low in the face of increasing rents. It should also be noted that Santa Ana, like the rest of the nation, has seen stagnant income levels over the past decade, so that even those working in ”good” jobs are losing ground finan-cially. The rent figures continue to increase as the supply of units remains stable in light of limited new


construction. At the same time, demands for increased down payment and stricter lending criteria keep many households from purchasing homes, which also increases the pressure on the rental market.


MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction

A majority (81.0%) of the City’s housing stock is more than thirty years old. This threshold is important because at that point the need for major repairs becomes evident. Utility and maintenance costs are typically higher with older units and major rehabilitation projects are more common. Structures older than 70 years are assumed to have exceeded their useful life. The City expects that many of the apart-ment units will require some type of rehabilitation based on the age of the housing stock.

Definitions

For the purposes of this plan, units are considered to be in “standard condition” when the unit is in compliance with the local building code, which is based on the International Building Code. Units are considered to be in “substandard condition but suitable for rehabilitation” when the unit is out of com-pliance with one or more code violations and it is both financially and structurally feasible to rehabilitate the unit. This definition does not include units that require only minor cosmetic work or maintenance work.

HUD has identified four housing problems, which are 1) overcrowding, 2) lacks complete kitchen, 3) lacks complete plumbing, or 4) cost burden. Overcrowding means that there is more than one person per room living in a housing unit. The lack of complete kitchen or lack of plumbing is self-apparent.

The U.S. Census estimates the total number of substandard units in a geographic area by calculating both owner- and renter-occupied units 1) lacking complete plumbing facilities, 2) lacking complete kitchen facilities, and 3) 1.01 or more persons per room (extent of housing overcrowding). The U.S. Cen-sus defines “complete plumbing facilities” to include: (1) hot and cold piped water; (2) a flush toilet; and (3) a bathtub or shower. All three facilities must be located in the housing unit.

Overcrowding is defined by HUD as 1.01 to 1.50 persons per room, while severe overcrowding is 1.51 or more persons per room. HUD data on the numbers of persons residing in housing units provides some insight into the potential for homelessness.

Condition of Units

Condition of Units Owner-Occupied Renter-Occupied Number % Number %

With one selected Condition 16,202 45% 19,720 52% With two selected Conditions 3,674 10% 8,763 23% With three selected Conditions 118 0% 214 1% With four selected Conditions 0 0% 47 0% No selected Conditions 15,964 44% 8,960 24% Total 35,958 99% 37,704 100%


Table 33 - Condition of Units Data Source: 2007-2011 ACS

Year Unit Built

Year Unit Built Owner-Occupied Renter-Occupied Number % Number %

2000 or later 1,398 4% 903 2% 1980-1999 3,705 10% 7,608 20% 1950-1979 25,094 70% 24,371 65% Before 1950 5,761 16% 4,822 13% Total 35,958 100% 37,704 100%

Table 34 – Year Unit Built Data Source: 2007-2011 CHAS

Risk of Lead-Based Paint Hazard

Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %

Total Number of Units Built Before 1980 30,855 86% 29,193 77% Housing Units build before 1980 with children present 1,350 4% 3,335 9%

Table 35 – Risk of Lead-Based Paint Data Source: 2007-2011 ACS (Total Units) 2007-2011 CHAS (Units with Children present)

Vacant Units

Suitable for Reha-bilitation

Not Suitable for Rehabilitation

Total

Vacant Units 0 0 0 Abandoned Vacant Units 0 0 0 REO Properties 0 0 0 Abandoned REO Properties 0 0 0

Table 36 - Vacant Units Data Source: 2005-2009 CHAS

Need for Owner and Rental Rehabilitation

The aging housing stock in some parts of the City requires maintenance and often upgrades and renova-tion for outdated plumbing and electrical work to accommodate modern equipment, fixtures, and living needs. In particular, 13.5 percent of the housing stock, over 10,000 units, were constructed before 1950 and are likely in need of repair or upgrades.


Table 32 above shows that 45.0 percent of owner occupied and 52.0 percent of renter occupied units have at least one of the four housing problems identified in the Census. Another 10.0 percent of owner units and 23 percent of renter units have two of the conditions.

As noted in the Needs Assessment, the majority of the households are cost burdened or severely cost burdened. If these households are owners, they may not have the resources to maintain the property, and, if renters, are not in a position to maintain the property. As noted in the public meetings, and re-peated throughout the Housing Element, upkeep and maintenance are key issues especially for elderly homeowners living on a fixed income, and for many renters living in older buildings with absentee land-lords.

There is a significant need for both owner and rental housing rehabilitation, as evidenced by data in the Housing Element and feedback received during the consultation/participation phase of preparing this document.

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards

As shown in Table 33, 86.0 percent of the City’s owner housing stock and 78.0 percent of rental units were constructed before 1980, and thus most likely to contain lead-based paint. Table 34 indicates that there are 1,350 pre-1980 owner-occupied housing units with children present and another 3,335 such rental units with children present. The City’s population is 63.6% extremely low-, very low-, and low-income households, who have the difficult task of locating safe and affordable rental housing. Poverty and parental supervision are risk factors in determining the prevalence of lead poisoning.


MA-25 Public and Assisted Housing – 91.210(b) Introduction

The Santa Ana Housing Authority administers 2,658 Housing Choice Vouchers and does not own or op-erate any public housing units. The Housing Authority administered the Tenant Based Rental Assistance (TBRA) program. Authority staff regularly monitors tenant files and enforce Housing Quality Standards.

Totals Number of Units


Rehab Public

Housing Vouchers

Total Project -based

Tenant -based


Affairs Supportive

Housing

Family Unification

Program

Disabled *

# of units vouchers available 2,658 0 0 31 # of accessible units *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Table 37 – Total Number of Units by Program Type Data Source:

PIC (PIH Information Center)

Describe the supply of public housing developments:

Describe the number and physical condition of public housing units in the jurisdiction, includ-ing those that are participating in an approved Public Housing Agency Plan:

Not Applicable


Public Housing Condition

Public Housing Development Average Inspection Score

Table 38 - Public Housing Condition

Describe the restoration and revitalization needs of public housing units in the jurisdiction:

Not Applicable

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:

Not Applicable


MA-30 Homeless Facilities and Services – 91.210(c) Introduction

Homelessness affects many people from all social, economic, and racial backgrounds. The causes of homelessness are varied and include loss of employment, mental illness, substance abuse, a health cri-sis, domestic violence, foreclosure, limited income (such as SSI, for elderly and people with disabilities which prevent them from aging in place due to high cost of living) and loss of familial support. Individu-als or families that are homeless have a variety of special needs, including emergency shelter, counsel-ing, job training, transitional housing, and permanent supportive housing. The long-term housing needs are for transitional housing and permanent supportive housing.

Homelessness results from a combination of factors related to the persons and families who are home-less and the economic system that supports them. Personal factors include generational poverty, weak or absent family and social networks, inadequate education or job skills, family break-up resulting from violence or divorce, catastrophic illness, mental illness, and substance abuse/addiction. Socioeconomic factors include an inadequate supply of affordable housing, reduction in health and human services, the high cost of child care and transportation, and the lack of jobs that pay living wages. The affordable housing strategies will help to address these needs.

The homeless population is diverse in nature and need, and varies by type of homelessness and family type. There are two subpopulations of homelessness in Santa Ana: the chronically homeless and the transitionally homeless. The chronically homeless, most often individuals, have been homeless for a year or longer and have experienced several episodes of homelessness in the last three years. They typically have significant untreated or undertreated mental illness or social disorders in addition to substance abuse issues and physical health problems. The chronically homeless are the most visible and have the most service demands. The transitional homeless are those who experience homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are often families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclo-sure, illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable housing.

Prevention of homelessness is a high need. Specific priority needs were for housing crisis interven-tion/housing placement and short-term assistance with rent and utilities. Priority need services include mental health services and services for homeless individuals. Homeless housing should include on-site supportive services.


Facilities and Housing Targeted to Homeless Households

Emergency Shelter Beds Transitional Housing Beds

Permanent Supportive Housing Beds

Year Round Beds (Cur-

rent & New)

Voucher / Seasonal / Overflow

Beds

Current & New

Current & New

Under Devel-opment

Households with Adult(s) and Child(ren) 120 0 3 8 0 Households with Only Adults 56 0 206 0 0 Chronically Homeless Households 0 200 0 0 0 Veterans 0 0 38 0 0 Unaccompanied Youth 0 0 10 0 0

Table 39 - Facilities and Housing Targeted to Homeless Households Data Source Com-ments:


Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons

HUD has placed significant emphasis on addressing the needs of the nation’s homeless through a Con-tinuum of Care system. A Continuum of Care (CoC) is a comprehensive and coordinated housing and service delivery strategy that responds to the different needs of homeless and at-risk individuals and families, and helps them attain self-sufficiency. As a recipient of CDBG and ESG funds, Santa Ana sup-ports numerous public and nonprofit agencies that reach out to the homeless, bring them into the sys-tem of care, and facilitate their movement toward self-sufficiency.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their fami-lies, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institu-tional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

The City of Santa Ana works collaboratively with all city, community, and regional public, non-profit, pri-vate, and community service organizations to develop and execute programs to assist the homeless and to prevent homelessness.

To address the needs of these homeless persons the City will continue its efforts to identify efficient and effective means to distribute limited resources for homeless needs. The City has designated emergency and transitional housing as high priorities for addressing homelessness. There are two emergency and transitional shelters in the City, providing an estimated 235 emergency and 317 transitional housing beds - more than any other city in the County.

This includes six emergency shelters: Cooper Fellowship Men’s Cooper Fellowship Women’s Isaiah House – Catholic Charities Teen Challenge The Salvation Army Hospitality House The Santa Ana Armory (winter months)

The City is fortunate to have sixteen facilities that provide transitional housing. These facilities include programs for substance abuse recovery, emancipated youth, and pregnant women. Gerry House Grandma’s House of Hope Mercy House/Joseph House Mercy House/Regina House Pat Moore Foundation (3) Phoenix House Phoenix House Academy


The Villa Center Veterans First (2) WISE Place

One of the most important components in the continuum of care is permanent supportive housing for persons with special needs. These facilities are few in number and limited in capacity. Those available in Santa Ana are: Mercy House/San Miguel Mercy House/Emmanuel


MA-35 Special Needs Facilities and Services – 91.210(d) Introduction

The Non-Homeless Special Needs Population receives support primarily from the Department of Human Services, as well as other agencies that target this population. The City will continue to collaborate with these agencies, to the extent possible with limited funding, to meet the needs established within the Consolidated Plan for these sub-populations.

The special need priorities described below will be addressed to some extent by affordable housing strategies such as homeowner rehabilitation and new housing development. Each of these affordable housing strategies will provide additional consideration when serving persons with special needs.

Supportive housing refers to housing and supportive service needs of persons who are not homeless but who may require supportive housing. These populations include elderly, frail elderly, persons with disa-bilities (including mental, physical and developmental), persons with alcohol or other drug addiction, and persons with HIV/AIDS and their families. Persons with mental illness, disabilities, and substance abuse problems need an array of services to keep them adequately housed and prevent bouts of home-lessness. Indeed, mental illness and substance abuse are two of the largest contributing factors to homelessness.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, pub-lic housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs

The numbers of and supportive needs of these groups was described above in Section NA-45. The City will support and encourage social and public service providers to seek funding assistance from Federal, State and private sector resource to fund individual programs.

Describe programs for ensuring that persons returning from mental and physical health insti-tutions receive appropriate supportive housing

The City has certified to HUD that it will undertake efforts to develop and implement a homeless dis-charge plan. HUD has stated that as part of the City developing and implementing a homeless discharge coordination policy it may use ESG homeless prevention funds to assist Very Low-Income individuals and families at risk of becoming homeless after being released from publicly funded institutions such as health care facilities, foster care or other youth facilities, or corrections institutions or programs.

On a regional basis, the County’s Community Services – Housing and Community Development Depart-ment has taken the lead in developing and implementing a discharge plan for the entire county and has


solicited the assistance of cities such as Santa Ana. As this plan evolves, the City will explore various op-tions in programming that ensures the needs of Santa Ana’s residents are met while also addressing re-gional planning efforts. At the present time ESG homelessness prevention funds are not being utilized in support of a discharge plan.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with re-spect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)

Santa Ana provides CDBG and ESG resources to public and nonprofit agencies for homelessness preven-tion and supportive services to persons who are not homeless, but have special needs. In particular, the City will undertake activities and support programs to assist 1) Victims of domestic violence, 2) the el-derly and frail elderly, and 3) persons with disabilities. These activities will include a range of efforts such as feeding programs, counseling, training, and other needed services.


MA-40 Barriers to Affordable Housing – 91.210(e) Negative Effects of Public Policies on Affordable Housing and Residential Investment

Through vehicles such as zoning ordinances, subdivision controls, permit systems, and housing codes and standards, the City has attempted to ensure the health, safety, and quality of life of its residents while minimizing the barriers that may impede the development of affordable housing. None of these measures is intended to restrict the affordability of housing, though these regulations may on occasion affect the pricing of housing.

The City has identified several barriers to the development of affordable housing including the following: - Governmental constraints such as property taxes, land-use controls (e.g., density and zoning re-strictions), building codes, building permit fees, on-site/off-site improvement, prevailing wage regula-tions, and ADA compliance. - Market constraints primarily the availability, cost, and competition for land. Other constraints include limited funding sources, finance costs, and the costs of construction. - Available land in the City mostly consists of small parcels that must be assembled for significant new construction projects. Relocation costs and housing replacement requirements for redeveloping im-proved properties also presents barriers to the development of affordable housing. - The region’s rents have continued to increase. Higher rents limited the ability of some lower income households to obtain decent and affordable housing. Households with no or poor credit history are se-verely impacted.

Since governmental restrictions may constrain the production of affordable housing, the City of San-ta Ana continues to monitor, analyze and address, as necessary, governmental regulations, land use con-trols and residential development standards that affect the production and preservation of affordable housing.

The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due to the foreclosure crisis, which also is outside the scope and control of City policy. In some instances, issues revolving around personal finances (lack of down payment, credit history, employment history) affect the availability of affordable housing for residents. Market factors that tend to restrict affordable housing production are: high land costs, high construction costs, and the availability of financing.


MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction

The City has a number of needs in order to support economic development, which is critical to growth and revitalization. As noted in the Housing Needs Assessment and the Housing Market Analysis, good, well-paying jobs are the means to secure economic stability, improve neighborhoods and obtain decent housing.

The recession of 2007-2009 and continued economic downturn has resulted in higher unemployment rates in Santa Ana, and fewer jobs are available at all levels. Although the recession officially ended in June 2009, recovery for vulnerable populations has been slow and unsteady, making income disparities even wider. Competition for entry-level jobs is still challenging, and these jobs often do not lead to a career and an income sufficient to support a family. Youth (ages 16-24) have been especially impacted by the economic downturn, finding that even low-wage entry level jobs are unavailable to them.

Thus, the City's economic development needs center upon obtaining new jobs and providing the work-force to take those jobs. Education and job training (and retraining) are crucial to having a competitive workforce.

Economic Development Market Analysis

Business Activity

Business by Sector Number of Workers

Number of Jobs

Share of Workers

%

Share of Jobs

%

Jobs less workers

% Agriculture, Mining, Oil & Gas Extraction 1,336 105 2 0 -2 Arts, Entertainment, Accommodations 13,821 9,409 16 9 -7 Construction 5,185 5,213 6 5 -1 Education and Health Care Services 10,813 16,518 12 15 3 Finance, Insurance, and Real Estate 6,568 11,105 7 10 3 Information 1,791 2,672 2 2 0 Manufacturing 16,494 21,720 19 20 1 Other Services 4,899 4,921 6 5 -1 Professional, Scientific, Management Ser-vices 8,117 14,180 9 13 4 Public Administration 2 4 0 0 0 Retail Trade 12,269 13,043 14 12 -2 Transportation and Warehousing 2,225 1,882 3 2 -1 Wholesale Trade 5,230 7,664 6 7 1 Total 88,750 108,436 -- -- --

Table 40 - Business Activity


Labor Force

Total Population in the Civilian Labor Force 161,928 Civilian Employed Population 16 years and over 145,651 Unemployment Rate 10.05 Unemployment Rate for Ages 16-24 21.15 Unemployment Rate for Ages 25-65 6.92

Table 41 - Labor Force Data Source: 2007-2011 ACS

Occupations by Sector Number of People

Management, business and financial 16,088 Farming, fisheries and forestry occupations 8,445 Service 17,271 Sales and office 34,028 Construction, extraction, maintenance and re-pair 18,378 Production, transportation and material moving 14,143

Table 42 – Occupations by Sector Data Source: 2007-2011 ACS

Travel Time

Travel Time Number Percentage < 30 Minutes 92,531 66% 30-59 Minutes 38,277 27% 60 or More Minutes 10,315 7% Total 141,123 100%

Table 43 - Travel Time Data Source: 2007-2011 ACS

Education:

Educational Attainment by Employment Status (Population 16 and Older)

Educational Attainment In Labor Force Civilian Employed Unemployed Not in Labor Force

Less than high school graduate 53,569 5,798 18,728 High school graduate (includes equiva-lency) 25,144 2,378 7,304


Educational Attainment In Labor Force Civilian Employed Unemployed Not in Labor Force

Some college or Associate's degree 24,055 2,117 5,691 Bachelor's degree or higher 15,263 1,052 2,801

Table 44 - Educational Attainment by Employment Status Data Source: 2007-2011 ACS

Educational Attainment by Age

Age 18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs

Less than 9th grade 2,866 10,301 14,858 21,939 8,378 9th to 12th grade, no diploma 8,932 11,787 11,557 7,653 2,661 High school graduate, GED, or al-ternative 11,464 12,954 10,871 11,001 4,072 Some college, no degree 12,981 9,139 6,703 8,542 2,775 Associate's degree 1,372 2,484 2,087 2,932 983 Bachelor's degree 1,678 6,326 3,152 4,320 1,596 Graduate or professional degree 173 1,840 1,393 2,085 1,029

Table 45 - Educational Attainment by Age Data Source: 2007-2011 ACS

Educational Attainment – Median Earnings in the Past 12 Months

Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 20,214 High school graduate (includes equivalency) 23,657 Some college or Associate's degree 33,578 Bachelor's degree 43,657 Graduate or professional degree 61,681

Table 46 – Median Earnings in the Past 12 Months Data Source: 2007-2011 ACS

Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?

According to Table 39, Manufacturing is the major employment sector in the City, followed by Arts, En-tertainment and Accommodations, and Retail Trade, with Education and Health Care Services fourth.


This is somewhat at odds with the 2013 ACS figures, which does show Manufacturing as first, but Pro-fessional, Scientific and Management employment is second, followed by Arts, Entertainment and Ac-commodations, with Education and Health Care Services fourth, and Retail fifth.

Describe the workforce and infrastructure needs of the business community:

The greatest need for the City in terms of economic development is the creation or attraction of new jobs for residents that pay a living wage. However, these jobs can only be created if there is an ade-quate, trained workforce in place to fill them. To this end the City has, and will continue to, support ed-ucation and job training programs when possible. These efforts include job training for younger persons, retraining for older workers, the provision of a good basic education for the City's youth, and the assist-ing young persons in career preparation.

The earnings figures in Table 45 show what is commonly known - that the higher one's level of educa-tion, the greater one's earnings. Indeed, the Median Income figure for those with a high school diploma or less is below the current poverty level. Unfortunately, the educational attainment level of many City residents is low as shown in Table 44 - over 89,800 persons in the working age cohorts (18 - 65) do not have a high school diploma and another 46,290 have a high school diploma or equivalent.

Data from the City’s Housing Element shows that most jobs held by Santa Ana residents pay average wages below $53,000 annually, which is below the Median Family Income figure.

The City does not have any pressing needs for infrastructure with respect to economic development.

Describe any major changes that may have an economic impact, such as planned local or re-gional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for work-force development, business support or infrastructure these changes may create.

New Development – A proposed 37-story office tower in downtown Santa Ana is a potential project that could add over 500 new jobs to the area. New infrastructure improvements would be necessary to alle-viate the traffic caused by adding over 500 employees to this area.

Adaptive reuse ordinance - Newly adopted ordinance will allow underutilized properties to be converted into different uses by granting relief on parking, height, and other development standards by the City. This could allow for the development of an office building into a residential use in the City.

How do the skills and education of the current workforce correspond to employment oppor-tunities in the jurisdiction?

The educational and training level of the workforce does not match the needs of many of today's indus-tries and businesses. The City's employment opportunities are in some measure it is the quality of the


labor force. The need to support job training, retraining, and employment placement programs for low-income persons remains. Job training programs should focus on skills needed for growing industries such as green energy and healthcare that can be expected to offer decent pay and benefits to entry-level persons.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The City’s Workforce Investment Act (WIA) advisory board played a key role in developing employment opportunities for lower income Santa Ana residents. Various programs, including the Work Force In-vestment Act resources, addressed employment training and job placement needs.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that im-pact economic growth.

The City of Santa Ana participates in the County of Orange’s CEDS project. Strategic initiatives and pro-jects are submitted to the County for inclusion into their plan.

The Harbor Mixed Use Transit Corridor Specific Plan proposes a new land use and development vision along Harbor Boulevard, and replaces the existing 425-acre North Harbor Specific Plan with a reduced plan area of 305-acres generally along Harbor Boulevard. The Plan creates a new vision for the area, in-troducing housing and higher intensity mixed use development opportunities near the existing Bus Rap-id Transit on Harbor Boulevard and future fixed guideway routes.


MA-50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (in-clude a definition of "concentration")

Cost burden and severe cost burden represent the most prevalent housing problem in Santa Ana. The 63.6 percent of the City’s households in the three lowest HUD income categories face difficulties in ob-taining affordable housing that is decent and safe. These populations are distributed across the City. It may be reasonably asserted that households with multiple housing problems are not concentrated in any particular area. The City’s oldest neighborhoods are the most likely to have substandard structures or overcrowding because of smaller units and older unit layout and design.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income fami-lies are concentrated? (include a definition of "concentration")

Based on Census Bureau ethnicity/race estimates, Santa Ana is approximately 78.7% Hispanic/Latino; this population resides throughout the City. The second largest minority population in Santa Ana is Asian, which comprise approximately 10.1% of the City’s population. Asian households are mainly con-centrated in the City’s west-side and south-end areas.

Maps showing these concentrations may be found in the most recent CAPER.

What are the characteristics of the market in these areas/neighborhoods?

In general, these neighborhoods are characterized by smaller older single family homes. More affluent buyers will tend to favor newer construction in other more attractive neighborhoods. Rental structures are also older and typically smaller. The rental market in these neighborhoods is stronger in the face of increased demand, especially for more modern or better kept buildings. Rents tend to increase, even for poorer buildings, exacerbating the cost burden issue for low-income households.

Are there any community assets in these areas/neighborhoods?

Santa Ana has been committed to an asset based community development for nearly two decades. Our CDBG eligible neighborhoods each have voluntary block groups /neighborhood associations that are the institutionally recognized civic engagement vehicle for local residents. The city focuses on leadership training and capacity building among these associations to increase the likelihood that residents are able to be well informed and participate in the setting of public policies. In addition to our neighborhood associations, through our Community Development Resource Network, Santa Ana works to improve the coordination and collaboration among the hundreds of community-based organizations that consider Santa Ana to be home. These groups include parent groups at schools, non-profit social service agen-cies, faith-based organizations, local service clubs and members of the business community interested in civic engagement.


Are there other strategic opportunities in any of these areas?

Santa Ana is currently competing for federal Promise Zone designation and has identified strategic op-portunities in the areas of economic opportunity / job creation, improving educational opportunities and reducing violent crime. Our Santa Ana Partnership, which includes the City of Santa Ana, Santa Ana Unified School District, Santa Ana College, Santa Ana Chamber of Commerce, OC Children and Fami-lies Commission, OC United Way, Santa Ana PD and OC Probation is currently identifying what works in our community and how we can best bring these initiatives to the scale necessary to benefit the tens of thousands of youth in our community.


Strategic Plan

SP-05 Overview Strategic Plan Overview

The City of Santa Ana’s mission statement asserts, “To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents.”

The Strategic Plan proposes strategies and programs that focus on Santa Ana’s mission statement, ad-dress community priority needs, and also HUD’s statutory goals. Related to this mission statement are a series of City goals including: -Community Safety; Youth, Education, Recreation; Economic Development; City Financial Stability; Community Health, Livability, Engagement and Sustainability; Community Facili-ties and Infrastructure; Team Santa Ana

To determine which activities will receive CDBG funding during the Consolidated Plan cycle, the City uti-lized a relative priority ranking system to determine which activities will receive CDBG funding in order to address a priority need.

The following priority ranking system has been used: High Priority: Activities that address a high priority need will be funded by the City during the five-year period provided adequate resources are availa-ble; Medium Priority: If funds are available, activities to address medium priority needs may be funded during the five-year period; Low Priority: The City does not anticipate directly funding low priority need activities during the five-year period; No Such Need: The City finds there is no need or that this need is already substantially addressed

HUD has identified three overarching objectives, and any HUD-funded activity must meet one of these. The three objectives are: Suitable Living Environment: Activities designed to benefit communi-ties, families, or individuals by addressing issues in their living environment; Decent Housing: A wide range of CDBG-eligible housing activities focused on housing programs that meet individual family or community needs; Create Economic Opportunities: Activities related to economic development, com-mercial revitalization, or job creation.


HUD has also identified three outcomes, one of which must be met by a HUD-funded activity. The out-comes are: Availability/Accessibility: Activities that make services, infrastructure, public services, public facilities, housing, or shelter available or accessible to Low-and Moderate-income people, including per-sons with disabilities (accessibility does not refer only to physical barriers, but also to making the basics of daily living available and accessible to Low- and Moderate-income people where they live); Affordabil-ity: Activities that provide affordability in various ways in the lives of Low- and Moderate-income people. Includes the creation or maintenance of affordable housing, infrastructure hook-ups, or services such as transportation and day care; Sustainability: Promotes livable or viable communities - activities aimed to improve communities or neighborhoods to make them livable or viable by providing benefit to Low- and Moderate-income persons or by removing/eliminating slums or blight.

The priority needs are numerous and varied. The identified priority needs are: Affordable housing through production, rehabilitation/repair, and financial assistance, public improvements to improve neighborhoods; Housing for persons with special needs; Assistance for the homeless, including housing, services and homelessness prevention; Community and public services especially for youth, the elderly, the homeless, and persons, with disabilities; Economic development and anti-poverty programs focused primarily upon job training and career preparation; Public facility and infrastructure improvements cen-tered upon accessibility improvements; and code enforcement.


SP-10 Geographic Priorities – 91.215 (a)(1) Geographic Area

Table 47 - Geographic Priority Areas 1 Area Name: Citywide

Area Type: Citywide

Other Target Area Description: Citywide

HUD Approval Date:

% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?

Identify the needs in this target area.

What are the opportunities for improvement in this target area?

Are there barriers to improvement in this target area? 2 Area Name: Low-and Moderate-

Income area

Area Type: Low-and Moderate-Income area

Other Target Area Description: Low-and Moderate-Income area

HUD Approval Date:

% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?

Identify the needs in this target area.


What are the opportunities for improvement in this target area?

Are there barriers to improvement in this target area? General Allocation Priorities

Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)

HUD-funded activities are limited to the City's Low-and Moderate-Income area, which encompasses the majority of the City's residential areas. Areas of the City outside of the CDBG target areas will benefit from activities that are limited-clientele in nature, i.e., a person/household can benefit from a federally assisted program provided they meet the program's eligibility criteria. Eligibility is typically established by household income and household size. The following map shows the City's low/mod Census Tracts and the level of poverty in each.


SP-25 Priority Needs - 91.215(a)(2) Priority Needs

Table 48 – Priority Needs Summary 1 Priority Need

Name Housing Opportunities

Priority Level High

Population Extremely Low Low Moderate Large Families Families with Children Individuals Families with Children

Geographic Areas Affect-ed

Citywide

Associated Goals

Affordable Housing Opportunities Administration

Description Provide Safe, Affordable Housing Opportunities through, Homeowner Rehabilita-tion, Increased Ownership Opportunities, Increased Supply of Single-family Hous-ing, Preservation of Rental Housing, New Construction of Rental Housing, and Ten-ant based rental assistance


Basis for Rela-tive Priority

Priorities are based on input from the public participation process including the Housing and Redevelopment Commission and City Council, recommendations of City staff, and input and recommendations from participating jurisdictions.

The strategies described herein establish Santa Ana’s priorities for assisting low and moderate income persons and neighborhoods with funds made available through the Consolidated Plan. The affordable housing and development needs of a com-munity will always outweigh the resources available to address those needs. There-fore, it is necessary to prioritize the use of available funds to the highest and best use to meet the most pressing needs for housing, the homeless, the special needs population, and community development.

The priorities were selected based on a review and analysis of the information summarized in the Consolidated Plan, namely the community participation process, consultations, the needs assessment, and housing market analysis. Strategies are designed to meet the priority needs and based on past performance and best prac-tices of communities with similar programs. Only projects that clearly demonstrate the capacity to serve one of the priorities below will receive funding through the Consolidated Plan. These priorities will be incorporated into all requests for pro-posals over the next five years.

The majority of CDBG activities are selected based on eligibility and need. All organ-izations requesting CDBG funds for public services, through a formal application process, must demonstrate that the activity benefits low- and moderate- income (LMI) persons.

Over the course of the five-year plan, the City will also work with community stake-holders to identify underserved needs based on the most recent available data. The use of underserved need factors will provide needed flexibility to respond to the changing needs of the community. Together, the priorities and the underserved needs will form the criteria for the proposal process that ensures selected partners have capacity to effectively carry out funded projects in a timely manner and the selected projects serve the most critical of needs within the community.

In addition, this Strategic Plan describes planning and administrative initiatives that the City will undertake in conjunction with its funded projects. These include ac-tions to remove regulatory barriers to affordable housing, reduce the threat of lead-based paint hazards, reduce the number of households living in poverty, im-prove the local institutional structure and coordination among local agencies, af-firmatively further fair housing choice, and ensure compliance with all applicable regulations through monitoring. Consolidated Plan SANTA ANA 82

OMB Control No: 2506-0117 (exp. 07/31/2015)

2 Priority Need Name

Homeless Services

Priority Level High

Population Extremely Low Low Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Persons with HIV/AIDS Victims of Domestic Violence Unaccompanied Youth Elderly Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence


Citywide

Associated Goals

Homeless Activities Administration

Description Homeless Activities, including Homeless Prevention, Emergency Shelters


Homeless activities, ranging from providing emergency shelter to preventing home-lessness receive a High priority. Thus, the City will focus on multiple efforts includ-ing rental rehabilitation, as well as homeowner repair to provide affordable housing and in many instances prevent homelessness.


Public Service Programs

Priority Level High


Population Extremely Low Low Moderate


Citywide

Associated Goals

Public Service Programs Administration

Description Provide public service programs for youth, special needs populations, and low in-come individuals.


The provision of Public Service Programs receives a High priority rank; the need for a wide range of services, including programs for seniors and youth, feeding pro-grams, child care, and services to low and moderate income individuals is very much present citywide.


Public Facilities/Infrastructure

Priority Level High



Low-and Moderate-Income area

Associated Goals

Public Facilties/Infrastructures Administration

Description Public Facilities/Infrastructure, including but not limited to street paving, sidewalk improvements, community center improvements, park improvements, park con-struction.


Ageing of public facilities and infrastructure places this as a High rating.


Economic Development

Priority Level High




Citywide

Associated Goals

Economic Development Activities Administration

Description The City of Santa Ana will continue to support entrepreneurial efforts in the City to expland employment opportunities for residents. Since Santa Ana's economic and business base includes industries such as high tech, communications, and services, a worth force with diverse work-skills in needed.


Economic Development receives a High ranking, but in the face of other pressing needs, the focus of the spending in this area will center upon job training and ca-reer preparation for youth.

6 Priority Need

Name Code Enforcement

Priority Level High

Population Persons with HIV/AIDS and their Families


Low-and Moderate-Income area

Associated Goals

Code Enforcement Administration

Description Single Family and Multi Family Code Enforcement.


Ageing housing stock places code enforcement as a high priority.


Fair Housing

Priority Level High


Population Extremely Low Low Moderate Middle Large Families Families with Children Elderly Public Housing Residents Elderly Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence


Citywide

Associated Goals

Support Fair Housing Administration

Description City of Santa Ana certifies that it will further Fair Housing.


The City of Santa Ana is committed to affirmatively furthering fair housing choice.

Narrative (Optional)

Priorities are based on input from the public participation process including the Housing and Redevel-opment Commission and City Council, recommendations of City staff, and input and recommendations from participating jurisdictions.

The strategies described herein establish Santa Ana's priorities for assisting low and moderate income persons and neighborhoods with funds made available through the Consolidated Plan. The affordable housing and development needs of a community will always outweigh the resources available to ad-dress those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and best use to meet the most pressing needs for housing, the homeless, the special needs population, and community development.


The priorities were selected based on a review and analysis of the information summarized in the Con-solidated Plan, namely the community participation process, consultations, the needs assessment, and housing market analysis. Strategies are designed to meet the priority needs and based on past perfor-mance and best practices of communities with similar programs. Only projects that clearly demonstrate the capacity to serve one of the priorities below will receive funding through the Consolidated Plan. These priorities will be incorporated into all requests for proposals over the next five years.

The majority of CDBG activities are selected based on eligibility and need. All organizations requesting CDBG funds for public services, through a formal application process, must demonstrate that the activity benefits low- and moderate- income (LMI) persons.

Over the course of the five-year plan, the City will also work with community stakeholders to identify underserved needs based on the most recent available data. The use of underserved need factors will provide needed flexibility to respond to the changing needs of the community. Together, the priorities and the underserved needs will form the criteria for the proposal process that ensures selected partners have capacity to effectively carry out funded projects in a timely manner and the selected projects serve the most critical of needs within the community.

In addition, this Strategic Plan describes planning and administrative initiatives that the City will under-take in conjunction with its funded projects. These include actions to remove regulatory barriers to af-fordable housing, reduce the threat of lead-based paint hazards, reduce the number of households liv-ing in poverty, improve the local institutional structure and coordination among local agencies, affirma-tively further fair housing choice, and ensure compliance with all applicable regulations through moni-toring.


SP-30 Influence of Market Conditions – 91.215 (b) 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)

Rising housing costs for rental units continues to be a problem for all house-holds. Thus the City is developing a TBRA program and will use HOME funds for such a program.

TBRA for Non-Homeless Special Needs

Again, in the face of rising housing costs, the HOME TBRA program provides rental subsidies for senior/disabled homeless persons, victims of domestic violence, and persons at risk of homelessness.

New Unit Production The City will fund the development of new units of affordable housing through the construction of new units, though resources are limited and costs are high.

Rehabilitation The City will attempt to assist in the maintenance of affordable units through the rehabilitation of existing housing units, as housing costs rise.

Acquisition, including preservation

Rising housing costs will cause the City to continue to loan available funds to acquire and rehabilitate properties to support the creation of affordable hous-ing, especially for special needs households.

Table 49 – Influence of Market Conditions


SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)

Introduction

Santa Ana, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating and/or decreasing federal and state resources.

The figures shown in the table below reflect HUD's current allocations. The figure for “Expected Amount Available Remainder of ConPlan” anticipates level funding using the 2015 allocation amounts and pro-jecting those amounts over the four remaining years covered by the Consolidated Plan.

If there are further funding cuts to CDBG over the coming years, the City will adjust accordingly and craft Annual Action Plans reflective of funding realities.

Anticipated Resources

Program Source of

Funds

Uses of Funds Expected Amount Available Year 1 Expected Amount

Available Reminder of ConPlan

$

Narrative Description Annual

Allocation: $

Program Income:

$

Prior Year Resources:

$

Total: $

CDBG public - fed-eral

Acquisition Admin and Planning Economic De-velopment Housing Public Im-provements Public Ser-vices 5,434,375 60,000 2,880,000 8,374,375 21,977,500

20% Ad-min, 15% Public Services


Program Source of

Funds



$


Allocation: $

Program Income:

$


$

Total: $

HOME public - fed-eral

Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construc-tion for own-ership TBRA 1,073,374 200,000 185,060 1,458,434 4,755,566

10% Ad-min

ESG public - fed-eral

Conversion and rehab for transitional housing Financial As-sistance Overnight shelter Rapid re-housing (rent-al assistance) Rental Assis-tance Services Transitional housing 495,616 0 0 495,616 1,982,464

7.5% Ad-min, 60% Maximum Street Outreach and Shel-ter

Table 50 - Anticipated Resources

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 administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG, HOME, and ESG funds. The need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end the City seeks funds from the State and grants from other entities, both public and private.

Matching requirements have been satisfied with other eligible financial resources and/or in-kind ser-vices, and the City will continue to seek this type of matching as well as financial matches.

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’s Housing Authority currently owns 14 parcels previously held by the former Redevelopment Agency. Some of these parcels have been identified to address the needs within this five year consoli-dated plan. Those identified parcels will be developed by the City and through a competitive proposal process for interested parties.


SP-40 Institutional Delivery Structure – 91.215(k)

Explain the institutional structure through which the jurisdiction will carry out its consolidated plan in-cluding private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity Type

Role Geographic Area Served

Latino Health Access Non-profit organiza-tions

Non-homeless special needs public services

Jurisdiction

United Labor Agency Of Orange County

Non-profit organiza-tions

Economic Develop-ment Non-homeless special needs

Jurisdiction

HABITAT FOR HUMANI-TY OF ORANGE COUNTY INC.


Ownership Jurisdiction

Santa Ana Unified School District

Public institution Non-homeless special needs public services

Jurisdiction

MERCY HOUSE TRANSI-TIONAL LIVING CENTERS


Homelessness Rental

Jurisdiction

Santa Ana Housing Au-thority

PHA Rental Jurisdiction

Santa Ana Workforce Investment Board

Government Economic Develop-ment Non-homeless special needs

Jurisdiction

Table 51 - Institutional Delivery Structure Assess of Strengths and Gaps in the Institutional Delivery System

One of the strengths of the delivery system is the Cityâ¿¿s outreach and information efforts. The City works diligently to involve and inform as many agencies, organizations and institutions of the HUD pro-grams, and has been successful in this regard. The program information that is disseminated is detailed and identifies the Cityâ¿¿s priority areas and priority needs. The types of programs and activities that can be funded under each of HUD programs and those activities that are not eligible for funding are clearly defined and the City helps grant applicants understand program requirements, the application and selection process, and the Cityâ¿¿s expectations for program reporting. The staff also sits on many local boards/commissions and hold leadership positions in a number of organizations because of their knowledge and expertise.


Another strength is the wide range of services available to support low- and moderate-income house-holds across the City. This is in part because many persons in the City have recognized the many needs and formed not-for-profit groups to address these needs. Further, the Agency has observed, and to some degree facilitated, the coordination and cooperation among these groups in identifying new ways to meet needs.

One of the greatest difficulties the City faces is ensuring that sub-recipients understand program and reporting requirements. The City provides information sessions to address this gap that applicants and grantees have identified in recent meetings. These sessions provide the information needed for appli-cants to properly complete the application process and ensure that their programs or activities are ap-propriate for HUD funding. At the same time, applicants are made aware of the reporting requirements and measures that they must meet if awarded a grant.

Still, however, it appears that the lack of awareness of the availability of services by those in need and a lack of knowledge about how to access services are significant obstacles to the provision of services. Outreach to those in need should be significant and culturally appropriate. To avoid duplication of ef-forts and improve the effectiveness of limited funding, the City will continue to work in collaboration with surrounding jurisdictions, non-profit organizations, and other community groups to coordinate and monitor the delivery of social services. This entails working with groups to identify and meet critical gaps in services. Fund leveraging, resource development, and coordination of services are critical activities that will be undertaken to address significant budget and programmatic constraints.

Availability of services targeted to homeless persons and persons with HIV and mainstream services

Homelessness Prevention Ser-vices

Available in the Community

Targeted to Home-less

Targeted to People with HIV

Homelessness Prevention Services Counseling/Advocacy X X X Legal Assistance X X Mortgage Assistance 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 X Child Care X X Education X X X


Employment and Employment Training X X Healthcare X X X HIV/AIDS X X X Life Skills X X X Mental Health Counseling X X X Transportation X X X

Other

Table 52 - Homeless Prevention Services Summary Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth)

The City uses a variety of programs and partners (noted above) to first prevent low-income persons from becoming homeless and, second, to support homeless persons and families in obtaining safe, af-fordable and sustainable housing. These efforts include a continuum of programs ranging from emer-gency shelters to transitional housing to permanent supportive housing services.

HOPWA funds are used countywide to provide services to person with HIV/Aids.

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

This delivery system includes a wide range of services for special needs populations and persons experi-encing homelessness, and these programs are coordinated into a City-wide strategy to prevent home-lessness and address it in a comprehensive manner. The primary strength of addressing homelessness through participation in the homeless effort is that it allows partners to focus resources on specific is-sues in order to avoid duplication of services. The City’s efforts also allow for a wider array of voices to be heard on what is a wide ranging issue.

Still, the need exists to provide better and more information among housing providers, social service providers and case management agencies.

Provide a summary of the strategy for overcoming gaps in the institutional structure and ser-vice delivery system for carrying out a strategy to address priority needs

The gap in the institutional structure and service delivery system in Santa Ana was identified as the need for more and better information dissemination and sharing among agencies and organizations that pro-vide services.


The City continues to seek new partners and to enhance the relationship with existing partners in City departments and social service agencies to improve and better coordinate the dissemination of infor-mation about and the delivery of programs and services. Also the city seeks opportunities to leverage the limited available resources.


SP-45 Goals Summary – 91.215(a)(4)

Goals Summary Information

Sort Order

Goal Name Start Year

End Year

Category Geographic Area

Needs Addressed Funding Goal Outcome Indicator

1 Affordable Housing Op-portunities

2015 2019 Affordable Housing

Low-and Moderate-Income ar-ea Citywide

Housing Opportunities CDBG: $6,600,000

HOME: $6,214,000

Rental units constructed: 24 Household Housing Unit Rental units rehabilitated: 36 Household Housing Unit Homeowner Housing Reha-bilitated: 65 Household Housing Unit Direct Financial Assistance to Homebuyers: 30 Households Assisted Tenant-based rental assis-tance / Rapid Rehousing: 100 Households Assisted


Sort Order


End Year



2 Homeless Activities 2015 2019 Homeless Citywide Homeless Services ESG: $2,478,080

Tenant-based rental assis-tance / Rapid Rehousing: 470 Households Assisted Homeless Person Overnight Shelter: 4320 Persons Assisted Homelessness Prevention: 1015 Persons Assisted Other: 12250 Other

3 Public Service Programs 2015 2019 Homeless Non-Homeless Special Needs Non-Housing Community De-velopment

Citywide Public Service Programs CDBG: $4,075,775

Public service activities oth-er than Low/Moderate In-come Housing Benefit: 20000 Persons Assisted Public service activities for Low/Moderate Income Housing Benefit: 200 Households Assisted

4 Economic Development Activities

2015 2019 Non-Housing Community De-velopment

Citywide Economic Development CDBG: $375,000

Businesses assisted: 60 Businesses Assisted


Sort Order


End Year



5 Public Facili-ties/Infrastructures


Low-and Moderate-Income ar-ea

Public Facili-ties/Infrastructure

CDBG: $9,618,950

Other: 10 Other

6 Support Fair Housing 2015 2019 Non-Housing Community De-velopment

Citywide Fair Housing CDBG: $329,820

Other: 4500 Other

7 Code Enforcement 2015 2019 Affordable Housing


Code Enforcement CDBG: $4,247,775

Housing Code Enforce-ment/Foreclosed Property Care: 23000 Household Housing Unit

8 Administration 2015 2019 Administration Low-and Moderate-Income ar-ea Citywide

Public Service Programs Code Enforcement Housing Opportunities Homeless Services Economic Development Fair Housing Public Facili-ties/Infrastructure

CDBG: $5,104,555

Other: 5 Other

Table 53 – Goals Summary


Goal Descriptions

1 Goal Name Affordable Housing Opportunities

Goal De-scription

Provide Safe, Affordable Housing Opportunities through, Homeowner and Rental Rehabilitation, Increased Ownership Op-portunities, Increased Supply of Single-family and Multi-Family Housing, and Tenant based Rental Assistance.

2 Goal Name Homeless Activities

Goal De-scription

Support local service providers who provided homeless activities which include Homeless Prevention, Rapid Rehousing, Street Outreach, Emergency and Transitional Housing.

3 Goal Name Public Service Programs

Goal De-scription

Support programs for the elderly, youth, persons with disabilities, and low-moderate-income individuals.

4 Goal Name Economic Development Activities

Goal De-scription

Assist businesses to promote economic growth.

5 Goal Name Public Facilities/Infrastructures

Goal De-scription

Provide financial assistance in support of CDBG-eligible projects that improve or upgrade the City’s infrastructure and ad-dress a community priority. Improvements may include repair/replace residential street, sidewalks, ADA compliance and re-lated improvements.

Provide financial assistance in support of CDBG-eligible projects that improve or upgrade the City’s public facilities and ad-dress a priority need. Improvements may include but are not limited to repairs, replacement and/or upgrades at neighbor-hood parks/centers, parking structures, or non-historic facilities (including ADA compliance).

6 Goal Name Support Fair Housing

Goal De-scription

Implement the actions outlined in the City's Analysis of Impediments to Fair Housing including financial support for fair hous-ing education, training and referral services; enforce fair housing laws and prosecute fair housing law violators.


7 Goal Name Code Enforcement

Goal De-scription

Preserve the existing supply of rental and homeowner housing.

8 Goal Name Administration

Goal De-scription

Ensure program administration maintains high standards of ethics, accountability an efficiency.

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)

See annual action plan data.


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)

Not Applicable

Activities to Increase Resident Involvements

Not Applicable

Is the public housing agency designated as troubled under 24 CFR part 902?

Not Applicable

Plan to remove the ‘troubled’ designation

Not Applicable


SP-55 Barriers to Affordable Housing – 91.215(h) Barriers to Affordable Housing


The City has identified several barriers to the development of affordable housing including the following: - Governmental constraints such as property taxes, land-use controls (e.g., density and zoning re-strictions), building codes, building permit fees, on-site/off-site improvement, prevailing wage regula-tions, and ADA compliance. - Market constraints primarily the availability, cost, and competition for land. Other constraints include limited funding sources, finance costs, and the costs of construction. - Available land in the City mostly consists of small parcels that must be assembled for significant new construction projects. Relocation costs and housing replacement requirements for redeveloping im-proved properties also presents barriers to the development of affordable housing. - The region’s rents have continued to increase. Higher rents limited the ability of some lower income households to obtain decent and affordable housing. Households with no or poor credit history are se-verely impacted.

Since governmental restrictions may constrain the production of affordable housing, the City of San-ta Ana continues to monitor, analyze and address, as necessary, governmental regulations, land use con-trols and residential development standards that affect the production and preservation of affordable housing.


Strategy to Remove or Ameliorate the Barriers to Affordable Housing

In an effort to mitigate these barriers, Santa Ana has undertaken the following actions:

- In 2011, the City Council adopted an inclusionary housing ordinance referred to as Housing Opportuni-ty Ordinance (HOO) that requires Residential Projects with a zone change that allow residential devel-opment where such uses were not previously allowed, and include more than 5 units, to provide 15% of all new units in Santa Ana to be affordable to very low-, low- and moderate-income households.


- The City utilized limited public resources to fund the development and/or the acquisition and rehabili-tation of rental housing units. This public assistance will result in lower rents for assisted units thus par-tially offsetting the impacts of some of the barriers listed above. Collaborating with CHDOs helps en-sures long-term affordability and maintenance of housing units.

- The City’s Housing Authority conducted outreach to rental property owners to encourage participation in the rental assistance program. The Authority’s staff also provided counseling to new/prospective ten-ants on the importance of building good credit history. Credit counseling was provided by the Consumer Credit Counseling Center, a local nonprofit agency.

- While the City’s Redevelopment Agency no longer exists, the City (via the Agency’s successor) has been allowed to follow projects with enforceable agreements in place, to be completed. Phase 2 of the City’s Station District, which included the development of owner-occupied units, is completed. Homeowner-ship opportunities will also be created by Habitat for Humanity of Orange County who will construct 17 new homes on scattered sites.

- Newly approved HOME rules permit giving preference to certain segments of the low-income popula-tion, such as police, firefighters, teachers, or artists. Such persons may receive this preference as long as they meet the HOME income limits.


SP-60 Homelessness Strategy – 91.215(d) Reaching out to homeless persons (especially unsheltered persons) and assessing their indi-vidual needs

Homelessness, and the prevention of homelessness, are ongoing problems in Santa Ana. The homeless population continues to increase because of high unemployment, high housing costs and a difficult housing market. However, the City is working with local and regional organizations to identify and meet the needs of homeless persons and those threatened with homelessness. Homeless persons and families have both housing and service needs. The immediate long-term housing needs are for transitional housing and permanent supportive housing. Homelessness results from a combination of factors related to the persons and families who are homeless and the socioeconomic systems that support them. Personal factors include generational poverty, weak or absent family and social networks, inadequate education or job skills, family break-up resulting from violence or divorce, catastrophic illness, prison re-alignment, mental illness, and substance abuse/addiction. Socioeconomic factors include an inadequate supply of affordable housing, reduction in health and human services, the high cost of child care and transportation, and the lack of jobs that pay living wages. The affordable housing strategies will help to address these needs.

Addressing the emergency and transitional housing needs of homeless persons

The homeless population is diverse in nature and need, and varies by type of homelessness and family type. There are two subpopulations of homelessness in Santa Ana: the chronically homeless and the transitionally homeless. The chronically homeless, most often individuals, have been homeless for a year or longer and have experienced several episodes of homelessness in the last three years. They typically have significant untreated or undertreated mental illness or social disorders in addition to substance abuse issues and physical health problems. The chronically homeless are the most visible and have the most service demands.

The transitional homeless are those who experience homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are individuals and families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure, ill-ness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable 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 indi-viduals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were re-cently homeless from becoming homeless again.



The City’s strategy for addressing the many aspects of homelessness will entail activities to: 1) Assist households at risk of becoming homeless by supporting community-based agencies that pro-vide direct monetary and counseling services to families/individuals that will keep them in their homes 2) Assist those already homeless by supporting programs that provide short-term (emergency) housing and services that help the homeless become self-sufficient 3) Assist those already homeless by supporting programs that provide interim (transitional) housing and services that help the homeless become self-sufficient 4) Facilitate long-term (permanent) supportive housing for individuals that have special needs that must be managed in order to avoid homelessness 5) Facilitate supportive services for homeless individuals

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being dis-charged 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’s strategy for addressing the many aspects of homelessness will entail activities to: 1) Assist households at risk of becoming homeless by supporting community-based agencies that pro-vide direct monetary and counseling services to families/individuals that will keep them in their homes 2) Assist those already homeless by supporting programs that provide short-term (emergency) housing and services that help the homeless become self-sufficient 3) Assist those already homeless by supporting programs that provide interim (transitional) housing and services that help the homeless become self-sufficient 4) Facilitate long-term (permanent) supportive housing for individuals that have special needs that must be managed in order to avoid homelessness 5) Facilitate supportive services for homeless individuals


SP-65 Lead Based Paint Hazards – 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards

Lead-paint hazards are typically found in buildings constructed prior to 1978 – the year lead based paint was banned in the U.S. According to the Center for Disease Control and Prevention (CDC), approximate-ly 250,000 U.S. children age 5 and younger remain at risk for exposure to harmful lead levels, though it should be noted that the CDC reports blood lead levels in children age five and younger has declined markedly in recent years. This decline is largely a result of the phase-out of leaded gasoline and efforts by federal, state, and local agencies to limit lead paint hazards in housing.

How are the actions listed above related to the extent of lead poisoning and hazards?

As shown above in section MA-20, there are 1,350 pre-1980 owner-occupied housing units with children present and another 3,335 such rental units with children present. The County of Orange Health Care Agency (OC-HCA) collects statistics regarding the number of children age 16 and younger, with a blood lead level greater than or equal to 10 mcg/dL, i.e., the CDC “level of concern.” The table following ta-ble, based on the latest information available (2011) from the County Health Agency, shows that Santa Ana has the greatest incidence of lead poisoning in Orange County.

Reports of elevated blood lead levels are obtained from the State, local laboratories and health care providers; however, OC-HCA stipulates that this is not an all-inclusive list. County data also does not identify the source of the lead poisoning (in addition to lead-based paint other sources of lead contami-nation may include clay pottery and candy).

How are the actions listed above integrated into housing policies and procedures?

In an effort to address the problems caused by lead exposure, the City of Santa Ana has implemented a lead paint hazard identification and notification process as part of its housing programs. This process has been designed to comply with HUD’s lead based paint hazard regulations (Title X), which became effec-tive in September 2000, and was implemented by Santa Ana in January 2002. All owner-occupied hous-ing units rehabilitated during the report period that were constructed prior to 1979 were inspected for lead paint hazards. If the inspection found potential lead-based paint hazards, the subject property was tested – the average cost per test is $450. Program staff indicates that procedures to comply with Title X has added approximately 30 days to the typical


SP-70 Anti-Poverty Strategy – 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families

The objectives and strategies of this Plan are focused on reducing the number of families in poverty, im-proving the quality of life for the poorest of families, and lessening the impacts of poverty. Strategies include those addressing affordable housing, special needs housing, homelessness, public facilities, pub-lic improvements, and economic development.

The movement of people above the poverty line involves a variety of policies and programs that extend beyond providing opportunities for employment at a living wage. Access to education, transportation, childcare, and housing are key components that can assist persons to secure and retain economically self-sustaining employment.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan

The City will employ a variety of strategies to help alleviate poverty, including efforts to stimulate eco-nomic growth and job opportunities, and to provide Santa Ana residents with the skills and abilities re-quired to take advantage of those opportunities. More specifically, the City will undertake a range of activities and services to combat poverty including: -Affordable housing programs including rehabilitation, rental assistance, and creation of new affordable housing units (via new construction or acquisition/rehabilitation). -Homeless assistance including prevention activities, emergency shelter, transitional housing, and access to permanent housing opportunities. Support services will be blended with these activities. -Public safety to prevent criminals from victimizing the poor. -Public facility improvements to eliminate or improve public infrastructure that negatively impact resi-dential neighborhoods. -Job training, job-search skills and job placement to provide those living in poverty with employment opportunities that pay higher wages. -Youth recreation and diversion services which provide youth living in poverty with alternatives to gang and crime activities. -The Housing Authority will continue to implement the Family Self-Sufficiency (FSS) program, which will provide rental assistance, life skills training and referrals to employment training for program partici-pants.


SP-80 Monitoring – 91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities car-ried out in furtherance of the plan and will use to ensure long-term compliance with require-ments of the programs involved, including minority business outreach and the comprehen-sive planning requirements

On-going evaluation of the housing and public service delivery system is perhaps the most effective tool in detecting service gaps, problems, and for making appropriate modifications to ensure pro-ject/program compliance. Santa Ana has established a comprehensive monitoring program for its feder-ally funded programs. The goal of the City’s monitoring program is to ensure long-term compliance with respective program requirements, including minority businesses outreach.

COMMUNITY DEVELOPMENT BLOCK GRANT: All CDBG funded activities, including those carried out by subrecipients, are required to submit quarterly reports to the City. Housing and public improvement project reports provide a description of project progress and dates for milestones such as completion date. Service providers are required to include information on clients served, program progress, and outcome measurements. City staff also has an onsite monitoring program to review performance, quali-ty of services, and grant administration provided by subrecipients. In addition to ensuring CDBG funded activities are being carried out in an effective manner, monitoring is used to ensure the timely expendi-ture of CDBG resources.

EMERGENCY SHELTER GRANT: The same standards utilized for CDBG subrecipients are used to monitor ESG agencies. In addition, funded agencies are required to document the number of Santa Ana residents served by their program. All funded programs are required to participate in the Homeless Management Information System, a county-wide program.

HOME: A HOME project-monitoring plan has been developed and implemented by the City. In compli-ance with HOME regulations, this plan calls for an annual on-site visits to subrecipients. During these visits staff will sample tenant files to review household income, rent levels and lease information to en-sure compliance with HOME regulations and applicable affordability covenants. Staff will also review respective administrative procedures to ensure compliance with the City’s Affirmative Marketing and Minority Outreach program. Finally, staff will continue to conduct periodic housing quality standards inspections as required by HUD program regulations.

For ownership rehabilitation and assistance activities, the Plan calls for the City to continue its existing underwriting procedures that are designed to ensure participant eligibility and property standards com-pliance. The City will also continue its efforts to provide contract opportunities for minority/women owned businesses. These efforts will be reported as part of the comprehensive Consolidated Annual Performance Report submitted to HUD.


In addition to quarterly, annual and project close out reports, the City monitors all HUD funded pro-grams with the assistance of the Finance Department to ensure all federal funds are spent in a timely manner. Finally, HUD’s Integrated Disbursement and Information System (IDIS) allows the City to moni-tor line of credit balances and project status. Santa Ana has taken extensive measures to safeguard pub-lic funds and ensure timely use of funds.


Expected Resources

AP-15 Expected Resources – 91.220(c)(1,2) Introduction




Anticipated Resources

Program Source of

Funds



$


Allocation: $

Program Income:

$


$

Total: $

CDBG public - fed-eral

Acquisition Admin and Planning Economic De-velopment Housing Public Im-provements Public Ser-vices 5,434,375 60,000 2,880,000 8,374,375 21,977,500

20% Ad-min, 15% Public Services


Program Source of

Funds



$


Allocation: $

Program Income:

$


$

Total: $

HOME public - fed-eral

Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construc-tion for own-ership TBRA 1,073,374 200,000 185,060 1,458,434 4,755,566

10% Ad-min

ESG public - fed-eral

Conversion and rehab for transitional housing Financial As-sistance Overnight shelter Rapid re-housing (rent-al assistance) Rental Assis-tance Services Transitional housing 495,616 0 0 495,616 1,982,464

7.5% Ad-min, 60% Maximum Street Outreach and Shel-ter

Table 54 - 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 administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals.


The City continues to cultivate funding partners who can match the City's investment of CDBG, HOME, and ESG funds. The need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end the City seeks funds from the State and grants from other entities, both public and private.

Matching requirements have been satisfied with other eligible financial resources and/or in-kind ser-vices, and the City will continue to seek this type of matching as well as financial matches.

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’s Housing Authority currently owns 14 parcels previously held by the former Redevelopment Agency. Some of these parcels have been identified to address the needs within this five year consoli-dated plan. Those identified parcels will be developed by the City and through a competitive proposal process for interested parties.


Annual Goals and Objectives

AP-20 Annual Goals and Objectives

Goals Summary Information

Sort Order


End Year



1 Affordable Housing Op-portunities

2015 2019 Affordable Housing


Housing Opportunities CDBG: $132,000

Rental units rehabilitated: 4 Household Housing Unit Homeowner Housing Rehabil-itated: 7 Household Housing Unit Direct Financial Assistance to Homebuyers: 3 Households Assisted

3 Homeless Activities 2015 2019 Homeless Low-and Moderate-Income ar-ea Citywide

Homeless Services ESG: $495,616

Tenant-based rental assis-tance / Rapid Rehousing: 99 Households Assisted Homeless Person Overnight Shelter: 864 Persons Assisted Homelessness Prevention: 203 Persons Assisted


Sort Order


End Year



4 Public Service Programs 2015 2019 Homeless Non-Homeless Special Needs Non-Housing Community De-velopment


Public Service Programs CDBG: $815,155

Public service activities other than Low/Moderate Income Housing Benefit: 4000 Per-sons Assisted Public service activities for Low/Moderate Income Hous-ing Benefit: 40 Households Assisted

5 Economic Development Activities



Economic Development CDBG: $75,000

Businesses assisted: 12 Busi-nesses Assisted

6 Public Facil-ties/Infrastructures



Public Facili-ties/Infrastructure

CDBG: $4,227,763

Other: 3 Other

7 Support Fair Housing 2015 2019 Non-Housing Community De-velopment


Fair Housing CDBG: $65,964

Other: 900 Other

8 Code Enforcement 2015 2019 Affordable Housing


Code Enforcement CDBG: $849,555

Housing Code Enforce-ment/Foreclosed Property Care: 4600 Household Hous-ing Unit


Sort Order


End Year



9 Administration 2015 2019 Administration Citywide Public Service Programs Code Enforcement Housing Opportunities Homeless Services Economic Development Fair Housing Public Facili-ties/Infrastructure

CDBG: $1,020,911

Other: 1 Other

Table 55 – Goals Summary

Goal Descriptions

1 Goal Name Affordable Housing Opportunities

Goal De-scription

Provide Safe, Affordable Housing Opportunities.

3 Goal Name Homeless Activities

Goal De-scription

The City will continue to identify efficient and effective means to distribute limited resources for homeless needs. Participa-tion with the Continuum of Care is a high priority which is shown by the City Manager's representation on the executive committee. The City will provide funding to 19 non-profit organizations assisting the homeless and will help to fund the Co-ordinated Entry program for the County. Programs funded include street outreach, homeless prevention, rapid re-housing, emergency and transitional shelter.

4 Goal Name Public Service Programs

Goal De-scription

Support programs for the elderly, youth, persons with disabilities, and low-moderate-income individuals.


5 Goal Name Economic Development Activities

Goal De-scription

Assist businesses to promote economic growth.

6 Goal Name Public Facilties/Infrastructures

Goal De-scription

Provide financial assistance in support of CDBG-eligible projects that improve or upgrade the City’s infrastructure and ad-dress a community priority. Improvements may include repair/replace residential street, sidewalks, ADA compliance and re-lated improvements.

Provide financial assistance in support of CDBG-eligible projects that improve or upgrade the City’s public facilities and ad-dress a priority need. Improvements may include but are not limited to repairs, replacement and/or upgrades at neighbor-hood parks/centers, parking structures, or non-historic facilities (including ADA compliance).

7 Goal Name Support Fair Housing

Goal De-scription

Implement the actions outlined in the City's Analysis of Impediments to Fair Housing including financial support for fair hous-ing education, training and referral services; enforce fair housing laws and prosecute fair housing law violators.

8 Goal Name Code Enforcement

Goal De-scription

Preserve the existing supply of housing.

9 Goal Name Administration

Goal De-scription

Ensure program administration maintains high standards of ethics, accountability an efficiency.


Projects

AP-35 Projects – 91.220(d) Introduction




Projects

# Project Name 1 ESG15 2 HOME15 - New Construction 3 HOME15 - CHDO 4 HOME15 - Single Family Rehab 5 HOME15 - Homebuyer Assistance 6 HOME15 - Admin 7 CDBG15-ADMINISTRATION 8 CDBG15-FAIR HOUSING 9 CDBG15-CODE ENFORCEMENT

10 CDBG15-ECONOMIC DEVELOPMENT 11 CDBG15-PUBLIC SERVICE PROGRAMS 12 CDBG14-PARK IMPROVEMENTS 13 CDBG15-PARK IMPROVEMENTS 14 CDBG15-STREET IMPROVEMENTS 15 CDBG15-NEIGHBORHOOD SPONSORED IMPROVEMENTS 16 CDBG15-SINGLE FAMILY REHAB 17 CDBG15-MULTI FAMILY REHAB 18 CDBG15- HOMEBUYER DOWN PAYMENT ASSISTANCE

Table 56 – Project Information


Describe the reasons for allocation priorities and any obstacles to addressing underserved needs

These projects are deemed to be of the highest priority and meet the greatest need. The chief obstacle to meeting these needs is a lack of resources to provide a greater level of assistance.


AP-38 Project Summary Project Summary Information

1 Project Name ESG15

Target Area Citywide

Goals Supported Homeless Activities

Needs Addressed Homeless Services

Funding ESG: $495,616

Description Support local providers in Street Outreach efforts to the homeless com-munity.

Target Date 6/30/2016

Estimate the number and type of families that will benefit from the proposed activi-ties

2,450 persons will benefit from Street Outreach efforts.

203 persons will benefit from Homeless Prevention efforts.

94 persons will benefit from Rapid Re-Housing efforts.

864 persons will benefit from Shelter efforts.

Location Description City-Wide

Planned Activities Street Outreach efforts to the homeless community of Santa Ana. 2 Project Name HOME15 - New Construction

Target Area Low-and Moderate-Income area Citywide

Goals Supported Affordable Housing Opportunities

Needs Addressed Housing Opportunities

Funding HOME: $924,765

Description HOME funds will be used for eligible activities related to new construc-tion of affordable rental housing in the City of Santa Ana.

Target Date


Location Description

Planned Activities


3 Project Name HOME15 - CHDO





Description Funds will be used for CHDO-qualified projects within the City of Santa Ana.

Target Date



Planned Activities 4 Project Name HOME15 - Single Family Rehab





Description HOME funds will be used for mobile home and single family rehab pro-jects for qualified households within the City of Santa Ana.

Target Date



Planned Activities 5 Project Name HOME15 - Homebuyer Assistance






Description

Target Date



Planned Activities 6 Project Name HOME15 - Admin





Description HOME funds utilized to cover administrative costs for the HOME program

Target Date



Planned Activities 7 Project Name CDBG15-ADMINISTRATION


Goals Supported Administration


Needs Addressed Housing Opportunities Homeless Services Public Service Programs Public Facilities/Infrastructure Economic Development Code Enforcement Fair Housing

Funding CDBG: $1,020,911

Description The program will provide for the overall administration of the CDBG Pro-gram, to include: preparation and submission of required contracts with HUD, submission of all reporting requirements, provision of individual project oversight, monitoring of all project implementation and ongoing completion, and fiscal management and oversight.



Location Description Citywide

Planned Activities Grant Administration 8 Project Name CDBG15-FAIR HOUSING


Goals Supported Support Fair Housing

Needs Addressed Fair Housing

Funding CDBG: $65,964

Description The program will provide fair housing enforcement, community educa-tion, landlord /tenant counseling/mediation services and city administra-tive support for the residents of the City of Santa Ana.



900



Planned Activities Fair housing enforcement, community education, landlord /tenant coun-seling/mediation services and city administrative support for the resi-dents of the City of Santa Ana.

9 Project Name CDBG15-CODE ENFORCEMENT

Target Area Low-and Moderate-Income area

Goals Supported Code Enforcement

Needs Addressed Code Enforcement


Description Preserve single family and multifamily housing stock.



4600

Location Description Low- and Moderate Income Areas

Planned Activities Community Preservation - improve neighborhoods through personalized neighborhood contact, education of codes and standards, responsive and dedicated personnel, fair enforcement of laws and innovative processes. The primary purpose of this enforcement is to address property mainte-nance and life safety violations which contribute to the visual blight and general decline of an area.

10 Project Name CDBG15-ECONOMIC DEVELOPMENT


Goals Supported Economic Development Activities

Needs Addressed Economic Development


Description Provide economic development assistance to businesses.



12



Planned Activities Small Business Incentive Program to provide microenterprise businesses grants.

11 Project Name CDBG15-PUBLIC SERVICE PROGRAMS


Goals Supported Public Service Programs

Needs Addressed Public Service Programs


Description Provide programs for the elderly, youth, persons with disabilities, and low income individuals.



2040 families



Planned Activities Senior Services • City of Santa Ana Parks, Recreation and Community Services Agency Community SeniorServ -senior center congregate lunch and home deliv-ered meals • Council on Aging Orange County - healthcare enrollment services

Youth and Family Services • City of Santa Ana Police Department Police Athletic and Activity League - education and recreational activities for youth • City of Santa Ana Parks, Recreation and Community Services Agency After School Tutoring - tutoring activities for youth • Boys & Girls Club of Santa Ana – enrichment, educational summer pro-gram provides summer • Orange County Children’s Therapeutic Arts Center (OCCTAC) – music program for youth • KidWorks Community Development Corporation – mental health, edu-cational activities, for youth and family workshops • America On Track - mentoring and educational services for children of prisoners and family workshops • The Cambodian Family - academics, healthy education, leadership de-velopment, and career exploration services for youth and parent work-shops • Human Options - psycho-educational programs for youth and parents

Homeless Services • WISEPlace - shelter, food, case management, employment assistance and medical referrals for single women

Low Income Services • Public Law Center –housing legal assistance and education

12 Project Name CDBG14-PARK IMPROVEMENTS


Goals Supported Public Service Programs

Needs Addressed Public Facilities/Infrastructure


Description Design and construction of new pacific electric park.





Planned Activities 13 Project Name CDBG15-PARK IMPROVEMENTS


Goals Supported Public Facilities/Infrastructures



Description Park improvements will be undertaken in six CDBG eligible parks.



Location Description Low-and Moderate-Income area

Planned Activities Playground upgrades at the following parks: Delhi, Madison, Rosita, Lillie King, Thornton and Centennial.

14 Project Name CDBG15-STREET IMPROVEMENTS





Description Residential street improvements will be undertaken in CDBG eligible are-as. The work will include removal and replacement of existing streets with new asphalt or concrete panels. Project will also include some con-struction of curbs, gutters, sidewalks and driveways.





Planned Activities Residential street improvements in Washington Square neighborhood. 15 Project Name CDBG15-NEIGHBORHOOD SPONSORED IMPROVEMENTS





Description Neighborhood sponsored improvements such as street light upgrades, bullet shield light protectors, and sidewalk- parkway improvements to enhance the safety and accessibility of public right of way locations in CDBG eligible areas.




Planned Activities Sidewalk Improvement - Landscape design and improvements consisting of, planting of flowering vines, drought tolerant shrubs, groundcover, and community participation for the design of a small tiled monument will be undertaken in a CDBG eligible sidewalk located at the southeast corner of Sullivan Street and Willits Street.

Other neighborhood sponsored improvements such as street light up-grades, bullet shield light protectors, and sidewalk- parkway improve-ments to enhance the safety and accessibility of public right of way loca-tions in CDBG eligible areas.

16 Project Name CDBG15-SINGLE FAMILY REHAB






Description Owner occupied housing rehabilitation.



3 families


Planned Activities CDBG funds will be used to finance the rehabilitation of privately owned single family homes for residential purposes, in accordance with Section 570.202 – Eligible Rehabilitation and Preservation Activities. The program will rehabilitate properties to address code violations, potential code vio-lations, or unsafe living conditions.

17 Project Name CDBG15-MULTI FAMILY REHAB





Description Renter occupied housing rehabilitation.



3 families


Planned Activities CDBG funds will be used to finance the rehabilitation of privately owned multi-family rental properties for residential purposes in accordance with Section 570.202 – Eligible Rehabilitation and Preservation Activities. Funds will be used to rehabilitate properties to address code violations, potential code violations, or unsafe living conditions.

18 Project Name CDBG15- HOMEBUYER DOWN PAYMENT ASSISTANCE






Description Provide first time homebuyer down payment assistance



3 households


Planned Activities CDBG funds will be used to provide down payment assistance loans for qualified first time homebuyers to purchase qualified homes within Santa Ana.


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

HUD-funded activities are limited to the City’s Low-and Moderate-Income area, which encompasses the majority of the City’s residential areas. Areas of the City outside of the CDBG target areas will benefit from activities that are limited-clientele in nature, i.e., a person/household can benefit from a federally assisted program provided they meet the program’s eligibility criteria. Eligibility is typically established by household income and household size. The following map shows the City’s low/mod Census Tracts and the level of poverty in each.

CDBG program funds were expended based on program criteria. For example, public services were available on a citywide basis for qualified beneficiaries; fair housing and program administration activi-ties were also carried out on a citywide basis. Housing code enforcement and community development projects (i.e. street and park improvement projects) were carried out in the City’s Low- and Moderate-Income Area; i.e., areas of the City where the majority of residents meet HUD’s Low- and Moderate-Income definition.

HOME funds were utilized to support housing acquisition and rehabilitation activities for Very Low-Income homeowners and tenants. To qualify for these funds an evaluation of household income was undertaken.

ESG funding was used to support programs that helped prevent homelessness or that assisted those already homeless with emergency/transitional housing and related support services. To ensure only eli-gible households were assisted, each program participant was required to document their risk of home-lessness or reason for homelessness.

HUD also requires the City to indicate if resources were utilized to benefit areas with racial/ethnic minority concentrations. Based on Census Bureau ethnicity/race estimates, Santa Ana is approximate-ly 78.7% Hispanic/Latino; this population resides throughout the City. The second largest minority population in Santa Ana is Asian, which comprise approximately 10.1% of the City’s population. Asian households are mainly concentrated in the City’s west-side and south-end areas. A map showing the concentration of the populations in relation to the City’s Low/Moderate Income areas was provided in section MA-20.


Geographic Distribution

Target Area Percentage of Funds Low-and Moderate-Income area 48% Citywide 52%

Table 57 - Geographic Distribution Rationale for the priorities for allocating investments geographically

As noted above, these topics emerged in the course of examining the data, but were also frequently mentioned in the course of public discussions. These discussions confirmed the already known needs of these areas, complementing or corroborating the data.


Affordable Housing

AP-55 Affordable Housing – 91.220(g) Introduction

As noted earlier, the most important impediment to affordable housing revolves around the lack of Fed-eral and State resources for affordable housing initiatives. The lack of programs and resources to reduce excessive rent or mortgage burdens to qualified persons is a key factor.

Another barrier to affordable housing in Santa Ana is the high cost of housing created by a demand for housing, both existing and new, which exceeds the current supply. Despite the recent downturn in the housing market nationally, housing prices, both purchase and rental, remain high, especially for lower income households.

In addition, the cost of site acquisition is very high, and development costs are also very high. These facts make housing construction expensive and put affordable housing out of the reach of low-income households.

The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due to the foreclosure crisis, which also is outside the scope and control of City policy. In some instances, issues revolving around personal finances (lack of down payment, credit history, employment history) affect the availability of affordable housing for Santa Ana residents.


- In 2011, the City Council adopted an inclusionary housing ordinance referred to as Housing Opportuni-ty Ordinance (HOO) that requires Residential Projects with a zone change that allow residential devel-opment where such uses were not previously allowed, and include more than 5 units, to provide 15% of all new units in Santa Ana to be affordable to very low-, low- and moderate-income households.



- While the City’s Redevelopment Agency no longer exists, the City (via the Agency’s successor) has been


allowed to follow projects with enforceable agreements in place, to be completed. Phase 2 of the City’s Station District, which included the development of owner-occupied units, is completed. Homeowner-ship opportunities will also be created by Habitat for Humanity of Orange County who will construct 17 new homes on scattered sites.

- Newly approved HOME rules permit giving preference to certain segments of the low-income popula-tion, such as police, firefighters, teachers, or artists. Such persons may receive this preference as long as they meet the HOME income limits.

One Year Goals for the Number of Households to be Supported Homeless 5,000 Non-Homeless 0 Special-Needs 0 Total 5,000

Table 58 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0 The Production of New Units 0 Rehab of Existing Units 12 Acquisition of Existing Units 8 Total 20

Table 59 - One Year Goals for Affordable Housing by Support Type Discussion

The City will continue to build its relationship with local hosusing providers such as private developers, nonprofit developers, and neighboring housing authorities to ensure that limited housing resources are utilized in the most efficient and effective manner.


AP-60 Public Housing – 91.220(h) Introduction

The Santa Ana Housing Authority administers 2,658 Housing Choice Vouchers and does not own or op-erate and public housing units. The Santa Ana Housing Authority was consulted during this consolidated planning process. It is the intention of the Authority to continue to provide safe, attractive affordable housing to its HCV clients.

Actions planned during the next year to address the needs to public housing

Not Applicable

Actions to encourage public housing residents to become more involved in management and participate in homeownership

Not Applicable

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance

Not Applicable


AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction

The needs of homeless persons and of persons with special needs are complex and require a wide range of specialized services. Numerous agencies are often involved in the care of a homeless person, provid-ing distinct services such as housing, mental health counseling, employment training, and case work ser-vices. A number of activities and services are funded to help the needs of the homeless and other spe-cial needs populations. Overall, these services address the high priority of reducing homelessness and the threat of becoming homeless, as well as providing necessary services for the homeless.

There are several groups that have a higher need for affordable housing and have special housing needs.

These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, and youth.

Seniors, people with disabilities, and the chronically homeless are more likely to face housing problems and have difficulty affording housing. Seniors and people with disabilities also have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they currently occupy. In addition to general challenges, seniors may have supportive needs resulting from dementia and increasing physical debilitation from dementia and increasing physical debilitation.

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

Reaching out to homeless persons (especially unsheltered persons) and assessing their indi-vidual needs

The goals and actions to address the issues include:

- Increasing the supply of supportive housing for special needs persons

- Preserving existing special needs housing and supportive services

- Adapting existing housing to meet the needs of special needs populations

- Improving access to services for special needs persons

- Assisting the homeless and those at risk of homelessness with access to permanent affordable housing and necessary supportive services

- Coordinating homeless services and encouraging collaboration among Service Provid-ers and the Continuum of Care.


Addressing the emergency shelter and transitional housing needs of homeless persons

These programs listed above will address the needs of the homeless population (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompa-nied youth) with a range of services that includes emergency shelter, transitional housing and perma-nent 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 indi-viduals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were re-cently homeless from becoming homeless again

Working closely with the new Hearth Act requirements and the Continuum of Care prioritization will help the chronically homeless become served more quickly. All of the goals listed above will help all of these categories mentioned.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly fund-ed institutions and systems of care (such as health care facilities, mental health facilities, fos-ter care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, em-ployment, education, or youth needs

The goals listed above will help these individuals and families in preventing homelessness.


AP-75 Barriers to Affordable Housing – 91.220(j) Introduction:


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 identified several barriers to the development of affordable housing including the following:

- Governmental constraints such as property taxes, land-use controls (e.g., density and zoning re-strictions), building codes, building permit fees, on-site/off-site improvement, prevailing wage regula-tions, and ADA compliance.

- Market constraints primarily the availability, cost, and competition for land. Other constraints include limited funding sources, finance costs, and the costs of construction.

- Available land in the City mostly consists of small parcels that must be assembled for significant new construction projects. Relocation costs and housing replacement requirements for redeveloping im-proved properties also presents barriers to the development of affordable housing.

- The region’s rents have continued to increase. Higher rents limited the ability of some lower income households to obtain decent and affordable housing. Households with no or poor credit history are se-verely impacted.

Since governmental restrictions may constrain the production of affordable housing, the City of Santa Ana continues to monitor, analyze and address, as necessary, governmental regulations, land use con-trols and residential development standards that affect the production and preservation of affordable housing.




- City Council adopted an inclusionary housing ordinance referred to as Housing Opportunity Ordinance (HOO) that requires 15% of all new units in Santa Ana to be affordable to very low-, low- and moderate-income households.



- While the City’s Redevelopment Agency no longer exists, the City (via the Agency’s successor) has been allowed to follow projects with enforceable agreements in place, to be completed. Phase 2 of the City’s Station District, which included the development of owner-occupied units, is complete. Homeownership opportunities will also be created by Habitat for Humanity of Orange County who will construct 17 new homes on scattered sites.


AP-85 Other Actions – 91.220(k) Introduction:

Actions planned to address obstacles to meeting underserved needs

The City of Santa Ana will undertake many activities aimed at addressing the needs of the community’s underserved. The underserved include the elderly, disabled, youth, homeless, and very low-income households. In order to serve these populations, the City will focus limited resources toward upgrading existing housing units and expanding the number of affordable housing units for both owners and renters. Housing rehabilitation and acquisition/development of new rental housing units are examples of activities intended for action in the coming five years. Finally, the City and local nonprofits will contin-ue to provide services for underserved City residents. Social services to be funded will include home meal delivery, homelessness housing/support services, and youth programs. By focusing resources on the housing and community needs identified as high priority the City will be able to utilize limited re-sources more efficiently.

When available, Santa Ana will seek out additional resources beyond federal and local funds to address these needs.

Actions planned to foster and maintain affordable housing

In an effort to maintain and foster affordable housing, Santa Ana will continue to seek ways to achieve this objective. These will include programs and activities such as:

• Implementing the recently passed inclusionary housing ordinance referred to as Housing Oppor-tunity Ordinance (HOO) that requires Residential Projects with a zone change that allow residen-tial development where such uses were not previously allowed, and include more than 5 units, to provide 15% of all new units in Santa Ana to be affordable to very low-, low- and moderate-income households.

• Using limited public resources to fund the development and/or the acquisition and rehabilitation of rental housing units. This public assistance will result in lower rents for as-sisted units thus partially offsetting the impacts of some of the barriers listed above. Collaborat-ing with CHDOs helps ensures long-term affordability and maintenance of housing units.

• Continuing The City’s Housing Authority outreach to rental property owners to encourage par-ticipation in the rental assistance program. The Authority’s staff also provided counseling to new/prospective tenants on the importance of building good credit history. Credit counseling was provided by the Consumer Credit Counseling Center, a local nonprofit agency.

• Completing previously initiated Redevelopment Agency projects. Phase 2, of the City’s Station District, which included the development of owner-occupied units, was completed during this reporting period.


• Creating homeownership opportunities by Habitat for Humanity of Orange County

Actions planned to reduce lead-based paint hazards

In an effort to address the problems caused by lead exposure, the City of Santa Ana has implemented a lead paint hazard identification and notification process as part of its housing programs. This process has been designed to comply with HUD’s lead based paint hazard regulations (Title X), which became effec-tive in September 2000, and was implemented by Santa Ana in January 2002.

All owner-occupied housing units rehabilitated during the report period that were constructed prior to 1979 were inspected for lead paint hazards. If the inspection found potential lead-based paint hazards, the subject property was tested – the average cost per test is $450. Program staff indicates that proce-dures to comply with Title X has added approximately 30 days to the typical housing rehabilitation pro-ject, but more importantly, staff reports that at least some potential program participants may have chosen not to pursue City funds for rehabilitation because of the added cost of lead-based paint hazard mitigation.

Actions planned to reduce the number of poverty-level families

The objectives and strategies of this Plan are focused on reducing the number of families in poverty, im-proving the quality of life for the poorest of families, and lessening the impacts of poverty. Strategies include those addressing affordable housing, special needs housing, homelessness, public facilities, pub-lic improvements, and economic development.

The movement of people above the poverty line involves a variety of policies and programs that extend beyond providing opportunities for employment at a living wage. Access to education, transportation, childcare, and housing are key components that can assist persons to secure and retain economically self-sustaining employment.

The City will employ a variety of strategies to help alleviate poverty, including efforts to stimulate eco-nomic growth and job opportunities, and to provide Santa Ana residents with the skills and abilities re-quired to take advantage of those opportunities. More specifically, the City will undertake a range of activities and services to combat poverty including:

• Affordable housing programs including rehabilitation, rental assistance, and creation of new af-fordable housing units (via new construction or acquisition/rehabilitation).

• Homeless assistance including prevention activities, emergency shelter, transitional housing, and access to permanent housing opportunities. Support services will be blended with these ac-tivities.

• Public safety to prevent criminals from victimizing the poor. • Public facility improvements to improve the overall infrastructure of the City, but more specifi-

cally to eliminate public improvements/infrastructure that negatively impact residential neigh-


borhoods. • Job training, job-search skills and job placement to provide those living in poverty with employ-

ment opportunities that pay higher wages. • Youth recreation and diversion services which provide youth living in poverty with alternatives

to gang and crime activities.

The Housing Authority will continue to implement the Family Self-Sufficiency (FSS)program, which will provide rental assistance, life skills training and referrals to employment training for program partici-pants.

Actions planned to develop institutional structure

The City of Santa Ana will strengthen institutional structures and enhance coordination between public and private housing and social service agencies, and foster assisted housing improvements and resident initiatives. The City works closely with local institutions to initiate programs that link economic incen-tives with neighborhood and community development objectives, including building relationships with neighborhood associations, community based lending agencies, nonprofits, and educational institutions. The City also supports programs aimed at enhancing coordination among various City departments. The City will continue to utilize a network of referrals, contacts and partnerships to implement the strategies outlined in the Consolidated Plan.

In the area of housing, the City will continue to build its relationship with local housing providers such as private developers, nonprofit developers, and neighboring housing authorities, to ensure that limited housing resources are utilized in the most efficient and effective manner possible. The City also will con-tinue to participate in the regional Continuum of Care Steering Committee in order to identify the hous-ing and service needs of the County’s homeless.

Actions planned to enhance coordination between public and private housing and social ser-vice agencies

The City’s Workforce Investment Board will work closely with local businesses to identify their workforce needs. The “One Stop” center will assist current and former welfare recipients obtain training and gain-ful employment. The Center will also help adult displaced workers who are seeking new employment opportunities after being laid-off.

Santa Ana will also work with the Fair Housing Council to monitor and report actions taken to overcome impediments to fair housing choices.

The City and the Housing Authority of the City of Santa Ana will continue to work jointly to meet the housing needs of Santa Ana’s very low-income renters.


Coordination will be enhanced between public agencies, private entities, and community residents through various means. For example, coordination between the City and residential neighborhoods will continue to be enhanced through the City’s Neighborhood Improvement (NIP) Program. NIP will be re-sponsible for assisting Santa Ana’s 63 neighborhood associations by bringing key staff from the City, County, other governmental agencies, the private sector, etc., directly to neighborhoods to address their concerns and needs. Additionally, the City will continue to support the Santa Ana Resource Network’s efforts to coordinate the efficient delivery of services to community residents.


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

Introduction:

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 Pro-jects 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 260,000 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 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 2,680,000 5. The amount of income from float-funded activities 0 Total Program Income: 2,940,000

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. 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. 0.00%

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:

The City of Santa Ana does not use HOME funds in any other manner than those described in Sec-


tion 92.205(b).

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:

The City of Santa Ana uses recapture of HOME funds for homebuyer activities as required by the HOME regulations. Projects which fail to meet their compliance period must repay the funds to the City.

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:

The City of Santa Ana uses recapture of HOME funds to ensure the affordability of units acquired with HOME funds. Projects which fail to complete their affordability period must repay the funds to the City.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabil-

itated 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:

The City of Santa Ana has no plans to use HOME funds for this purpose.

Emergency Solutions Grant (ESG)

Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment)

This item is addressed in the City’s application for ESG funding and this document is attached in the appendix to this Plan.

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

In FY 15/16, the City has provided funding to assist with the launching of CA/CI data module to align resources with the needs of the homeless population. A more thorough Coordinated Assessment System will be implemented in the County and the City of Santa Ana will comply with all the new re-quirements.


3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).

The City’s standards and selection process meet all HUD requirements and ensure that sub-recipients are aware of the program requirements.

An RFP is released to the community, (including community and faith-based organizations,) with an announcement placed in the local newspaper and placed on the City's webpage. It is then reviewed by staff and ranked and rated by an ad-hoc body based on a number of factors. Recommendations are taken to the Redevelopment and Housing Commission followed by approval by the City Council.

4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions re-garding facilities and services funded under ESG.

The City works closely with the County Homeless services staff as well as local homeless service pro-viders, neighboring cities and homeless individuals.

5. Describe performance standards for evaluating ESG.

The city utilizes the HUD monitoring ESG handbook to monitor each program’s performance to en-sure that goals are on track and funds are used correctly. This also includes a financial monitoring by City Accounting staff. Additionally, each program tracks success rates of discharged clients.

Standard policies and procedures are used for all sub-recepients. In addition, the City works closely with the Continuum of Care and other local cities to standardize as much as possbile; such as length of assistance to provide a more consistent service for the County.


Attachments

Community Meeting

Public Notice

Certifications


Citizen Participation Comments


Grantee SF-424's and Certification(s)


Appendix - Alternate/Local Data Sources

1 Data Source Name

ESG CAPER Report

List the name of the organization or individual who originated the data set.

211 Orange County

Provide a brief summary of the data set.

Housing Management Information System data regarding activities and demographics.

What was the purpose for developing this data set?

To capture the homeless population demographics to better serve in the future.

How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geo-graphic area or among a certain population?

Data is only for the homeless population. Report can be run per organization or city - but is only as good as the date that is inputted. Not all homeless individuals are captured in this data base.

What time period (provide the year, and optionally month, or month and day) is covered by this data set?

For purposes of this report, Fiscal year: July 1, 2013 - June 30, 2014 was used.

What is the status of the data set (complete, in progress, or planned)?

This is an on-going data set - entered constantly as individuals are being assisted by non-profit or-ganizations receiving ESG funds.


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