HomeMy WebLinkAbout2016-04-26 - AGENDA REPORTS - ACTION PLAN COMM DEVE GRANT (2)Agenda Item: 10
CITY OF SANTA CLARITA
Q) AGENDA REPORT
PUBLIC HEARINGS
7,
CITY MANAGER APPROVAL: 1
DATE: April 26, 2016
SUBJECT: SUBMISSION OF THE DRAFT 2016-17 ANNUAL ACTION PLAN
AND COMMUNITY DEVELOPMENT BLOCK GRANT FUNDING
RECOMMENDATIONS
DEPARTMENT: Community Development
PRESENTER: Erin Lay
RECOMMENDED ACTION
City Council approve the Draft 2016-17 Annual Action Plan and the Community Development
Block Grant Funding Recommendations, and authorize the City Manager or designee to execute
all required documents, subject to approval of the City Attorney.
BACKGROUND
The City of Santa Clarita (City) receives Community Development Block Grant (CDBG)
entitlement funds annually from the U.S. Department of Housing and Urban Development
(HUD). Funds from the federal CDBG budget are allocated to individual jurisdictions based on
the higher of two formulas: poverty, population, and over -crowded housing; or poverty,
population, and the age of housing. The demographic information used for these formulas comes
from a combination of American Community Survey data and Census data, which can vary from
year to year. The total amount available for allocation to the City of Santa Clarita in 2016-17 is
$1,287,984. This includes an increase of $31,926 in entitlement funds over 2015-16 and a roll-
over of $131,248 in unused funds from previous years.
CDBG funds must be used primarily to benefit lower income individuals in any or all of the
following areas: decent housing; a suitable living environment; and expanded economic
opportunities. As required by HUD, the City conducted a strategic planning process and
developed afive-year Consolidated Plan (Con Plan) for 2014-18. The Con Plan sets forth
priority areas in which CDBG funds can be expended. The 2014-18 priorities identified were
supportive human services, affordable housing, infrastructure, administration, and economic
development.
HUD also requires the development of the Annual Action Plan (AAP), which identifies how the
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City will use its available 2016-17 CDBG funds to meet the 2014-18 Con Plan priorities and
2016-17 community needs. The AAP is developed through a needs assessment process which
includes public comment. Outreach efforts to notify the public of the opportunity to provide
input included a public notice in The Signal newspaper and notification by mail to current sub -
recipients. This year, the needs assessment process included an on-line Community Needs
Assessment Survey that generated 326 responses. The results of the 2016-17 Community Needs
Assessment Survey were presented to the City Council on March 22, 2016.
City staff implemented a competitive process for CDBG sub -recipient grants. For the 2016-17
funding process, the following took place:
Ninety-one local non -profits were notified by mail of the availability of grant funds. Two
technical assistance meetings were held to answer questions and distribute application
packets.
A five -member intra -departmental evaluation committee was formed to evaluate, score,
and rank the grant proposals.
A CDBG Activity Type and Eligibility Determination form was completed for all
funding requests to ensure that, prior to further consideration and scoring by the
evaluation committee, each proposed program/activity was eligible under CDBG
regulations, met a HUD National Objective, addressed a Con Plan priority, and was
identified in the annual needs assessment process.
A total of 10 applications were received. Nine of the proposed programs/activities are being
recommended for CDBG funding. The program/activities that were recommended met all
CDBG eligibility requirements and received the highest scores, based on meeting a Con Plan
priority and HUD National Objective; addressing a current need of lower income residents in our
community identified in the annual needs assessment process; and having clear and attainable
goals and objectives. The specific recommended funding is shown in the attached
Recommended Fiscal Year 2016-17 CDBG Funding Allocations. The attached draft AAP
contains funding recommendations, service goals, and a description of the programs/activities to
be undertaken in the coming year.
ALTERNATIVE ACTION
Other actions as directed by the City Council.
FISCAL IMPACT
The 2016-17 CDBG budget will not impact the General Fund. All programs recommended for
funding will utilize CDBG funds provided by HUD.
ATTACHMENTS
Public Hearing Notice
Recommended FY 2016-17 CDBG Funding Allocations
Annual Action Plan - Draft
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NOTICE OF PUBLIC HEARING FOR THE COMMUNITY DEVELOPMENT
BLOCK GRANT ANNUAL ACTION PLAN (AAP)
City of Santa Clarita— City Council Meeting
Notice is hereby given that a public hearing will be conducted on Tuesday, April 26,
2016, at or after 6:00 p.m., in the City Hall Council Chambers at 23920 Valencia
Boulevard in Santa Clarita. The AAP is a financial and program document which
provides information on the number, type, and funding of CDBG program activities to be
undertaken with federal CDBG funds to benefit persons with lower income in the 2016-
2017 Program Year. The Annual Action Plan (AAP) for 2016-2017 will be presented to
the Santa Clarita City Council in a public hearing. Citizens are encouraged to participate
and provide comments on this item by attending the public hearing.
The allocation of CDBG entitlement funds available for the 2016-2017 year is
$1,156,736. A total of $131,248 in unused funds from prior years will be available as
well, for a total of $1,287,984. Of this total, it is estimated that up to $837,190 may be
used for Capital Projects; up to $173,510 may be used for Public Service Programs; up to
$25,000 may be used for Fair Housing Services; up to $211,347 may be used for
Administration.
The City of Santa Clarita also invites public comment regarding the AAP for the 2016-
2017 CDBG Program Year during the thirty (30) day public comment period, which
begins March 21, 2016. The AAP will be available at the Office of the City Clerk, Public
Counter, City Hall, 23920 Valencia Blvd, Suite 120. Comments may be submitted in
person or mailed to: Erin Lay, City of Santa Clarita, 23920 Valencia Boulevard, Suite
302, Santa Clarita, California 91355. Written comments must be received by April 20,
2016 at 5:00 p.m.
If you wish to challenge the action taken on this matter in court, you may be limited to
raising only those issues you or someone else raised at the public hearing described in
this notice, or in written correspondence delivered to the City Council, at or prior to, the
public hearing.
Copies of the City Council meeting agendas will be available 72 hours prior to the
meeting date at the City Clerk's Office at City Hall, located at 23920 Valencia Blvd.,
Suite 120, Santa Clarita, CA 91355, or on-line at www.santa-clarita.com/agendas.
Further information may also be obtained by contacting Erin Lay, Housing Program
Administrator, at 661.286.4174, or by email at elaynsanta-clarita.com.
Para los que hablan espanol, si usted tiene preguntas o desea mas informaci6n sobre este
producto, por favor p6ngase en contacto con Erin Lay, al 661.286.4174 o por correo
electr6nico a elay@santa-clarita.com. Gracias.
Date: February 25, 2016
Kevin Tonoian, City Clerk
Published: Tuesday, March 1, 2016 — The Signal
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10.b
CITY OF SANTA CLARITA 2016-2017 ANNUAL ACTION PLAN
LID TED MEW
FUNDING
HUD 2016-2017 Entitlement $1,156,736
Prior Year Savings (2014-2015) $131,248
TOTAL AVAILABLE FUNDING $1,287,984
PROGRAMS AND ACTIVITIES
Administration (Max allowed $231,347)
Personnel / Administration $211,347
Fair Housing Council $20,000 N
TOTAL ADMINISTRATION $231,347 N
U)
Public Services (Max allowed $173,510)
$1,287,984
m
Community Access Services Program (Senior Center)
$53,900
0
Affordable Housing Program (Bridge To Home)
$29,400
Homeless Case Management and Life -skills (Bridge To Home)
$35,000
3
Early Childhood Services/Mental Health Counseling (C&F Center)
$14,875
Battered Women Case Management (Domestic Violence Center)
$15,325
c
Project Special Children of the Valley (Carousel Ranch) $10,710
c
Ready to Work! Vocational Training Program (Carousel Ranch) $5,000 ii
Transporting Hope (Boys and Girls Club) $9,300 0
Capital
Section 108 Debt Service (City)
Handyworker Program (Senior Center)
ADA Crosswalk Improvements (City -Wide)
TOTAL PUBLIC SERVICES $173,510
$108,605
$275,000
$499,522
TOTAL CAPITAL PROJECTS $883,127
TOTAL AVAILABLE
$1,287,984
TOTAL ALLOCATED
$1,287,984
UNALLOCATED FUNDS
$0
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Executive Summary
AP -05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Community Development Block (CDBG) program is authorized by the Housing and Community
Development Act of 1974, which provides eligible entitlement communities with annual grants. The
annual grants can be used to provide decent housing, suitable living environments, and expanded
economic opportunities, primarily for low- and moderate -income persons. The City of Santa Clarita (City)
has been receiving entitlement funds since fiscal year (FY) 1991-1992 and expects to receive
approximately $1,156,736 in CDBG funds in FY 2016-2017.
The City adopted its Consoliodated Plan in 2014 for the five-year period of 2014-2018 as required to
receive federal CDBG funds from the U.S. Department of Housing and Urban Development (HUD). The
Consolidated Plan addresses the City's low- and moderate -income housing and community development
needs and sets forth a strategic plan of five-year goals, specific objectives, annual goals, and benchmarks
for measuring progress.
This is the third Annual Action Plan for the 2014-2018 Consolidated Plan period. It describes the c
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resources, programs, activities, and actions the City of Santa Clarita will take in the 2016-2017 year to
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implement the strategic plan found in the 2014-2018 Consolidated Plan. The priorities for the 2014-2018 N
Consolidated Plan, established in consultation with residents and community groups, have been '
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prioritized as follows: R
High Priority
• Improve, Maintain, and Expand Affordable Housing
• Improve and Expand Facilities and Infrastructure
• Planning and Administration
• Promote Equal Housing Opportunity
• Provide Supportive Human Services
Low Priority
• Preserve At -Risk Housing
• Support Economic Development Opportunities
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The City incorporated outcome measures for activities in accordance with the Federal Register Notice
dated March 7, 2006, which requires the following Performance Measure Objectives/Outcomes to
be associated with each activity:
General Objective Categories
Activities will meet one of the following:
• Decent Housing (DH)
• A Suitable Living Environment (SL)
• Economic Opportunity (EO)
General Outcome Categories
Activities will meet one of the following:
• Availability/Accessibility (1)
• Affordability (2)
• Sustainability (3)
Based on the City's priority needs established in the 2014-2018 Consolidated Plan, the projects to be
funded along with the objectives and outcomes anticipated during FY 2016-2017 are shown in the Santa
Clarita Proposed Fiscal Year 2016-2017 Proposed CDBG Projects in the appendices attached.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
City Housing staff continually evaluate the CDBG Program and make adjustments and/or process
improvements where and when necessary. The annual Community Needs Assessment and public
participation process also play a key role in determining goals and projects. Overall, the City of Santa
Clarita has been successful in selecting projects and activities which meet the City's 2014-2018
Consolidated Priorities and annual goals.
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
Citizen participation is an important component of the Annual Action processes. To solicit public input
during the development of the Annual Action Plan, the City conducted a Community Needs Survey. The
City also provided the required 30 -day public review and comment period of the draft plan, noticed
surrounding cities of the availability fothe draft p[lan, and held two Public Hearings before the Santa
Clarita City Council.
Community Needs Survey: The survey, in both hard copy and on-line forms, was available from
November 2, 2015 through December 15, 2015. A total of 326 responses were received.
Needs and Funding Opportunity Meetings: The City conducted two meetings on January 13 and January
14, 2016 to provide information on the City's public service priorities and needs. The agencies attended
are listed in the appendix.
Public Review of Draft Documents: A 30 -day public review and comment period was held from March
2016 through April . 2016. The final FY 2016-2017 Action Plan will be available for five years at
Santa Clarita City Hall.
Notice to Surrounding Cities: Notices were mailed on2016, inviting ten surrounding cities to N
review and comment on the Draft 2016-2017 Annual Action Plan for the use of HUD funds. The notice
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was also placed on the City's website at santa-clarita.com/housing. 1O
Public Hearings: A Public Hearing before the City Council was held on March , 2016 regarding the
results of the Santa Clarita community needs survey. On May 10, 2016, the Draft 2016-2017 Action Plan
was brought before the City Council at a Public Hearing for review and approval.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
Public input, including responses to the Survey, is summarized and presented in the Appendix.
6. Summary of comments or views not accepted and the reasons for not accepting them
No comments were received that were not accepted.
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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7. Summary
This FY 2016-2017 ction Plan covers the planning period of July 1, 2016 through June 30, 2017. The
available funding of $1,287,984 (annual allocation of $1,156,736 and prior year savings of $131,248) is
proposed to be allocated as follows:
Administration (Total $231.347)
• Personnel/Administration - $211,347
• Fair Housing Coucil - $20,000
Public Services ($173.510)
• Community Access Services Program (Senior Center) - $53,900
• Affordable Housing Program (Bridge to Home) - $29,400
• Homeless Case Management (Bridget to Home) - $35,000
• Early Childhoold Services/Mental Health Counseling - (Child and Family Center) - $14,875
• Battered Women Case Management (Domestic Violence Center) - $15,325
• Project Special Children of the Valley (Carousel Ranch) - $10,710
• Ready to Work! Vocational Training Program (Carousel Ranch) - $5,000
• Transporting Home (Boys and Girls Club) - $9,300
Capital ($883,127)
• Section 108 Debt Service (City) - $108,605
• Handyworker Program (Senior Center) - $270,000
• ADA Crosswalk Improvements (City-wide) - $499,522)
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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10.c
PR -05 Lead & Responsible Agencies — 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
program and funding source.
Agency Role Name Department/Agency
CDBG Administrator SANTA CLARITA Community Development
Table 1— Responsible Agencies
Narrative (optional)
The City of Santa Clarita's Department of Community Development will administer the CDBG Program. There are currently two staff members
assigned to oversee the day-to-day operations of the CDBG Program, including, but not limited to, the following:
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• Preparation of all HUD required documents N
• Annual Community Needs Assessment and funding process r
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• Sub -grant monitoring and reporting
D
• Regulatory compliance
Consolidated Plan Public Contact Information
The City's Housing Program Administrator or CDBG Project Technician can be contacted with any questions related to the Consolidated Plan and
associated Annual Action Plans and Consolidated Annual Performance and Evaluation Reports (CAPER).
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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10.c
AP -10 Consultation — 91.100, 91.200(b), 91.215(1)
1. Introduction
As part of the development of this Action Plan, the City conducted outreach to consult and coordinate
with non-profit agencies, affordable housing providers, and government agencies regarding the needs of
the low- and moderate -income community. Some outreach activities are listed below and have been
summarized in the Executive Summary and Citizen Participation sections of this Action Plan. Results of
the annual Community Needs Assessment are also summarized and can be found in the Appendices.
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(1))
The City reached out to approximatley 90 agencies and organizations, including:
• Nonprofit service providers that cater to the needs of low- and moderate -income households
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and persons with special needs, including persons with disabilities;
Z
Z
• Affordable housing providers;
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•
• Housing advocates;
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• Housing professionals;
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• Public agencies (such as school districts, health services, public works);
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• Economic development and employment organizations; and
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• Other community and neighborhood groups. w
The 90 agencies were mailed notices of the City's Action Plan process and public meetings. The Housing
Authority of the County of Los Angeles was also contacted to obtain information on public housing and
Housing Choice Vouchers available to City residents. The complete outreach list and letters are included
in the Appendices.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City conducted two Funding Opportunity Meetings on January 13 and January 14, 2016. Several
agencies that provide housing and supportive services for the homeless and those at risk of becoming
homeless attended the meetings. These included:
• Boy Scouts of America
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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• Bridge to Home
• Carousel Ranch
• Child and Family Center
• Domestic Violence Center
• Girl Scouts of Greater Los Angeles
• Hands on Santa Clarita
• Samuel Dixon Family Health Center
• Santa Clarita Valley Boys and Girls Club
• Santa Clarita Valley Mayor's Committee for Employment of Individuals with Disabilities
• Santa Clarita Valley Pregnancy Center
• Santa Clarita Valley Senior Center
• Single Mother Outreach
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City's entitlement allocation does not include ESG funds.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction's consultations with housing, social service agencies and other
entities
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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Table 2 —Agencies, groups, organizations who participated
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1
Agency/Group/Organization
Carousel Ranch
Agency/Group/Organization Type
Services -Children
Services -Persons with Disabilities
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 13, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
2
Agency/Group/Organization
Bridge to Home
Agency/Group/Organization Type
Housing
Services -homeless
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 13, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
3
Agency/Group/Organization
Single Mothers Outreach
Agency/Group/Organization Type
Services -Single Parents
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Strategy
Non -Homeless Special Needs
Annual Action Plan
2016
0
OMB Control No: 2506-0117 (exp. 07/31/2015)
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Annual Action Plan
2016
0
OMB Control No: 2506-0117 (exp. 07/31/2015)
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Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 13, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
4
Agency/Group/Organization
Teh Domestic Violence Center
Agency/Group/Organization Type
Services -Victims of Domestic Violence
Services -Children and Families
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 14, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
5
Agency/Group/Organization
Child and Family Center
Agency/Group/Organization Type
Services -Children
Services -Fa mi lies
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meetings on
consulted. What are the anticipated outcomes of the
January 13 and January 14, 2016, received an overview of the current
consultation or areas for improved coordination?
needs in the community, and had an opportunity to provide
comments and input.
6
rop/Organization
Boys & Girls Club of Santa Clarita Valley
rAgency./Group/OrganizationType
Services -Children
tion of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Annual Action Plan
2016
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Annual Action Plan
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OMB Control No: 2506-0117 (exp. 07/31/2015)
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The agency attended the needs/funding opportunity meeting on
January 13, 2016, received an overview of the current needs in the
community, and had an opportunity to provide comments and input.
7
Agency/Group/Organization
Boy Scouts of American
Agency/Group/Organization Type
Services -Children
What section of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The agency attended the needs/funding opportunity meeting on
January 14, 2016, received an overview of the current needs in the
community, and had an opportunity to provide comments and input.
8
Agency/Group/Organization
Girl Scouts of Greater Los Angeles
Agency/Group/Organization Type
Services -Children
What section of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The agency attended the needs/funding opportunity meeting on
January 14, 2016, received an overview of the current needs in the
community, and had an opportunity to provide comments and input.
9
Agency/Group/Organization
Hands On Santa Clarita
Agency/Group/Organization Type
Court Referral Community Services
What section of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The agency attended the needs/funding opportunity meeting on
January 14, 2016, received an overview of the current needs in the
community, and had an opportunity to provide comments and input.
10
Agency/Group/Organization
THE SAMUEL DIXON FAMILY HEALTH CENTER
Agency/Group/Organization Type
Services -Health
What section of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Annual Action Plan
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OMB Control No: 2506-0117 (exp. 07/31/2015)
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Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 13, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
11
Agency/Group/Organization
SCV Mayoras Committee
Agency/Group/Organization Type
Services -Employment
Civic Leaders
What section of the Plan was addressed by Consultation?
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 14, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
12
Agency/Group/Organization
Santa Clarita Valley Pregnancy Center
Agency/Group/Organization Type
Services -Health
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 14, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
13
Agency/Group/Organization
SANTA CLARITA VALLEY COMMITTEE ON AGING - SENIOR CENTER
Agency/Group/Organization Type
Services -Elderly Persons
What section of the Plan was addressed by Consultation?
Housing Need Assessment
Non -Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
The agency attended the needs/funding opportunity meeting on
consulted. What are the anticipated outcomes of the
January 14, 2016, received an overview of the current needs in the
consultation or areas for improved coordination?
community, and had an opportunity to provide comments and input.
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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Identify any Agency Types not consulted and provide rationale for not consulting
The City contacted approximately 90 agencies as part of the outreach process for this Action Plan. Applicable agencies and agency types were
consulted. No agencies were eliminated from the consulting process.
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?
Through the 2014-2018 Consolidated Plan outreach process, the City has identified homeless and
Continuum of
Los Angeles
homeless prevention services as a priority for the CDBG Program. The needs process for 2015-2016
Care
Homeless Services
also determined this a high priority. These services will compliment the Continuum of Care Strategy
Authority
for transitioning the homeless to permanent housing.
The City's Housing Element, which includes the estimate of housing needs from the Regional Housing
Housing Element
City of Santa Clarita
Needs Assessment, over 20 programs and policies were designed to address housing needs for low -
and moderated -income persons.
Table 3— Other local/ regional / federal planning efforts
Narrative (optional)
Refer to Appendices for a complete outreach list, proof of publications, and results of the Community Needs Survey.
Annual Action Plan
2016
OMB Control No: 2506-0117 (exp. 07/31/2015)
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AP -12 Participation — 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
The City provides for and encourages citizens to participate in the development of the five-year Consolidated Plan, as well as the Annual Action
Plan and the proposed use of housing and community development funds. Residents, public agencies, and other interested parites, including
those most affected, are given the opprortunity to receive information and review and submit comments on propsed acitivites. The information
provided includes the amount of assistance the City anticipates receiving, and the range of activities that may be undertaken, as well as the
estimated amount that will benefit low- and moderate -income persons.
In an effort to fully and more comprehensively involve the public in the Action Plan process, the City created an on-line Community Needs
Assessment survey. The survey generated 326 responses from participating indivivals. A public hearing was conducted at the March 26, 2016
City Council meeting regarding the results of the annual Community Needs Assessment, which provided the public another opportunity to make
comments. No public comments were received.
m
Applications for funding: The City used an open and objective process for the award of 2016-2017 CDBG funding for sub -recipient grants. For N
the 2016-2017 funding process, the following actions were taken:
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• 0Notified ninety (90) local-servingnon-profit organizations b mail of the availabilityof rant funds and fundingopportunitymeetings.
• Conducted two (2) technical assistance meetings on January 13, 2016 and January 14, 2016 to answer questions and distribute funding M
application packages to interested and eligible applicants.
• Formed a five -member intra -departmental committee who evaluated, scored, and ranked the proposals submitted.
• Completed a CDBG Activity Type and Eligibility Determination form for all funding requests, ensuring that the proposed
program/activities were elgibile, met a HUD National Objective, addressed a Consolidated Plan priority, and met a current community
need.
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Eight Public Service proposals were recommended for CDBG funding. Those recommended scored the highest based on meeting a Consolidated
Plan priority, addressing a HUD National Objective as well as a current need in our community, having clear and adequate goals and objectives,
and serving residents of the City. They were also able to meet the participant eligibility creteria and CDBG Program and reporting compliance.
Citizen Participation Outreach
Sort Order
Mode of Outreach
Target of Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
Table 4 — Citizen Participation Outreach
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Expected Resources
AP -15 Expected Resources—91.220(c) (1, 2)
Introduction
A number of housing and community development resources are currently available in the City of Santa Clarita. They include:
• Community Development Block Grant (CDBG) funds
• City General funds
• HUD Section 108 Loan funds
• HUD Section 8 Rental Assistance Program (through the Housing Authority of the County of Los Angeles)
• State transportation funds
• California Housing Finance Agency funds (CalHFA)
Priority Table
Program
Source
of Funds
Uses of Funds
Expected
Amount
Available Year
1
Expected
Amount
Narrative Description
Annual
Program
Prior Year
Total:
Allocation:
Income:
Resources:
$
Available
$
$
$
Reminder
of ConPlan
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Program
Source
of Funds
Uses of Funds
Expected
Amount
Available Year
1
Expected
Amount
Narrative Description
Annual
Program
Prior Year
Total:
Allocation:
Income:
Resources:
$
Available
$
$
$
Reminder
of ConPlan
CDBG
public -
Acquisition
The estimated amount of CDBG funds
federal
Admin and
available over the planning period is
Planning
based on a 5% annual reduction, rounding
Economic
down to a total of $5,000,000 over five
Development
years, excluding funds carried over from
Housing
prior years.
Public
Improvements
Public Services
1,156,736
0
131,248
1,287,984
1,580,364
Table 5 -Expected Resources —Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how m
Lo
matching requirements will be satisfied
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The City and HUD share an interest in leveraging HUD resources to the maximum extent feasible in order to deliver high-quality, creative, and p`
efficient housing, neighborhood improvement programs, supportive services, and economic development programs. The City will continue to
pursue opportunities to obtain additional funding which can help leverage internal resources with federal, state, and local funding sources.
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
Since 2009 the City has been working toward the development of new affordable housing units. In 2010 the City used Neighborhood
Stabilization funds and CDBG funds to acquire two adjacent parcels for the development of new affordable rental housing units. A 30 -unit, 100%
affordable project, consisting of 29 affrodabld units and one manager unit, was designed through a partnership of a for-profit and a non-profit
developer, and was granted entitlements by the City's Planning Commission in June 2011. At the same time the City was negotiating a
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Disposition and Development Agreement (DDA) and Affordability Agreement in which the City donated the land and approximately $6 million
dollars in Redevelopment low/mod housing funds to the project.
Unfortunately, also in June 2011, the State of California dissolved Redevelopment Agencies, freezing the low/mod housing funds and preventing
the City from moving ahead on the project. The City worked with the State to complete the processes required to recapture a portion of those
funds, which became available to the City in 2014. The City executed a DDA in June 2015 and closed escrow on the deal on March 10, 2016. The
City contributed the land, acquired in part with CDBG funds in 2010, $3.8 million in former Redevelopment Low and Moderate Income Housing
Funds, and gave a $303,361 residual receipts loan of 2015-16 CDBG funds (for off-site improvements only). The construction is expected to
begin by the end of March 2016 and complete in 12-15. Upon completion, the project will provide 30 units (29 affordable and 1 manager unit).
Discussion
See discussions above.
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Annual Goals and Objectives
AP -20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Goal Name
Start
End
Category
Geographic
Needs Addressed
Funding
Goal Outcome Indicator
Order
Year
Year
Area
1
Provide Decent and
2014
2018
Affordable
Improve, Maintain,
CDBG:
Homeowner Housing
Affordable Housing
Housing
and Expand
$275,000
Rehabilitated: 76 Household
Affordable Housing
Housing Unit
Planning and
Administration
Promote Equal
Housing Opportunity
Preserve At -Risk
Housing
2
Improve and
2014
2018
Non -Housing
Improve and Expand
CDBG:
Public Facility or Infrastructure
Expand Facilities
Community
Facilities and
$499,522
Activities other than
and Infrastructure
Development
Infrastructure
Low/Moderate Income Housing
Planning and
Benefit: 15339 Persons Assisted
Administration
3
Provide Supportive
2014
2018
Homeless
Promote Equal
CDBG:
Public service activities other th
Human Services
Non -Homeless
Housing Opportunity
$173,510
Low/Moderate Income Housing
Special Needs
Provide Supportive
Benefit: 698 Persons Assisted
Human Services
Homeless Person Overnight
Shelter: 60 Persons Assisted
Homelessness Prevention: 20
Persons Assisted
Table 6 — Goals Summary
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Goal Descriptions
1
Goal Name
Provide Decent and Affordable Housing
Goal
Description
For FY 2016-2017, CDBG funds will be used to support minor home repairs for seniors.
2
Goal Name
Improve and Expand Facilities and Infrastructure
Goal
Description
For FY 2016-2017, the City intends to contnue efforts on a variety of public improvements, including ADA improvements to
City facilities. ADA crosswalk improvements city-wide, and ADA sidewalk access improvements city-wide. The City will also
use CDBG funds to pay debt service on two existing Section 108 loans. In addition, funds are being allocated toward
demolition and off-site improvements atthe future site of the 30 -unit Newhall Avenue Affordable Development project.
3
Goal Name
Provide Supportive Human Services
l
Fcription
For FY 2016-2017 the City intends to support services for seniors, families, single parents, persons with disabilities, homeless
persons, those at -risk of homelessness, and victims of domestic violence.
Table 7 — Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate -income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.215(b):
Not applicable.
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AP -35 Projects — 91.220(d)
Introduction
This Action Plan outlines the action steps that the City of Santa Clarita will use to address housing and
community development needs in the City. The plan includes a listing of activities that the City will
undertake during FY 2016-2017 (July 1, 2016 through June 30, 2017) using CDBG funds. The City
has $1,287,984 in total funds available to use in FY 2016-2017. This includes a CDBG allocation of
$1,156,736 and and $131,248 unexpended funds from prior years.
#
Project Name
1
CDBG Administration
2
Community Access Services Program (Santa Clarita Valley Committee on Aging Senior Center)
3
Special Children of the Valley -Project SCV (Carousel Ranch)
4
Affordable Housing Program (Bridge To Home)
5
Homeless Case Management (Bridge To Home)
6
Battered Women Case Management (Domestic Violence Center)
7
Early Childhood Services/Mental Health Counseling (Child and Family Center)
8
Ready to Work! Vocational Training Program (Carousel Ranch)
9
Transporting Hope (Boys and Girls Club)
10
Section 108 Loan Payments
11
Handyworker Program (Santa Clarita Valley Committee on Aging Senior Center)
12
Crosswalk Improvements
Table 8 — Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
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For FY 2016-2017, the City has a total CDBG budget of $1,287,984, inclusive of unexpended funds from
prior years. Santa Clarita estimates allocating approximately nine percent of its allocation to debt service
projects that provided public infrastructure improvements within the target low- and moderate -income
areas. Twenty percent of the City's allocation is reserved for administration costs and fifteen percent is
set aside for public services.
One of the greatest challenges in meeting the underserved needs of low- and moderate -income persons
is having limited financial resources. The City will continue to use CDBG funding to support public service
agencies that address the special needs of the underserved, including the homeless, those at risk of
homelessness, seniors, female -headed households, victims of domestic violence, and disabled youth and
adults. The City also proactively seeks additional resources to better meet the underserved needs.
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Projects
AP -38 Projects Summary
Project Summary Information
Table 9— Project Summary
1
Project Name
CDBG Administration
Target Area
Goals Supported
Provide Decent and Affordable Housing
Improve and Expand Facilities and Infrastructure
Provide Supportive Human Services
Needs Addressed
Planning and Administration
Promote Equal Housing Opportunity
Funding
CDBG: $231,347
Description
CDBG Administration
Target Date
6/30/2017
Estimate the number and type
Not applicable
of families that will benefit
from the proposed activities
Location Description
The CDBG program will be administered from City Hall.
Planned Activities
Funds are used for general management, monitoring, and oversight of the CDBG Program. In addition to
general management activities, staff respond to citizen inquiries, and facilitates the services of local non-
profit agencies. This allocation also includes a $20,000 contract with the Fair Housing Council of the San
Fernando Valley to provide fair housing services in the City of Santa Clarita.
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2
Project Name
Community Access Services Program (Santa Clarita Valley Committee on Aging Senior Center)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $53,900
Description
This program provides a nutritionally balanced meal program, care management, housing referrals,
financial benefits counseling, assistance with forms and documents, and supportive services assessments.
Target Date
Estimate the number and type
Approximately 450 persons from low-income families may be assisted.
of families that will benefit
from the proposed activities
Location Description
This program is administered at the Senior Center and is available to households citywide.
Planned Activities
This program provides care management, comprehensive housing needs, and supportive services
assessments. Eligible individuals and their families are advised on the least restrictive housing alternatives,
referrals are provided, and the application process for subsidized housing is facilitated by staff when
needed. Staff also provides advocacy services for eligible participants with governmental agencies, private
and public assisted living facilities, and landlords. Consumer education seminars are conducted and
financial and benefits counseling are also available.
3
Project Name
Special Children of the Valley -Project SCV (Carousel Ranch)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $10,710
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Description
This program provides scholarships to children/adults with special needs for equestrian therapy, a unique
service in which disabled children and adults participate in specially designed horseback -riding therapy
lessons to improve attention span, behavior, social skills, balance, and coordination.
Target Date
6/30/2017
Estimate the number and type
An estimated 12 persons with special needs may be assisted.
of families that will benefit
from the proposed activities
Location Description
This program is administered by Carousel Ranch and is available to persons with special needs citywide.
Planned Activities
Provide equestrian therapy services to low- and moderate -income disabled children and adults, improving
vertical and horizontal balance, muscle tone, and motor coordination. This program also yields social and
psychological benefits such as decreased isolation, effective communication, and improved self-esteem to
those who would not otherwise be able to participate due to lack of funding or sponsorship.
4
Project Name
Affordable Housing Program (Bridge To Home)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Promote Equal Housing Opportunity
Provide Supportive Human Services
Funding
CDBG: $29,400
Description
This program provides one-time financial assistance to prevent eviction, and move -in assistance to
homeless families or families at risk of homelessness.
Target Date
6/30/2017
Estimate the number and type
An estimated 20 households at risk of becoming homeless can be assisted.
of families that will benefit
from the proposed activities
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Location Description
This program is administered by Bridge to Home and is available to households citywide.
Planned Activities
Provide one-time rent assistance to avoid eviction and retain housing, one-time move -in rent assistance
to obtian housing, and case -management services and supervision to help homleess families find
permanent, stable, and affordable housing.
5
Project Name
Homeless Case Management (Bridge To Home)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Planning and Administration
Promote Equal Housing Opportunity
Provide Supportive Human Services
Funding
CDBG: $35,000
Description
This program will provide homeless families and individuals with case management, life -skills training, and
job search assistance to help secure housing and employment.
Target Date
6/30/2017
Estimate the number and type
of families that will benefit
from the proposed activities
An estimated 60 homeless persons (individuals and in families) may be assisted.
Location Description
This program is administered by Bridge to Home and is available to all persons citywide.
Planned Activities
Privide homeless familiies an dindividuals with case management, life -skills trainingm and job search
assistance to help secure housing and employment.
6
Project Name
Battered Women Case Management (Domestic Violence Center)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Provide Supportive Human Services
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Funding
CDBG: $15,325
Description
This program provides case management and life -skills training for battered women. Services include
English classes, parenting classes, development of skills necessary to find employment, and job search
assistance.
Target Date
6/30/2017
Estimate the number and type
An estimated 150 battered women may be assisted.
of families that will benefit
from the proposed activities
Location Description
This program is administered by the Domestic Violence Center and is available to women in need
citywide.
Planned Activities
Provide case management and life -skills training for battered spuoses. Parenting classes and English
classes are available. Employment skills development and job search assistance will also be provided.
7
Project Name
Early Childhood Services/Mental Health Counseling (Child and Family Center)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $14,875
Description
This program provides early childhood social, emotional, and behavioral development services and mental
health counseling for families.
Target Date
6/30/2017
Estimate the number and type
An estimated 50 children from low- and moderate -income families may be assisted.
of families that will benefit
from the proposed activities
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Location Description
This program is administered by the Child and Family Center and is available to low- and moderate -
income families citywide.
Planned Activities
Provide early childhood social -emotional and behavioral development services and mental health
counseling for low- and moderate -income families.
8
Project Name
Ready to Work! Vocational Training Program (Carousel Ranch)
Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Planning and Administration
Provide Supportive Human Services
Support Economic Development Opportunities
Funding
CDBG: $5,000
Description
This is to provide a vocational training program to prepare young adults with disabilities to succeed in the
workplace. Participants will meet the definition of severely disabled adults (over the age of 18) and with
serious physical or mental challenged.
Target Date
6/30/2017
Estimate the number and type
The program will serve an estimate six young adults with disabilities.
of families that will benefit
from the proposed activities
Location Description
This program is administered by Carousel Ranch located at Agua Dulce and is available to severely
disabled young adults citywide.
Planned Activities
This program will provide scholarships for participants to join curriculum -based classroom activities and
ranch -based training. Participants will gain work -readiness skills such as adhering to a work schedule,
accepting instructions and constructive criticism, and customer service, among other skills.
9
Project Name
Transporting Hope (Boys and Girls Club)
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Target Area
Goals Supported
Provide Supportive Human Services
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $9,300
Description
This program is designed to shuttle low -to -moderate income students from nine area elementary schools
to the Boys and Girls Club of the Santa Clarita Valley. The goal is to provide 10 months of transportation
and yearly membership to 30 low- and moderate -income students to benefit from the Club's programs.
Target Date
6/30/2017
Estimate the number and type
An estimated 30 low- and moderate -income students may benefit from this program.
of families that will benefit
from the proposed activities
Location Description
Service is provided to nine area elementary schools:
• Cedarcreek and Rio Vista - Saugus Union School District
• Newhall, Old Orchard, Peachland, Meadows, and Valencia Valley - Newhall School District
• Canyon Springs and Leona - Sulphur Springs School District
Planned Activities
The program will cover annual membership fees to the Boys and Girls Club for 30 low- and moderate -
income students. It will also provide needed vehicle transportation for the students for the entire school
year.
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Project Name
Section 108 Loan Payments
Target Area
Goals Supported
Improve and Expand Facilities and Infrastructure
Needs Addressed
Improve and Expand Facilities and Infrastructure
Funding
CDBG: $108,605
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Description
These funds provide debt service on Section 108 loans previously taken out by the City to provide critical
improvements to infrastructure and various public facilities around the City. Lower Scherzinger Lane: This
Section 108 loan was taken to improve infrastructure in the Canyon Country area of Santa Clarita (Census
tract 92038). Work began in fiscal year 2003-2004 and included improvements to curbs, gutters,
sidewalks, and drainage.
Target Date
6/30/2017
Estimate the number and type
Project benefits have previously been reported.
of families that will benefit
from the proposed activities
Location Description
This Section 108 loan was taken to improve infrastructure in the Canyon Country area of Santa Clarita
(Census tract 92038)
Planned Activities
The lower Scherzinger Lane project included improvements to curb, gutters, sidewalks, and drainage.
11
Project Name
Handyworker Program (Santa Clarita Valley Committee on Aging Senior Center)
Target Area
Goals Supported
Provide Decent and Affordable Housing
Needs Addressed
Improve, Maintain, and Expand Affordable Housing
Funding
CDBG: $275,000
Description
Administered by the Santa Clarita Valley Committee on Aging, this program will program will provide
grants to lower-income homeowners up to $2,500 per household for minor home repairs.
Target Date
6/30/2017
Estimate the number and type
An estimated 74 seniors may benefit from this program.
of families that will benefit
from the proposed activities
Location Description
This program is administered by the Santa Clarita Valley Committee on Aging.
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Planned Activities
Repairs/replacements may include, but are not limited to: roofs, windows, floors, walls, doors, heating
and air conditioning units, and electrical systems. Exterior painting, safety issues, disabled accessibility,
and municipal code violations may also be addressed. All qualified applicants are notified of lead-based
paint hazards, and remediation is provided where necessary.
12
Project Name
Crosswalk Improvements
Target Area
Goals Supported
Improve and Expand Facilities and Infrastructure
Needs Addressed
Improve and Expand Facilities and Infrastructure
Funding
CDBG: $499,522
Description
Modifications to pedestrian crosswalks throughout the City in order to create a safer path of travel for the
disabled.
Target Date
6/30/2017
Estimate the number and type
This program will benefit 15,339 persons with disabilities citywide.
of families that will benefit
from the proposed activities
Location Description
Citywide.
Planned Activities
There are a total of 33 medians noses which encroach into pedestrian crosswalks that will need to be
modified throughout the City.
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AP -50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City has not established targeted neighborhoods for investment of CDBG funds. The geographic
distribution of Santa Clarita's proposed projects for FY 2016-2017 are as follows:
• Handyworker Program funded with CDBG funds are available to low- and moderate -income
persons on a city-wide basis.
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• Supportive services are available city-wide to low- and moderate -income residents and persons
with special needs.
• Crosswalk Improvements project funded will take place city-wide and for the benefit of all
disabled persons.
• Debt Service is paid for Section 108 loan -funded public improvement projects which are located
in the City's low- and moderate -income areas (See map in Appendices).
• Fair housing services are available on a city-wide basis.
Geographic Distribution
Target Area Percentage of Funds
Table 10 - Geographic Distribution
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Rationale for the priorities for allocating investments geographically
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The Priority Needs identified in the City's FY 2014 - 2018 Consolidated Plan form the basis for allocating
investments geographically within the jurisdiction during FY 2016-2017. The established priorities are:
High Priority
• Improve, Maintain, and Expand Affordable Housing
• Improve and Expand Facilities and Infrastructure
• Planning and Administration
• Promote Equal Housing Opportunity
• Provide Supportive Human Services
Low Priority
• Preserve At -Risk Housing
• Support Economic Development Opportunities
Discussion
See discussions above.
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Affordable Housing
AP -55 Affordable Housing — 91.220(g)
Introduction
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The City plans to utilize CDBG funds to support housing activities through the Handyworker Program,
expected to provide minor rehabilitation assistance to 76 households. In addition, FY 2015-2016 CDBG
funds have been allocated to provide off-site infrastructure improvements and demolition in support of
a future 30 -unit affordable housing project (29 affordable units and one manager's unit). The
construction is expected to begin by the end of March 2016 and complete in 12-15 months.
One Year Goals for the Number of Households to be Supported
Homeless
0
Non -Homeless
76
Special -Needs
0
Total
76
Table 11 -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 76
Acquisition of Existing Units 0
Total 76
Table 12 - One Year Goals for Affordable Housing by supportType
Discussion
See discussion above.
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AP -60 Public Housing — 91.220(h)
Introduction
The only public housing complex in Santa Clarita is Orchard Arms, which is owned and operated by the
Housing Authority of the County of Los Angeles (HACoLA).
Actions planned during the next year to address the needs to public housing
Orchard Arms is a 183 -unit apartment project serving low-income elderly and disabled residents. The
units are in good condition, and there are no substandard units or rehabilitation needs at the
facility. Apartment units are already modified to serve disabled and elderly residents.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The Housing Authority of the County of Los Angeles (HACoLA) encourages the participation of public
housing residents through Resident Councils. The role of a Resident Council (RC) is to improve the c
N
quality of life and resident satisfaction in self-help initiatives to enable residents to create a positive
living environment for individuals and families living in public housing. Orchard Arms has an active N
Resident Council.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The Housing Authority of the County of Los Angeles (HACoLA) has officially achieved "High Performer"
status under HUD's Section 8 Management Assessment Program (SEMAP); therefore, is not designated
as a "troubled" agency. Units are inspected, repaired, and maintained on a regular basis.
Discussion
See discussions above.
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AP -65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
The Los Angeles Homeless Service Authority (LAHSA), a Joint Powers Authority (JPA), is the lead agency
in the Los Angeles Continuum of Care and coordinates funds for programs providing shelter, housing,
and services to homeless persons in Los Angeles County. LAHSA partners with the County of Los Angeles
to integrate services and housing opportunities to ensure a wide distribution of service and housing
options throughout the Los Angeles Continuum of Care. The City of Santa Clarita is located in SPA2 and
will continue to collaborate with LAHSA and other local agencies in providing services for homeless
persons.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City uses CDBG funds to support various programs aimed at assisting different segments of the
population at risk of homelessness. For FY 2016-2017, the City has allocated $64,400 to Bridge To Home, N
an organization that administers two programs which address homeless needs and/or homelessness
prevention within the City: Lo
• Homeless Case Management - This program provides individuals and families with access to the
services, life -skills, and resources they need to secure and retain permanent housing.
• Affordable Housing Program - This program provides short-term assistance to prevent eviction,
one-time rent/move-in assistance, case management services, and case management
supervision to help establish permanent, stable, and affordable housing.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City will consider funding improvements for the Cold Weather Shelter when funds are available. The
Cold Weather Winter Shelter, operated by Bridge To Home, is the only homeless shelter in the Santa
Clarita Valley. It is currently housed in modular buildings in an industrial area. The demand for the
homeless shelter and its services is out -growing the current space and a larger location is needed. Bridge
To Home staff is currently evaluating options for a new rented location or the acquisition of land for
construction of a new shelter. The City may contribute CDBG entitlement funds and/or Section 108 loan
funds to help assist with this effort.
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Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City has collaborated with Bridge To Home in the past to provide services for homeless persons in
the jurisdiction. The agency provides a homeless case management and life -skills program which targets
the chronically homeless population. Bridge To Home created a Case Management and Access Center
which serves as a point -of -entry into services for homeless persons. Program participants are identified
and/or referred for services by the winter shelter, community partners, local churches, and schools.
Participants complete an intake and assessment process that is used to create individualized case plans
and drive weekly case management. Participants also receive life skills training offered on a variety of
topics and assistance/tools needed to overcome barriers to employment. Housing and employment are
generally the most critical, but health and mental health issues are also addressed. Bridge To Home
partners with other local programs as appropriate and works with emergency housing, transitional
housing, and low-income permanent housing sources to help provide the most appropriate housing for
individual clients.
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Helping low-income individuals and families avoid becoming homeless, especially extremely Lo
low-income individuals and families and those who are: being discharged from publicly
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funded institutions and systems of care (such as health care facilities, mental health facilities,
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foster care and other youth facilities, and corrections programs and institutions); or, receiving
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employment, education, or youth needs. o
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The following projects and activities address homelessness prevention:
• Bridge To Home Program, a local non-profit agency will provide one-time financial assistance to
residents who are at -risk of homelessness due to eviction proceedings, or move -in assistance to
lower current rent to avoid eviction. Referrals are also provided to reduce the risk of future
evictions.
Seniors are at greater risk for homelessness than the general population. The City will continue
to provide a CDBG grant to the Santa Clarita Valley Committee on Aging to provide Community
Access Services. This program assists individuals over 50 years of age with all aspects of housing.
Each individual receives a comprehensive assessment to determine housing needs. They are
then provided with a wide array of housing -related services, which help them maintain
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independent living in the least restrictive manner possible.
• Obtaining and maintaining stable employment is the key to preventing homelessness. The City
operates the Santa Clarita WorkSource Center in conjunction with the Employment
Development Department, College of the Canyons, and the County of Los Angeles Community
and Senior Services. The WorkSource Center provides job search services such as workshops,
computer classes, phones, fax, computers with internet access, job leads, newspapers, and a
resource library for job seekers aged 18 and above. Employers use the WorkSource Center to
recruit and advertise job openings as well as for job fairs, bringing together top local companies
and job seekers.
• Through a CDBG grant to the Domestic Violence Center the City will support case -management
to battered women. The Program will assist battered women increase/develop their knowledge
and skills to help them find employment. Full-time employment is crucial for single parents and
their children to avoid becoming homeless.
• In FY 2016-2017, the City is also funding Ready to Work, a vocational training program by
Carousel Ranch. This program is aimed at providing employment readiness training for persons
with disabilities.
The City of Santa Clarita does not have a formalized Discharge Coordination Policy in place at this time.
However, Bridge To Home acts as the liaison and referral agency for both the City and Los Angeles
County when the need for discharge coordination arises.
Discussion
See discussion above.
One year goals for the number of households to be provided housing through the use of HOPWA for:
Short-term rent, mortgage, and utility assistance to prevent homelessness of the
individual or family
Tenant -based rental assistance
Units provided in housing facilities (transitional or permanent) that are being
developed, leased, or operated
Units provided in transitional short-term housing facilities developed, leased, or
operated with HOPWA funds
Total
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AP -75 Barriers to affordable housing — 91.220(j)
Introduction
One of the largest barriers to affordable housing in the City is the lack of affordable units. While all
segments of the low- and moderate -income population need more affordable housing, the greatest
need is affordable units for families. The availability of funding for affordable housing has also been
severely affected by the dissolution of Redevelopment in the State of California. The A131x26legislation
and subsequent AB 1484 legislation have prevented the City from using approximately $6 million dollars
in Redevelopment low/mod housing funds. The City worked with the State to complete the processes
required to recapture a portion of those funds, which became available to the City in 2014. A DDA and
Affordability Agreement for the development of a 29 -unit affordable housing project were approved by
the City Council in June 2015. Construction on the project may begin by the end of March 2016. Other
housing funds, including four percent and nine percent Low Income Housing Tax Credits, HOME,
CaIHOME, and the Multifamily Housing Program are not sufficient to finance an affordable housing
project alone.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
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as barriers to affordable housing such as land use controls, tax policies affecting land, zoning c
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ordinances, building codes, fees and charges, growth limitations, and policies affecting the
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Public policies that may create barriers to affordable housing are examined in the City's Housing
Element. The Housing Element was updated in 2014 and contains over 30 programs that aim to mitigate
and ameliorate any negative effect public policies may have. The Housing Element is re-evaluated at
least every 5 years. Progress toward goals is evaluated and programs are adjusted and modified as
needed.
In addition, the following actions will take place during FY 2016-2017 to remove barriers to affordable
housing:
• In 2010 the City used Neighborhood Stabilization funds and CDBG funds to acquire two adjacent
parcels for the development of new affordable rental housing units. A 29 -unit, 100% affordable
project was designed through a partnership of a for-profit and a non-profit developer, and was
granted entitlements by the City's Planning Commission in June 2011. The DDA and
Affordability Agreement were approved by the City Council in June 2015. Construction on the
project is scheduled to begin by the end of March 2016.
• Keeping housing affordable by providing owner -occupied minor rehabilitation services is also an
effective way to reduce barriers to affordable housing. A Program which provides minor housing
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rehabilitation services will be funded by CDBG during this planning period. The Handyworker
Program target lows- and moderate -income homeowners and provides repairs to
condominiums, mobile homes, and single-family homes, thus preserving the affordable housing
stock.
Manufactured homes represent a large percentage of the City's affordable housing stock. The
following Ordinances and Policies will continue to be in effect in FY 2016-2017 to foster and
maintain this critical resource for affordable housing:
1. Santa Clarita Municipal Code 6.02 - Manufactured Home Park Rent Adjustment Procedures - This
Ordinance protects manufactured home park residents from unreasonable rent increases and
provides an appeal process.Santa Clarita Municipal Code 6.04 - Manufactured Home Parks -
Change in Use - This ordinance establishes specific requirements for compensation to mobile
home park residents in the event of mobile home park closures.
• The City also continues to follow the Housing Element of the General Plan, which is comprised of
four general affordable housing areas: Encouragement of affordable housing; Maintenance of
affordable housing; Meeting the needs for affordable housing; and Provision of equal housing
opportunities.
• In addition, the City updated its Analysis of Impediments to Fair Housing Choice (AI) report along
with preparation of the FY 2014— FY 2018 Consolidated Plan. The Al report identifies potential
impediments to fair housing in Santa Clarita and establishes a Fair Housing Action Plan that
outlines steps the City will take to overcome these impediments.
Discussion
See discussion above.
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AP -85 Other Actions — 91.220(k)
Introduction
Priority Needs established in the FY 2014 - FY 2018 Five -Year Consolidated Plan, which form the basis for
establishing objectives and outcomes in the FY 2016-2017 One -Year Action Plan, are as follows:
High Priority
• Improve, Maintain, and Expand Affordable Housing
• Improve and Expand Facilities and Infrastructure
• Planning and Administration
• Promote Equal Housing Opportunity
• Provide Supportive Human Services
Low Priority
• Preserve At -Risk Housing
• Support Economic Development Opportunities
Actions planned to address obstacles to meeting underserved needs
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One of the greatest challenges in meeting the underserved needs of low- and moderate -income persons
is having limited financial resources. The City will continue to use CDBG funding to support public service w
agencies that address the special needs of the underserved, including the homeless, those at risk of
homelessness, youth, seniors, female -headed households, victims of domestic violence, and the
disabled. The City also proactively seeks additional resources to better meet the underserved needs.
Actions planned to foster and maintain affordable housing
Increasing, improving, and maintaining affordable housing is identified as a High Priority in the FY 2014 -
FY 2018 Consolidated Plan. The City will contribute to the preservation of the existing affordable housing
stock through rehabilitation programs. In 2016-2017, a total of $275,000 in CDBG funds will be
used to fund the Handyworker program to assist low-income homeowners, including seniors and
disabled homeowners, to address accessibility issues, and to correct code violations and unsafe
conditions. These activities are expected to provide rehabilitation assistance to 76 households.
The City will also continue to encourage developers, non-profit organizations, and other interested
parties to develop new affordable units and will support applications for development funds through the
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California Tax Credit Allocation Committee (CTCAC) and the State of California. In addition, the following
aids in increasing, improving, and/or maintaining affordable housing:
Rental Housing: Housing resources in the form of non -age -restricted, subsidized rental units and rental
assistance will be available to low- and moderate -income residents of Santa Clarita through a variety of
sources. Most existing affordable rental units for low- and moderate -income persons are available
through covenants between various building owners and the State of California or the County of Los
Angeles. In FY 2016-2017 there will be 368 rental units in seven apartment buildings available at
reduced rents to families.
Section 8 Housing Choice Vouchers will continue to be utilized in Santa Clarita. This program is
administered by the Housing Authority of the County of Los Angeles (HACoLA). There were 191
households in Santa Clarita receiving Housing Choice Vouchers as of April 2015. The average household
income of Section 8 voucher holders in Santa Clarita is $15,057. HACoLA's Section 8 waiting list has been
closed. With limited funding and a long waiting list, HACoLA is not able to estimate the length of wait,
according to information posted on its website.
Low- and moderate -income housing specifically for seniors is also available in and around the City. Los
Angeles County owns and operates a conventional public housing project called Orchard Arms, which
provides housing for low income seniors and the disabled. Three large-scale low- and moderate -income
senior housing projects completed through a partnership between the Santa Clarita Valley Committee
on Aging and private real estate developers offer 614 units at low- and moderate -income rates. An '.'
additional 343 units are available in five other buildings. In total there are 957 rental units in eight m
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apartment buildings available at reduced rates for seniors.
Actions planned to reduce lead-based paint hazards
The City has a need for lead -hazard free housing and continues to work to reduce lead-based paint (LBP)
hazards to comply with 24 CFR Part 35. While the number of units considered to contain lead-based
paint is relatively low, the City will address the problem of LBP hazard by continuing to implement a
program for evaluating and reducing lead hazards during repair and renovation of older housing stock
funded by CDBG. Having the information available to warn people about the need to maintain buildings
which may contain LBP, as well as other programs to encourage home maintenance, helps to aid in
mitigating LBP hazards in the City of Santa Clarita.
Additionally, the City provides housing rehabilitation through the CDBG-funded Handyworker Program.
The programs aid in correcting substandard conditions, which contribute to LBP hazards.
All applicants eligible for services through the Handyworker Program sign a Lead -Based Paint Release
form certifying that they received the most updated version of the Environmental Protection Agency's
(EPA) The Truth About Lead Paint Poisoning. When a property built before 1978 is approved for grant -
funded repairs that may disturb lead-based paint, an inspection test is ordered. When containment
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and/or abatement are necessary, the homeowner is required to use a contractor certified in lead -safe
work practices by the state of California.
The City will also encourage land -owners to correct substandard conditions to minimize LBP hazards,
especially owners of units where children live. Due to the mean age of the City's housing, homes
containing lead-based paint are not believed to be a significant problem. However, the City will continue
to evaluate and reduce lead-based paint hazards through the following actions and activities:
• Maintaining an executed Agreement with a certified consultant when lead-based paint testing
and clearance services are needed for grant -funded repairs.
• Providing information to landlords, renters, and various property management agencies
regarding the dangers of lead-based paint and appropriate mitigation strategies, as part of the
City's contract with the Fair Housing Council of the San Fernando Valley.
• Providing written information through one-on-one contact with contractors, building inspectors,
code enforcement officers, and the general public at the City's Permit Center. The written
publications available are:
1. Contractors, Painters, Landlords!: The "New" Renovation, Repair and Painting Rule Applies to
You!, effective April 2010EPA - Important Information about the new Environmental Protection
Agency Rules - Fines and Penalties (for contractors and Renovators)
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Actions planned to reduce the number of poverty -level families
While the City has no control over the majority of the factors affecting poverty, it may be able to assist
those living below the poverty line. The City supports other governmental, private, and non-profit
agencies involved in providing services to low- and moderate -income residents and coordinates efforts
with these groups where possible to allow for more efficient delivery of services.
During FY 2016-2017, the City will continue to implement its strategy to help impoverished families
achieve economic independence and self-sufficiency. The City's anti -poverty strategy utilizes existing
County job training and social service programs to increase employment marketability, household
income, and housing options. The City will allocate 15 percent of CDBG funds to public service agencies
that offer supportive services in the fight against poverty. Other special community benefit needs are
also addressed through the Community Services Grant Program which provides funding to various local
agencies.
Improved employment opportunities are important in reducing the number of people living in poverty.
The City addresses this issue by increasing resident's employability through training, and increasing the
number of higher paying local jobs. The City operates the Santa Clarita WorkSource Center in
conjunction with the Employment Development Department, College of the Canyons, and the County of
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Los Angeles Community and Senior Services. The WorkSource Center provides job search services such
as workshops, computer classes, phones, fax, computers with internet access, job leads, newspapers,
and a resource library for job seekers aged 18 and above. Employers use the WorkSource Center to
recruit and advertise job openings as well as for job fairs, bringing together top local companies and job
seekers.
In FY 2016-2017, the City's Economic Development Division will continue its efforts to aid in the
economic growth of the City by fostering and encouraging responsible economic development
opportunities that result in: 1) a jobs/housing balance established through quality employment
opportunities for residents; 2) an economic base through increased sales tax generation; and 3)
economic wealth by attracting external monies to the local economy. Specifically, four targeted
industries have been identified where there is a foundation of businesses in Santa Clarita currently and
opportunities for growth. These industries include biomedical, aerospace, technology, and
film/entertainment. These business clusters offer a variety of high -paying, high -skilled jobs, which can
be accessed either through traditional educational routes or through on-the-job training and
apprenticeship programs.
As part of the Santa Clarita Economic Growth Program, an extension of the 21 -Point Business Plan for
Progress created in 2009 also continues to enhance local business partnerships, encourage quality job
creation in Santa Clarita, develop marketing programs to bolster retail spending, and attract external
dollars to the community.
Actions planned to develop institutional structure
The City of Santa Clarita works with a wide range of public and community social service agencies to
meet and address the various needs of the community. In FY 2016-2017, City staff will continue to
collaborate internally, as well as with local non-profit advocacy groups and other County, State, and
Federal organizations.
Specifically, the City will use CDBG funds to provide grants to agencies which serve low- and moderate -
income residents with various different needs in the community. The following non-profit organizations
will receive CDBG funding in 2016-2017:
• Bridge To Home will provide homeless case management, life -skills training; and temporary
rental assistance to homeless families.
• Carousel Ranch will assist disabled children and adults with equestrian therapy, as well as to
provide a vocational training program.
• Domestic Violence Center of Santa Clarita will serve battered women and men with case
management.
• Santa Clarita Senior Center will serve lower-income homeowners with minor necessary home
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repairs through the Handyworker Program; and assist residents over 50 years of age with
comprehensive case management services.
• Child and Family Center will provide early childhood social, emotional and behavioral
development services and mental health counseling for families.
• Boys adn Girls Club will provide membership scholarships and transportation to the Club for
low- and moderate -income children.
Community Services Division of the City of Santa Clarita
The Community Services Division is comprised of the Arts and Events Office and the Human Services
Office. The Arts and Events Office promotes, supports, and develops arts programming and regional and
community events for the benefit of local citizens, while utilizing these programs to encourage economic
development and tourism to the Santa Clarita Valley. The purpose of the Human Services Office is to
create a safe, healthy, and thriving community by leveraging resources and facilitating community
participation. Human Services leads and promotes collaborative and innovative programs and services
that educate, engage, enhance, and empower the community. The Human Services Offices also
conducts an annual process for competitive community benefit grants to local non-profit organizations;
many of which serve low- and moderate -income individuals.
HandsOn Santa Clarita
The City also utilizes the services of HandsOn Santa Clarita (HOSC), a local non-profit agency. Their '.'
mission is to provide training and resources to build the capacity of other non-profit social service
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organizations while cultivating connections between volunteers, groups, and businesses to best meet
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the needs of the community. HOSC programs and services include administration of the City's Court
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Referral Program, overseeing a citywide volunteer management database, and facilitation of corporate
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and non-profit volunteer programs.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City of Santa Clarita's Department of Community Development manages all housing -related
projects, programs, and functions. Community Development includes an administration component and
is comprised of the Planning, Community Preservation, and Economic Development Divisions. To be a
part of Community Development allows for better communication and a more coordinated effort to
address the issues affecting the low- and moderate -income residents of the City. It also supports the
development of a clear and comprehensive affordable housing strategy that is consistently reflected in
all affordable housing -related documents, and a coordinated economic development strategy.
Actions that the City will undertake during the next year to enhance coordination between public and
private housing, health, and social service agencies include:
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• Working with the Los Angeles Homeless Services Agency (LAHSA) to provide homeless shelter
and services.
• Collaborating with Bridge To Home (formerly the Santa Clarita Community Development
Corporation) to help site the Winter Shelter.
• Coordination with HACoLA to provide information about Section 8 Housing Choice Vouchers.
• Coordinating with the County of Los Angeles Health Department, Childhood Lead Poisoning
Prevention Program (CLPPP) to provide information about lead-based paint hazards.
• Funding a contract with the Fair Housing Council of the San Fernando Valley to provide fair
housing and landlord/tenant complaint intake and mediation services to the residents of the
City of Santa Clarita.
• Following the City's adopted General Plan developed in collaboration with Los Angeles County.
The General Plan includes results of the One Valley One Vision process, a joint effort of residents
and businesses to create a single vision and guidelines for the future growth of the Valley and
the preservation of natural resources.
• Working with the Valley Economic Alliance and San Fernando Valley Council of Governments in
an effort to address shared priorities such as transportation and air quality issues, large scale
planning goals, and advocacy at regional, state, and federal levels.
Discussion
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Program Specific Requirements
AP -90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction
The following describes other program -specific requirements.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next a
program year and that has not yet been reprogrammed
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2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
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address the priority needs and specific objectives identified in the grantee's strategic plan.
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3. The amount of surplus funds from urban renewal settlements
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4. The amount of any grant funds returned to the line of credit for which the planned use has not
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been included in a prior statement or plan
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5. The amount of income from float -funded activities
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Total Program Income:
Other CDBG Requirements
1. The amount of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low and moderate income.Overall Benefit - A consecutive period of one,
two or three years may be used to determine that a minimum overall benefit of 70%
of CDBG funds is used to benefit persons of low and moderate income. Specify the
years covered that include this Annual Action Plan. 100.00%
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The City does not anticipate generating any program income during the FY 2016-2017 planning period.
Based on the payment schedule, the City has two remaining Section 108 loans that will pay off
during the five year Consolidated Plan cycle. The City may consider pursuing new Section 108 loan
guarantees for other large-scale projects in future years, such as for the siting of an emergency shelter;
however, it is not anticipated in 2016-2017.
Of the City's FY 2016-2017 CDBG allocation, 20 percent is being allocated for eligible planning and
administration activities. These activities are not subject to the low- and moderate -income benefit
requirements. Of the remaining 80 percent of the CDBG allocation, 100 percent will be used to benefit
low- and moderate -income persons.
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