HomeMy WebLinkAbout2024-05-14 - AGENDA REPORTS - 2024 28 CONSOLIDATED PLAN 2024 25 AAPO
Agenda Item: 2
1. CITY OF SANTA CLARITA
AGENDA REPORT
PUBLIC HEARINGS
14)
CITY MANAGER APPROVAL: '
DATE: May 14, 2024
SUBJECT: 2024-28 CONSOLIDATED PLAN AND THE 2024-25 ANNUAL
ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM AND HOME INVESTMENT PARTNERSHIP
PROGRAM
DEPARTMENT: Community Development
PRESENTER: Tracy Sullivan
RECOMMENDED ACTION
City Council approve the submission of the five-year Consolidated Plan with its associated
priorities and the Annual Action Plan for year -one with the recommended funding therein to the
U.S. Department of Housing and Urban Development.
BACKGROUND
The City of Santa Clarita (City) receives an annual allocation of Community Development Block
Grant (CDBG) funds, and HOME Investment Partnership Program (HOME) funds, from the
U.S. Department of Housing and Urban Development (HUD). The CDBG funds are designed to
assist primarily low- and moderate -income residents in the areas of suitable housing and
expanded economic opportunities, while HOME funds are designed to expand the supply of
decent, safe, sanitary, and affordable housing, particularly rental housing, for low-income
individuals and families.
In order to receive CDBG and HOME funds, the City is required to submit a Consolidated Plan
(Con Plan) at least every five years. The Con Plan contains a Housing and Homeless Needs
Assessment, a Housing Market Analysis, and a Strategic Plan. It also sets the priorities for the
use of CDBG and HOME funds for the upcoming five years. The current Con Plan was
developed to address the five-year period of 2019-20 to 2023-24 and will expire on June 30,
2024.
As part of the Con Plan process, the City must develop and submit an Annual Action Plan which
outlines the specific ways that year's allocation of CDBG and HOME funds will be spent. The
Annual Action Plan also contains service goals and an explanation of how the activities proposed
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will meet the priorities in the Con Plan.
In previous years, the City was additionally required to submit an Analysis of Impediments to
Fair Housing Choice (AI); however, HUD has since lifted that requirement and is in the process
of establishing a new Al process.
To develop the 2024-28 Con Plan and the 2024-25 Annual Action Plan, the City contracted with
the consulting firm of Veronica Tam and Associates (Consultant).
Five -Year Consolidated Plan Development
As part of the development of the Con Plan Priorities, staff conducted a Community Needs
Assessment process to determine the needs of the low- and moderate -income community. The
Community Needs Assessment process included in -person surveys at two community events,
distribution of an online survey, outreach meetings for local non-profit providers, and a social
media campaign. The results of the Community Needs Assessment process were provided to the
City Council in a Public Hearing on February 27, 2024.
The needs identified through the Community Needs Assessment process, along with the
information from the Housing and Homeless Needs Assessment and Housing Market Analysis,
were used to develop the proposed 2024-28 Con Plan priorities listed below. If approved, all
CDBG-funded activities undertaken from 2024-28 must meet one of the below Con Plan
priorities.
Proposed 2024-28 Con Plan Priorities:
o Improve, Maintain, and Expand Affordable Housing
o Improve and Expand Public Facilities and Infrastructure in Lower Income Areas
o Provide Services Addressing Homelessness and Homelessness Prevention
o Provide Supportive Human Services
o Address the Impact of COVID-19 on Lower Income Residents
o Planning and Administration
Annual Action Plan Development
As part of the development of the 2024-25 Annual Action Plan, staff released a Notice of
Funding Availability for non-profit, community -based organizations to provide programs and
services for the low- and moderate -income community under the CDBG Program. Over 250
community -serving non -profits were notified of the opportunity to apply for City CDBG
funding.
Thirteen organizations submitted applications, requesting funding for 18 programs. Those
applications were evaluated by an interdepartmental committee of City staff using a 100-point
evaluation tool. A total of eight programs are recommended for funding under CDBG, and a total
of seven programs are recommended for funding under CDBG-CV, totaling 15 programs
recommended for funding. Also recommended for funding are public improvements to the
Newhall Community Center.
HUD informed the City of its CDBG allocation for FY 2024-25, which totals $1,495,091. The
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City also identified $226,502 in prior year savings, which can be added to the Annual Action
Plan. Finally, the City's 2024-25 HOME entitlement allocation is $529,340.
As required by HUD, the draft documents were available for public review and comment for a
30-day period, which ended on May 14, 2024. No comments from the public were received.
The 2024-28 Consolidated Plan and the Annual Action Plan are attached as reading file.
ALTERNATIVE ACTION
Other action as directed by City Council.
FISCAL IMPACT
All programs recommended for funding in the 2024-25 Annual Action Plan will utilize CDBG
and HOME funds provided by HUD. The Con Plan and Annual Action Plan will not impact the
General Fund.
ATTACHMENTS
Public Hearing Notice
FY 24-25 Funding Recommendations
Consolidated Plan / Annual Action Plan (available in Clerk's Reading File)
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2.a
NOTICE OF PUBLIC HEARING AND 30-DAY PUBLIC COMMENT
AND REVIEW PERIOD FOR THE CITY OF SANTA CLARITA
2024-2028 Consolidated Plan,
2024-2025 Annual Action Plan, and the
2024-2028 Analysis of Impediments to Fair Housing Choice
As required by the U.S. Department of Housing and Urban Development (HUD), the City of Santa
Clarita (City) is in the development stages of the 2024-2028 Consolidated Plan, the 2024-2025
Annual Action Plan, and the 2024-2028 Analysis of Impediments to Fair Housing Choice. The
Consolidated Plan outlines goals and priorities the City will follow over the next five years for the
use of Community Development Block Grant (CDBG) funds. The Annual Action Plan describes
the actions which will be taken to meet the priorities outlined in the Consolidated Plan, including
funding and service goals. The Analysis of Impediments to Fair Housing Choice evaluates fair
housing issues in the City and recommends actions the City may take to mitigate any impediments
identified.
Notice is hereby given that a public hearing will be conducted on Tuesday, May 14, 2024, at or
after 6:00 p.m. in the Santa Clarita City Hall Council Chambers located at 23920 Valencia
Boulevard, Santa Clarita, CA 91355. The draft 2024-2028 Consolidated Plan, the draft 2024-2025
Annual Action Plan, and the draft 2024-2028 Analysis of Impediments to Fair Housing Choice
will be presented to the City Council for consideration.
The City invites public comment regarding the draft documents during the thirty (30)-day public
comment period beginning April 10, 2024. The draft documents will be available for review on
the City's website at https://santaclarita.gov/ and during normal business hours at the office of the
City Clerk, Santa Clarita City Hall, 23920 Valencia Blvd, Suite 120, Santa Clarita, CA 91355.
Comments may be emailed to dplazo@santa-clarita.com, or submitted in person or by U.S. Mail
to Donya Plazo, City of Santa Clarita, 23920 Valencia Boulevard, Santa Clarita, CA 91355.
Written comments must be received by May 10, 2024, at 5:00 p.m.
Copies of the City Council meeting agendas will be available 72 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 online at https://santaclarita.gov/. For more information, contact Donya Plazo, Project
Technician, at 661.255.4368, or by email at dplazogsanta-clarita.com.
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 hearings described in this notice, or in written
correspondence delivered to the City of Santa Clarita, at or prior to, the public hearing.
Para los que hablan espanol, si usted tiene preguntas o desea mas informaci6n sobre este producto,
por favor p6ngase en contacto con Donya Plazo, Project Technician, al 661.255.4368 o por correo
electr6nico a dplazo@santa-clarita.com. Gracias.
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2.a
Dated: March 22, 2024
Mary Cusick, MMC
City Clerk
Published: March 26, 2024
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2024-2025 CDBG, CDBG-CV, and HOME Funding Allocation Recommendations
Agency
Activity
ADMINISTRATION
City of Santa Clarita
Personnel and O&M
Administration Subtotal
PUBLIC SERVICES
1 Bridge to Home
Homeless Intake Specialist
2 Carousel Ranch
Project SCV
3 Carousel Ranch
Ready to Work
4 Family Promise
Household Support
5 Fostering Youth Independence
Case Management
6 Senior Center
Community Access Services
7 Single Mothers Outreach
Mental Health Services
8 Avenues Supporting Livinig
Rent&Utility Disabled Adults
9 Boys & Girls Club
Scholarship Program
10 Family Promise
COVID Households Support
11 Fostering Youth Independence
The Study Place
12 Salvation Army
Rent and Utility Assistance
13 Single Mothers Outreach
Equip for Virtual Assist.
14 YMCA
Childcare Scholarships
Public Services Subtotal
CAPITAL
15 Senior Center
Handyworker Program
16 City of Santa Clarita
Newhall Comm. Cntr. Improvements
17 City of Santa Clarita
Affordable Housing
Capital Subtotal
GRAND TOTAL ALLOCATED
CDBG FUNDS
CDBG-CV
HOME FUNDS
2024-2025 AAP
FUNDS
2024-2025 AAP
24-25 Entitlement Funds
Prior Year Savings
20-21 AAP
24-25 Entitlement Funds
$299,018
$30,000
$299,018
$30,000
$54, 665
$10,644
$13,302
$34, 783
$40,835
$40, 209
$29, 814
$30,000
$26,500
$40,000
$23,470
$50, 000
$20,000
$42,000
$224,252
$231,970
$450,000
$521,821
$226,502
$529,340
$971,821
$226,502
$529,340
$1,495,091
$226,502
$261,970
$529,340
City of Santa Clarita
Community Development Block Grant
CONSOLIDATED PLAN — 2024 - 2028
(July 1, 2024 through June 30, 2029)
ANNUAL ACTION PLAN — FY 2024-2025
(July 1, 2024 through June 30, 2025)
April 2024
City of Santa Clarita
Community Development Department
Community Preservation Division
23920 Valencia Boulevard, Suite 300
Santa Clarita, CA 91355
Table of Contents
EXECUTIVESUMMARY................................................................................................................1
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)..........................................................1
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b).............................................................1
PR-10 Consultation — 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)................2
PR-15 Citizen Participation — 91.105, 91.115, 91.200(c) and 91.300(c)...................................13
NEEDSASSESSMENT..................................................................................................................16
NA-05 Overview....................................................................................................................16
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a, b, and c)............................................18
NA-15 Disproportionately Greater Need: Housing Problems — 91.205(b)(2)..........................37
NA-20 Disproportionately Greater Need: Severe Housing Problems — 91.205 (b)(2) ..............42
NA-25 Disproportionately Greater Need: Housing Cost Burdens — 91.205 (b)(2)....................47
NA-30 Disproportionately Greater Need: Discussion — 91.205(b)(2).......................................49
NA-35 Public Housing — 91.205(b)..........................................................................................50
NA-40 Homeless Needs Assessment — 91.205(c)....................................................................55
NA-45 Non -Homeless Special Needs Assessment - 91.205(b,d).............................................59
NA-50 Non -Housing Community Development Needs — 91.215 (f)........................................64
HOUSING MARKET ANALYSIS....................................................................................................66
MA-05 Overview....................................................................................................................66
MA-10 Number of Housing Units — 91.210(a)&(b)(2).............................................................67
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)................................................70
MA-20 Housing Market Analysis: Condition of Housing — 91.210(a).......................................73
MA-25 Public and Assisted Housing — 91.210(b)....................................................................76
MA-30 Homeless Facilities and Services — 91.210(c)..............................................................79
MA-35 Special Needs Facilities and Services — 91.210(d).......................................................82
MA-40 Barriers to Affordable Housing — 91.210(e)................................................................86
MA-45 Non -Housing Community Development Assets — 91.215(f)........................................88
MA-50 Needs and Market Analysis Discussion.......................................................................96
MA-60 Broadband Needs of Housing occupied by Low- and Moderate -Income Households -
91.210(a)(4), 91.310(a)(2)......................................................................................................98
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) Describe the jurisdiction's increased
natural hazard risks associated with climate change..............................................................99
[.T:Lwel110up ► 1131
SP-05 Overview...................................................................................................................101
SP-10 Geographic Priorities.................................................................................................102
SP-25 Priority Needs - 91.215(a)(2)......................................................................................103
SP-30 Influence of Market Conditions — 91.215 (b)..............................................................107
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)..................................................109
SP-40 Institutional Delivery Structure — 91.215(k)................................................................111
SP-50 Public Housing Accessibility and Involvement — 91.215(c)..........................................121
SP-55 Barriers to affordable housing — 91.215(h) .................................................................122
SP-60 Homelessness Strategy — 91.215(d)...........................................................................124
SP-65 Lead based paint Hazards — 91.215(i).........................................................................127
SP-70 Anti -Poverty Strategy — 91.215(j)...............................................................................129
SP-80 Monitoring — 91.230..................................................................................................131
2024-2025 ANNUAL ACTION PLAN..........................................................................................133
AP-15 Expected Resources — 91.220(c)(1,2).........................................................................133
GoalsSummary....................................................................................................................136
AP-35 Projects — 91.220(d)..................................................................................................140
AP-38 Project Summary.......................................................................................................142
AP-50 Geographic Distribution — 91.220(f)...........................................................................151
AFFORDALBEHOUSING...........................................................................................................152
AP-55 Affordable Housing — 91.220(g).................................................................................152
AP-60 Public Housing — 91.220(h)........................................................................................153
AP-65 Homeless and Other Special Needs Activities — 91.220(i)...........................................154
AP-75 Barriers to affordable housing — 91.220(j).................................................................158
AP-85 Other Actions — 91.220(k)..........................................................................................161
PROGRAM SPECIFIC REQUIREMENTS......................................................................................166
AP-90 Program Specific Requirements — 91.220(I)(1,2,4).....................................................166
HOME Investment Partnership Program ...........'.....................................................................167
Reference 24 CFR 91.220(I)(2).............................................................................................167
APPENDIX A - OUTREACH ACTIVITIES......................................................................................169
APPENDIXB - MAPS................................................................................................................170
APPENDIX C — CONTINGENCY STRATEGY.................................................................................171
APPENDIX D —WAIVER DOCUMENT............................................................................................2
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
EXECUTIVE SUMMARY
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The City of Santa Clarita (City) is located 35 miles northwest of Los Angeles and is adjacent to the San
Gabriel and Santa Susana mountain ranges, which separate Santa Clarita from the San Fernando Valley
and the Los Angeles Basin to the South and from the San Joaquin Valley, Mojave Desert, and the Angeles
National Forest to the north. Santa Clarita was incorporated as a City in 1987 and is comprised of the following
communities: Canyon Country, Newhall, Saugus, and Valencia. Since its incorporation, the City has grown
rapidly, almost doubling in size. Since the 2019-2023 Consolidated Plan was adopted, the City annexed the
Tesoro Del Valle neighborhood, adding 1,077 existing homes and 820 homes in development. The City's
population is approximately 235,000.
Santa Clarita is an Entitlement community for the Community Development Block (CDBG) program
authorized by the Housing and Community Development Act of 1974. The City is also a Participating
Jurisdiction (PJ) for the Home Investment Partnerships Act (HOME) authorized under the Cranston -Gonzales
National Affordable Housing Act. The City has been receiving entitlement funds since Fiscal Year (FY) 1991-
1992 and became a HOME PJ in FY 2020-2021. Both CDBG and HOME are allocated and managed by the
Community Planning and Development Office of the US Department of Housing and Urban Development
(HUD). The City receives an allocation of CDBG and HOME funds annually. However, in response to the
COVID-19 pandemic, Congress passed the CARES Act, providing additional CDBG funds to prevent,
prepare for, and respond to the pandemic (CDBG-CV). These funds were a one-time allocation in 2020-2021.
CDBG funds must be used to provide decent housing, suitable living environments, and expanded economic
opportunities, primarily for low- and moderate -income persons. HOME funds are used to provide incentives
to develop and support affordable rental housing and homeownership affordability through a variety of
allowable programs. HUD requires that every three to five years, the City develop a new Consolidated Plan
(Con Plan). The Con Plan addresses the City's low- and moderate -income housing and community
development needs, identifies CDBG Con Plan Priorities and sets forth a strategic plan, specific goals, and
benchmarks for measuring progress. HUD also requires the submission of an Annual Action Plan, and an
annual year-end report entitled the Consolidated Annual Performance and Evaluation Report (CAPER). The
2024-2028 Con Plan and FY 2024-2025 Action Plan are contained in this report.
As of the writing of this document, the actual amount of the FY 2024-2025 allocation has not been announced.
Per HUD's guidance, the City is preparing this document using an estimate of the FY 2024-2025 CDBG
Entitlement based on prior year funding. The Action Plan includes a Contingency Plan (Appendix C) which
outlines how funding for each project will be adjusted once the actual CDBG Entitlement allocations are
announced. All prior year unallocated funds and program income amounts used in preparing this plan are
actuals.
Due to the delay in the announcement of the FY 2024-2025 CDBG funding, HUD has waived the
requirements at 24 CFR 570.200 (h) and will allow the City to incur pre -award costs until such time that HUD
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has approved the FY 2024-2025 Action Plan. Documentation of the need for the City to use the waiver is
contained in the appendices to this document (Appendix D). Per the requirements at 24 CFR 570.200(h)(1)(ii)
the City is providing the public with notification that these pre -award costs are limited to costs for those
activities contained in this Action Plan, which comply with all HUD requirements.
Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
In the Needs Assessment section of this Con Plan, housing needs and homeless needs, non -homeless
special needs, and non -housing community needs were identified. From that data, and with the public
outreach and agency consultation information gathered, the City has identified the Priorities and Goals shown
below.
HIGH PRIORITIES
Priority #1: Improve, Maintain, and Expand Affordable Housing
Goal #1: Rehabilitation of Owner -Occupied Homes
Goal #2: Assist in the Development of New Low-income Rental Housing Units
Priority #2: Improve and Expand Public Facilities and Infrastructure in Lower Income Areas
Goal #1: Remove Architectural Barriers in Public Facilities or Infrastructure Sites
Goal #2: Improve Infrastructure or Public Facilities in Lower Income Areas
Priority #3: Provide Services Addressing Homelessness and Homelessness Prevention
Goal #1: Provide Outreach Services to Homeless Individuals
Goal #2: Provide Emergency Housing Nights to Homeless Individuals and Families
Goal #3: Provide Households with Transitional Housing
Priority #4: Provide Supportive Human Services
Goal #1: Provide Supportive Human Services to Lower Income Individuals and Families
Goal #2: Provide Assistance to Disadvantaged Young Adults
Priority #5: Address the Impact of Covid-19 on Lower Income Residents
Goal #1: Provide Services to Lower Income Residents Impacted by Covid-19
Priority #6: Planning and Administration
Goal #1: Provide Effective Management of CDBG, CDBG-CV, and HOME Programs
Evaluation of past performance
During the 2019-2023 Con Plan period, the City undertook a variety of eligible activities which met those Con
Plan Priorities. The Priorities identified in the 2019-2023 Con Plan were:
• Improve, Maintain, and Expand Affordable Housing
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• Provide Supportive Human Services
• Improve and Expand Facilities and Infrastructure
• Provide Timely Assistance to Those Impacted by the COVID-19 Pandemic
• Planning and Administration
The advent of the pandemic in 2020 and its continuing significant impact well into 2023 changed the needs
of the City's low- and moderate -income residents in ways which could not have been anticipated. Residents
needed not only the previously identified services, but other unanticipated services as well. Pandemic -related
stay-at-home orders and frequent upticks in infection rates kept residents at home and unable to access
needed services in person. The City and other funded agencies adopted new and innovative ways of
delivering services and pivoted to provide more and different services in response to changing community
needs. CDBG-CV provided additional funds to provide a wide variety of pandemic -related services but did
not solve the issue of how to provide services which could not be provided remotely.
The City rose to the challenge of the pandemic and provided public service subrecipients the greatest degree
of flexibility possible, so that CDBG Entitlement programs could still be delivered to the residents who needed
them. Even so, certain services, such as job training programs for disabled adults and transitional housing
programs, struggled to find ways to safely deliver services. CDBG-CV funds were used to address issues
unique to the pandemic, including the dramatically increased need for food services, rent and utility
assistance, safe childcare locations, safe study resources, and virtual mental health services.
The CDBG entitlement funded Handyworker program (owner -occupied rehabilitation) was put on hold for a
period since staff and workers could not safely enter the homes of the (primarily senior) applicants.
Disruptions in the supply chain also contributed to difficulty executing Capital projects. Even when workers
were again able to enter homes, the price of supplies for the Handyworker program skyrocketed, making it
more expensive for each project which resulted in fewer projects being done. The increase in supply costs
also required the Senior Center to delay handyworker projects.
Despite the multi -year challenge presented by the pandemic, through the end of the second quarter of FY
2023-2024 the Handyworker program was able to assist over 200 low- and moderate -income homeowners.
The public services activities were able to serve 3,900 residents: over 70 percent of the 2019-2023 Con Plan
goal.
Summary of citizen participation process and consultation process
The City conducted extensive public outreach to obtain citizen input on the development of the Con Plan
priorities and associated goals. Residents were asked to provide feedback on the greatest needs of the low -
and moderate -income community in the areas of facilities and infrastructure, affordable housing,
homelessness, economic development, and social and human services.
• An in -person survey was conducted on October 7, 2023, in Canyon Country, an area with one of the
highest numbers of low- and moderate -income residents. A public survey booth was set up as part
of a larger neighborhood beautification event. Approximately 17 residents provided feedback.
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• An in -person survey was conducted on December 2, 2023, in Newhall, an area with one of the
highest numbers of low- and moderate -income residents. A public survey booth was set up as part
of a farmers market event. Approximately 40 residents provided feedback.
• An on-line survey was conducted, asking the public to provide feedback on the needs of the low -
and moderate -income community. The survey was available in both Spanish and English, with hard
copies available upon request. A press release about the on-line survey was issued, resulting in an
article in the local newspaper, and notices about the survey were posted on the City's website. Fliers
with QR codes were prominently displayed at all three public library branches within the City,
complemented by an active social media campaign across multiple City accounts. There were 254
individual respondents to the on-line survey.
• On February 27, 2024, a public hearing was held before the City Council on the results of the City's
outreach efforts. The meeting was noticed in the local newspaper, encouraging the public to attend
and provide comments.
A public hearing before the City Council was held for the adoption of the draft FY 2024-2028 Con
Plan and FY 2024-2025 Action Plan. The meeting was noticed in the local newspaper, encouraging
the public to attend and provide comments.
Summary of public comments
No public comments were received.
Summary of comments or views not accepted and the reasons for not accepting them.
No public comments were ;not accepted.'
Summary W%
The City of Santa Clarita has made good faith efforts to satisfy the
Citizen Participation Plan and the requirements in 24 CFR 500.570.
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requirements of their comprehensive
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
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
City of Santa Clarita
Community Development
HOME Administrator
City of Santa Clarita
Community Development
Table 1— Responsible Agencies
Narrative
The City's CDBG and HOME programs are administered by the Community Preservation Division of the City
of Santa Clarita Community Development Department.
Consolidated Plan Public Contact Information
For matters concerning the City of Santa Clarita's CDBG and HOME programs, please contact:
Tracy Sullivan, Community Preservation Manager
City of Santa Clarita Community Development Department
23920 Valencia Boulevard, Suite 300, Santa Clarita, CA 91355
(661) 2
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PR-10 Consultation — 91.100, 91.110, 91.200(b), 91.300(b), 91.215(1) and 91.315(1)
Introduction
The City undertook an extensive public consultation process as detailed below.
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 works closely with public, private, and nonprofit partners regarding health, mental health, and social
service provision. As part of their day-to-day operations, City staff members across the organization work
with outside agencies, increasing coordination through formal and informal collaborative efforts to serve City
low- and moderate -income residents and refer to partner agencies when the individuals' needs exceed the
City's response capacity. These efforts include working with the City's Santa Clarita Community Task Force
on Homelessness (Homeless Task Force), the San Fernando Valley Council of Governments (SFVCOG),
L.A. Family Housing, and other partner agencies. The Homeless Task Force's actions are detailed in the
following section. The City also provides dedicated financial support to local nonprofit agencies.
In a further effort to enhance multi -organizational coordination, the City created a homeless coordinator/intern
position, dedicated to facilitating the Homeless Task Force and increasing communication amongst the
various local homeless service providers.
To assist in the development of this Con Plan, the City reached out to partner organizations, inviting their
participation in evaluating the needs of low- and moderate -income residents in Santa Clarita. Their input, in
conjunction with input from members of the public, directly informs the development of the 2024-2028 Con
Plan Priorities and the use of the City's CDBG funds over the next five years.
Actions that the City will continue to undertake to enhance coordination between public and private housing,
health, and social service agencies include:
• Coordinating with the Los Angeles County Development Authority 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 (LBP) hazards.
• Using CDBG funds to contract with The Housing Rights Center to provide fair housing services and
landlord/tenant complaint and mediation services to the residents of the City.
• Working with local service providers funded by the Los Angeles Homeless Service Agency (LAHSA)
to provide homeless shelter and services.
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.
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The Los Angeles Homeless Services Authority (LAHSA) administers the Los Angeles County Continuum of
Care (CoC). The City falls within the Los Angeles County CoC, with coordinated entry system services
provided for the region in Service Planning Area (SPA) 2. Through funding from the CoC, L.A. Family Housing
provides housing for individuals and families, and The Village Family Services provides housing for
unaccompanied youth. In Santa Clarita in particular, nonprofit organizations Bridge to Home and Family
Promise provide emergency and transitional housing to Santa Clarita residents and coordinate with the CoC
agencies.
The City works closely with its network of partners to coordinate homeless needs and services, notably:
• In 2018, the City created the Homeless Task Force, bringing together governmental agencies,
nonprofit partners, school districts, private sector partners, and faith -based partners to increase
collaboration and work together to address homelessness. The Homeless Task Force is comprised
of more than 30 organizations that meet quarterly. The Homeless Task Force prepares and works
towards a bi-annual action plan (Plan), which details specific goals, with subcommittees focusing on
specific sections of the Plan typically meeting monthly. These include increasing coordination among
the agencies, increasing services provided for specific sectors, including youths and those with
mental health needs, and evaluating ways to integrate with and expedite the process towards
permanent housing.
• The City participates in the San Fernando Valley Council of Government's (SFVCOG) monthly
homeless services coordination meeting with neighboring jurisdictions including the cities of
Burbank, Glendale, Los Angeles, and San Fernando, the County (unincorporated areas), LAHSA,
County Executive Office -Homeless Initiative, and Caltrans. These meetings allow for regional
collaboration and direct interaction with the CoC administrator in addition to broader regional partners
and governmental agencies. • ��
• The City participates in L.A. Family Housing's monthly Homeless Coalition meetings, bringing
together over 400 agencies across all sectors from SPA 2.
In addition to building and participating in coordination networks, the City directly supports homeless
response within Santa Clarita. Using CDBG, General Fund, and County Measure H dollars, the City directly
supports several nonprofit providers who provide homeless services, including donating the land for the
Bridge to Home and Family Promise shelters currently under construction.
The City's Code Enforcement Officers routinely conduct joint outreach with Bridge to Home, one of the City's
homeless services providers. These street teams reach out to individuals in remote, hard -to -access areas of
the City to link the unhoused to service providers. These efforts are closely coordinated with a variety of CoC
partners to ensure each person's needs are met to the greatest capacity of the CoC system.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining
how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop
funding, policies and procedures for the administration of HMIS.
The City of Santa Clarita does not receive ESG funds.
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Describe Agencies, groups, organizations and others who participated in the process and describe
the jurisdictions consultations with housing, social service agencies and other entities.
The City did extensive consultation with agencies and organizations with first-hand experience working with
the low- and moderate -income community. An extensive description of the efforts and the comments by those
agencies and organizations can be found in Appendix A.
1
Agency/Group/Organization
Los Angeles Department of Public Health
Services — Health
Agency/Group/Organization Type
Health Agency
Housing Needs Assessment
What section of the Plan was addressed by
Homelessness Strategy
Consultation?
Non -Homeless Special Needs
Briefly describe how the
The agency's website and DPH 2O18-2023
Agency/Group/Organization was consulted.
Strategic Plan were consulted to obtain
What are the anticipated outcomes of the
information on the needs of the low/mod
consultation or areas for improved
income community. Specific information on the
coordination?
feedback can be found in Appendix A.
2
Agency/Group/Organization
Los Angeles County Development Authority
PHA
Agency/Group/Organization Type
Services - Homeless
Ic
Housing Needs Assessment
Homeless Needs — Chronically Homeless
What section of the Plan was addressed by
Homeless Needs — Families with Children
Consultation?
Homeless Needs — Veterans
Homelessness Strategy
Non -Homeless Special Needs
Briefly describe how the
The agency's website and DPH 2O18-2023
Agency/Group/Organization was consulted.
Strategic Plan were consulted to obtain
What are the anticipated outcomes of the
information on the needs of the low/mod
consultation or areas for improved
income community. Specific information on the
coordination?
feedback can be found in Appendix A.
3
Agency/Group/Organization
Los Angeles Homeless Services Authority
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Housing
Agency/Group/Organization Type
Other government — Local
Other — Homeless Services (CoC)
Housing Needs Assessment
Homeless Needs — Chronically Homeless
What section of the Plan was addressed by
Homeless Needs — Families with Children
Consultation?
Homeless Needs — Veterans
Homelessness Strategy
Non -Homeless Special Needs
Briefly describe how the
The agency's website was consulted to obtain
Agency/Group/Organization was consulted.
information on the needs of the low/mod
What are the anticipated outcomes of the
income community. Specific information on the
consultation or areas for improved
feedback can be found in Appendix A.
coordination?
4
Agency/Group/Organization
Los Angeles County Office of Education
Agency/Group/Organization Type
Other — Public Education
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Unaccompanied Youth
Consultation?
Homelessness Strategy
,`w%w1#ftb6b.1Non-Homeless
Special Needs
Briefly describe how the k,The
agency's website and the LACOE 2022-
AgencylGroupl0rganization was consulted.
2025 Strategic Plan were consulted to obtain
What are the anticipated outcomes of the
information on the needs of the low/mod
consultation or areas for improved
income community. Specific information on the
coordination?
feedback can be found in Appendix A.
5
Agency/Group/Organization
Henry Mayo Newhall Hospital
Services — Heath
Agency/Group/Organization Type
Publicly Funded Institution/System of Care
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Chronically Homeless
Consultation?
Homelessness Strategy
Health Agency
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Briefly describe how the
Agency/Group/Organization was consulted.
The agency's website was consulted to obtain
What are the anticipated outcomes of the
information on the needs of the low/mod
consultation or areas for improved
income community. Specific information on the
coordination?
feedback can be found in Appendix A.
6
Agency/Group/Organization
Providence Holy Cross Hospital
Agency/Group/Organization Type
Services — Heath
Publicly Funded Institution/System of Care
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Chronically Homeless
Consultation?
Homelessness Strategy
Health Agency
Briefly describe how the
The agency's website was consulted to obtain
Agency/Group/Organization was consulted.
information on the needs of the low/mod
What are the anticipated outcomes of the
income community. Specific information on the
consultation or areas for improved
feedback can be found in Appendix A.
coordination? _
7
Agency/Group/Organization
California Institute of the Arts
Agency/Group/Organization Type
Services — Education
Housing Needs Assessment
What section of the Plan was addressed by
Homelessness Strategy
Consultation?
Non -Homeless - Special Needs
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
email to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
8
Agency/Group/Organization
College of the Canyons
Agency/Group/Organization Type
Services — Education
Housing Needs Assessment
What section of the Plan was addressed by
Homelessness Strategy
Consultation?
Non -Homeless — Special Needs
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Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
9
Agency/Group/Organization
Newhall School District
Agency/Group/Organization Type
Services — Education
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Unaccompanied Youth
Consultation?
Non -Homeless — Special Needs
Briefly describe how the
The agency website and the agency's 2023-
Agency/Group/Organization was consulted.
2024 Local Control and Accountability Plan
What are the anticipated outcomes of the
were consulted to obtain information on the
consultation or areas for improved
needs of the low/mod income community.
coordination?
Specific information on the feedback can be
16ob-
found in Appendix A.
10
Agency/Group/Organization
Saugus Union School District
Agency/Group/Organization Type 40
Services — Education
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Unaccompanied Youth
Consultation?
Non -Homeless — Special Needs
Briefly describe how the
The agency's website was consulted to obtain
Agency/Group/Organization was consulted.
information on the needs of the low/mod
What are the anticipated outcomes of the
income community. Specific information on the
consultation or areas for improved
feedback can be found in Appendix A.
coordination?
11
Agency/Group/Organization
Wm S. Hart School District
Agency/Group/Organization Type
Services — Education
Housing Needs Assessment
What section of the Plan was addressed by
Homeless Needs — Unaccompanied Youth
Consultation?
Non -Homeless — Special Needs
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Briefly describe how the
The agency's website and 2022-2027 Strategic
Agency/Group/Organization was consulted.
Plan were consulted to obtain information on
What are the anticipated outcomes of the
the needs of the low/mod income community.
consultation or areas for improved
Specific information on the feedback can be
coordination?
found in Appendix A.
12
Agency/Group/Organization
Bridge to Home
Agency/Group/Organization Type
Services — Homeless
Housing Needs Assessment
Homeless Needs — Chronically Homeless
Homeless Needs Families with Children
What section of the Plan was addressed by
Homeless Needs — Veterans
Consultation?
Homeless Needs — Unaccompanied Youth
Homelessness Strategy
Non -Homeless — Special Needs
Anti -Poverty Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
13
Agency/Group/Organization
Carousel Ranch
Services — Children
Agency/Group/Organization Type
Services —Persons with Disabilities
What section of the Plan was addressed by
Housing Needs Assessment
Consultation?
Non -Homeless Special Needs
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
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14
Agency/Group/Organization
Family Promise of SCV
Housing
Agency/Group/Organization Type
Services — Housing
Services — Homeless
Housing Needs Assessment
Non -Homeless Special Needs
Homeless Needs — Chronically Homeless
What section of the Plan was addressed by
Homeless Needs — Families with Children
Consultation?
Homeless Needs — Veterans
Homeless Needs — Unaccompanied Youth
Homelessness Strategy
Anti -Poverty Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
15
Agency/Group/Organization
Fostering Youth Independence
Services — Housing
Agency/Group/Organization Type N501t.
-
Services —Homeless
Housing Needs Assessment
Non -Homeless Special Needs
What section of the Plan was addressed by
Homeless Needs — Unaccompanied Youth
Consultation?
Homelessness Strategy
Anti -Poverty Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
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16
Agency/Group/Organization
Santa Clarita Valley Committee on Aging
(Bella Vida Senior Center)
Services —Elderly Persons
Agency/Group/Organization Type
Housing Needs Assessment
What section of the Plan was addressed by
Non -Homeless Special Needs
Consultation?
Homelessness Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
17
Agency/Group/Organization
Single Mothers Outreach
Services — Victims of Domestic Abuse
Agency/Group/Organization TyN',Services
— Children
Services — Health
Housing Needs Assessment
Non -Homeless Special Needs
What section of the Plan was addressed by
Homeless Needs —Families with Children
Consultation?
Homelessness Strategy
Anti -Poverty Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
18
Agency/Group/Organization
Salvation Army
Services - Homeless
Agency/Group/Organization Type
Services —Housing
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Housing Needs Assessment
Homeless Needs — Chronically Homeless
Homeless Needs — Families with children
What section of the Plan was addressed by
Homeless Needs — Veterans
Consultation?
Homeless Needs — Unaccompanied Youth
Homelessness Strategy
Anti -Poverty Strategy
Briefly describe how the
An agency representative was consulted via
Agency/Group/Organization was consulted.
phone to obtain information on the needs of the
What are the anticipated outcomes of the
low/mod income community. Specific
consultation or areas for improved
information on the feedback can be found in
coordination?
Appendix A.
Table 2 - Agencies, groups, organizations who participated
%6'�
Identify any Agency Types not consulted and provide rationale for not consulting.
All applicable agencies and agency types were consulted. The City reached out to over 100 agencies to
inform them of the opportunity to provide input and the availability of CDBG funds. Each agency had the
opportunity to attend one of two meetings, and the opportunity to contact the City directly to provide input No
agencies were eliminated from the consultation process.
Other local/regionallstate/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?
Los Angeles
Through the FY 2024-2028 Consolidated Plan outreach
Continuum of
Housing
process, the City has identified homelessness and homeless
Care
Services <
prevention as a Strategic Plan goal, consistent with the needs
Authority
identified by the CoC.
Through the FY 2024-2028 Consolidated Plan outreach
Community Plan
City of Santa
process, the City has identified homelessness and
to Address
Clarita
homelessness prevention as a Strategic Plan goal, consistent
Homelessness
with the needs identified by in the City's Community Plan to
Address Homelessness, which was updated in 2022.
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Name of Plan
Lead
Organization
How do the goals of your Strategic Plan overlap with the
goals of each plan?
Through the FY 2024-2028 Consolidated Plan outreach
process, the City has identified homelessness and
homelessness prevention as a Strategic Plan goal, consistent
Housing Element
City of Santa
with the needs identified by in the City's current Housing
Clarita
Element. The Housing Element includes the estimate of
housing needs from the Regional Housing Needs Assessment,
contains over 20 programs and policies designed to address
housing needs for low- and moderated -income persons.
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(I))
The City will continue to work with other public entities to coordinate resources and implement this
Consolidated Plan through formal actions such as through the Homeless Task Force and SFVCOG monthly
meetings, as well as the more routine contacts with public agencies at all levels. Adjacent units of government
were also invited to participate in this Plan process.
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PR-15 Citizen Participation — 91.105, 91.115, 91.200(c) and 91.300(c)
Summary of citizen participation process/Efforts made to broaden citizen participation.
Summarize citizen participation process and how it impacted goal setting.
The City conducted extensive public outreach to obtain citizen input on the development of the Con Plan
priorities and associated goals. Residents were asked to provide feedback on the greatest needs of the low -
and moderate -income community in the areas of facilities and infrastructure, affordable housing,
homelessness, economic development, and social and human services.
• An in -person survey was conducted on October 7, 2023, in Canyon Country, an area with one of the
highest numbers of low- and moderate -income residents. A public survey booth was set up as part
of a larger neighborhood beautification event. Approximately 17 residents provided feedback.
• An in -person survey was conducted on December 2, 2023, in Newhall, an area with one of the
highest numbers of low- and moderate -income residents. A public survey booth was set up as part
of a farmers market event. Approximately 40 residents provided feedback.
• An on-line survey was conducted asking the public to provide feedback on the needs of the low- and
moderate -income community. The survey was available in both Spanish and English, with hard
copies available upon request. A press release about the on-line survey was issued, resulting in an
article in the local newspaper, and notices about the survey were posted on the City's website. Fliers
with QR codes were prominently displayed at all three public library branches within the City,
complemented by an active social media campaign across multiple City accounts. There were 254
separate respondents to the on-line survey.
• On February 27, 2024, a public hearing was held before the City Council on the results of the City's
outreach efforts. The meeting was noticed in the local newspaper, encouraging the public to attend
and provide comments.
• A public hearing before the City Council was held for the adoption of the draft 2024-2028 Con Plan
and FY 2024-2025 Action Plan. The meeting was noticed in the local newspaper, encouraging the
public to attend and provide comments.
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Citizen Participation Outreach
Sort
Mode of Outreach
Target of
Summary or
Summary of
Summary of comments
URL (if
Order
Outreach
response/attendance
comments received
not accepted and
applicable)
reasons
In -Person Outreach
Non-
See Appendix A for a
There were no
1
in Canyon Country
targeted/broad
17 residents provided input
summary of public
comments received that
community
comments.
were not accepted.
In -Person Outreach
Non-
See Appendix A for a
There were no
2
in Newhall
targeted/broad
40 residents provided input
summary of public
comments received that
community
comments.
were not accepted.
Non-
254 residents provided
See Appendix A for a
There were no
3
On -Line Survey
targeted/broad
summary of public
comments received that
community
input
comments.
were not accepted.
Non-
4
Press Release
targeted/broad
Not applicable
Not applicable
Not applicable
community
Newspaper Notice
Non-
5
of Public Hearing
targeted/broad
Not applicable
Not applicable
Not applicable
community
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Sort
Mode of Outreach
Target of
Summary or
Summary of
Summary of comments
URL (if
Order
Outreach
response/attendance
comments received
not accepted and
applicable)
reasons
On February 27, 2024, a
public hearing was held
Non-
before the City Council to
There were no
6
Public Hearing
targeted/broad
consider the results of the
No public comments
comments received that
community
Community Needs
were received.
were not accepted.
Assessment, which was
conducted in November and
December, 2023.
Non-
7
Newspaper Notice
targeted/broad
Not applicable
Not applicable
Not applicable
of Public Hearing
community
On May 14, 2024, a public
Non-
hearing was held before the
See Appendix A for
There
City Council to consider the
a
were no
8
Public Hearing
targeted/broad
adoption of the 2024-2028
summary of public
comments received that
community
Con Plan and the FY 2024-
comments.
were not accepted.
2025 Annual Action Plan.
ale 4 — Citizen Participation Outreach
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
NEEDS ASSESSMENT
NA-05 Overview
The Needs Assessment uses statistics from several sources. This statistical data contributes to the
determination of Con Plan Priorities. Municipalities typically download a template provided by the U.S.
Department of Housing and Urban Development (HUD) to structure their Consolidated Plans. The HUD
Consolidated Plan template includes tables with demographic information primarily sourced from the 2013-
2017 American Community Survey (ACS). The City utilizes this 2013-2017 ACS information on tables to
analyze trends and construct narratives related to housing, economic conditions, and population
demographics. However, when specific data is not provided by the template, the City incorporates the most
up-to-date information available. As a result, the data is not all from the same period. Totals and values may
also not be consistent throughout due to estimates. Nonetheless, its overarching purpose is to construct a
narrative of trends aimed at informing the City's needs. The additional data sources include, but are not
limited to:
• 2018-2022 American Community Survey Five -Year Estimates
• 2014-2017 and 2015-2019 Comprehensive Housing Affordability Strategy Data, Department of
Housing and Urban Development
• 2022 Greater Los Angeles Homeless Count "
• December 2021 Consumer Count by California ZIP Code and Residence Type, California
Department of Developmental Services
For purposes of most housing and community development activities, HUD has established the income
categories based on the Area Median Income (AMI) for the Metropolitan Statistical Area (MSA). HUD defines
low- and moderate -income households as those earning up to 80% of AMI. However, some other data
sources define low-income as those at or below 100% of AMI. According to 2014-2017 CHAS data, there
were 45,970 owner households and 21,944 renter households in Santa Clarita (Table 5). About 52 percent
of renter households (11,370) and 23 percent of owner households (10,790) earn low to moderate incomes.
In the City overall, about one third of households (22,160) earn low to moderate incomes
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Renter / Owner Households
Income Distribution
Overview
Renter
% of all
Renter
Owner
% of all
Owner
Total
% All HH
<= 30% AM
3,495
16%
2,500
5%
5,995
9%
>30% to <=50% AM
3,755
17%
2,935
6%
6,690
10%
>50% to <=80% AM
4,120
19%
5,355
12%
9,475
14%
>80% to <=100% AM
2,840
13%
3,985
9%
6,825
10%
>100%AMI
7,730
35%
31,195
68%
38,925
57%
Total
21,945
100%
45,970
100%
67,915
100%
Low/Mod Income <80%AMI
11,370
52%
10,790
23%
22,160
33%
Up to 100% AMID
14,210
65%
14,775
32%
28,985
43%
Data Source:
Note:
Table 5— Santa Clarita Household Income Distribution
2014-2017 CHAS
1. Some of the data on
earning up to 100% AM
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10
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a, b, and c)
Summary of Housing Needs
As defined by HUD in the Comprehensive Housing Affordability Strategy (CHAS) data, there are four housing
problems:
1) Housing unit lacks complete kitchen facilities (also referred to as substandard housing)
2) Housing unit lacks complete plumbing facilities (also referred to as substandard housing)
3) Household is overcrowded (housing units with more than one person per room)
4) Household is cost burdened (housing costs exceed 30 percent of gross income)'
A household is said to have a housing problem if they have any one or more of these four problems. HUD
CHAS data also provides information on subsets of the cost burdened and overcrowded households under
the "severe" categories:
• Severely overcrowded (housing units with more than 1.5 person per room)
• Severely cost -burdened (housing costs including utilities exceed 50 percent of gross income)
Housing problems in the City impact renter -households more significantly, with 84 percent of renter -
households earning <100% AMI experiencing at least one housing problem, compared to 63 percent of
owner -households earning <100% AMI (Table 10). Moreover, about 83 percent of low and moderate (<80%
AMI) renter households experience cost -burdens compared to 68 percent of low and moderate (<80%AMI)
owner households (Table 15).
The extent of overcrowding in the City varies by tenure, income level and household type. While most (76
percent) of overcrowded households earning <100% AMI were single family households (Table 20),
approximately 24 percent of overcrowded households (earning <100% AMI) were comprised of multiple,
unrelated families living together in the same home. This may indicate that multiple families need to pool their
resources in order to afford housing in Santa Clarita.
The quality of the City's housing stock, which includes age and the condition of the structure, could also
present potential housing issues for low- and moderate -income households. Approximately 58 percent of
housing in the City, regardless of tenure, is over 30 years old (built before 1990) and potentially in need of
rehabilitation (2018-2022 ACS estimates). Many low- and moderate -income households in Santa Clarita,
particularly seniors and persons with disabilities, may be unable to afford the needed repairs for their homes.
The City, in partnership with the Santa Clarita Valley Senior Center, has operated a Handyworker Program
for low/mod owner -occupied residences for over 25 years. Despite additional funding and a significant
increase in applicants in the last 10 years, the program continues to be significantly oversubscribed which
may also indicate a need for repairs which homeowners cannot afford. To further dissect the housing
problems, the following tables provide additional details. The reader should be aware that in some cases the
' For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage
payments, taxes, insurance, and utilities.
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data being used may come from different sources and therefore there may be slight differences in total from
table to table.
• Table 6 presents the population and household growth between 2009 and 2017 and between 2017
and 2022.
• Table 7 and Table 8 present the number of households by household types and income level.
• Table 9 and Table 10 present the number of households with a housing problem (substandard
housing, overcrowding and severe overcrowding, severe cost burden (over 50 percent), and cost
burden (30 percent)2 by income and tenure.
• Table 11 and Table 12 summarize the number of households with severe housing problems by
income and tenure. Severe housing problems are lacking complete kitchen or plumbing
facilities/substandard housing!, severe overcrowding (1.51 persons or more per room), and housing
cost burden greater than 50 percent.
• Table 13, Table 14, and Table 15 isolate those households with housing cost burden of over 30
percent (inclusive of those with cost burden of over 50 percent) by income and tenure.
• Table 16, Table 17, and Table 18 further isolate those households with cost burden of over 50
percent by income and tenure.
• Table 19, Table 20, and Table 21 present overcrowding by household type.
• Table 22 is intended to show overcrowding for households with children. However, the American
Community Survey provides no data for the City.
z While HUD defined four conditions as housing problems (see below), the Consolidated Plan also considers other
conditions as housing problems (zero/negative income, severe cost burden, severe overcrowding). Reader is advised
to read the notes and table headers for context. The four housing problems defined by HUD CHAS are:
1. Housing unit lacks complete kitchen facilities (also referred to as substandard housing)
2. Housing unit lacks complete plumbing facilities (also referred to as substandard housing)
3. Household is overcrowded (housing units with more than one person per room); and
4. Household is cost burdened (housing costs exceed 30 percent of gross income
s Severe housing problems are a subset of cost burden and overcrowding. There is no subcategory for "severe"
inadequate housing lacking plumbing or kitchen facilities. As noted earlier, reader is advised to read the notes and
table headers for context.
Page119
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Demographics
Base Year: 2009
Most Recent Year' 2017
% Change
2022
% Change 2017-2022
Population
168,538
209,489
24%
225,850
8%
Households
55,002
67,914
23%
73,362
8%
Median Income
$82,60200
$90,544.00
10%
116,186
28%
Table 6 - Housing Needs Assessment Demographics
Data Sources: 2000 Census (Base Year), 2013-2017 ACS (Most Recent Year in Template)
ACS 2018-2022 ACS (Most recent data available)
Number of Households Tables w.
0
0-30%
>30-50%
>50-80%
>80-100%
>100%
HAMFI
HAMFI
HAMFI
HAMFI
HAMFI
Total
Total Households
5,995
6,690
9,475
6,825
38,910
67,895
Small Family Households
2,135
2,420
4,460
3,250
22,655
34,920
Large Family Households
685
1,039
1,300
755
4,720
8,499
Household contains at least one person 62-74 years of
1,200
1,365
2,140
1,380
8,040
14,125
age
Household contains at least one person age 75 or older
980
1,389
1,225
754
2,245
6,593
Households with one or more children 6 years old or
1,148
1,475
1,700
1,294
4,800
10,417
younger
Table 7- Total Households Table
V
Data Source: 2013-2017 CHAS "
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
0-30%
>30-50%
>50-80%
>80-100%
>100%
HAMFI
HAMFI
HAMFI
HAMFI
HAMFI
Total
Total Households
5,995
6,690
9,475
6,825
38,910
67,895
Small Family Households
36%
36%
47%
48%
58%
51 %
Large Family Households
11 %
16%
14%
11 %
12%
13%
Household contains at least one person 62-74 years of
20%
20%
23%
20%
21 %
21 %
age
Household contains at least one person age 75 or older
16%
21 %
13%
11 %
6%
10%
Households with one or more children 6 years old or
19%
22%
18%
19%
12%
15%
younger
Data Source.
Note:
Table 8 — Total Households Table (Percentages)}
2013-2017 CHAS A&, 1& ,MV 'Nftb
Percentages represent the % of total households in each income category made upby each household type
households earning 0-30% AMI are small family households.
AMA,
OMB Control No: 2506-0117 (exp. 09/30/2021)
Ex. 36% of
Page 121
CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Housing Needs Summary Tables
Renter
Owner
Total
Total
Renters
>30-
>50-
>80-
Renter
>30-
>50-
>80-
Owner
& Owners
0-30%
50%
80%
100%
<100%
0-30%
50%
80%
100%
<100%
<100%
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
NUMBER OF HOUSEHOLDS
Substandard Housing -
Lacking complete
45
220
90
420
0
4
4
4
12
432
plumbing or kitchen
facilities
Severely Overcrowded -
With >1.51 people per
290
345
19
20
850
20
10
35
15
80
930
room (and complete
kitchen and plumbing)
Overcrowded - With
1.01-1.5 people per
400
500 1
506,401,275
1,675
25
170
180
45
420
2,095
room (and none of the
above problems)
Housing cost burden
greater than 50% of
2,130
1,865
5404
65
4,600
1,660
1,285
1,520
410
4,875
9,475
income (and none of the
above problems)
Page 122
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Renter
Owner
Total
Total
Renters
>30-
>50-
>gp_
Renter
>30-0'
>50-
>gp_
Owner
& Owners
0-30%
50%
80%
100%
<100%
0-30%
50%
80%
100%
<100%
<100%
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
Housing cost burden
greater than 30%of
125
655
2,060
1,530
4,370
455
515
1,590
1,395
3,955
8,325
income (and none of the
above problems)
Zero/negative Income
(and none of the above
205
0
0
205
195
0
0
0
195
400
problems)2
Total w at least one
2,990
3,585
3,385
1,955
11,915
2,160
1,984
3,329
1,869
9,342
21,257
problem3
All Households 4
3,495
3,755
4,120
2,840
14,210
2,500
2,935
5,355
3,985
14,775
28,985
Table 9 —Housing Problems Table
Data Source: 2013-2017 CHAS PM%Ih�6
Notes: 1. This table displays the number of households with housing problems. Problems in this table are listed from most severe (at the top of the table)
to least severe. If households have more than one of these problems, they are included in the count of households with the most severe housing
problem. For example, if a household is both cost -burdened and lives in substandard housing, they would be counted in the category of
households living in substandard housing.
Notes: 2. This field displays the number of households with negative income. These households are not included in the above categories. Income can
be $0 or negative due to self-employment or interest, dividends, and net rental income. Households with zero or negative income cannot actually
have a cost burden, but still require housing assistance and therefore are counted separately.
3. Totals of rows above, excluding negative/zero income. Negative/zero income not one of the defined Housing Problems by HUD.
4. Households in each income category per 2014-2017 CHAS.
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Renter
Owner
Renters +
Owners
Total
(<100%AMI)
>30-
>50-
>80-
Renter
>30-
>50-
>80-
0-30%
50%
80%
100%
<100%
0-30%
50%
80%
100%
Total
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
Owner
NUMBER OF HOUSEHOLDS'
Substandard Housing -
Lacking complete
1 %
6%
2%
2%
3%
0%
0%
0%
0%
0%
1 %
plumbing or kitchen
facilities
Severely Overcrowded -
With >1.51 people per
8%
9%
5%
1 %
6%
1 %
0%
1 %
0%
1 %
3%
room (and complete
kitchen and plumbing)
Overcrowded - With 1.01-
1.5 people per room (and
11 %
13%
12%
10%
12%
1 %
6%
3%
1 %
3%
7%
none of the above
problems)
Housing cost burden
greater than 50% of
61 %
50%
13%
2%
32%
66%
44%
28%
10%
33%
33%
income (and none of the
above problems)
Housing cost burden
greater than30% of
4%
17%
50%
54%
31%
18%
18%
30%
35%
27%
29%
income (and none of the
above problems)
Page 124
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Renter
Owner
Renters +
Owners
Total
(<100%AMI)
>30-
>50-
>80-
Renter
>30-
>50-
>80-
0-30%
50%
80%
100%
<100%
0-30%
50%
80%
100%
Total
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
AMI
Owner
Zero/negative Income
(and none of the above
6%
0%
0%
0%
1 %
8%
0%
0%
0%
1 %
1 %
problems)2
Total w at least one
86%
95%
82%
69%
84%
86%
68%
62%
47%
63%
73%
problem3
All Households4
3,495
3,755
4,120
2,840
14,210
2,500
2,935
5,355
3,985
14,775
28,985
Table 10— Housing Problems Table (Percentages)
Data Source: 2013-2017 CHAS 119
Notes: 1. This table displays the number of households with housing problems. Problems in this table are listed from most severe (at the top of the
table) to least severe. If households have more than one of these problems, they are included in the count of households with the most severe
housing problem. For example, if a household is both cost -burdened and lives in substandard housing, they would be counted in the category
of households living in substandard housing.
2. This field displays the number of households with negative income. These households are not included in the above categories. Income can
be $0 or negative due to self-employment or interest, dividends, and net rental income. Households with zero or negative income cannot
actually have a cost burden, but still require housing assistance and therefore are counted separately.
3. Totals of rows above, excluding negative/zero income. Negative/zero income not one of the defined Housing Problems by HUD.
4. Households in each income category per 2014-2017 CHAS
ISO
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Renter
Owner
>30-
>50-
>80-
Total
>30-
>50-
>80-
Total
Renters +
0-30%
50%
80%
100%
Renters
0-30%
50%
80%
100%
Owners
Owners
AMI
AMI
AMI
AMI
<100%AMI
AMI
AMI
AMI
AMI
<100%AMI
<100%AMI
NUMBER OF HOUSEHOLDS
Having 1 or more of four
2,870
2,935
1,325
425
7,555
1,710
1,470
1,740
475
5,395
12,950
housing problems
Having none of four
420
820
2,800
2,415
6,455
595
1,470
3,615
3,505
9,185
15,640
housing problems
Household has negative
income, but none of the
205
0
0
0
205
195
0
0
0
195
400
other housing problems
All Households
3,495
3,755
4,120
2,840
14,210
2,500
2,935
5,355
3,985
14,775
28,985
Table 11- Housing Problems
Data Source: 2013-2017 CHAS
Sww
Renter
Owner
Total
Total
Renters +
>30-
0-
>80-
>50-
>80-
0-30%°
50%
80%
100%
Renters
0-30%
>30-50%
80%
100%
Owners
Owners
AMI
AMI
AMI
AMI
<100%AMI
AMI
AMI
AMI
AMI
<100%AMI
<100%AMI
NUMBER OF HOUSEHOLDS
Having 1 or more of four
82%
78%
32%
15%
53%
68%
50%
32 /°
12 /°
37%
45%
housing problems
Page 126
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Renter
Owner
>30-
>50-
>80-
Total
>50-
>80-
Total
Renters +
0-30%
50%
80%
100%
Renters
0-30%
>30-50%
80%
100%
Owners
Owners
AMI
AMI
AMI
AMI
<100%AMI
AMI
AMI
AMI
AMI
<100%AMI
<100%AMI
Having none of four
12%
22%
68%
85%
45%
24%
50%
68 /° °
88 /° °
62%
54%
housing problems
Household has negative
income, but none of the
6%
0%
0%
0%
1%
8%
0%
0%
0%
1%
1%
other housing problems
All Households'
3,495
3,755
4,120
2,840
14,210
2,500
2,935
5,355
3,985
14,775
28,985
Table 12— Housing Problems 1(Percentages)
Data Source: 2013-2017 CHAS
Notes Percentages represent the percent of households in that income category experiencing or not experiencing housing problems. Ex. 82 percent of renterhouseholds
earning 0-30%AMI have 1 or more housing problems.
1. Total households per income category per 2014-2017 CHAS.
Renter
Owner
Renters +
Owners
0-30%
>30-50%
>50-80%
Total
Total
AMI
AMI
A%
(<80%AMI)
Renters
0-30%
>30-50%
>50-80%
Owners
<80%AMI
AMI
AMI
AMI
(<80%AMI)
NUMBER OF HOUSEHOLDS
Small Related
1,225
1,415
1,780
4,420
755
620
1,545
2,920
7,340
Large Related
465
650
410
1,525
175
264
335
774
2,299
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Elderly
714
755
284
1,753
910
830
984
2,724
4,477
Other
540
635
605
1,780
320
190
374
884
2,664
Total need by income
2,944
3,455
3,079
9,478
2,160
1,904
3,238
7,302
16,780
Table 13 — Cost Burden > 30%
Data Source: 2013-2017 CHAS
Renter
Owner
Total
Total
0-30%
>30-50%
>50-80%
Renters
0-30% >30-50%
>50-80%
Owners
% of total
AMI
AMI
AMI
<80%AMI
AMI AMI
AMI
(<80%AMI)
Need'
NUMBER OF HOUSEHOLDS
Small Related
42%
41 %
58%
47%
35%
33%
48%
40%
44%
Large Related
16%
19%
13%
16%
8%
14%
10%
11 %
14%
Elderly
24%
22%
9%
18%
42%
44%
30%
37%
27%
Other
18%
18%
20%
19%
15%
10%
12%
12%
16%
Total need by
income
2,944
3,455
3,079
9,478
2,160
1,904
3,238
7,302
16,780
Table 14 — Cost Burden > 30% (Percentages)
Data Source: 2013-2017 CHAS
Note: Percentages represent the percent of total need by income by household type. Ex. 42 percent of renter households earning 0-30% AMI that experience cost
burdens are small -related households.
1. Renter +Owner (<80%AMI) divided by total need of incomes (<80AMI, i. e. 16,780).
Page 128
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Renter
Owner
Total
Total
Renter + Owner
>30-
>50-
>30-
>50-
0-30%
50%
80%
Renters
0-30%
50%
80%
Owners
(<80% AMI)
AMI
AMI
AMI
<80%AMI
AMI
AMI
AMI
(<80%AMI)
Total need by income
2,944
3,455
3,079
9,478
2,160
1,904
3,238
7,302
16,780
Total Households
3,495
3,755
4,120
11,370
2,500
2,935
5,355
10,790
22,160
% Cost Burdened
84%
92%
75%
83%
86%
65%
60%
68%
76%
Table 15 - % Households with Cost Burden > 30%
Data Source: 2013-2017 CHAS
Renter
Owner
Renter +
0-30%
AMI
A,Oft&
>30 50% >50-80%
AMI AMI
Total
Renters
(<80%AMI)
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Owners
(<80%AMI)
Owner
(<80%AMI)
NUMBER OF HOUSEHOLDS
Small Related
1,190
990
330
2,510
650
535
795
1,980
4,490
Large Related
390
235
55
680
160
229
100
489
1,169
Elderly
660
505
29
1,194
575
485
434
1,494
2,688
Other
495
540
150
1,185
320
130
204
654
1,839
Total need by income
2,735
2,270
564
5,569
1,705
1,379
1,533
4,617
10,186
Table 16 - Cost Burden > 50%
OMB Control No: 2506-0117 (exp. 09/30/2021)
Page 129
CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Data Source: 2013-2017 CHAS
Renter
Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total Renter
(<80%AMI)
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Owners
(<80%AMI)
Renter +
Owner
(<80% AMI)
NUMBER OF HOUSEHOLDS
Small Related
44%
44%
59%
45%
38%
39%
52%
43%
44%
Large Related
14%
10%
10%
12%
9%
17%
7%
11 %
11 %
Elderly
24%
22%
5%
21%
34%
35%
28%
32%
26%
Other
18%
24%
27%
21%
19%
9%
13%
14%
18%
Total need by income
2,735
2,270
564
5,569
1,705
1,379
1,533
4,617
10,186
Data Source: 2013-2017 CHAS
Note.
Table 17 — Cost Burden > 50% (Percentages)
Percentages represent the percent of household experiencing severe cost burden by household type per income category
households earning 0-30% AMI that experience severe cost burdens are small -related households.
OMB Control No: 2506-0117 (exp. 09/30/2021)
Ex. 44 percent of renter
Page 130
CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Renter
Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Renter + Owner
Total need by income
2,735
2,270
564
5,569
1,705
1,379
1,533
4,617
10,186
Total Households
3,495
3,755
4,120
11,370
2,500
2,935
5,355
10,790
22,160
% Severely Cost
Burdened
78%
60%
14%
49%
68 /°
47 /°
29 /°
43 /°
°
46 /°
Table 18 - % Households with Cost Burden > 50%
Data Source: 2013-2017 CHAS
X"466,
Renter
Owner
Total
0-
>30-
>50-
>80-
Renter
0-
>30-
>50-
>80-
Renter+
30%
50%
80%
100%
(<100%
30%
50%
80%
100%
Total
Owner
AMI
AMI
AMI
AMI
AMI)I
AMI
AMI
AMI
AMI
(<100%AMI)
(<100%AMI)
NUMBER OF HOUSEHOLDS
Single family households
670
780
675
215
2,340
35
155
175
15
380
2,720
Multiple, unrelated family
20
85
35
30
170
10
25
40
45
120
290
households
Other, non -family households
4
0
0
49
53
0
0
0
0
0
53
Total need by income
694
865
710
294
2,563
45
180
215
60
500
3,063
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Table 19 — Crowding Information
Data Source: 2013-2017 CHAS
Renter
Owner
Renter +
0-30%
>30-
>50-
>80-
Total
0-
>30-
>50-
>80-
Total
Owner
AMI
50%
80%
100%
Renter
30%
50%
80%
100%
°
(<100 /°AMI)
AMI
AMI
AMI
(<100% AMI)
AMI
AMI
AMI
AMI
<100%AMI)
NUMBER OF HOUSEHOLDS
Single family households
97%
90%
95%
73%
91 %
78%
86%
81 %
25%
76%
89%
Multiple, unrelated family
households
3%
10%
5%
10%
7%
22%
14%
19%
75%
24%
9%
Other, non -family
1%
0%
0%
17%
2%
0%
0%
0%
0%
0%
2%
households
Total need by income
694
865
710
294
2,563
45
180
215
60
500
3,063
Table 20 — Crowdin Information
Data Source: 2013-2017 CHAS
Notes: Percentages represent the per of households experiencing crowding by household type per income category. Ex. 97 percent of renter households in
the 0-30MMI category that experience overcrowding are small -related households.
Renter
Owner
>30-
>50-
>80-
>30-
>50-
>80-
0-30%
50%
80%
100%
0-30%
50%
80%
100%
Renter +Owner
AMI
AMI
AMI
AMI
Total
AMI
AMI
AMI
AMI
Total
Total need by income
694
865
710
294
2,563
45
180
215
60
500
3,063
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Total Households
3,495
3,755
4,120
2,840
14,210
2,500
2,935
5,355
3,985
14,775
28,985
% Overcrowded
20%
23%
17%
10%
18%
2%
6%
4%
2%
3%
10.6%
Table 21- % Overcrowded Households by Income Level
Data Source: 2013-2017 CHAS
Renter
Owner
0-30% AMI
>30-50% AMI
>50-80% AMI
Total
0-30% AMI
>30-50% AMI
>50-80% AMI
Total
Households with Children
Present
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Table 22 - Crowding Information — 2/2
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Describe the number and type of single person households in need of housing assistance.
According to the 2018-2022 American Community Survey (ACS), there were approximately 13,132 single -
person households in the City, comprising 18 percent of the City's households. Most single person
households in the City were homeowners (62 percent), while 38 percent were renters. Furthermore, 47
percent (or 6,163) of the single -person households in the City were seniors (over 65 years old). Of these
6,163 senior single -person households, 65 percent were owners and 35 percent were renters.
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.
Persons with Disabilities: Persons with disabilities need housing assistance to address a spectrum of
specific needs, ranging from accessible infrastructure and modified living spaces to supportive services that
enhance their overall quality of life and foster independence. According to the 2018-2022 ACS, approximately
ten percent of the population in the City has one or more disabilities. Special housing needs for persons with
disabilities fall into two broad categories: physical design to address mobility impairments and in -home social,
educational, and medical support to address developmental and mental impairments. Among persons living
with disabilities in Santa Clarita, ambulatory disabilities were the most prevalent (49 percent), followed by
independent living disabilities and cognitive disabilities (39 and 37 percent, respectively). The North Los
Angeles County Regional Center serves residents with development disabilities in the North County area.
The Center served about 4,598 persons from the zip codes that generally comprised the City of Santa Clarita
in 2021. About 61 percent of these clients were children and about 89 percent lived at home with parents or
guardians.
Victims of Domestic Violence: Victims of domestic violence often face homelessness due to financial
control by their abuser, isolation from support networks, discrimination in the housing market, and the fear of
retaliation, all of which contribute to their limited ability to secure and maintain stable housing. The CDC
Intimate Partner Violence website estimates that 1 in 5 women and 1 in 7 men report having experienced
severe physical violence from an intimate partner in their lifetime. This translates to about 22,807 women and
16,164 men in Santa Clarita.
According to the 2022 Greater Los Angeles Homeless Count, 47 percent of the homeless persons reported
experiencing domestic violence with five percent of them being homeless due to fleeing a domestic violence
situation. This translates to about 103 homeless persons in Santa Clarita being victims of domestic violence
and 11 being homeless due to fleeing domestic violence.
What are the most common housing problems?
The most common housing problem in Santa Clarita is housing cost burden. Among the City's 11,915 renter -
households earning up to 100% AMI with housing problems, about 75 percent of had problems related to
housing cost burden (Table 9). Furthermore, approximately 95 percent of housing problems documented
among Santa Clarita's owner -households earning up to 100% were related to cost burden. For low- and
moderate -income households, cost burden was more widespread. About 83 percent of low and moderate
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renter households experience cost burdens and 68 percent of low- and moderate -income owner households
experience cost burdens (Table 15).
Are any populations/household types more affected than others by these problems?
Overall, housing cost burden impacted both renter- and owner -households evenly. Approximately 8,970
renter -households (earning up to 100% AMI) and 8,830 owner -households (earning up to 100% AMI) were
cost -burdened (Table 9). Small low- and moderate -income households in Santa Clarita were also more likely
than other household types to experience a housing cost burden. Of total low- and moderate -income
households overpaying for housing (16,780), 44 percent were small households (Table 14).
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 either
residing in shelters or becoming unsheltered 91.205(c)191.305(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.
Household incomes in Santa Clarita are higher than the average for Los Angeles County overall. Specifically,
the 2018-2022 ACS estimated that the City's median household income was $116,186, compared to $83,411
for the County. However, as seen in Table 5, about 5,995 Santa Clarita households (nine percent) earned
extremely low incomes. Vk qqqmbb�
Single -parent households, particularly female -headed families with children, often require special
consideration and assistance because of their greater need for affordable housing and accessible day care,
health care, and other supportive services. Female -headed families with children are a particularly vulnerable
group because they must balance the needs of their children with work responsibilities, often while earning
limited incomes. As of 2022, an estimated eight percent of Santa Clarita households (5,542 households)
were headed by single parents; the majority of which were headed by females (65 percent). Data from the
2018-2022 American Community Survey (ACS) indicates that median household income for single -female
headed households with children is approximately $48,757 and about 21 percent of the City's female -headed
households with children had incomes below the poverty level.
If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of
the operational definition of the at -risk group and the methodology used to generate the estimates:
Households at risk of becoming homeless include those extremely low-income households with a severe
housing cost burden (spending 50 percent or more of their income on housing). According to CHAS data,
2,735 extremely low-income renter -households and 1,705 extremely low-income owner -households in Santa
Clarita had a severe cost burden (Table 16).
Specify particular housing characteristics that have been linked with instability and an increased risk
of homelessness.
The limited availability of affordable housing is a significant risk factor for homelessness. When housing costs
are high relative to income, individuals and families may struggle to secure and maintain stable housing.
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Approximately 76 percent (16,780) of low- and moderate -income Santa Clarita households (22,160) were
cost -burdened according to 2013-2017 ACS data (Table 15).
Several household characteristics are linked with an increased risk of homelessness. These risk factors can
vary based on individual circumstances and local contexts, but some common characteristics include:
Low-income: Households with low or unstable incomes are at a higher risk of homelessness. Economic
instability and lack of financial resources can make it challenging for individuals and families to maintain
stable housing. There were approximately 22,160 lower income households (earning less than 80%AMI)
in Santa Clarita according to 2013-2017 ACS estimates (Table 5).
Unemployment: Lack of employment or consistent income can contribute to housing instability. Job loss
or underemployment may lead to difficulty paying rent and meeting other housing -related expenses.
According to the California Employment Development Department, as of September 2023,
unemployment rates in Santa Clarita were 4.7% compared to 5.0% in Los Angeles County.
Disability: Physical and mental disabilities, especially when coupled with high medical costs or lack of
access to healthcare, can contribute to homelessness. About 10 percent of the City's population has a
disability (21,925 persons). lqmb&ww-
Domestic Violence: Survivors of domestic violence are at an increased risk of homelessness. Escaping
an abusive situation may lead individuals and families to seek emergency shelter and support services.
Based on domestic violence statistics and the most recent Point -in -Time homeless counts, about 11
homeless persons in the City are fleeing domestic violence.
Understanding these household characteristics is crucial for developing targeted interventions and support
systems to prevent homelessness and assist those at risk. Effective strategies often involve a combination
of affordable housing initiatives, social services, and employment assistance.
Discussion
See discussic
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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 A&
A disproportionate housing need refers to any group that has a housing need which is at least 10 percentage points higher than the total population.
The following tables identify the extent of housing problems by income and race. 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%
0%-30% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
5,160
435
400
5,995
86%
White
2,495
294
205
2,994
83%
Black / African American
315
0
15
330
95%
Asian
360
70
125
555
65%
American Indian, Alaska Native
10
0
0
10
100%
Pacific Islander
0
4
0
4
0%
Hispanic
1,840
70
25
1,935
95%
Table 23 — Disproportionally Greater Need 0 - 30% AMI
Data Source: 2013-2017 CHAS
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30%-50% of Area Median Income
Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
5,570
1,120
0
6,690
83%
White
2,440
745
0
3,185
77%
Black / African American
335
25
0
360
93%
Asian
300
59
0
359
84%
American Indian, Alaska Native
0
10
0
10
0%
Pacific Islander
0
0
0
0
N/A
Hispanic
2,390
275
0
2,665
90%
Table 24 — Disproportionally Greater Need 30 - 50% AMI
Data Source: 2013-2017 CHAS
o _ o
50 /0 80 /o of Area Median Income -
4trHas
Housing Problems
one or more
of four housing
problems
Has none of the
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
6,710
2,765
0
9,475
71 %
White
3,290
1,739
0
5,029
65%
Black / African American
270
25
0
295
92%
Asian
405
210
0
615
66%
American Indian, Alaska Native
50
19
0
69
72%
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Has one or more
Has none of the
Household has no/negative
% with one or
of four housing
four housing
income, but none of the
more Housing
Housing Problems
problems
problems
other housing problems
Total
Problem
Pacific Islander
30
0
0
30
100%
Hispanic
2,425
710
0
3,135
77%
Table 25 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2013-2017 CHAS
80%-100% of Area Median Income 4r M%6k
Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
3,830
2,990
0
White
1,910
1,935
0
6,820
56%
Black / African American
410
20
0
3,845
50%
Asian
435
175
0
430
95%
American Indian, Alaska Native
4
0
0
610
71 %
Pacific Islander
0
0
0
4
100%
Hispanic
995
810
0
0
N/A
Table 26 - Disproportionally Greater Need 80 -100% AMI
Data Source: 2013-2017 CHAS
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Disproportionally Greater Need (Low- and moderate -income Households <80%AMI)
Housing Problems
Has one or more of four
housing problems
Total
% with one or more Housing
Problem
Jurisdiction as a whole
17,440
22,160
79%
White
8,225
11,208
73%
Black / African American
920
985
93%
Asian
1,065
1,529
70%
American Indian, Alaska Native
60
89
67%
Pacific Islander
30 WNW
34
88%
Hispanic
6,655
7,735
86%
Table 27— Disproportionally Greater Need (LMI Households <80%AMI)
Data Source:
20K
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Discussion
Among low- and moderate -income households (<80% AMI), Black/African American and Pacific Islander
households are disproportionately affected by housing problems (93 percent and 88 percent, respectively,
compared to 79 percent of low- and moderate -income households in the City as a whole). The breakdown
by income level is as follows:
• Among extremely -low-income households (0%-30% of AMI), American Indian/Alaska Native
households are disproportionately affected by housing problems (100 percent compared to 86
percent in the jurisdiction as a whole).
• Among low-income households (30%-50% of AMI), Black/African American households are
disproportionately affected by housing problems (93 percent compared to 83 percent in the
jurisdiction as a whole).
• Among moderate income households (50%-80% of AMI), Black/African American and Pacific
Islander Households are disproportionately affected by housing problems (21 percent and 29 percent
respectively, compared to 71 percent in the jurisdiction as a whole).
• Among middle income households (80%-100%) Black, American Indian/Alaska Native, and Asian
households are disproportionately affected by housing problems (39 percent, 44 percent, and 15
percent respectively, compared to 56 percent of households in the jurisdiction as a whole.
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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 A&
A disproportionate housing need refers to any group that has a housing need which is at least 10 percentage points higher than the total population.
The following tables identify the extent of severe housing problems by income and race. 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%
0%-30% of Area Median Income
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the four
housing problems
Household has no/negative
income, but none of the
other housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
4,580
1,015
400
5,995
76%
White
2,150
639
205
2,994
72%
Black / African American
250
65
15
330
76%
Asian
325
105
125
555
59%
American Indian, Alaska Native
0
10
0
10
0%
Pacific Islander
0
4
0
4
0%
Hispanic
1,730
180
25
1,935
89%
Table 28 — Severe Housing Problems 0 - 30% AMI
Data Source: 2013-2017 CHAS
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30%-50% of Area Median Income
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative income, but
none of the other
housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
4,405
2,290
0
6,695
66%
White
1,690
1,495
0
3,185
53%
Black / African American
325
34
0
359
91 %
Asian
269
94
0
363
74%
American Indian, Alaska Native
0
10
0
10
0%
Pacific Islander
0
0
0
0
N/A
Hispanic
2,040
625
0
2,665
77%
Table 29 - Severe Housing Problems 30 - 50% AM►
Data Source: 2013-2017 CHAS
'k 'I IV "4111W
50%-80% of Area Median Income
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
3,065
6,415
0
9,480
32%
White
1,385
3,640
0
5,025
28%
Black / African American
120
175
0
295
41 %
Asian
199
415
0
614
32%
American Indian, Alaska Native
0
69
0
69
0%
Pacific Islander
30
0
0
30
100%
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Has one or more
Has none of the
Household has no/negative
% with one or
of four housing
four housing
income, but none of the
more Housing
Severe Housing Problems*
problems
problems
other housing problems
Total
Problem
Hispanic
1,240
1,895
0
3,135
40%
Table 30 — Severe Housing Problems 50 - 80% AMI
Data Source: 2013-2017 CHAS
80%-100% of Area Median Income
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Total
% with one or
more Housing
Problem
Jurisdiction as a whole
900
5,920
0
6,820
13%
White
440
3,395
0
3,835
11 %
Black / African American
120
315
0
435
28%
Asian
105
510
0
615
17%
American Indian, Alaska Native
4
0
0
4
100%
Pacific Islander
0
0
0
0
N/A
Hispanic
220
1,585
0
1,805
12%
Table 31— Severe Housing Problems 80 -100% AMI
Data Source: 2013-2017 CHAS
IN
Housing Problems
Has one or more of four housing
problems
AMF
Total
% with one or more Housing
Problem
Jurisdiction as a whole
12,050
22,170
54%
White
5,225
11,204
47%
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Black / African American
695
984
71 %
Asian
793
1,532
52%
American Indian, Alaska Native
0
89
0%
Pacific Islander
30
34
88%
Hispanic
5,010
7,735
65%
Data Source:
20
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Discussion
Among low- and moderate -income households (<80% AMI), Black/African American, Pacific Islander, and
Hispanic households are disproportionately affected by severe housing problems (71 percent, 88 percent, and
65 percent respectively, compared to 54 percent of low- and moderate -income households in the jurisdiction
as a whole). The breakdown by income level is as follows:
• Among extremely -low-income households (0% to 30% AMI), Hispanic households are
disproportionately affected by severe housing problems (89 percent compared to 76 percent in the
jurisdiction as a whole).
• Among low-income households (30%to 50%AMI), Black/African American and Hispanic households
are disproportionately affected by severe housing problems (91 percent and 77 percent respectively,
compared to 66 percent in the jurisdiction as a whole).
• Among moderate income households (50 % to 80% of AMI), Pacific Islander Households are
disproportionately affected by severe housing problems (100 percent compared to 32 percent in the
jurisdiction as a whole).
• Among middle income households (80 of 100% of AMI) Black/African American and American
Indian/Alaska Native are disproportionately affected by severe housing problems (28 percent and
100 percent respectively, compared to 13 percent of households in the jurisdiction as a whole).
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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 A&
A disproportionate housing need refers to any group that has a housing need which is at least 10 percentage points higher than the total population.
The following tables identify the extent of housing cost burden by race. Cost burdened means a household spends more than 30 percent of its income
on housing costs.
Housing Cost Burden
Housing Cost Burden
<=30%
30-50%
>50%
No 1 negative 111h
income (not Total
computed)
Cost Burdened
(>30%)
Severely Cost
Burdened
(>50%)
Jurisdiction as a whole
41,405
14,815
11,235
435
67,890
38%
17%
White
26,110
7,725
5,760
205
39,800
34%
14%
Black / African American
1,225
885
670
15
2,795
56%
24%
Asian
4,240
1,305
815
140
6,500
33%
13%
American Indian, Alaska
Native
144
70
0
0
214
33%
0%
Pacific Islander
18
15
15
0
48
63%
31 %
Hispanic
8,615
4,380
3,665
45
16,705
48%
22%
Table 33 — Greater Need: Housing Cost Burdens AMI
Data Source: 2013-2017 CHAS
Note: 1.Sum of 30-50% and >50% divided by total
1W
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Discussion
Overall, 38 percent of Santa Clarita households had a housing cost burden (spent more than 30 percent of
gross household income on housing). About 17 percent of households experienced a severe housing cost
burden (spent more than 50 percent of gross household income on housing). Pacific Islander, Black/African
American and Hispanic households were disproportionately experiencing cost burdens (63 percent, 56
percent, and 48 percent, respectively), compared to 38 percent citywide. Severe housing cost burden
disproportionately affected Pacific Islander households (31 percent compared to 17 percent in the city as a
whole). Severe housing problems also affected more Hispanic and Black households proportionally (at 24
percent and 22 percent), though not classified as disproportionately affected.
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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?
There are specific racial and ethnic groups facing disproportionately higher needs which vary across income
levels. However, consistently, Black/African American, Pacific Islander, and Hispanic groups emerged as
consistently experiencing a disproportionate impact. Please see discussions provided under specific needs
by income group presented earlier.
If they have needs not identified above, what are those needs?
The housing needs of low- and moderate -income minority households have been previously identified. The
narratives under the discussion earlier describe how households in certain racial and ethnic groups may be
disproportionally affected by one or more of the four housing problems: lacking complete kitchen facilities,
lacking complete plumbing facilities, overcrowding, and cost burden. These housing problems imply
rehabilitation needs as well as needs for more affordable appropriately sized housing to avoid overcrowding
and cost burdens.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Appendix B contains maps illustrating the concentrations of minority populations in Santa Clarita. Black
residents and Pacific Islander residents are concentrated in tracts in North Valencia, West Saugus, and South
Canyon County. Hispanic residents are also concentrated in these areas though their concentration is higher,
and they are more widespread throughout more tracts in Saugus and Canyon County. Hispanic residents are
also concentrated in South Newhall.
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NA-35 Public Housing — 91.205(b)
Introduction
The only public housing complex in Santa Clarita is Orchard Arms, which is operated by the Los Angeles County Development Authority (LACDA).
Orchard Arms is a 183-unit apartment project serving 100% low-income elderly residents. Orchard Arms was inspected by HUD's Real Estate
Assessment Center (REAC) in 2020. The property received a score of 97 out of 100 points. The units are in very 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. No public housing
units are anticipated to be lost through demolition or conversion.
As of November 2023, 266 households in Santa Clarita were receiving Housing Choice Vouchers (HCV). Some characteristics of these households
included: 160 were elderly households (>62 years old); 150 included members with disabilities; 64 were homeless at the time of admission, and 73
were Hispanic households.
Totals in Use tAkho, X
Program Type
Certificate
<11
Mod-
Rehab
Public
Housing
AMW Vouchers
Total
Project -
based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled
# of unit vouchers in use
2
0
266
0
266
21
4
1
Table 34 - Public Housing by Program Type
Data Source: LACDA, 2023
`includes Non -Elderly Disabled, Mainstream One -Year, Mainstream Five-year, and Nursing Home Transition
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Characteristics of Residents
Program Type
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project -
based
Tenant-
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income
$11,249
0
$19,827
0
$19,827
$38,514
$24,171
Average length of stay
4 years
0
11 years
0
11 years
4 years
4 years
Average Household size
2
0
2
0
2
2
3
# Homeless at admission
2
0
64
0
64
21
2
# of Elderly Program Participants
(>62)
1
0
160
0
160
12
0
# of Disabled Families
2
0
150
0
150
15
1
# of Families requesting accessibility
features
0
0
0
0
0
0
0
# of HIV/AIDS program participants
0
0
0
0
0
0
0
# of DV victims
0
0
0
0
0
0
0
Data Source: LACDA, 2023 t t
Table 35 — Characteristics of Public Housing Residents by Program Type
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Race of Residents
Program Type
Race
Certificate
Mod-
Rehab
Public
Housing
Vouchers
TotaC
Project -
based
4&&
Tenant-
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
White
0
0
173
0
173
8
3
0
Black/African American
2
0
83
0
83
12
0
1
Asian
0
0
7
0
7
0
0
0
American Indian/Alaska
Native
0
0
2
0
2
0
1
0
Pacific Islander
0
0
1
0
1
1
0
0
Other
0
0
0
0
0
0
0
0
Data Source: LACDA, 2023
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-" - e of Public Housing Residents by Program Type
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Ethnicity of Residents
Program Type
Vouchers
Special Purpose Voucher
Veterans
Affairs
Family
Mod-
Public
Project -
Tenant-
Supportive
Unification
Disabled
Ethnicity
Certificate
Rehab
Housing
Total
based
based
Housing
Program
Hispanic
0
0
73
0
73
7
2
0
Not Hispanic
2
0
193
0
193
14
2
1
Table 37 - Ethnicity of Public Housin Residents by Program Type
Data Source: LACDA, 2023
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
The needs of public housing in the City are addressed by LACDA which operates one public housing project in Santa Clarita — Orchard Arms — a 183-
unit, 100% senior development. The project has a low vacancy rate and long waiting period. According to HUD's Picture of Subsidized Households
(2022), the average time on waiting list for all LACDA owned/operated public housing is 25 months.
In 2012, the Housing Authority of the County of Los Angeles (HACoLA) completed a 504 Comprehensive Evaluation Report for Orchard Arms.
Improvements completed include:
• Modernization/bridge installation for full ADA accessibility
• Common area doors replaced with push button ADA accessible doors
• New elevators 1W
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Recommendations from the 504 Compliance reports in LACDAs Capital Fund Five -Year plan were included
in LACDA's FY 2022 Proposed Annual Plan. A new 504 Compliance Evaluation Report was scheduled to be
completed in 2021-2022 for all Public Housing senior/disabled developments: however, data for this
inspection at Orchard Arms is not yet available.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
As of November 2023, 266 households in Santa Clarita were receiving Housing Choice Voucher assistance
through LACDA. Nearly 60 percent of the voucher users in the City have householders who are elderly (>62
years old), and 57 percent include persons with disabilities. These figures are higher than the average for all
voucher users in the LACDA system where 32 percent of households using vouchers included seniors and
21 percent included members with disabilities. L,
The majority of Santa Clarita voucher users are White (65 percent) and Non -Hispanic (73 percent). In the
LACDA system, however, White tenants constitute 49 percent of the tenant households and 65 percent of
the tenants were identified as non -Hispanic.
How do these needs compare to the housing needs of the population at large
The long wait list reflects the significant shortage of affordable housing, which is consistent with the needs of
the population at large.
Discu;
See di;
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NA-40 Homeless Needs Assessment — 91.205(c)
Introduction
Factors contributing to homelessness include a lack of housing affordable to low- and moderate -income
persons, increases in the number of persons whose income falls below the poverty level, reductions in
subsidies to the poor, drug/alcohol abuse, and the de -institutionalization of the mentally ill. The housing
market conditions have also resulted in some households, who had previously been housed, facing
homelessness.
According to the Los Angeles Homeless Services Authority (LAHSA) 2022 Greater Los Angeles Homeless
Count, the City has a homeless population of 220 persons, with 192 persons being unsheltered and 28
persons being sheltered. Detailed Populations and Subpopulations Homeless Count reports from the 2022
Greater Los Angeles Homeless Count are not available at the City level.
Santa Clarita's homeless count estimates accounted for 2.3% percent of Los Angeles Continuum of Care
SPA 2's homeless population of 9,604. Therefore, the City's homeless needs assessment in the table below
is estimated using the same percentage. No specific estimates are available for the number of persons
entering and existing homelessness; a general 25 percent estimate is used. According to the Greater Los
Angeles Homeless Count, in SPA 2 the average time a person experiences homelessness is 60 days.
Information on total days homeless by subpopulation is not available.
,Mkb, X I'%, I**
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Estimate the # of persons
Estimate the #
experiencing homelessness
Estimate the #
Estimate the #
Estimate the #
of days
on a given night
experiencing
becoming
exiting
persons
homelessness
homeless
homelessness
experience
Population
Sheltered
Unsheltered
each year
each year
each year
homelessness
Persons in Households with
34
6
38
10
10
60 days
Adult(s) and Child(ren)
Persons in Households with Only
1
0
1
1
1
60 days
Children
Persons in Households with Only
27
150
177
45
44
60 days
Adults
Chronically Homeless Individuals
13
80
92
24
23
60 days
Chronically Homeless Families
4
2
5
2
2
60 days
Veterans
1
8
9
3
3
60 days
Unaccompanied Child
1
0
1
1
1
60 days
Persons with HIV
1
3
4
1
1
60 days
Table 38 — Homeless Needs Assessment
Data Source: 2022 Greater Los Angeles Homeless Count - SPA 2, 2023 GREATER LOS ANGELES HOMELESS COUNT
Note: Values are computed by taking 2.3% of the reported values for SPA 2 and using standard rounding methodology (for any fraction under .5 the number is
rounded down, for any fraction of. 5 or more, the number is rounded up, as is used throughout this document)
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If data is not available for the categories "number of persons becoming and exiting homelessness
each year," and "number of days that persons experience homelessness," describe these categories
for each homeless population type (including chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth):
The 2022 Greater Los Angeles Homeless Count does not detail demographic information on homeless
persons by jurisdiction so specific data on those entering and exiting homelessness in Santa Clarita is not
available. A general estimate of 25% is used. Details on the homeless subpopulation for SPA 2, of which
Santa Clarita is a part, are available and are shown below.
Chronically Homeless Individuals and Families: A household is considered chronically homeless if any of
its members have (1) a long-term disabling condition; and (2) been homeless for 12 months or more within
the last 3 years as specified by HUD. According to the 2022 Homeless Count, there were 3,982 chronically
homeless individuals and 228 chronically homeless persons in families in SPA 2. In Santa Clarita, this would
amount to 90 chronically homeless individuals and five chronically homeless persons in families.
Families with Children: The 2022 Homeless Count reported 1,661 of the homeless population were in
families (least one minor and at least one person over 18). This is equivalent to 38 homeless persons in
families in Santa Clarita.
Veterans and their families: Based on the 2022 Homeless Count, about 351 persons in the CoC's homeless
population were veterans and four were veterans in homeless families. Based on this statistic, there were
about eight homeless veterans in the City. The number of veterans in families cannot be calculated due to
small values (2.3% of four is less than one). ,
Unaccompanied Youth: There were nine unaccompanied youths in SPA 2's homeless population. The
number of unaccompanied youth cannot be calculated due to small values (2.3% of nine is less than one).
Nature and Extent of Homelessness:
��'�%
Race
Sheltered
Unsheltered (optional)
White
12
64
Black or African American
22
17
Asian
1
2
American Indian or Alaska Native
1
3
Native Hawaiian/Pacific Islander
1
1
Mixed or Mult. (Non -Hispanic)
2
7
Ethnicity
Sheltered
Unsheltered (optional)
Hispanic
27
69
Not Hispanic
36
92
Table 39 - Nature and Extent of Homelessness
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Estimate the number and type of families in need of housing assistance for families with children and
the families of veterans.
Specific information by jurisdiction is not available. The 2022 Greater Los Angeles Homeless Count reported
1,661 of the homeless population were in families (at least one minor and at least one person over 18). This
is equivalent to 38 homeless persons in families in Santa Clarita.
Based on the 2022 Homeless Count, there are 228 chronically homeless persons in families in SPA 2. In
Santa Clarita, this would amount to five chronically homeless persons in families. Four persons in the SPA
2's homeless population were veterans in homeless families. The number of veterans in homeless families
is estimated to be zero in Santa Clarita.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
As documented by the 2022 Greater Los Angeles Homeless Count, the racial/ethnic composition of SPA 2's
homeless population (and thus Santa Clarita's) was Hispanic (43 percent), followed by White (34 percent),
Black (17 percent), Native American/Alaska Native (1.8 percent), Asian/Pacific Islander (1.3 percent), and
Mixed/Multiple-races (4.0 percent). 1%
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Based on 2022 Greater Los Angeles Homeless Count estimates, there were 192 unsheltered homeless and
28 sheltered homeless in Santa Clarita. The majority of the City's homeless are unsheltered (87 percent).
Discussion low M000hb.� No
The 2022 Greater Los Angeles Homeless Count estimated there were 220 homeless persons in the City of
Santa Clarita. The Homeless Statistics for Q2 (10/l/2022- 12/31/2022) released by LAHSA in January 2023
reported that there was a total of 155 persons assessed in the Coordinated Entry System (CES) and that the
following services were provided to those assessed:
• Interim housing (23 persons) 11* 4%
• Rapid -Rehousing (92 persons)
• Street Outreach contacts and engagements (seven persons each)
• Other non -permanent services (51 persons)
In Q2, 58 persons were placed into permanent housing. Overall, the most frequent service being offered to
the City's homeless population is rapid rehousing.
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NA-45 Non -Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
Certain households, because of their special characteristics and needs, may require special accommodation
and may have difficulty finding housing due to their special needs. Special needs groups include the elderly,
frail elderly, persons with disabilities, persons with alcohol or other drug addiction, persons with HIV/AIDS,
public housing residents, female -headed households, large households, and homeless persons and persons
at -risk of homelessness (victims of domestic violence, veterans, extremely low-income households), and
farmworkers.
Describe the characteristics of special needs populations in your community:
Elderly: While HUD defines elderly as persons over 62 years old, ACS data is not available in this age range.
Data for elderly is presented here for persons over 65 years of age. According to 2018-2022 American
Community Survey (ACS) estimates, an estimated 28 percent of households in the City had at least one
individual who was 65 years of age or older and eight percent of households are persons over the age of 65
living alone. Furthermore, 2015-2019 CHAS data found that approximately 52 percent of elderly households
in the City earned low- and moderate -incomes. Approximately 71 percent of elderly renter households
experienced housing problems compared to only 35 percent of elderly owner households. Moreover, about
two thirds of elderly renter households experienced cost burdens.
Frail Elderly: Data for frail elderly is not available.'460bb-, X_
-
Persons with Disabilities: According to the 2018-2022 ACS, approximately ten percent of the population in
City has one or more disabilities. Among persons living with disabilities in Santa Clarita, ambulatory
disabilities were the most prevalent (49 percent), followed by independent living disabilities and cognitive
disabilities (39 and 37 percent, respectively).
Persons with Drug/Alcohol Addictions: In general, the residents of Santa Clarita are more likely to abuse
pharmaceuticals than illicit drugs. The Los Angeles County Department of Public Health hosts a dashboard
to track patterns in alcohol and other drug (AOD) use and its consequences, including availability, prevalence
of use, driving under the influence, poisoning, healthcare utilization, deaths, and substance use disorder
treatment in Los Angeles County. According to the most recent data available, about 16.5 percent of
individuals aged 12 or older was affected by substance use disorders in 2021. No City specific data is
available. The 2022 Homeless Count by LAHSA indicates that 2,366 homeless persons (27 percent of the
homeless population counted) in SPA 2 had substance use disorders. This equates to about 60 homeless
persons in Santa Clarita.
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Persons with HIV/AIDS: According to the 2022 Annual HIV Surveillance Report by the Los Angeles County
Public Health Department, Division of HIV and STD Programs/HIV Epidemiology, there are 2,463 persons
living with diagnosed HIV in the East Valley Health District of the San Fernando SPA 2.
Public Housing Residents: The only public housing residents in Santa Clarita are those residing in Orchard
Arms. This 182-unit complex is currently limited to seniors, although a few non -senior disabled have resided
there since prior to the implementation of the senior limitation. While no specific information on the needs of
the Orchard Arms residents was available, we can assume the needs of the disabled and senior residents
are the same or similar to those of the general population, as noted above.
Female -Headed Households: According to the 2018-2022 ACS estimates, about eight percent of Santa
Clarita households were headed by single parents; the large majority of which were headed by females (64
percent). Data from the 2018-2022 American Community Survey (ACS) indicates that approximately 21
percent of the City's female -headed households with children had incomes below the poverty level.
Large Households: Large households are those with five or more members. The 2018-2022 ACS estimated
there were 10,172 large households in Santa Clarita, representing approximately 14 percent of all
households. Among the City's large households, 71 percent owned their own homes, while 29 percent were
renter -households. According to the 2015-2019 CHAS data, of the City large family -households, 36 percent
were low- and moderate -income. About 79 percent of large renter households experienced housing
problems, with 52 percent experiencing cost burden. Large owner households experienced housing problems
and burdens at lower rates than large renter households (35 percent and 24 percent, respectively).
Homeless Persons: According to the 2022 Greater Los Angeles Homeless Count, the City has a homeless
population of 220 persons, with 192 persons being unsheltered and 28 persons being sheltered. Of these
192 unsheltered persons, 84 lived in cars, vans, and RVs, 42 were living in tents or makeshift shelters, and
55 were living on the street. Details on the subpopulations of the homeless population of the City are not
available but the estimates below are made using the statistics for SPA 2's homeless population.
• 79 percent were adults over the age of 25
• 10 percent were children in families
• Nine percent were over the age of 62
• Four percent were veterans
• 44 percent of persons were experiencing chronic homelessness
• 27 percent had a substance abuse disorder
• Two percent had HIV/AIDS
• 23 percent had a developmental disability
• 19 percent had a physical disability,
• 47 percent had experienced domestic or intimate partner violence
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• Five percent were homeless due to fleeing domestic violence
Victims of Domestic Violence: According to the 2022 Greater Los Angeles Homeless Count, 4,047
homeless persons in SPA 2 had experienced domestic violence. Moreover, about 472 homeless persons
were experiencing homelessness as a result of fleeing domestic violence. This data indicates that 93
homeless persons in Santa Clarita had experienced domestic violence, and 11 were homeless due to fleeing
domestic violence (since Santa Clarita's homeless population is 2.3% of SPA 2's homeless population).
The Los Angeles County Domestic Violence Council reported Intimate Partner Violence -related emergency
room visits as 3.1 per 100,000 persons in SPA 2 annually, indicating about seven emergency room visits in
Santa Clarita annually may be attributed to domestic violence.
Veterans: The 2022 Homeless Count by LAHSA indicates that 351 homeless veterans are located in SPA 2
(four percent of the homeless population). This equates to eight homeless veterans in the City. The 2018-
2022 ACS estimates that there are 5,816 veterans in the City.
Extremely -Low-income: According to most recent CHAS data available (2015-2019), there are
approximately 7,285 extremely low-income households in the City (4,130 renters and 3,155 owners). About
86 percent of these extremely -low-income households experience cost -burdens and 73 percent are severely
cost -burdened.
Farmworkers: Data on employment by industry and occupation from the 2018-2022 ACS indicates
approximately 261 City residents were employed in the combined industry of agriculture, forestry, fishing,
and mining. wljpllqkk
What are the housing and supportive service needs of these populations and how are these needs
determined?
Elderly: The elderly are gradually becoming a more substantial segment of a community's population. Elderly
households are vulnerable to food insecurity, isolation, limited mobility, and declining physical and mental
health. They may need services to assist with nutrition, in -home healthcare, and specialized activities to
maintain and increase socialization. Seniors also may be residing in older housing units that require
rehabilitation and improvements, including ADA improvements, to maintain their homes in a safe and
habitable condition. 11
Frail Elderly: HUD defines Frail Elderly as a person over 62 years -of -age who is unable to perform at least
three activities of daily living as defined 24 CFR 981.205. Frail elderly individuals need accessible and safe
housing with modifications to support their physical limitations. In -home support services, healthcare access,
and transportation assistance are crucial for maintaining independence. Social services, companionship, and
fall prevention programs contribute to mental and physical well-being, while affordable housing options and
community integration help create supportive environments for aging in place with dignity and comfort.
Persons with Disabilities: Persons with disabilities typically have lower incomes and limited housing
choices due to mobility issues and lack of accessible housing. Housing discrimination also tends to impact
persons with disabilities disproportionately. Special housing needs for persons with disabilities fall into two
general categories: physical design to address mobility impairments and in -home social, educational, and
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medical support to address developmental and mental impairments. The disabled may also be vulnerable to
food insecurity, isolation, and mobility issues. The disabled may also require ADA improvements to their
homes to maintain their homes to assist in mobility and safety.
Persons with Drug/Alcohol Addictions: During the process of becoming sober, they may need different
services at different points during their recovery, including medically assisted detox, inpatient support during
the early phases of addiction recovery, participation in a 12-step program, and aftercare support. The Los
Angeles County Department of Public Health's Division of Substance Abuse Prevention and Control has
developed a Strategic Plan to engage people at every stage of the recovery journey and expand the
accessibility of the prevention, harm reduction, and treatment service options for those who need care. Sober
living homes may provide a safe, supportive place to live while recovering from alcohol and drug addiction.
A stable home and drug -free living environment is important for recovery as well.
Persons with HIV/AIDS: People with HIV/AIDS require stable and affordable housing, along with
comprehensive support services. This includes case management for coordinating medical and social care,
access to mental health services, legal assistance to address discrimination, and nutritional support.
Transportation assistance is also vital for easy access to medical appointments and community resources.
Collaboration among healthcare providers, community organizations, and support groups plays a vital role in
creating a holistic network to address the diverse needs of individuals affected by HIV/AIDS.
Public Housing Residents: As noted above, the only public housing in Santa Clarita is Orchard Arms which
houses seniors and the disabled. The residents of Orchard Arms are likely to face the same challenges as
other seniors or disabled residents. Public housing residents often face economic challenges beyond
affordable housing. Supportive services should include community -based initiatives, healthcare access within
or near housing complexes, case management services, and legal assistance to address issues of
discrimination. Additionally, education and awareness programs can help foster a supportive environment,
and economic empowerment initiatives can enhance financial stability.
Single Parent Households: Single -parent households have needs for affordable and quality childcare.
Despite the existence of resources, it is difficult for some families to qualify for subsidized services. Many
single -parent households also need support services for parenting. Often, inadequate transportation service
and high transportation costs are also concerns. Due to the high cost of housing, single parent households
may only be able to afford overcrowded or substandard housing. More affordable housing would contribute
to safety and housing stability.
Large Households: The limited availability of affordable adequately sized units is a problem faced by lower -
income large households. Housing cost burdens and overcrowding typically impact large households
disproportionately. Larger low-income households may need food assistance, rent and utility assistance, and
job training to ensure a higher and more stable income.
Homeless Persons: Homeless individuals require immediate and stable housing solutions coupled with
comprehensive support services. Emergency shelters, transitional housing programs, and rapid rehousing
initiatives can provide immediate relief. Supportive services should address mental health, substance abuse,
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and medical needs. Case management and outreach programs are essential to help homeless individuals
access healthcare, employment, and social services, facilitating their transition to stable housing.
Victims of Domestic Violence: There is a need for affordable housing options, ranging from safe houses,
emergency housing arrangements, transitional, and affordable permanent housing options. Victims of
domestic violence also need access to job training and jobs, counseling, and legal assistance.
Veterans: Affordable housing, job opportunities, and health care (especially mental health care) are some of
the top needs for veterans. Older low-income veterans may need food assistance and opportunities for
socialization to avoid isolation.
Extremely -Low-income Households: Targeted housing subsidies and rental assistance programs can
alleviate financial housing burdens. Supportive services should include job training, educational
opportunities, and access to healthcare. Collaborative efforts with community organizations can create a
network of support, addressing both immediate housing needs and the long-term well-being of extremely
low-income households.
Farmworkers: Farm workers would typically have similar needs as other persons with similar incomes. The
extreme physical labor required and the increased exposure to climate -change related heat exposure may
exacerbate those needs for farm workers.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the
Eligible Metropolitan Statistical Area.
According to the 2022 Annual HIV Surveillance Report by the Los Angeles County Public Health Department,
Division of HIV and STD Programs/HIV Epidemiology, there were 2,463 persons living with diagnosed HIV
in the East Valley Health District of the San Fernando Service Planning Area (SPA 2).
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of
disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for
housing and services needed to narrow the gap in benefits and services received by such persons.
(See 24 CFR 92.209(c)(2) (ii))
The City (as the Participating Jurisdiction — PJ) does not plan to operate a Tenant -Based Rental Assistance
(TBRA) program during the Con Plan period.
Discussion
See discussion above.
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NA-50 Non -Housing Community Development Needs — 91.215 (9
Describe the jurisdiction's need for Public Facilities.
Some of the City's public facilities which were built before the incorporation of the City in 1987 are not
accessible to the disabled. This includes physical barriers to mobility and a mismatch between the services
the facility offers and the recreational needs of some of the City's developmentally disabled residents. Several
public parks should be rehabilitated to address both issues.
The City has a significant need for transitional housing to help the sheltered and unsheltered homeless
transition into stable housing. There is also a need for supported housing which will allow disabled residents
to live independently.
How were these needs determined?
These needs were determined using the results of the City's 2022 Public Opinion Poll, community outreach
results, and discussion with City staff experienced in serving the low- and moderate -income community. The
City additionally maintains a comprehensive asset condition report, which contains an itemized listing of City
facilities which staff reevaluates annually to assess needs. This list is regularly consulted when determining
CDBG funding priorities.
Describe the jurisdiction's need for Public Improvements.
Older infrastructure in the City can often pose difficulties to those residents with mobility issues. The lack of
curb ramps, and street medians which protrude into crosswalks are some examples. These problems are
more pronounced in lower income areas, which are often the oldest areas of the City which were developed
prior to 1987.
How were these needs determined?
h., X.
These needs were determined using the results of the City's 2022 Public Opinion Poll, the City's
comprehensive asset condition report which tracks the condition and needs of public facilities, community
outreach results, and discussion with City staff experienced in serving the low- and moderate -income
community.
Describe the jurisdiction's need for Public Services.
The City's low- and moderate -income residents and the homeless have a great need for public services
(social services) Local non-profit organizations currently use CDBG and other funds to provide a wide array
of public services, but these are often oversubscribed, indicating a significant unmet need. The greatest
demand for public services appears to be in homelessness, mental health, services for disadvantaged young
adults, and childcare subsidies for lower income residents.
Many of the public services available through CDBG-funding include those which not only address
homelessness directly, but those which also provide services to address those residents who have a higher
risk of homelessness due to lower -income, mental health issues, disabilities, and age.
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How were these needs determined?
These needs were determined using results of the City's 2022 Pulic Opinion Poll, outreach results, and
discussion with City staff experienced in serving the low- and moderate -income community.
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HOUSING MARKET ANALYSIS
MA-05 Overview
Housing Market Analysis Overview
The City of Santa Clarita had about 75,751 housing units in 2021, representing a 27 percent increase from
the 2010 Census and 44 percent increase from the 2000 Census. The majority of the City's housing was built
less than 30 years ago, and units built prior to 1979 representjust 31 percent of the total housing stock. Given
their age, some of the pre-1980 units may require rehabilitation and improvements.
According to DQNews, median home sal
$1,085,000 in Glendale during August 2022
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prices in the region ranged from $485,500 in Palmdale to
Santa Clarita's median home price ($800,000) was comparable
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MA-10 Number of Housing Units — 91.210(a)&(b)(2)
Introduction
According to 2013-2017 ACS data, the majority of the City's housing stock is comprised of single-family
homes (71 percent). About one -quarter (27 percent) of the City's housing units are multi -family homes. The
vast majority (83 percent) of the City's ownership housing was comprised of larger units (i.e., with three or
more bedrooms). By comparison, only 33 percent of the City's rental housing was comprised of these larger
units.
All residential properties by number of units
Property Type
Number
%
1-unit detached structure
41,530
60%
1-unit, attached structure
7,430
11%
2-4 units
3,360
5%
5-19 units
8,130
12%
20 or more units
6,675
10%
Mobile Home, boat, RV, van, etc.
2,670
4%
Total
69,795
100%
Table 40 — Residential Properties by Unit Number
Data Source: 2013-2017 ACS
Unit Size by Tenure
Owners
Number %
Renters
Number
%
No bedroom 65
0%
605
3%
1 bedroom 660
1 %
4,275
19%
2 bedrooms ' , 7,055
15%
9,905
45%
3 or more bedrooms 38,170
83%
7,165
33%
Total 45,950
99%
21,950
100%
Table 41— Unit Size by Tenure
Data Source: 2013-2017 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal,
state, and local programs.
There are six properties in Santa Clarita financed by Multi -Family Revenue Bonds, with 354 units which were
made affordable through regulatory agreements that are monitored by the Los Angeles County Development
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Authority. Other buildings with affordable units include Hidaway Apartments (14 units), which was made
affordable through loans from the County, Bouquet Canyon Senior Apartments (264 units), Canyon Country
Senior Apartments (200 units), and Three Oaks Apartments (29 units), which all received tax credit financing.
Canterbury Village Senior Apartments (64 units) and Valencia Villas (75 units) are two HUD -funded affordable
projects, Fountain Glen Apartments (eight units) was made affordable through the approval of conditions by
the City, and Orchard Arms (183 units) received assistance from the Los Angeles County Housing Authority.
Lastly, Whispering Oaks (33 units) was developed with a loan from Los Angeles County. These properties
have a total of 1,167 units for lower income family and senior households.
Provide an assessment of units expected to be lost from the affordable housing inventory for any
reason, such as expiration of Section 8 contracts.
There are currently 1,167 affordable units for lower -income family and senior households located in the City.
Over time, affordability covenants and deed restrictions may expire, potentially resulting in the affordable
units converting to market -rate housing. Specifically, there are two affordable housing developments which
are at risk of conversion to market rate before 2031. Those include Hidaway Apartments (14 senior units)
and Valencia Villas (75 senior units). Hidaway Apartments was made affordable through a Los Angeles
County FHA loan and the County will be managing any opportunity to prevent conversion to market -rate.
Valencia Villas is a Section 8 project -based development which is based on a direct agreement with HUD.
Historically, each time Valencia Villas has come up for conversion, they have negotiated with HUD and
agreed to a new five-year affordability agreement.
The at -risk units could be protected through purchase by a nonprofit owner using a combination of bond
funds and the four percent tax credit, or replaced through bond and tax -credit -financed new construction of
either mixed -income projects or projects that are 100 percent affordable. City staff will continue to monitor
these developments and work with the owners, HUD, and the Los Angeles County Development Authority to
determine if there are alternatives to maintain the affordability of units at -risk of conversion to market -rate.
Does the availability of housing units meet the needs of the population?
According to the CHAS data by HUD, mismatches in terms of supply and affordability exist in the City.
Affordability is defined as paying no more than 30% of gross household income for housing. Approximately
5,104 households earning less than 30 percent of AMI reside in the City; however, there are only 430 rental
dwelling units affordable to those at this income level. The City has 7,405 households earning between 31
and 50 percent of AMI and only 1,160 rental housing units and 1,018 ownership housing units affordable to
those at this income level. There are 20,410 households in the City earning between 51 and 80 percent of
AMI, but only 9,225 housing units affordable to those in this income level. However, a housing unit affordable
to a particular income group does not mean the unit is actually occupied by a household in that income group.
This mismatch in a cost affordable to residents at lower income levels and the actual cost of available unit
contributes to the severe and very severe housing cost burden discussed earlier.
In addition, according to the 2017-2021 ACS, approximately 14 percent of the households in Santa Clarita
were large households (comprised of five or more persons). The limited availability of affordable adequately
sized rental units is a problem faced by these households. The vast majority (83 percent) of the City's
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ownership housing was comprised of larger units (i.e., with three or more bedrooms). By comparison, only
33 percent of the City's rental housing was comprised of these larger units.
Describe the need for specific types of housing.
Very -low and extremely low-income households are disproportionately impacted by the market -rate rental
housing costs due to their limited ability to pay market -rate rents. A disproportionate number of disabled and
senior households fall into these categories. Larger (5 or more household members) low- and moderate -
income households also face difficulty finding large enough units at affordable rates. Additional affordable
housing for all extremely low- and very low-income households is needed to create housing stability and
avoid the risk of homelessness. AMMMMM
Discu;
See di;
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
The information in the following tables is based on HUD CHAS data or the most recent Census data available.
Cost of Housing
Base Year: 2009
(2000 Census)
Most Recent Year: 2017
(2013-2017 ACS)
% Change
Median Home Value
488,800
461,500
(6%)
Median Contract Rent
1,341
1,633
22%
Table 42 — Cost of Housing
Data Source: 2000 Census (Base Year), 2013-2017 ACS (Most Recent Year)
Rent Paid
Number
%
Less than $500
1,029
4.7%
$500-999
1,835
8.4%
$1,000-1,499
6,200
28.3%
$1,500-1,999
8,100
36.9%
$2,000 or more
4,790
21.8%
Total
21,954
100.1 %
Table 43 - Rent Paid
Data Source: 2013-2017 ACS,
Housing Affordability
Number of Units affordable to
Households earning
Renter
Owner
30% HAMFI
430
No Data
50% HAMFI
1,160
1,018
80% HAMFI
6,570
2,655
100% HAMFI
No Data
5,552
Total
8,160
9,225
Table 44 — Housing Affordability
Data Source: 2013-2017 CHAS
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Fair Market Rents
Monthly Rent ($)
Efficiency (no
bedroom)
1 Bedroom
2 Bedroom
3 Bedroom
4 Bedroom
Fair Market Rent
$1,777
$2,006
$2,544
$3,263
$3,600
High HOME Rent
$1,415
$1,518
$1,823
$2,097
$2,320
Low HOME Rent
$1,103
$1,182
$1,418
$1,639
$1,828
Table 45 — Monthly Rent
Data Source: HUD FMR and HOME Rents
Note: Fair Market Rents (FMRs) are used to determine payment standard amounts for the Housing Choice Voucher
program, initial renewal rents for some expiring project -based Section 8 contracts, initial rents for housing
assistance payment (HAP) contracts in the Moderate Rehabilitation Single Room Occupancy program (Mod
Rehab), rent ceilings for rental units in both the HOME Investment Partnerships program and the Emergency
Solutions Grants program, maximum award amounts for Continuum of Care recipients and the maximum amount
of rent a recipient may pay for property leased with Continuum of Care funds, and flat rents in Public Housing
units. The U.S. Department of Housing and Urban Development (HUD) annually estimates FMRs for Office of
Management and Budget (OMB) defined metropolitan areas, some HUD defined subdivisions of OMB
metropolitan areas, and each nonmetropolitan county. 42 USC 1437f requires FMRs be posted at least 30 days
before they are effective and that they are effective at the start of the federal fiscal year (generally October 1).
Fair Market Rents, as defined in 24 CFR 888.113 are estimates of 40th percentile gross rents for standard quality
units within a metropolitan area or nonmetropolitan county.
Is there sufficient housing for households at all income levels? `
According to the CHAS data by HUD, mismatches in terms of supply and affordability exist in the City.
Approximately 8,090 households earning less than 30 percent of AMI reside in the City; however, there are
only 430 rental dwelling units affordable to those at this income level and 1,018 ownership dwelling units
affordable to households earning less than 50 percent of AMI. The City has 7,405 households earning
between 31 and 50 percent of AMI and only 1,160 rental housing units and 1,018 ownership housing units
affordable to those at this income level. There are approximately 9,225 housing units in the City that are
affordable to households earning between 51 and 80 percent AMI, less than the number of households
(11,185) in Santa Clarita at this income level. A housing unit affordable to a particular income group does not
mean the unit is actually occupied by a household in that income group. Therefore, the affordability
mismatches are likely to be more severe than what is presented by the CHAS data.
How is affordability of housing likely to change considering changes to home values and/or rents?
The City of Santa Clarita is a very desirable City in which to live. Newer infrastructure, award -winning schools,
low crime, and extensive resident services will contribute to its continued desirability. It is unlikely that it will
become more affordable organically. To develop even limited affordability for residents at all income levels
the City will need to invest existing resources and seek out additional resources for the development of
affordable housing units. Even with this intervention, issues with cost burden would continue to impact the
most vulnerable segments of the community.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your
strategy to produce or preserve affordable housing?
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Based on a survey of rental listings on www.zillow.com, market rents in the City area vary by size. Market
rents are comparable but slightly higher than the Fair Market Rents shown in Table 45 for all units ranging in
size from no bedrooms to five bedrooms.
Discussion
The City's Housing Element has over 20 policies/programs intended to encourage the development of
affordable housing. A Request for Qualifications is being prepared to identify an affordable housing developer
which the City would partner with to develop an affordable housing project.
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MA-20 Housing Market Analysis: Condition of Housing — 91.210(a)
Introduction
Assessing housing conditions in Santa Clarita can provide the basis for developing policies and programs to
maintain and preserve the quality of the housing stock. The American Community Survey (ACS) defines a
"selected condition" as owner- or renter -occupied housing units having at least one of the following
conditions: 1) lacking complete plumbing facilities; 2) lacking complete kitchen facilities; 3) more than one
occupant per room; and 4) selected monthly housing costs greater than 30 percent of household income.
Based on this definition, 50 percent of renter -households but only 31 percent of owner -households had at
least one selected condition.
As stated earlier in this document, statistics from table to table may vary slightly based on the source of the
data.
Definitions je
For Con Plan purposes, the City of Santa Clarita uses the following definitions:
• Substandard Housing: Substandard housing conditions may exist where there is evidence that a
dwelling unit, attached garage, or attached accessory structure are in violation of City, County, or
State regulations applicable to fire and life safety, structural safety, electrical, plumbing, mechanical,
gas piping, sanitation, utilities, and/or maintenance.
• Substandard Condition, but Suitable for Rehabilitation: Substandard units suitable for rehabilitation
are those units where the total rehabilitation costs do not exceed 25 percent of the after -rehabilitation
value. JL \0
Condition of Units
'
Condition of U
Owner-Occupied
Renter -Occupied
Number
%
Number
%
With one selected Condition
14,365
31 %
11,020
50%
With two selected Conditions
340
1 %
2,345
11 %
With three selected Conditions
4
0%
25
0%
With four selected Conditions
0
0%
0
0%
No selected Conditions
31,245
68%
8,550
39%
Total
45,954
100%
21,940
100%
Table 46 - Condition of Units
Data Source: 2013-2017 ACS
OMB Control No: 2506-0117 (exp. 09/30/2021)
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Year Unit Built
Year Unit Built
Owner -Occupied
Renter -Occupied
Number
%
Number
%
2000 or later
9,300
20%
3,855
18%
1980-1999
20,365
44%
11,490
52%
1950-1979
15,680
34%
6,144
28%
Before 1950
615
1 %
455
2%
Total
45,960
99%
21,944
100%
Table 47 — Year Unit Built
Data Source: 2013-2017 CHAS
Risk of Lead -Based Paint Hazard '0
Risk of Lead -Based Paint Hazard
Owner -Occupied
Renter -Occupied
Number
%
Number
%
Total Number of Units Built Before 1980
16,295
35%
6,599
30%
Housing Units Built Before 1980 with Children Present
7,929
17%
4,545
21 %
Table 48 — Risk of Lead -Based Paint
Data Source: 2013-2017 ACS (Total Units) 2013-2017 CHAS (Units with Children present)
F
Vacant Units 1%h, -1 1W -wii
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
2,457
NA
2,457
Abandoned Vacant Units
1,083
NA
1,083
REO Properties
NA
NA
NA
Abandoned REO Properties
NA
NA
NA
Table 49 - Vacant Units
Data Source: 2017-2021 ACS
Note: Other vacant units in 2017-2021 ACS are assumed to be abandoned units. No information is available on number
of REO properties or physical conditions of vacant units. All vacant units are assumed to be suitable for
rehabilitation.
Need for Owner and Rental Rehabilitation
Given the young age of the housing stock in the City, the number of substandard housing units is relatively
low, though isolated substandard conditions nonetheless exist. Housing age can indicate general housing
conditions within a community. Housing is subject to gradual deterioration over time, especially when
maintenance is deferred.
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According to ACS, between 2013 and 2017, only 31 percent of Santa Clarita's housing stock was constructed
prior to 1980. Approximately 33 percent of owner -occupied housing and 28 percent of renter -occupied
housing in the City was built before 1980.
Estimated Number of Housing Units Occupied by Low- or Moderate -Income Families with LBP
Hazards
Housing age is the key variable used to estimate the number of housing units with lead -based paint (LBP).
Starting in 1978, the federal government prohibited the use of LBP on residential property. National studies
estimate that 75 percent of all residential structures built prior to 1970 contain LBP. Housing built prior to
1940 is highly likely to contain LBP (estimated at 90 percent of housing units nationally), and in housing built
between 1960 and 1979, 62 percent of units are estimated to contain LBP.
Nationally, potential lead -based paint hazards are estimated by multiplying the number of units built prior to
1980 by 75%. Using this metric, the estimated number of units with lead -based paint hazards in Santa Clarita
is 17,171 units (75 percent of 16,295 owner -occupied units built before 1980 and 75 percent of 6,599 renter -
occupied units built before 1980). Furthermore, approximately 17 percent of the owner -households and 21
percent of the renter -households built before 1980 have children present. Therefore, the number of units with
potential LBP hazards and occupied by households with children is estimated at 3,110 units (2,078 owner -
occupied units and 1,032 renter -occupied units).
Discussion
See discussion above.
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MA-25 Public and Assisted Housing — 91.210(b)
Introduction
The only public housing complex in Santa Clarita is Orchard Arms, which is operated by the Los Angeles County Development Authority (LACDA).
The table below summarizes data provided by LACDA for public housing and Housing Choice Vouchers for the entire service area covered by LACDA.
Data specific to the City of Santa Clarita is not available.
Totals Number of Units
Program Type qp
Vouchers
Special Purpose Voucher
Veterans
Affairs
Family
Mod-
Public
Project -
Tenant-
Supportive
Unification
Disabled
Certificate
Rehab
Housing
Total
based
based
Housing
Program
# of units vouchers
0
261
2,962
21,798
1
21,797
1,264
1,357
558
available
# of accessible units
*includes Non -Elderly Disabled, Mainstream One -Year, Mainstream Five-year, and Nursing Home Transition
Table 50 — Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
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Describe the supply of public housing developments.
Orchard Arms is the only public housing in Santa Clarita and has a total of 183 units.
Describe the number and physical condition of public housing units in the jurisdiction, including
those that are participating in an approved Public Housing Agency Plan.
In 2020, Orchard Arms was inspected by HUD's Real Estate Assessment Center (REAC). The property
received a score of 97 out of 100 points. In addition, each individual unit is inspected once per year for
habitability. Any issues identified are remedied in a timely manner. The units are in very 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. No public housing units are anticipated to be lost through demolition or
conversion.
Public Housing Condition 'AWN,
Table 51- Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction.
In 2012, LACDA completed a 504 Comprehensive Evaluation Report for Orchard Arms. Improvements
completed include: ��
• Modernization/bridge installation for full ADA accessibility
• Common area doors replaced with push button ADA accessible doors
• New elevators
In 2020, Orchard Arms was inspected by HUD's Real Estate Assessment Center (REAC). The property
received a score of 97 out of 100 points. In addition, each individual unit is inspected once per year for
habitability. Any issues identified are remedied in a timely manner. No restoration or modernization needs
are currently identified.
Describe the public housing agency's strategy for improving the living environment of low- and
moderate -income families residing in public housing.
LACDA has adopted the following goals and objectives to maintain and improve the living environment of its
public housing stock, including the following:
• Implement public housing security improvements
• Designate developments or buildings for particular resident groups (elderly, persons with
disabilities)
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Over the last several years, LACDA has designated 12 public housing senior developments as housing for
elderly only, including Orchard Arms. Through senior designation, LACDA addresses the specific and
growing housing needs of the elderly.
• Partner with community -based organizations and local colleges and universities through
service learning to provide educational prevention/intervention activities.
• Provide Smoke -Free housing for all of our residents with specified open areas 20 feet from a
LACDA building labeled as a "Smoking Designated Area" However, small housing
developments that do not have a feasible "Smoking Designated Area", will be completely non-
smoking (Orchard Arms is a completely non-smoking property).
Partner with other county agencies to identify and provide housing and supportive services to
Discu:
See di:
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MA-30 Homeless Facilities and Services — 91.210(c)
Introduction
According to the Los Angeles Homeless Services Authority (LAHSA) 2022 Greater Los Angeles Homeless Count, on any given day, there were 220
homeless persons in Santa Clarita, including 192 unsheltered and 28 sheltered. Among the unsheltered, most were living on the street, in cars, in
RVs/campers, and in tents. Agencies that provide shelter and transitional beds for the homeless in Santa Clarita include:
• Bridge to Home Emergency Shelter currently has 60 beds for adults and is almost finished with construction on a shelter expansion
which will add 32 additional beds for families with children.
• Domestic Violence Shelter of the Santa Clarita Valley has nine beds for families with children.
• Family Promise of Santa Clarita Valley currently has a transitional housing facility which can house five families (15 beds) and is in
construction on another transitional housing location which will have five additional family units (3 emergency beds and 12 transitional
beds). . X-N�
Facilities and Housing Targeted to Homeless Households
Transitional
Permanent Supportive Housing
mergency Shelter Beds
Housing Beds
Beds
Year -Round Beds
Voucher/Seasonal
Under
(Current & New)
I Overflow Beds
Current & New
Current & New
Development
Households with Adult(s) and
35
0
27
0
0
Child(ren)
Households with Only Adults
60
0
0
0
0
Chronically Homeless
0
0
0
0
0
Households
Veterans
0
0
0
0
0
Unaccompanied Youth
0
0
0
0
0
Table 52 - Facilities and Housing Targeted to Homeless Households
OMB Control No: 2606-0117 (exp. 09/30/2021)
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Describe mainstream services, such as health, mental health, and employment services to the extent
those services are used to complement services targeted to homeless persons.
The City of Santa Clarita participates in the County of Los Angeles' Continuum of Care system that provides
services and facilities for the homeless and is comprised of local government jurisdictions, federal agencies,
non-profit service and housing providers, technical assistance organizations, and organizations from the faith
community.
Mental Health Services
According to the LAHSA 2023 Point in Time (PIT) homelessness statistics, 30.6% of homeless individuals
suffer from mental illness. Services offered by the Los Angeles County Department of Mental Health (DMH)
include assessments, case management, crisis intervention, medication support, peer support and other
rehabilitative services. The County's Santa Clarita Valley Mental Health Center is located in Valencia.
Health Services N16,
The Los Angeles County Department of Health Services (DHS) aims to ensure access to high -quality, patient -
centered, cost-effective health care to Los Angeles County residents, including the homeless, through direct
services at DHS facilities and through collaboration with community and university partners. The DHS
provides a range of family, emergency, and specialty health services. The Los Angeles County Department
of Public Social Services (DPSS) is another County resource that offers various programs to promote health
to County residents who are homeless or at risk of homelessness. 'N
Support for Homeless Students% % 44"khhhh,
The local community college, College of the Canyons, and all seven High Schools serving residents of Santa
Clarita provide services to their homeless students. Services include counseling, free breakfast and lunch,
free transportation, clothing, and modified graduation criteria.
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 families, and
unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery
Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and
services specifically address the needs of these populations.
Emergency Shelters: Emergency shelters offer temporary overnight sleeping accommodations day-to-day.
Consecutive nights are usually available for up to a month, although some may offer longer stays up to 180
days. Emergency shelters provide a means of temporarily housing homeless persons, but also offer
opportunities to provide referrals and services. Emergency shelters operating in the City include:
• Bridge to Home Emergency Shelter currently has 60 beds for adults and is almost finished
with construction on a shelter expansion which will add 33 additional beds for families with
children.
• Domestic Violence Shelter of the Santa Clarita Valley has nine beds for families with children.
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Transitional Housing: Transitional housing is distinguished from emergency shelters in that it provides
shelter for an extended period and generally includes integration with other social services and counseling
programs to assist in the transition to self-sufficiency through the attainment of a permanent income and
housing. The City uses CDBG Public Services funds to support a four -bedroom transitional living house
located in Castaic operated by Family Promise of the Santa Clarita Valley (FP SCV). While the location of
the transitional living house is outside the City limits, the City's CDBG funds serve Santa Clarita residents.
The City also recently donated land to FP SCV for the construction of a new transitional housing facility in
the Newhall neighborhood of the City. The new facility is expected to be completed in 2024 and will add units
to serve five families as well as new office space and community space for the FP SCV clients and their
children.
Permanent Supportive Housing: LA Family Housing serves as a Family Solutions Centers (FSC) through
LAHSA's Family Solutions System (FSS) for SPA 2, which includes Santa Clarita Valley. The FSS, through
each regional FSC, is designed to keep homeless families together and connect them to housing and services
within their own local community. FSS provides system -wide tracking of progress by following a homeless or
at -risk family from the time they enter the system, through placement in permanent, stable housing. One of
the main goals of the ESS program offered by LSS is to work directly with families to obtain permanent
housing in addition to obtaining employment and an increased income.
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MA-35 Special Needs Facilities and Services — 91.210(d)
Introduction
A variety of services and facilities targeting persons with special needs are available in Santa Clarita.
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, public
housing residents and any other categories the jurisdiction may specify and describe their supportive
housing needs.
Elderly: Low-income is usually a main factor affecting many seniors regarding their ability to secure adequate
housing. With limited incomes, seniors face the challenges of high housing cost as well as high costs in other
areas which may further limit the amount of income they can use for housing. Elderly homeowners may need
assistance to maintain their homes in safe and habitable condition. Those with mobility issues may require
accessibility improvements such as grab bars and ramps. As seniors age they may become more isolated
and require home -delivered services for food, healthcare, and socialization.
Frail Elderly: Statistical information about the needs of the Frail Elderly is not available. However, it may be
assumed that those needs of the Elderly will be intensified by frailty and they may experience housing
problems and housing discrimination due to limited income, prevalence of physical or mental disabilities,
limited mobility, and high health care costs.
Persons with Disabilities: Persons with disabilities often have limited incomes and may need subsidized
housing in order to be able to afford housing costs. They also may need other services related to housing
including housing modifications for accessibility. These modifications can be expensive and may be out of
reach financially for disabled residents. Furthermore, as the majority (58 percent) of the City's housing stock
was constructed prior to 1990 (before the passage of the American with Disabilities Act), accessible housing
is also limited in supply. Persons with disabilities also need supportive services to help them gain independent
living and self-sufficiency.
Persons with Alcohol/Drug Addiction: Persons with alcohol/drug addiction may require specialized
housing before and after they become sober. Sober living homes may provide a safe, supportive place to live
while recovering from alcohol and drug addiction. A stable home and drug -free living environment is important
for recovery as well.
Persons with HIV/AIDS: It has been estimated that as many as half of all people living with HIV/AIDS will
need housing assistance at some point in their illness. For many of those, short-term assistance with rent,
mortgage, or utility costs alone will provide the necessary support to remain healthy and in stable housing.
However, those struggling with multiple diagnoses of HIV and mental illness and/or substance use may need
in -home supportive services in addition to housing assistance.
Stable, affordable housing offers the best opportunity for persons living with HIV/AIDS to access drug
therapies and treatments and supportive services that will enhance the quality of life for themselves and their
families. When housed, they can more easily access and adhere to drug treatments and therapies and require
fewer hospitalizations and less emergency room care.
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Public Housing Residents: As noted above, the only public housing in Santa Clarita is Orchard Arms which
houses seniors and the disabled. Since they are already housed, their basic housing needs are addressed.
However, since the population residing in Orchard Arms are disabled and/or senior, they may face needs
related to in -home supportive services. Supportive services should include community -based initiatives,
healthcare access within or near housing complexes, case management services, and legal assistance to
address issues of discrimination. Additionally, education and awareness programs can help foster a
supportive environment, and economic empowerment initiatives can enhance financial stability.
Describe programs for ensuring that persons returning from mental and physical health institutions
receive appropriate supportive housing.
LACDA assists residents who are exiting mental and physical health institutions and need supportive housing
with direct clinical and/or case management services from the Family Resource Center. Frequent issues
encountered include domestic violence, child abuse, mental illness, aging -related issues, and general crisis
intervention. Special support is provided for the homeless and emancipated youth housed at the sites and a
clinician is on -call to conduct emergency mental health assessments. In addition, the Assisted Living Waiver
Program has been implemented at several senior/disabled sites supporting residents who would have to live
in a nursing home if they were not receiving services from this program.
Residential care facilities also provide supportive housing for persons with disabilities. The need for these
residential care facilities far outstrips the availability in the community.
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 respect to
persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e).
See below for the City of Santa Clarita's response to this question.
For entitlement/consortia grantees: 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 respect to persons who are not homeless but have other special needs. Link to
one-year goals. (91.220(2))
Given the limited CDBG funding, the City proposes focusing CDBG public service funds on improving
supportive human services for the elderly, frail elderly, persons with disabilities (mental, physical,
developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, and
public housing residents. A variety of services will be available to assist these populations, including, physical
and mental health services, food services, disabled services, emergency and transitional housing, and
services for those with dual diagnoses. CDBG-CV funds will also be used to assist the non -homeless special
needs individuals in similar ways.
CDBG funds will be used to make ADA improvements to parks and public facilities to make them more
accessible to the elderly, frail elderly, and those with disabilities. In addition, the City plans to use HOME
funds for the development of additional affordable housing units during the Con Plan period. Some of the
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specific activities the City intends to undertake in FY 2024-2025 are shown below. A full list of the FY 2024-
2025 projects and programs may be found in AP-35 of the FY 2024-2025 Action Plan.
Elderly: The Santa Clarita Valley Committee on Aging (SCVCOA) operates Bella Vida — the local senior
center. During FY 2024-2025, the City will continue to use CDBG and General Funds to support the services
for the elderly provided by Bella Vida. A wide variety of supportive services are provided to all seniors
including food services, social services and support, assistance with obtaining other government services
and financial assistance, and enrichment programs like dance, ping-pong, and computer classes. Because
many seniors struggle with low-income and food insecurity, Bella Vida offers a free lunch pick-up program,
free congregate lunches on -site, and a free meal delivery program, which together serve 1,800 seniors per
day. The City will continue to fund Bella Vida's Community Access Services Program and the Handyworker
Program which provides home repair services to low-income homeowners.
Frail Elderly: Bella Vida also provides services to the frail elderly. In FY 2024-2025, the City will continue to
support Bella Vida through FY 2024-2025 CDBG funding for the Community Access Services Program and
the Handyworker Program. Frail elderly homeowners may require accessibility modifications to their homes
in order to address disabilities or mobility issues. The Handyworker Program will be funded in FY 2024-2025
to provide these services. In FY 2024-2025 the City will also contribute General Funds to support Bella Vida's
services to the frail elderly.
Persons with Disabilities: Many of the senior residents who participate in the Bella Vida programs outlined
above have disabilities and derive great benefit from the services they provide. In FY 2024-2025, the City will
continue to support Bella Vida in their efforts to serve persons with disabilities by continuing to fund the
Community Access Services Program and Handyworker Program. Disabled homeowners may require
accessibility modifications to their homes to address their individual disability. The Handyworker Program will
continue to provide these services in FY 2024-2025.
In FY 2024-2025, Carousel Ranch will also be funded through CDBG to provide two programs for the
disabled: a therapeutic horseback riding program for disabled children, and a work readiness and job training
program for young adults. The City will also use CDBG-CV funds to assist the disabled by funding a program
which provides rent and utility assistance to the disabled.
Using CDBG-CV funds, the City will fund Avenues for Supported Living to provide transportation of their
disabled clients to job training, appointments, and community activities. The Salvation Army will also be
funded through CDBG-CV to provide short-term rent assistance and utility assistance to lower income clients
to help them avoid homelessness.
Persons with Alcohol/Drug Addiction: There are three advertised sober houses located in the City of Santa
Clarita. The City will continue to authorize citing of sober living facilities per the State of California guidelines.
In addition, Action Family Counseling provides medically assisted detox, inpatient support during the early
phases of addiction recovery, participation in a 12-step program, and aftercare support.
Persons with HIV/AIDS: Based on the 2022 Greater Los Angeles Homeless Count, there are an estimated
4-5 homeless individuals with HIV/AIDS residing in the City. The needs of those individuals are the same as
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many other special needs groups. Using CDBG public service funds, the City provides grants to subrecipients
which can provide a variety of services to those in need, including those with HIV/AIDS. In addition, the City
plans to use HOME funds to increase the supply of affordable housing available on a long-term basis.
Public Housing Residents: The needs of public housing residents are addressed directly by LACDA,
however all low- and moderate -income public housing residents may be served by public service programs
funded through CDBG, and by other programs serving the low- and moderate -income population in Santa
Clarita.
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MA-40 Barriers to Affordable Housing — 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
The City has worked diligently to ameliorate the effects of public policy on the development of affordable
housing and other residential developments. In May 2023, the City adopted an update to its Housing Element
for the 6th cycle covering 2021-2029 and submitted it to the State of California Housing and Community
Development Department (HCD). It was certified by HCD in August 2023.
The 2021-2029 Housing Element contains over 20 programs and policies designed to address the housing
needs for low- and moderate -income households and remove or ameliorate the negative effects of public
policies which serve as barriers to affordable housing. The implementing programs include, but are not limited
to:
• Identifying and maintaining a sufficient inventory of sites suitably zoned for housing at all income
levels.
• Offering incentives for projects which include affordable housing, including priority processing of
subdivision maps, expedited review of development applications, and modifications of
development requirements designed to reduce the projects overall cost.
• Developing a formal Request for Proposal process to encourage affordable housing developers
to submit viable affordable housing proposals.
• Prioritizing affordable housing funding (as available) for the development of extremely low-
income units. lo", r- 14voovk
• An Expedited Processing for Affordable Housing Projects program.
• Maintaining the existing Affordable Housing Density Bonus.
• Giving funding preference of housing subsidies to extremely low-income households in new
affordable development.
• Limiting code enforcement activities to those which pose an immediate threat to public health
and safety.
There are public policies which are out of the City's control which can impact the cost of developing all
housing. These higher costs have a disproportionate impact on the development of affordable housing.
Environmental Protection: State law (California Environmental Quality Act, California Endangered Species
Act) and federal law (National Environmental Protection Act, Federal Endangered Species Act) require
environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.). Costs
resulting from the environmental review process are also added to the cost of housing. Furthermore,
opponents often use the CEQA process to block or delay housing development.
Physical and Environmental Constraints: A sizable portion of the City is subject to development
constraints due to the presence of oak trees, flood zones, hillsides and ridgelines, or seismic hazards.
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Hillsides, ridgelines, and floodplains must be protected from over -development to prevent erosion, flooding,
and damage from landslides. Preservation of significant oak trees is also defined in the City's General Plan
as a community goal because these trees are important biological resources. These constraints affect the
development of all housing, not just affordable housing.
Planning and Development Fees: Revenue from local development fees also contributes to the cost of
housing. The local development fees go toward maintaining a suitable living environment by funding road
maintenance, providing services for libraries and parks, and funding safety contracts. Application processing
fees in the City have been established by Resolution to ensure adequate funds to meet these goals.
Davis -Bacon Prevailing Wages: A prevailing wage must be paid to laborers when local municipalities use
public funds to construct any public improvement, including affordable housing. The prevailing wage is
generally higher than competitive wages, raising the cost of housing production and rehabilitation activities.
Davis -Bacon, the federal wage act requirement, also requires the payment of higher than market -rate wages
when federal funds are used, which also adds to housing costs.
Build America, Buy America Act (BABA): BABA was passed in 2021 and adds significant purchasing
requirements when housing is built using federal funds. BABA has extremely limited situations in which higher
costs of covered goods can be consi
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This results in higher costs for any affordable housing built with
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MA-45 Non -Housing Community Development Assets — 91.215 (9
Introduction
The State Employment Development Department (EDD) reported that 112,400 Santa Clarita residents are in the labor force (December 2023), with an
unemployment rate of 4.9 percent. Certain employment sectors, however, may have mismatches between available jobs and number of workers,
potentially resulting in high unemployment rates in those sectors or commuting outside of City for employment (as shown in the "Business Activity"
table). In Santa Clarita, the largest mismatches were found in the Information and Professional/Scientific/Management Services sectors with fewerjobs
available than the number of those available to fill them. In contrast, there were more retail trade, arts entertainment, and accommodations, construction,
manufacturing, and transportation and warehousing jobs in Santa Clarita than residents employed in those fields. Unemployment rates vary by age
groups, and the rate was highest among young adults between 16 and 24 (19 percent), according to the ACS.
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
848
12
1
0
-1
Arts, Entertainment, Accommodations
11,969
9,396
13
14
1
Construction
5,044
5,293
6
8
2
Education and Health Care Services
16,838
12,666
18
19
0
Finance, Insurance, and Real Estate
5,798
3,272
6
5
-1
Information
7,734
816
8
1
-7
Manufacturing
8,376
8,262
9
12
3
Other Services
3,040
2,216
3
3
0
Professional, Scientific, Management Services
8,633
4,240
9
6
-3
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Business by Sector
Number of
Workers
Number of
Jobs
Share of Workers
%
Share of Jobs
%
Jobs less
workers
%
Public Administration
0
0
0
0
0
Retail Trade
9,568
9,487
10
14
4
Transportation and Warehousing
3,150
3,063
3
5
1
Wholesale Trade
3,826
2,527
4
4
0
Total
84,824
61,250
--
--
--
Table 53 - Business Activity
Data Source: 2013-2017 ACS (Workers), 2017 Longitudinal Employer -Household Dynamics (Jobs)
Labor Force
Total Population in the Civilian Labor Force
111,482
Civilian Employed Population 16 years and over
103,530
Unemployment Rate
7.14
Unemployment Rate for Ages 16-24
19.15
Unemployment Rate for Ages 25-65
4.72
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Table 54 - Labor Force
2013-2017 ACS
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Occupations
Occupations by Sector
Number of People
Management, business and financial
31,184
Farming, fisheries and forestry occupations
4,514
Service
9,225
Sales and office
25,500
Construction, extraction, maintenance and repair
6,955
Production, transportation and material moving
4,210
Data Source: 2013-2017 ACS
Travel Time
, ow **4%
Table 55 - Occupations by Sector
Travel Time
Number
Percentage
< 30 Minutes
43,755
47%
30-59 Minutes
31,760
34%
60 or More Minutes
18,475
20%
Total
93,990
100%
Table 56 - Travel Time
Data Source: 2013-2017 ACS
Educational Attainment by Employment Status (Population 16 and Older)
,
In Labor Force
010�
N�-
Not in Labor
Educational Attainment
Civilian Employed
Unemployed
Force
Less than high school graduate •
6,435
810
2,935
High school graduate (includes
14,585
1,035
4,520
equivalency)
Some college or Associate's degree
32,510
1,965
7,200
Bachelor's degree or higher
33,385
1,520
6,035
Table 57 - Educational Attainment by Employment Status
Data Source: 2013-2017 ACS
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Educational Attainment by Age
Age
18-24 yrs
25-34 yrs
35-44 yrs
45-65 yrs
65+ yrs
Less than 9th grade
90
690
1,495
2,330
1,619
9th to 12th grade, no diploma
1,655
1,430
1,860
2,380
1,400
High school graduate, GED, or
alternative
5,350
4,525
4,530
11,105
5,480
Some college, no degree
8,875
7,550
6,375
15,885
6,365
Associate's degree
1,495
2,785
2,700
6,390
1,745
Bachelor's degree
1,845
7,349
7,274
13,600
4,195
Graduate or professional degree
55
2,115
3,625
6,980
2,545
Table 58 - Educational Attainment by Age
Data Source: 2013-2017 ACS
Educational Attainment - Median Earnings in the Past 12 Months
Educational Attainment
Median Earnings in the Past 12 Months
Less than high school graduate
55,730
High school graduate (includes equivalency)
84,075
Some college or Associate degree
101,945
Bachelor's degree
147,550
Graduate or professional degree
154,640
Table 59 - Median Earnings in the Past 12 Months
Data Source: 2013-2017 ACS %L,
Based on the Business Activity table above, what are the major employment sectors within your
jurisdiction?
Santa Clarita's local economy is primarily service based. The major service employment sectors are Arts,
Entertainment, Accommodations; Retail Trade; Education and Health Care Services; and Manufacturing.
These sectors represent nearly one -quarter of the employment opportunities available in the City. Overall,
service sector occupations represent approximately two-thirds of employment opportunities in the City.
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Describe the workforce and infrastructure needs of the business community.
There are more than 9,900 businesses located in Santa Clarita, including numerous sound stages and active
movie ranches. The addition of more jobs and housing will increase traffic congestion in the area.
Improvements to the infrastructure of the transportation system will be important to address this increased
congestion. This will allow for continued economic growth, which in turn creates more job opportunities for
City residents. Because of the thriving economic climate, businesses do not typically require or request City
funding for infrastructure improvements as part of their entitlement packages.
To prepare for this increase and relieve congestion in the Santa Clarita Valley, Metro and Caltrans District 7,
will be making operational and safety enhancements along the Interstate 5 (1-5) freeway in the northern part
of LA County from the State Route 14 (SR-14) interchange in Santa Clarita to just south of Parker Rd in
Castaic. Enhancements are estimated to be completed in 2026.
The enhancements include: Ale A6,
• Addition of one High Occupancy Vehicle (HOV)/carpool lane in each direction along 1-5
• Extension of the northbound truck lane from SR-14 to Calgrove Boulevard
• Addition of southbound truck lane from Calgrove Boulevard to SR-14
• Addition of soundwalls at four locations
• Replacement of Weldon Canyon Bridge
• Intelligent Transportation System (ITS) improvements between the 1-405 and 1-210 interchanges
• Addition of auxiliary lanes (additional outside lanes extending between an on -ramp and a
subsequent off -ramp).
,� X
The City also continues to maintain an aggressive schedule of maintenance and rehabilitation of the streets,
sidewalks, lighting, and drainage throughout the City.
The City is working toward a more sustainable jobs -housing balance. Currently, many of the City's more
highly educated residents are traveling to neighboring cities to work because there are not enough jobs
available in the City matching the skills and related pay levels of those residents. One of the City's goals is
to attract more high -paying, high -quality jobs and develop new high -paying, high -quality positions. This
means working with businesses and companies already based in the area to expand and bring new jobs to
Santa Clarita, relocate companies to the City, and support business start-ups looking to launch new
businesses in the area. The City has targeted six main industry clusters for expansion: Aerospace and
Defense, Bioscience and Medical Devices, Advanced Manufacturing, Digital Media and Entertainment,
Information Technology, and Corporate Header Quarters and Professional Services. These industries
already have a strong base of business in the area.
On the other side of the jobs -housing equation, there are many local businesses which have a difficult time
finding City residents to fill lower paying jobs. The cost of housing in Santa Clarita can be significantly higher
than that of neighboring areas which can make it difficult for families with lower incomes to live in the City.
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Lower paying jobs are often filled by workers who travel into the City from neighboring communities, which
increases traffic and pollution and adds additional financial burdens on workers already earning lower wages.
Addressing the needs of business to find employees which can live comfortably on jobs which pay less
requires addressing the high cost of housing through projects or programs which create housing affordability.
The City currently has over 1,000 affordable rental housing units and has over 100 in construction. The City
also has HOME funds which will be using in the coming years to develop more affordable housing. The City's
State -approved Housing Element contains many policies and programs designed to make the development
of affordable housing easier and less expensive.
The City also works to ensure opportunities for education and training are available to low- and moderate -
income residents which will increase residents' earning power. Collaborative efforts with other agencies
designed to assist residents increase their earning capacity include:
• College of the Canyons - twice yearly job fairs %6�
• Santa Clarita Economic Development Corporation — Live Work SCV on-line job boards
• America's Job Center — employment assistance and job preparation training
• Valencia Industrial Association - Connecting to Success (CTS) workforce preparation program
The City will continue to work with local educational institutions, employers, real estate developers and others
to review changes in Santa Clarita's workforce needs and anticipate changes occurring in employment
demands. Together with these groups, the City can promote job training, skill enhancement, and education
meeting the needs of jobs and careers available within the Santa Clarita Valley.
Describe any major changes that may have an economic impact, such as planned local or regional
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 workforce development,
business support or infrastructure these changes may create.
According to the SCVEDC's Santa Clarita Valley Business Survey, the COVID-19 pandemic impacted local
business and job growth, creating a need for business support in several areas:
• Workforce: The most significant stressor for companies in the SCV, as in most places, is the ability
to find workers. The COVID-19 pandemic caused a reduction of employees by about one-third across
the board. SCV's ability to provide workers is critical to attracting and retaining companies and is cited
as the most significant factor in location decisions.
• Talent Attraction and Development: Finding qualified candidates continues to challenge
businesses, with executive level and 3-5 years relevant experience hardest to fill, and more
specifically software developers, IT professionals and engineers the most challenging skillsets to hire.
Industry -specific technical skills training is the top workforce development need as identified by almost
half of respondents, followed closely by professional skills, computer skills, and customer service
skills. The influx of retirements amidst the pandemic also caused a need for executive, and more than
35% of respondents reported an interest in transition/ succession planning programs.
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• Need for More Capital: More than 50% of SCV businesses increased pay/ benefits for their remaining
employees, especially in manufacturing sectors.
• Shift to Remote Work: To remain competitive and offer more flexibility to employees, many
companies are shifting to remote and hybrid working models. Thus, broadband and Internet Access
was reported to be the most important Infrastructure priority in SCV overall, with 46% of respondents
identifying this a key priority.
How do the skills and education of the current workforce correspond to employment opportunities
in the jurisdiction?
According to the ACS, a sizable portion of the active workforce living in the Santa Clarita area was well
educated. About 37 percent of all workers have completed a college education. However, active workers with
no more than a high school education account for 31 percent of the workforce, which reflected the substantial
number of jobs in the service and entertainment sectors.
The City is focused on creating a quality jobs/housing balance, attracting companies in targeted industry
sectors to ensure the needs of the community and its residents are met. The City has targeted six main
industry clusters for expansion: Aerospace and Defense, Bioscience and Medical Devices, Advanced
Manufacturing, Digital Media and Entertainment, Information Technology, and Corporate Header Quarters
and Professional Services. Industries in Santa Clarita already have a strong base of business in the area and
the Santa Clarita Valley boasts trained and qualified professionals ready to meet the needs of these unique
industries.
The City will continue to work with local educational institutions, employers, real estate developers and others
to review changes in Santa Clarita's workforce needs and anticipate changes occurring in employment
demands. IMIL ANNER.—_
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.
A number of workforce training initiatives and programs are available to Santa Clarita residents, including:
• College of the Canyons: The City of Santa Clarita maintains an essential partnership with the
College of the Canyons (COC). The Small Business Development Center, Employee Training
Institute, and School of Personal and Professional Learning are co -located at COC and provide a
comprehensive one -stop location for business, employment, and training services. COC also houses
several workforce programs that foster talent in specific industries, including: Fast Track, a program
that provides skills -based education for employment in aerospace and advanced manufacturing, and
the Strong Workforce Apprenticeship Group (SWAG), which allows companies to develop their own
talent in occupations in Cyber Security, Advanced Manufacturing, Allied Health, Logistics, and
Education.
• America's Job Center of California — Santa Clarita: America's Job Center of California's mission
is to deliver equitable workforce services that empower people, communities, and businesses to
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grow, succeed, and thrive in Los Angeles County. This mission is achieved through effective
workforce driven solutions that enhance and uplift local employers to create equitable economic,
social and environmental opportunities for self-sufficiency and success.
• Valley Industry Association: The Valley Industry Association (VIA) of Santa Clarita has
represented business interests in Santa Clarita for more than 40 years and offers several business
resources, including the VIA Connecting to Success (CTS) Program. VIA CTS is a high impact
workforce preparation program in a business conference format. Over 100 volunteer mentors from
the business community lead students from local high schools through role-playing, case studies,
group discussions, and individual assessments to build workplace professionalism and the ability to
influence others as responsible adults. AMM
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes, see discussions above and below. Ale
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 impact economic
growth. invow
This Con Plan establishes the priority, Improve and Expand Public Facilities and Infrastructure in Lower
Income Areas. The following CED's address that Con Plan priority.
• Develop a five-year plan to strategically expand the installation of fiber Citywide to support
businesses.
• Complete a comprehensive update of the Old Town Newhall Specific Plan.
Discus
See di,
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated (include a
definition of "concentration")?
Housing problems impact low- and moderate -income households disproportionately compared to non -low -
and moderate -income households. Therefore, areas with concentrations of low- and moderate -income
households are likely to have higher rates of housing problems.
HUD defines a Low- and moderate -income area as a census tract or block group where over 51 percent of
the population is low- and moderate -income. However, HUD provides exceptions to communities with
significantly lower than average and significantly higher than average concentrations of low- and moderate -
income population in order to qualify more households in these communities. The City is an exception city
(with lower -than -average concentration of low- and moderate -income population). For Santa Clarita, a low -
and moderate -income area is one with 49.7 percent of low- and moderate -income population. A map in
Appendix B identifies the low- and moderate -income areas in the City by Census Block Group. Areas with
larger Hispanic populations also tend to have more low- and moderate -income households. Low- and
moderate -income areas can be seen along Railroad Avenue as well as in Canyon Country —west of Whites
Canyon Road near Soledad Canyon Road. loolow
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are
concentrated (include a definition of "concentration")?
A minority concentration area is defined as a Census Tract whose proportion of a non-White population is at
least 20 percentage points higher than countywide average, according to HUD's Rental Assistance
Determination (RAD) Minority Concentration Analysis Tool. A map in Appendix B illustrates the location of
these census tracts. There are five census tracts in the City which are considered minority concentration
areas. Three are along Railroad Avenue and two are east of Canyon Country.
What are the characteristics of the market in these areas/neighborhoods?
In Santa Clarita, minority concentrated census tracts are also areas of low- and moderate -income
concentrations. While most of the City's affordable housing is not necessarily located within these low- and
moderate -income or minority concentration areas, many are located near these neighborhoods.
Are there any community assets in these areas/neighborhoods?
The City has made providing parks and community centers a priority throughout the City. In the first 20 years
of its existence, the City developed numerous parks and all neighborhoods in the City are now well served,
although some parks need renovation and improvement.
One of the lowest income areas in Santa Clarita, which is also an area of minority concentration (along
Railroad Avenue as noted above), was the location for the City's first Community Center, built in 2001. This
Center hosted over 120,000 residents in FY 2022-2023. These residents participated in programs, classes,
and neighborhood events. East Canyon Country, noted as an area of minority concentration and an area of
low- and moderate -income, is the location of the City's newest Community Center, built in 2020, had over
128,000 visitors in FY 2022-2023. This area is also the location of the City's first inclusionary park project, in
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which the entire play area was replaced with a play area geared toward the seamless inclusion of the disabled
and senior residents.
The City has a strong network of active and dedicated nonprofit organizations and community groups that
work to address the housing and community development needs in these neighborhoods and in the City at
large. Specifically, the Boys and Girls Club Youth Centers are in or adjacent to the concentration areas noted
above. A number of other agencies have also situated their offices in or adjacent to these areas to make their
services more accessible to their low- and moderate -income clients.
Are there other strategic opportunities in any of these areas?
The City will continue to collaborate with the agencies and surrounding communities in the North Los Angeles
County area to ensure services and programs are delivered in a cost-effective manner and provide assistance
to thos
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate -Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate -income households and neighborhoods.
According to U.S. Census data, 96.2% of households in Santa Clarita have a broadband internet subscription.
Individual household income appears to be a factor in the absence of broadband internet subscriptions at
home. Among households earning households earning less than $20,000 annually, 82.3% had a broadband
internet subscription. In households earning between $20,000 and $80,000 annually, 95% had a broadband
internet subscription, and among households earning over $75,000, the broadband internet subscription rate
was 97.9%. Today, internet access is widely available in urban communities such as Santa Clarita. Many
people, especially among the younger age groups, have already discarded land -line services.
Broadband adoption is a measure of households with infrastructure (broadband deployment) having a fixed
connection. The California Public Utilities Commission (CPUC) has an interactive mapping tool (the California
Broadband Mapping Tool) that depicts the served and underserved areas of broadband deployment. The
term "served" depends on the internet speed standards and has varying thresholds at the state and federal
level. The State's "served" speed standard is 6 megabits per second (Mbps) downstream/1 Mbps upstream
while current Federal Communications Commission (FCC) standards are 25 Mbps up/3 Mbps down.
According to the California Broadband Mapping Tool, most of the City's fixed broadband services meet the
State's minimum service standards and is being served. According to the maps, broadband adoption is 80
percent or above in most of the City (this tool's highest rate of adoption is 80%). Some very small areas of
Newhall, Canyon County, Saugus, and Valencia have adoption rates of 60-80 percents, and an extremely
small area of Newhall and Canyon Country are below 60 percent. While some areas with lower broadband
adoption rates were also lower income areas, others were higher income areas, suggesting reasons other
than income alone for the lower adoption rate.
Describe the need for increased competition by having more than one broadband Internet service
provider serve the jurisdiction.
According to the State of California Interactive Broadband Map tool, broadband services are provided within
the City primarily by T-Mobile and AT&T Service Inc. Charter Communications, Inc. and Verizon Wireless
also provide broadband services, but to a much smaller number of households. The availability of broadband
services and the competition between providers appears to be adequate.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction's increased natural hazard risks associated with climate change.
ClimateCheck.com evaluated the City's climate change risks and identified fire, heat, and drought as being
the top three greatest risks to the City. Less impactful risks were flood risk and storm risk. The risks were
quantified on a scale of 1 to 100 as shown below:
• Fire Risk — 74
• Heat Risk — 51
• Drought Risk — 50
• Flood Risk — 43
• Storm Risk — 30
ClimateCheck.com further evaluated that in all of
arita's 71 census
groups at least 50% of the
buildings are at a significant risk for fire. The data for Santa Clarita's temperature shows that in the years
between 1985 and 2005, the City averaged seven days with temperatures over 100.3 annually. Droughts in
Santa Clarita, as well as the rest of the Santa Clara watershed have been increasing in frequency and
intensity since 2000. Seven of the census block groups in Santa Clarita have a significant risk of flooding.
Describe the vulnerability to these risks of housing occupied by low- and moderate -income
households based on an analysis of data, findings, and methods.
Low- and moderate -income households are more vulnerable to the impacts of fire, heat, drought, and flood.
Some of those impacts relate directly to a lack of financial resources to prepare for and survive the impacts
of climate change. The impacts of the three most significant climate change hazards on the lower income
households include:
Fire Risk: The fire risk in Santa Clarita is scattered throughout the area, with the greatest risk of fire in the
areas adjacent to the wildland-urban interface. This includes a mix of the lowest and highest income areas
in Santa Clarita. Lower income areas may be at greater risk of an extreme economic impact due to a lack of
financial resources to maintain adequate fire hazard insurance on their homes, private property, and vehicles.
Lower income households also have less savings and therefore fewer options for temporary housing if a
wildfire impacts their home.
Heat Risk: In 2021, Los Angeles County conducted a Climate Vulnerability Study. This study identified the
Santa Clarita and San Fernando Valleys as the areas which will experience the largest increase in extreme
heat. According to American Community Survey (ACS), lower income households house a larger percentage
of the City's senior and disabled population. Both seniors and the disabled are more vulnerable to heat related
impacts. Data from ACS also indicates that housing in lower income neighborhoods is more likely to suffer
from more deferred maintenance which may include air conditioning units. Further, due to a lack of financial
resources to pay the higher costs related to increased use of electricity to operate air conditioning units, lower
income households may forgo using those air conditioning which may result in indoor temperatures which
are not safe.
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Drought Risk: Since 2000, ClimateCheck.com reports that the City and other areas in the Santa Clarita
watershed has experienced significantly more weeks of drought, extreme drought, and exceptional drought.
Drought risk impacts the entire City, but lower income households have fewer resources to address those
impacts. Increased costs for the household water supply may discourage households from watering
vegetation, increasing fire risks. The risk of having their water service discontinued due to non-payment of
bills is also a greater concern for lower income households. As noted in the review of Heat Risk, lower income
households also house a larger percentage of the City's senior and disabled population. These populations
are more vulnerable to risk associated with a potentially limited drinking water supply. The Los Angles Climate
Vulnerability Study also noted that a drought may increase the costs associated with farming and food
production, disproportionally affecting lower income households which have fewer resources to absorb those
increased costs.
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STRATEGIC PLAN
SP-05 Overview
The 2024-2028 Consolidated Plan (Con Plan) establishes the Priorities which will guide the City's CDBG program from
July 1, 2024 to June 30, 2029. The preceding Needs Assessment and Market Analysis sections use data and
information about the City to identify the types of needs in the City. The Strategic Plan uses the information in those
sections to set the framework needed to describe Con Plan Priorities as well as their associated goals and objectives.
Based on all the preceding data, information, and analysis, including the public input and agency consultations, the
following Con Plan Priorities were established.
Improve, Maintain, and Expand Affordable Housing AO
The City will increase, improve and maintain its supply of affordable housing for low- and moderate -income
residents. This includes activities such as housing rehabilitation and affordable housing construction.
Improve and Expand Public Facilities and Infrastructure
Through various capital improvement projects, the City will improve and expand infrastructure and community
facilities that benefit low- and moderate -income neighborhoods and residents.
Provide Services Addressing Homelessness and Homelessness Prevention
The City will address homelessness by funding services which provide outreach, emergency housing, case
management, assistance with obtaining transitional housing, and referrals to other services.
Provide Supportive Human Services
The City will provide supportive human services for low- and moderate -income persons in a wide variety of
areas, including but not limited to childcare assistance and services for disadvantaged youth.
Address the Impact of Covid-19 on Lower Income Residents
Using CDBG-CV funds, the City will provide services to lower income residents who have been impacted by
Covid-19. Services will include those deemed most appropriate and needed at the time they are provided.
Planning and Administration
The City will continue to effectively, manage the CDBG, CDBG-CV, and HOME Programs.
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SP-10 Geographic Priorities
The City believes that the needs of the low- and moderate -income community exist City-wide. Currently,
there is no intent to allocate CDBG investments geographically. The City has not determined the way in which
HOME funds will be used to provide affordable housing and will consider whether a geographic priority is
appropriate at the time a plan is formulated.
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SP-25 Priority Needs - 91.215(a)(2)
1
Priority Need
Name
Improve, Maintain, and Expand Affordable Housing
Age
Priority Level
High
Extremely Low, Low, and Moderate Income
Population
Large Families, Families with Children, and Elderly
Geographic
Citywide
Areas Affected
Associated
Rehabilitation of Owner -Occupied Homes
Goals
New Affordable Rental Units
Description
The City will increase, improve and maintain its supply of affordable housing for extremely low-, low-, and moderate -
income residents. This includes activities such as housing rehabilitation and affordable housing construction.
Basis for
Affordable housing has been identified nationwide as a key cause of homelessness. Housing has been identified as a
Relative Priority
High Priority based on the community outreach response, the high cost of housing in Santa Clarita, and its connection to
the increase in homelessness.
2
Priority Need
Name
Improve and Expand Public Facilities and Infrastructure
Priority Level
High
Extremely Low, Low, and Moderate Income
Population
Elderly, Frail Elderly, and Persons with Mental and/or Physical Disabilities
Non -housing Community Development
Geographic
Citywide
Areas Affected
Associated
Improve Infrastructure or Public Facilities in Low-income Neighborhoods
Goals
Remove Architectural Barriers in Public Facilities or Infrastructure
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Through various capital improvement projects, the City will improve and expand infrastructure and community facilities that
Description
benefit low- and moderate -income neighborhoods and residents. These may include activities such as the removal of
architectural barriers at government and other community facilities, assisting in the development of facilities for seniors,
and the improvement of public infrastructure in lower income areas.
Basis for
The City's lower income population is statistically more likely to be disabled or elderly. This population needs safer paths
Relative Priority
of travel and options for recreation. This was also identified as a High Priority during the community outreach process.
3
Priority Need
Name
Homelessness and Homelessness Prevention _
Priority Level
High
Population
Extremely Low, Low, and Moderate Income
Chronically Homeless, Individuals, and Families with7Ch&illdrenf
Geographic
Citywide
Areas Affected
Homeless Outreach Services
Associated
Goals
Emergency Shelter
Transitional Housing `'
Description
The City will address homelessness by funding services which provide outreach, emergency housing, case management,
assistance with obtaining transitional housing, and referrals to other services.
Basis for
Homelessness is a nationwide epidemic. Since 2015, homelessness in Los Angeles County, of which Santa Clarita is a
Relative Priority
part, has increased 70%. Community outreach identified this as a High Priority.
4
Priority Need
Supportive Human Services
Name
AL
Priority Level
High
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Extremely Low, Low, and Moderate Income
Population
Large Families, Families with Children
Elderly, Frail Elderly, Persons with Mental Disabilities, Persons with Physical Disabilities, Persons with Developmental
Disabilities, Victims of Domestic Violence
Geographic
Citywide
Areas Affected
Associated
Supportive Human Services to Lower Income Individuals and Families
Goals
Assistance to Disadvantaged Young Adults
Description
The City will provide supportive human services for low- and moderate -income persons in a wide variety of areas,
including but not limited to childcare assistance and services for disadvantaged youth.
The City has used the full 15% of their CDBG Entitlement funds for Supportive Human Services for over 20 years. The
Basis for
demand for these funds each year exceeds the supply by over 100%. Mental health services, senior services, services for
Relative Priority
disadvantaged young adults, and childcare, which all fall under the Supportive Social Services umbrella, were identified as
very important during the public outreach process. The City has therefore named this as a High Priority.
5
Priority Need
Name
Address the Impacts of Covid-19
Priority Level
High
Population
Extremely Low, Low, and Moderate Income
Geographic
Citywide
Areas Affected
Associated
Goals
Services to Address the Impact of Covid-19
Description
Using CDBG-CV funds, the City will provide services to lower income residents who have been impacted by Covid-19.
Services will include those deemed most appropriate and needed at the time they are provided.
Basis for
Covid-19 continues to impact City residents. The City has unspent CDBG-CV funds which may only serve those impacted
Relative Priority
by Covid-19. This need is therefore identified as a High Priority.
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6
Priority Need
Name
Administration and Planning
Priority Level
High
Population
Other
Geographic
Citywide
Areas Affected
Associated
Goals
Efficient Management of CDBG, CDBG-CV, and HOME Programs
Description
Provide for administration and planning activities to develop housing and community development strategies and
programs needed to carry out actions that address identified needs in the Consolidated Plan.
Basis for
Relative Prioritylqmbl
N/A
Table 60 -
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
SP-30 Influence of Market Conditions - 91.215 (b)
Influence of Market
Market Characteristics that will influence
Conditions Affordable
the use of funds available for housing type
Housing Type
TBRA is not a CDBG eligible activity. The City became a Participating Jurisdiction for HOME funds in 2020 and at this point has
Tenant Based Rental
insufficient funds to do any HOME eligible activities, including TBRA. Since the supply of housing, affordable and market -rate, is
Assistance (TBRA)
insufficient, the City has determined that when sufficient HOME funds become available, they will invest those funds in the
development of new affordable rental housing units.
TBRA is not a CDBG eligible activity. The City became a Participating Jurisdiction for HOME funds in 2020 and at this point has
TBRA for Non -Homeless
insufficient funds to do any HOME eligible activities, including TBRA. Since the supply of housing, affordable and market -rate, is
Special Needs
insufficient, the City has determined that when sufficient HOME funds become available, they will invest those funds in the
development of new affordable rental housing units.
The construction of new affordable housing is not a CDBG eligible activity, but it can be used for land acquisition and off -site
improvements associated with the development of affordable housing units. The City became a Participating Jurisdiction for
New Unit Production
HOME funds in 2020 and at this point has insufficient HOME funds to undertake the development of new affordable housing units.
The City is currently seeking an affordable housing developer with whom to partner in determining the best way to use HOME
funds to develop new affordable rental units.
Much of the City's housing stock is over 30 years old and may need rehabilitation. The City's current residential rehabilitation
Rehabilitation
program is consistently oversubscribed, with a long waiting list. This is an indicator of the need for rehabilitation programs for low -
and moderate -income homeowners. The City will continue to invest funds in programs which provide residential rehabilitation for
low- and moderate -income homeowners.
The construction of new affordable housing is not a CDBG eligible activity, but it can be used for land acquisition and off -site
improvements associated with the development of affordable housing units. The City became a Participating Jurisdiction for
Acquisition, including
HOME funds in 2020 and at this point has insufficient HOME funds to undertake the development of new affordable housing units.
preservation
The City is currently seeking an affordable housing developer with whom to partner in determining the best way to use HOME
funds to develop new affordable rental units. Depending on the availability of CDBG funds at that time, the City may use CDBG
funds for land acquisition. The high cost of preserving current affordable housing whose affordability covenants are expiring make
it infeasible for the City at this time.
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Table 61— Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City anticipates receiving CDBG Entitlement and HOME funds annually during the Con Plan period. As of the writing of this document, HUD had
not informed the City of the actual amount of the FY 2024-2025 allocation. Per HUD's guidance, the City is preparing this document using an estimate
of the FY 2024-2025 CDBG Entitlement based on prior year funding. When final FY 2024-2025 CDBG and HOME funding is announced, the City will
apply the Contingency Plan in Appendix C and adjust all project allocations accordingly.
Anticipated Resources
Expected Amount Available Year 1
Expected
Amount
Source
Annual
Program
Prior Year
Available
Remainder of
Program
of Funds
Uses of Funds
Allocation
Income
Resources
Total
Con Plan
Narrative Description
This is the first
Acquisition
program year for the
public -
Admin and Planningop
2024-2028 Con Plan.
CDBG
federal
Housing
$1,504,349
0
$226,502
$1,730,851
$6,000,000
The City anticipates a
Public Improvements
similar allocation in the
Public Services
next four program
years.
This is the first
Acquisition
program year for the
public -
Multifamily rental new
`
2024-2028 Con Plan.
HOME
federal
construction
$628,756
$0
$2,261,584
$2,890,319
$2,500,000
The City anticipates a
New construction for
similar allocation in the
ownership
next four program
years.
9NW Table 62 - Anticipated Resources
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
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 is allocated approximately $1,500,000 in CDBG funds and $600,000 in HOME funds annually. The
City will pursue other funds with which to leverage CDBG and HOME funds. HOME funds have matching
requirements which must be met at the time a HOME project is funded. The City intends to use HOME funds
to create affordable rental housing, however, a specific project has not yet been identified. The City will
determine the appropriate matching fund source when a project is developed.
CDBG does not have match requirements, but the City will leverage CDBG funds when possible. The City
has general funds, developer funds, housing successor funds, Los Angeles County's Measure H funds, and
State of California Housing and Community Development Department loan repayments with which to
leverage CDBG and HOME funds. In addition, the City will actively pursue or support the pursuit of other
local, state, and federal funds by other entities provided that the intended uses are consistent with the
Consolidated Plan or the General Plan of the City.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be
used to address the needs identified in the plan.
The City does not own any land or property which is appropriate to be used to meet the needs identified in
the plan. 1W qqmmbl.,
Discu;
See di:
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SP-40 Institutional Delivery Structure — 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit
organizations, and public institutions.
Responsible Entity
Responsible Entity Type
Role
Geographic Area Served
Homelessness
Non -Homeless Special Needs _ -
• Public Facilities
City of Santa Clarita
Government
• Neighborhood Improvements
Jurisdiction
*tP
• Public Service
• Development
nningEconomic
Affordable Housing
Los Angeles County
Govern .
Ownership
Region
Development Authority
• Rental
Housing Authority of the County
of Los Angeles
Governmen Public Housing
Region
Los Angeles Homeless Services
Government
Homelessness
Region
Authority
0
Non -homeless Special Needs
Los Angeles County Department
Non -Homeless Special Needs
of Mental Health
Governmen -
• Public Services
Region
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Responsible Entity
Responsible Entity Type
Role
Geographic Area Served
Los Angeles County Department
Government
Public Services
Region
of Public Health
A&
Los Angeles County Sheriffs
Non -Homeless Special Needs
DeDepartment
p
Government
Public Services
Jurisdiction
San Fernando Valley Council of
Regional Organization
Housing, Transportation, Homelessness
Region
Governments
Los Angeles Family Housing
Partner
Homelessness
Region
Village Family Services
Non-profit
Homelessness
Region
Bridge to Home
Non-profit
Homelessness
Jurisdiction
Family Promise of SCV
Non-profit
Homelessness
Jurisdiction
Village Family Services
Non-profit
Homelessness
Region
sry Structure
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
Assess of Strengths and Gaps in the Institutional Delivery System
The City works closely with a wide range of public and community social service agencies to meet and
address the various needs in the community as outlined in this Plan. The City primarily serves in a
coordinating role between these agencies, ensuring the resources and referrals are directed for the best
utility of network operators and residents receiving services. The City additionally created a homeless
coordinator/intern position, dedicated to facilitating the Homeless Task Force and increasing communication
amongst the various local homeless service providers.
Across the various institutions listed above, coordination is needed to both ensure that programs offered are
known by all relevant agencies, as well as to accurately assess the needs of residents and the system as a
whole. The organizations address a range of housing, community development, and social service issues
including tenants' rights; services for children, youth, seniors, and persons with disabilities; affordable
housing; job training; and the CDBG and HOME funding process.
Including coordinating efforts related to homelessness as discussed in subsequent sections, the City's
Community Development Department and specifically Planning Division considers all revisions and/or
updates to City housing policy, issues, and services, working within and beyond the City organization to
address community needs.
Availability of services targeted to homeless persons and persons with HIV and mainstream services.
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy
X
X
Legal Assistance
X
X
Mortgage Assistance
Rental Assistance
X
X
Utilities Assistance
X
X
Street Outreach Services
Law Enforcement
X
X
Mobile Clinics
X
X
Other Street Outreach Services
X
X
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Supportive Services
Alcohol & Drug Abuse
X
X
Childcare
X
Education
X
Employment and Employment
Training
X
X
Healthcare
X
X
HIV/AIDS
Life Skills
X
X
Mental Health Counseling
X
X
Transportation
X
Other
Other
Table 64 - Homeless Prevention Services Summary
Describe the extent to which services targeted to homeless person and persons with HIV and
mainstream services, such as health, mental health and employment services are made available to
and used by homeless persons (particularly chronically homeless individuals and families, families
with children, veterans and their families and unaccompanied youth) and persons with HIV within the
jurisdiction.
According to the 2022 Greater Los Angeles Homeless Count, there are an estimated 4-5 homeless persons
with HIV/AIDS residing in the City. There are several agencies in Santa Clarita which provide services
targeted to homeless persons, including chronically homeless, families with children, veterans, and
unaccompanied youth and those with HIV/AIDS.
Bridge To Home (BTH) conducts extensive outreach to the homeless in Santa Clarita and has a 60-bed
shelter. They are currently constructing a 92-bed facility on land donated by the City. There will be 60 beds
dedicated to individuals and 32 beds for families. Construction will be completed and BTH anticipates full
operation by the end of 2024. BTH provides a wide range of services to the homeless and those at -risk of
homelessness. Shelter, food services, personal care and hygiene, case management, life skills training, and
linkages to other services are provided on -site at their facility. BTH collaborates with other local public and
non-profit agencies to obtain mental health, physical health, and employment services to the homeless. The
Northeast Valley Health Corporation provides case management services for homeless individuals and
others living with HIV. These services are based out of the Van Nuys office, but they assist all LA County
residents. Residents of Santa Clarita learn of these services through the organization's mobile clinic.
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The Domestic Violence Shelter of the Santa Clarita Valley has nine beds for families with children who are
homeless due to fleeing domestic violence. Family Promise of Santa Clarita Valley currently has a transitional
housing facility which can house five families and is in construction on another transitional housing location
on land donated by the City. The new location will have five additional family units.
The City consistently uses its CDBG funds to fund services which address the needs of homeless persons,
including chronically homeless individuals and families, families with children, veterans and their families,
and unaccompanied youth. The City also collaborates with local public agencies, including Los Angeles
Homeless Service Authority (LAHSA), which is the lead authority to plan homeless services throughout the
region. The City maintains a network of non-profit agencies through its Homelessness Task Force.
Describe the strengths and gaps of the service delivery system for special needs population and
persons experiencing homelessness, including, but not limited to, the services listed above.
The City has a strong service delivery system, anchored by the Homelessness Task Force, which is a
coalition of governmental agencies, nonprofit partners, school districts, private sector partners, and faith -
based partners. The City also has staff with extensive experience in addressing the needs of the homeless
and providing homeless residents with linkages to local service providers. The City's continued strong support
for BTH and Family Promise SCV, which provides emergency housing and transitional housing, ensures that
a wide variety of services are available to homeless residents.
The biggest gap in the service delivery system is the lack of affordable permanent supportive housing. The
high cost of developing affordable housing is the most significant barrier to addressing this gap. The City
became a HOME Participating Jurisdiction in 2020 but receives only approximately $600,000 annually. The
City has determined that when sufficient HOME funds become available, they will invest those funds in the
development of new affordable rental housing units.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service
delivery system for carrying out a strategy to address priority needs.
The City has developed a strong institutional structure which includes a wide spectrum of partners and does
not believe there are significant gaps in the institutional structure. The City will continue to foster collaborative
ties with and between the agencies providing homeless, housing, and other social support services. In
addition to the services described earlier in this Con Plan, the City's Recreation and Community Services
Department directly provides accessible, affordable enrichment and recreation opportunities for youth and
families. Specific programs address the needs of at -risk youth, promote volunteerism, encourage healthy
lifestyles, and celebrate the community's cultural and family identity.
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SP-45 Goals Summary — 91.215(a)(4)
Sort
Start
End
Geographic
Order
Goal Name
Year
Year
Category
Area
Needs Addressed
Funding
Goal Outcome Indicator
Rehabilitation of
Improve, Maintain,
CDBG:
225 Homeowner
1
Owner -Occupied
2024
2028
Affordable Housing
N/A
and Expand
$1,912,500
Housing Rehabilitated
Homes
Affordable Housing
2
New Affordable Rental
2024
2028
Affordable Housing
N/A
Improve, Maintain,
and Expand
HOME:
5 Rental Units
Units
Affordable Housing
$2,698,639
Constructed
Improve Infrastructure
Non -Housing
Improve and Expand
1 Public Facility or
3
or Public Facilities in
Low-income
2024
2028
Community
Development
N/A
Public Facilities and
Infrastructure
CDBG:
$1,282,359
Infrastructure Activities
other than Low/Moderate
Neighborhoods
Income Housing Benefit
Non -Housing
Improve and Expand
2 Public Facility or
4
Remove Architectural
2024
2028
Community
N/A"
Public Facilities and
CDBG:
Infrastructure Activities
Barriers
Development
Infrastructure
$1,282,359
other than Low/Moderate
Income Housing Benefit
5
Homeless Outreach
2024
2028
Homeless
N/A
Services Addressing
Homelessness
Homelessness
CDBG:
$116,887
Homeless
6
Emergency Shelter
2024
2028
Homeless
N/A
Services Addressing
CDBG:
467 Homeless Person
Homelessness
$191,262
Overnight Shelter
Services Addressing
CDBG:
42 Homeless Person
7
Transitional Housing
2024
2028
Homeless
N/A
Homelessness
$74,375
Overnight Shelter
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2,218 Public Service
8
Supportive Human
2024
2028
Non -Homeless
N/A
Supportive Human
$401,858
Activities Other than
Services
Special Needs
Services
Low/Moderate Income
Housing Benefit
N/A
148 Public Service
9
Services to
2024
2028
Non -Homeless
Supportive Human
$174,362
Activities Other than
Disadvantaged Youth
Special Needs
Services
Low/Moderate Income
Housing Benefit
N/A,;_
CDBG-CV funds are
Services to Low
Non -Homeless
Addressing the
allocated and
10
Income Residents
2024
2028
Special Needs
Impact of Covid-19
N/A
accomplishments are
Impacted by Covid-19
reported in a prior year
Action Plan
10
Planning and
Planning and
N/A !
Planning and
$1,278,696
Planning and
Administration
Administration
Administration
Administration
Ir A Table 65 —Goals Summary
Goal Descriptions
Goal Name
Rehabilitation of Owner -Occupied Homes
1
Goal
Description
The City will increase, improve and maintain its supply of affordable housing for low- and moderate -income residents
through the rehabilitation of owner -occupied housing units.
Goal Name
Develop New Low Income Rental Units
2
Goal
Description
The City will increase, improve and maintain its supply of affordable housing for low- and moderate -income residents
through the construction new affordable housing units.
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Goal Name
Improve Infrastructure of Public Facilities in Low -Income Neighborhoods
Through various capital improvement projects, the City will improve and expand infrastructure and community facilities
3
Goal
that benefit low- and moderate -income neighborhoods and residents. These may include activities such as the removal
Description
of architectural barriers at government and other community facilities, assisting in the development of facilities for
seniors, and the improvement of public infrastructure in lower income areas.
Goal Name
Remove Architectural Barriers in Public Facilities or Infrastructure Sites
4
Goal
Through various capital improvement projects, the City will remove architectural barriers at government and other
Description
community facilities, or at infrastructure sites.
Goal Name
Homeless Outreach
5
Goal
The City will address homelessness by funding services which provide outreach to the homeless.
Description
Goal Name
Emergency Shelter
6
Goal
The City will address the needs of the homeless by funding services which provide emergency overnight housing for the
Description
homeless.
Goal Name
Transitional Housing
7
Goal
Description
The City will address the needs of the homeless by funding services which provide transitional housing.
Goal Name
Supportive Human Services
8
Goal
The City will provide supportive human services for low- and moderate -income persons in a wide variety of areas,
Description
including but not limited to childcare assistance and services for disadvantaged youth.
Goal Name
Services to Disadvantaged Youth
9
Goal
Description
The City will provide supportive human services for low- and moderate -income disadvantaged youth.
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Goal Name
Services to Address Residents Impacted by Covid-19
10
Goal
Using CDBG-CV funds, the City will provide services to lower income residents who have been impacted by Covid-19.
Description
Services will include those deemed most appropriate and needed at the time they are provided.
Goal Name
Planning and Administration
13
Goal
Description
The City will continue to effectively manage the CDBG, CDBG-CV, and HOME Programs
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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)
The City anticipates the development of five affordable housing units during the Con Plan period using HOME
funds. The City also estimates providing rehabilitation assistance to 225 owner -occupied housing units
owned by low- and moderate -income residents during this Con Plan period.
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SP-50 Public Housing Accessibility and Involvement — 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance
Agreement)
The only public housing complex in Santa Clarita is Orchard Arms, which is operated by the Los Angeles
County Development Authority (LACDA). In 2012, HACoLA completed a 504 Comprehensive Evaluation
Report for Orchard Arms. Improvements completed include:
• Modernization/bridge installation for full ADA accessibility
• Common area doors replaced with push button ADA accessible doors
• New elevators
Within LACDA's FY 2022 Proposed Annual Plan, LACDA has included recommendations from the 504
Compliance reports in its Capital Fund Five -Year plan. A new 504 Compliance Evaluation Report was
scheduled to be completed in 2021-2022 for all Public Housing Senior/Disabled developments; however,
data for this inspection at Orchard Arms is not yet available.
Activities to Increase Resident Involvements 4&0 1%
The City does not own or manage any public housing and therefore is not involved in activities to increase
resident involvement. The Housing Authority of the County of Los Angeles (HACoLA) owns and manages
the only public housing located in the City. HACoLA promotes residents' involvement through the Resident
Councils. The role of a Resident Council is to improve the 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. Resident Councils serve as the voice of the housing communities that elect them. They have their
individual priority programs and goals depending upon the demographics, needs, and aspirations of their
communities.
Is the public housing agency designated as troubled under 24 CFR part 902?
No 1% 1%
Plan to remove the `troubled' designation
N/A
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SP-55 Barriers to affordable housing — 91.215(h)
Barriers to Affordable Housing
There are public policies which are out of the City's control which can impact the cost of developing all
housing. These higher costs have a disproportionate impact on the development of affordable housing.
Lack of Affordable Housing Funds: The most critical barrier to building affordable housing is a lack of
funds. The City receives an average of $600,000 annually in HOME funds. These funds can be used to build
affordable housing, but the allocation is insufficient to fund it. CDBG funds may be used to acquire land for
affordable housing and for off -site improvements, but those costs are only a small fraction of the cost of
affordable housing.
Environmental Protection: State law (California Environmental Quality Act, California Endangered Species
Act) and federal law (National Environmental Protection Act, Federal Endangered Species Act) regulations
require environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.).
Costs resulting from the environmental review process are also added to the cost of housing. Furthermore,
opponents often use the CEQA process to block or delay housing development.
Physical and Environmental Constraints: A significant portion of the City is subject to development
constraints due to the presence of oak trees, flood zones, hillsides and ridgelines, or seismic hazards.
Hillsides, ridgelines, and floodplains must be protected from over -development in order to prevent erosion,
flooding, and damage from landslides. Preservation of significant oak trees is also defined in the General
Plan as a community goal because these trees are important biological resources. These constraints affect
the development of all housing, not just affordable housing.
Planning and Development Fees: Revenue from local development fees also contributes to the cost of
housing. They are used to create a suitable living environment through road maintenance, library and park
services, and safety contracts. Application processing fees in the City of Santa Clarita have been established
by Resolution to ensure adequate funds to meet these goals.
Davis -Bacon Prevailing Wages: A prevailing wage must be paid to laborers when local municipalities use
public funds to construct any public improvement, including affordable housing. The prevailing wage is
usually higher than competitive wages, raising the cost of housing production and rehabilitation activities.
Davis -Bacon, the federal wage act requirement, also requires the payment of higher than market -rate wages
when federal funds are used, which also adds to housing costs.
Build America, Buy America Act (BABA): BABA was passed in 2021 and adds significant purchasing
requirements when housing is built using federal funds. BABA has very limited situations in which higher
costs of covered goods can be considered. This results in higher costs for any affordable housing built with
federal funds.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City will pursue other funds with which to leverage HOME and CDBG funds in the development of
affordable housing units. The City is currently developing a Request for Qualifications for an affordable
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housing developer with whom to partner in identifying available land and other funding resources for
affordable housing development.
The City has worked diligently to ameliorate the effects of public policy on the development of affordable
housing and other residential developments. In May 2023, the City adopted an update to its Housing Element
for the 6th cycle covering 2021-2029 and submitted it to the State of California Housing and Community
Development Department (HCD). It was certified by HCD in August 2023.
The 2021-2029 Housing Element contains over 20 programs and policies designed to address the housing
needs for low- and moderate -income households and remove or ameliorate the negative effects of public
policies which serve as barriers to affordable housing. The implementing programs include, but are not limited
to: AmmoRobL,
• Identifying and maintaining a sufficient inventory of sites suitably zoned for housing at all income
levels.
• Offering incentives for projects which include affordable housing, including priority processing of
subdivision maps, expedited review of development applications, and modifications of
development requirements designed to reduce the projects overall cost.
• Developing a formal Request for Proposal process to encourage affordable housing developers
to submit viable affordable housing proposals.
• Prioritizing affordable housing funding (as available) for the development of extremely low-
income units.
• An Expedited Processing for Affordable Housing Projects program.
• Maintaining the existing Affordable Housing Density Bonus.
• Giving funding preference of housing subsidies to extremely low-income households in new
affordable development.
• Limiting code enforcement activities to those which pose an immediate threat to public health
and safety.
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SP-60 Homelessness Strategy — 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual
needs
The City has made addressing homelessness a high priority in the FY 2024-2028 Con Plan. During the Con
Plan period, CDBG funds will be used to address homelessness by funding agencies which outreach to the
homeless and assess their individual needs. The City's Code Enforcement Officers routinely conduct joint outreach
with Bridge to Home, one of the City's homeless services providers. These street teams reach out to individuals
in remote, hard -to -access areas of the City, to link the unhoused to service providers which offer them
resources. The Homelessness Task Force's Direct Services Subcommittee brings together local non-profit
homeless service providers to help coordinate their efforts, including individualized outreach to homeless
persons. These efforts are closely coordinated with a variety of CoC partners to ensure the person's needs
are met to the greatest capacity of the CoC system.
The City will continue to support Bridge to Home (BTH) and Family Promise SCV (Family Promise) to address
the needs of homeless persons and families. BTH conducts significant outreach to unsheltered homeless to
provide services and housing. Both agencies evaluate each person served to create a service plan which
addresses their individual needs. k66, "6 X_
LAHSA also 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 is located in SPA2 and will continue to collaborate with LAHSA and other local agencies in providing
services for homeless persons. VOLIAMMIF qqmmkk
Addressing the emergency and transitional housing needs of homeless persons
As part of the City's Con Plan priority to address homelessness, agencies who address the emergency and
transitional housing needs of the homeless population will continue to be supported. This support may include
public service funds to provide subrecipient grants, or capital funding to provide additional shelter or
transitional housing resources.
There are several agencies in Santa Clarita which provide services targeted to homeless persons, including
chronically homeless, families with children, veterans, and unaccompanied youth.
Bridge To Home (BTH) conducts extensive outreach to the homeless in Santa Clarita and has a 60-bed
shelter. They are currently constructing a 92-bed facility on land donated by the City. There will be 60 beds
dedicated to individuals and 32 beds for families. Construction will be completed and BTH anticipates full
operation by the end of 2024. BTH provides a wide range of services to the homeless and those at -risk of
homelessness. Shelter, food services, personal care and hygiene, case management, life skills training, and
linkages to other services are provided on -site at their facility. BTH collaborates with other local public and
non-profit agencies to obtain mental health, physical health, and employment services to the homeless.
Family Promise provides transitional housing which includes case management and the development of a
plan to move their residents into stable permanent housing. Staff are available around the clock to work
directly with the residents. The goal of the Family Promise program is to move residents into stable permanent
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housing. Family Promise is currently in construction on a second facility which will have room for five
additional families. Family Promise also provides motel vouchers for emergency housing when needed. BTH
works closely with Family Promise to move families from the shelter to transitional housing.
The Domestic Violence Shelter of the Santa Clarita Valley has nine beds for families with children who are
homeless due to fleeing domestic violence. Family Promise currently has a transitional housing facility which
can house five families and is in construction on another transitional housing location on land donated by the
City. The new location will have five additional family units.
Service providers in the area also partner with other groups, including faith -based groups for temporary
shelter on an individual basis. Some organizations, including Family Promise, operate motel voucher
programs as funds allow for temporary stays beyond the capacity of the interim house.
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.
Local homeless service providers utilize HMIS to transition unhoused persons and families from emergency
shelter to permanent housing. HMIS is used to connect unhoused individuals with available resources,
including interim and permanent shelter and relevant supportive services. This data is used to assist case
managers in assisting individuals and families out of homelessness. In addition to direct services like those
provided for participants in the Bridge to Home shelter, the City also supports local nonprofits that seek to
prevent individuals from becoming homeless in the first place by providing subsistence payments or other
training programs to assist with temporary setbacks and/or long-term developmental opportunities.
Specific needs of individual clients are unique and varied. The City and its partners work to address the full
scope of individuals' needs in order to prevent homelessness from occurring and to work towards rapidly
addressing their needs when homelessness does occur.
BTH provides emergency shelter as well as case management. Each person served is evaluated and a
personal care plan is developed which includes case management and linkages to other agencies who can
help the homeless move to stable permanent housing and avoid becoming homeless again. BTH is currently
expanding its facility to include an additional 33 beds for the homeless.
Family Promise provides transitional housing for families with children, which includes case management
and the development of a plan to move their residents into stable permanent housing. Staff are available
around the clock to work directly with the residents. The goal of the Family Promise program is to move
residents into stable permanent housing and avoid homelessness in the future. Family Promise currently has
an additional facility under construction which will have room for five additional families. BTH works closely
with Family Promise to move families from the shelter to transitional housing.
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The Domestic Violence Shelter of the Santa Clarita Valley has nine beds for families with children who are
homeless due to fleeing domestic violence. Family Promise of Santa Clarita Valley currently has a transitional
housing facility which can house five families and is in construction on another transitional housing location
on land donated by the City. The new location will have five additional family units.
The City will also continue to work with L.A. Family Housing to provide housing for individuals and families
and The Village Family Services to provide housing for unaccompanied youth.
Help low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families who are likely to become homeless after being discharged from a
publicly funded institution or system of care, or who are receiving assistance from public and private
agencies that address housing, health, social services, employment, education or youth needs.
Supportive Human Services has been identified as a priority in the FY 2024-2028 Con Plan. The City will use
CDBG funding to fund agencies that provide supportive services to non -homeless low-income individuals,
families, and households in the areas of mental and physical health, work readiness, education, life skills,
case management, and property rehabilitation. Emergency rent and utility assistance are also available
under the Supportive Human Services priority which helps low- and moderate -income residents avoid the
loss of their housing due to unforeseen circumstances.
The City will continue to coordinate with local publicly funded institutions and systems of care to ensure that
low-income individuals discharged from those institutions and systems of care are aware of the supportive
services available. The City's Homelessness Task Force helps agencies coordinate to identify and reach out
to residents who are receiving assistance from public or private agencies to ensure they receive any services
that the
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SP-65 Lead based paint Hazards — 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards.
During the FY 2024-2028 Con Plan period, the City will promote lead -hazard free housing and continue to
work to reduce lead -based paint (LBP) hazards to comply with 24 CFR Part 35. 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:
• Making information available 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 Housing Rights Center.
• Providing written information through one-on-one contact with contractors, building inspectors, code
enforcement officers, and the public at the City's Permit Center.
The City will also continue to encourage landlords to correct substandard conditions to minimize LBP
hazards, especially owners of units where children live. The City will continue to fund programs which assist
in correcting substandard conditions, which contribute to LBP hazards. For several years, the City has funded
the Handyworker Program operated by the Senior Center. This program will assist eligible homeowners with
both interior and exterior home repairs.
All staff involved in either of the programs above are required to complete the HUD Visual Assessment
Training. All homeowners who are approved for either grant received the most updated Environmental
Protection Agency's (EPA) Protect Your Family From Lead in Your Home pamphlet. When work which will
disturb paint in a pre-1978 home is needed, all repairs are conducted in accordance with HUD's Lead -Safe
Housing Rules and the City's policies and procedures. For each project in which lead -based paint may be
disturbed, testing, abatement, and clearance procedures are followed.
How are the actions listed above related to the extent of lead poisoning and hazards?
Statistically, the incidence of lead -based paint hazards in Santa Clarita is very low. Nationally, potential lead -
based paint hazards are estimated by multiplying the number of units built prior to 1980 by 75%. Using this
metric, the estimated number of units with lead -based paint hazards in Santa Clarita is 17,171 units (75
percent of 16,295 owner -occupied units built before 1980 and 75 percent of 6,599 renter -occupied units built
before 1980). Furthermore, approximately 17 percent of the owner -households and 21 percent of the renter -
households built before 1980 have children present. Therefore, the number of units with potential LBP
hazards and occupied by households with children is estimated at 3,110 units (2,078 owner -occupied units
and 1,032 renter -occupied units). The actions outlined above will sufficiently address the limited lead -based
paint hazards in Santa Clarita.
How are the actions listed above integrated into housing policies and procedures?
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The actions listed above are codified in policy for implementation of the Handyworker Program and Code
Enforcement Rehabilitation Programs, as well as established standard practices by Department of Public
Health.
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SP-70 Anti -Poverty Strategy — 91.2156f)
Jurisdiction Goals, Programs and Policies for reducing 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 works within its network of local and County resources to provide
assistance and services to low- and moderate -income residents, typically operating in a referral capacity,
and coordinating efforts where possible to allow for more efficient delivery of services.
During the Consolidated Plan period, the City will continue to implement a strategy to help poverty -level
families achieve economic independence and self-sufficiency. This strategy includes utilizing existing County
job training and social service programs, and supporting local agencies that host similar programs. The City
will allocate up to 15 percent of its CDBG funds annually 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. Several workforce training initiatives and programs are available to Santa Clarita
residents, including:
1. College of the Canyons: The City of Santa Clarita maintains an essential partnership with the
College of the Canyons (COC). The Small Business Development Center, Employee Training
Institute, and School of Personal and Professional Learning are co -located at COC and provide a
comprehensive one -stop location for business, employment, and training services. COC also houses
several workforce programs that foster talent in specific industries, including Fast Track, a program
that provides skills -based education for employment in aerospace and advanced manufacturing, and
the Strong Workforce Apprenticeship Group (SWAG), which allows companies to develop their own
talent in occupations in Cyber Security, Advanced Manufacturing, Allied Health, Logistics, and
Education.
2. America's Job Center of California — Santa Clarita: America's Job Center of California's mission
is to deliver equitable workforce services that empower people, communities, and businesses to
grow, succeed, and thrive in Los Angeles County. This mission is achieved through effective
workforce driven solutions that enhance and uplift local employers to create equitable economic,
social and environmental opportunities for self-sufficiency and success.
3. Valley Industry Association: The Valley Industry Association (VIA) of Santa Clarita has
represented business interests in Santa Clarita for more than 40 years and offers several business
resources, including the VIA Connecting to Success (CTS) Program. VIA CTS is a high impact
workforce preparation program in a business conference format. Over 100 volunteer mentors from
the business community lead students from local high schools through role-playing, case studies,
group discussions, and individual assessments to build workplace professionalism and the ability to
influence others as responsible adults.
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Many of the City's residents are traveling to neighboring cities for work, because there are not enough jobs
available in the City matching the skills of residents. To this end, the City is focused on creating a quality
jobs -housing balance, attracting companies in targeted industry sectors to ensure the needs of the
community and its residents are met. The City has targeted six main industry clusters for expansion:
Aerospace and Defense, Bioscience and Medical Devices, Advanced Manufacturing, Digital Media and
Entertainment, Information Technology, and Corporate Header Quarters and Professional Services. The
City's Economic Development Department will continue its efforts to aid the economic growth of the City,
which will continue to result in quality employment opportunities and support the overall economic health of
the City and its residents.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan?
In addition to the efforts described above, the City will allocate up to 15% of its CDBG funds annually to public
service agencies that offer supportive services for poverty -level families/individuals. Many of these agencies
also provide assistance with securing affordable housing, life skills training, mental health services, and case
management. NO 'N
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SP-80 Monitoring — 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out
in furtherance of the plan and will use to ensure long-term compliance with requirements of the
programs involved, including minority business outreach and the comprehensive planning
requirements
CDBG staff participates in an internal planning process to ensure that activities carried out by the City comply
with HUD regulations and are consistent with the Consolidated Plan and the Annual Action Plan. All City staff
working on CDBG-funded projects and programs will receive on -going training and supervision by staff
experienced in CDBG regulations and program administration. Before funding is proposed in the Annual
Action Plan, each project is evaluated for activity eligibility, compliance with a National Objective, and
compliance with any other required cross -cutting federal regulations. All CDBG-funded activities are subject
to internal auditing, annual program monitoring, and project reviews are conducted by City staff to ensure
consistency with the City's housing policies, General Plan, Zoning Code, and other policy and regulatory
documents.
When CDBG projects are carried out directly by the City, CDBG staff are part of the project team, participating
in the development of bid and contract documents, addressing issues related to eligibility of activities, and
attending progress meetings. All CDBG costs are evaluated and approved by CDBG staff prior to being
approved for payment.
In the execution of projects carried out by subrecipients, the City places strong emphasis on establishing
positive relationships and maintaining frequent contact. Each subrecipient enters into a City contract which
clearly defines City and HUD requirements. Reports are required from each subrecipient monthly or quarterly,
and invoices are not paid without thorough staff review of submitted reports.
All CDBG subrecipients are also subject to either a desk review or on -site monitoring visits based on the
HUD -required Risk Assessment process. All new programs are automatically subject to an on -site monitoring
visit. On -site monitoring visits include examination of source files and back-up documents to ensure
thoroughness, accuracy, and compliance with HUD regulations, including documentation that the assigned
National Objective is being met. Should any significant problems be discovered, further technical assistance
is offered, and additional monitoring visits are scheduled. This more intensive monitoring is continued until
all problems are resolved to the City's satisfaction. On -site monitoring visits will be reported in detail in the
CAPER reports. When staff determine that on -site monitoring visits are not necessary, a desk monitoring for
that program/activity will be conducted outlining performance and reporting standards. Desk monitoring
documentation will be sent to the subrecipient, and a copy will be kept in the project file.
Finally, the City fully complies with the U.S. Office of Management and Budget (OMB) regulations through
the submittal of all required audits, including the Single Audit. This audit requires the incorporation of the
Federal Financial Assistance Schedule, which identifies amounts and sources of all Federal funds. This report
is reviewed for completeness, accuracy, and compliance with applicable policies and regulations. Any
necessary reconciliation of municipal financial records is undertaken by the City's Finance Division and
auditors, to ensure that the financial information transmitted to HUD is correct and complete. Any errors or
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deficiencies in the financial management system are corrected and resolved by the City's CDBG Program
staff, Finance Division, and Department Budget Officer.
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2024-2025 ANNUAL ACTION PLAN
AP-15 Expected Resources — 91.220(c)(1,2)
Introduction
The FY 2024-2025 Action Plan is the first year of implementation of the FY 2024-2028 Con Plan. As of the
writing of this document, HUD had not informed the City of the amount of the actual FY 2024-2025 allocation.
Per HUD's guidance, the City is preparing this document using an estimate of the FY 2024-2025 CDBG
Entitlement based on prior year funding. The Action Plan made available during the public comment period
included a Contingency Plan which outlined how funding for each project would be adjusted once the actual
CDBG Entitlement allocations were announced.
Other housing and community development resources are currently available in the City of Santa Clarita.
They include:
HUD Section 8 Rental Assistance Program (through the Los Angeles County Development Authority)
State transportation funds
General funds A96, %0 N
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Anticipated Resources
Expected Amount Available Year 1
Expected
Amount
Available
Total
Remainder
Source
Annual
Program
Prior Year
of Con
Program
of Funds
Uses of Funds
Allocation
Income
Resources
Plan
Narrative Description
Acquisition
This is the first Action
public -
Admin and Planning
Plan for the 2024-
CDBG
federal
Housing
$1,504,349
$0
$226,502
$1,730,851
$6,000,000
2025 Con Plan
Public Improvements
period.
Public Services
Acquisition
This is the first Action
public -
Multifamily rental new
Plan for the 2024-
HOME
federal
construction
$628,73
$2,261,584
$2,890,319
$2,500,000
2025 Con Plan
New construction for
period.
ownership
Table 66 - Expected Resources — Priority Table
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
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 will seek out private, state, and local funds to leverage the use of CDBG and HOME funds whenever
possible. The City uses the maximum amount allowed (15%) of each year's CDBG entitlement funds to
provide grants to local non -profits who provide a variety of much -needed services to the low- and moderate -
income community as CDBG subrecipients. Each one of these subrecipients leverages the CDBG funds
received with other grant funding from other government agencies and private funds from donations and
fundraising efforts.
The City's CDBG-funded capital projects often include local general funds to leverage the CDBG funds which
are invested. The City has received HOME funds since 2020 and plans to use those funds to create new
affordable rental housing units. The HOME funds will be leveraged with local developer funds and with State
funds, which, depending on the final nature of the development, may include funds from the tax credit
program, Multifamily Housing Program, Affordable Housing and Sustainable Communities Program, Infill
Infrastructure Grant Program, or No Place Like Home Program.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be
used to address the needs identified in the plan.
The City does not currently have land which will be used to address needs identified in the Con Plan.
However, the City does plan to partner with an affordable housing developer to identify a location on which
.to develop affordable rental housing units. If a piece of City property is identified as appropriate for that use
it may be considered.
Discu;
See di;
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Goals Summary
Sort
Goal Name
Start
End
Category
Geographic
Needs Addressed
Funding
Goal Outcome
Order
Year
Year
Area
Indicator
1
Rehabilitation of
2024
2028
Affordable
N/A
Improve, Maintain, and
CDBG:
60 Homeowner
Owner -Occupied
Housing
Expand Affordable
$450,000
Housing
Homes
Housing
Rehabilitated
2
Develop New Low-
2024
2028
Affordable
NIA
Improve, Maintain, and
HOME:
2 Rental Units
Income Rental Units
Housing
Expand Affordable
$2,890,319
Constructed
Housing
3
Improve
2024
2028
Non -Housing
N/A
Improve and Expand
CDBG:
1 Public Facility or
Infrastructure or
Community
Public Facilities and
$754,329
Infrastructure
Public Facilities in
Development
Infrastructure
Activity Other
Low-income
1%
than
Neighborhoods
Low/Moderate
Income Housing
Benefit
4
Removal of
2024
2028
Non -Housing
N/A
Improve and Expand
CDBG: $0
N/A
Architectural Barriers
Community
Public Facilities and
in Public Facilities or
Development
Infrastructure
Infrastructure Sites
%o
5
Homeless Outreach
2024
2028
Homeless
N/A
Provide Services
CDBG: $55,006
200 Homeless
Addressing
Homelessness and
Homelessness
Prevention
No
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CITY OF SANTA CLARITA 2024-2028 CONSOLIDATED PLAN
6
Transitional Housing
2024
2028
Homeless
N/A
Provide Services
CDBG: $35,000
20 Homeless
Addressing
Person Overnight
Homelessness and
Shelter
Homelessness
Prevention
7
Supportive Human
Services
2024
2028
Non-
Homeless
NIA
Provide Supportive
Human Services
CDBG: $94,555
522 Public
Service Activities
Special Needs
Other than
Low/Moderate
Income Housing
Benefit
8
Services to
2024
2028
Non-
N/A
Provide Supportive
CDBG: $41,090
35 Public Service
Disadvantaged Youth
Homeless
Human Services
Activities Other
Special Needs
than
Low/Moderate
5t
Income Housing
.....
Benefit
9
Services to Address
2024
2028
Non-
NIA
Provide Supportive
CDBG-CV:
152 Public
Covid-19
Homeless
Human Services
$231,970
Service Activities
Special Needs
Other than
Low/Moderate
Income Housing
Benefit
10
Planning and
2024
2028
Planning and
'N/A
Planning and
CDBG:
Planning and
Administration
Administration
Administration
$300,870
Administration
CDBG-CV: $0
HOME: $0
Table 67 — Goals Summary
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Goal Descriptions
1
Goal Name
Rehabilitation of Owner -Occupied Homes
Goal Description
The City will increase, improve and maintain its supply of affordable housing for low- and moderate -income residents through the
rehabilitation of owner -occupied housing units.
2
Goal Name
Develop New Low Income Rental Units
Goal Description
The City will increase, improve, and maintain its supply of affordable housing for low- and moderate -income residents through the
construction new affordable housing units.
3
Goal Name
Improve Infrastructure of Public Facilities in Low -Income Neighborhoods
Goal Description
Through various capital improvement projects, the City will improve and expand infrastructure and community facilities that benefit low -
and moderate -income neighborhoods and residents. These may include activities such as the removal of architectural barriers at
government and other community facilities, assisting in the development of facilities for seniors, and the improvement of public
infrastructure in lower income areas.
4
Goal Name
Remove Architectural Barriers in Public Facilities or Infrastructure Sites
Goal Description
Through various capital improvement projects, the City will remove architectural barriers at government and other community facilities, or
at infrastructure sites.
5
Goal Name
Homeless Outreach
Goal Description
The City will address homelessness by funding services which provide outreach to the homeless.
6
Goal Name
Emergency Shelter
Goal Description
The City will address the needs of the homeless by funding services which provide emergency overnight housing for the homeless.
7
Goal Name
Transitional Housing
Goal Description
The City will address the needs of the homeless by funding services which provide transitional housing.
8
Goal Name
Supportive Human Services
Goal Description
The City will provide supportive human services for low- and moderate -income persons in a wide variety of areas, including but
not limited to childcare assistance and services for disadvantaged youth.
9
Goal Name
Services to Disadvantaged Youth
Goal Description
The City will provide supportive human services for low- and moderate -income disadvantaged youth.
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10
Goal Name
Services to Address Residents Impacted by Covid-19
Goal Description
Using CDBG-CV funds, the City will provide services to lower income residents who have been impacted by Covid-19. Services
will include those deemed most appropriate and needed at the time they are provided.
11
Goal Name
Planning and Administration
Goal Description
The City will continue to effectively manage the CDBG, CDBG-CV, and HOME Programs
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Projects
AP-35 Projects — 91.220(d)
Introduction
This Action Plan outlines the 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
2024 (July 1, 2024 through June 30, 2025) using CDBG and HOME funds.
Projects
#
Project Name
1
CDBG Planning and Administration MEW
2
Fair Housing Services
3
Case Management (Fostering Youth Independence)
4
Household Support (Family Promise of Santa Clarita Valley)
5
Mental Health Services (Single Mothers Outreach)
6
Project Special Children of the Valley (Carousel Ranch)
7
Ready to Work! (Carousel Ranch)
8
Intake Specialist (Bridge to Home SCV)
9
Community Access Services (Santa Clarita Valley Committee on Aging)
10
Handyworker Program (Santa Clarita Valley Committee on Aging)
11
Newhall Community Center Improvements (City)
12
HOME Affordable Housing Project (City)
Table 68 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.
The City will fund High Priorities in FY 2024-2025. These were identified through the public outreach process
and evaluation of past and present unmet needs in the community. The greatest obstacle to meeting
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underserved needs is the lack of funding. The groups with the greatest underserved needs identified in the
Con Plan include are the homeless, those at -risk of homelessness, the disabled, female -headed households,
and very low-income families.
The City allocates the maximum allowable funds (15 percent of the Entitlement allocation) to public services
each year. Despite this limited funding, the City is serving those groups with the greatest underserved needs
in FY 2024-2025. The City is a relatively new HOME Participating Jurisdiction and must bank HOME funds
until an adequate level can be accumulated to pursue an affordable housing project with an affordable
housing developer or Community Housing Development Organization (CHDO).
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AP-38 Project Summary
Information in this section contains the projects planned for FY 2024-2025 using CDBG Entitlement funds. CDBG-CV Programs are not listed here
since they were already authorized under an Amendment to the FY 2020-2021 Action Plan. As of the writing of this document, HUD had not informed
the City of the amount of the actual FY 2024-2025 allocation. Per HUD's guidance, the City is preparing this document using an estimate of the FY
2024-2025 CDBG Entitlement based on prior year funding. The Action Plan made available during the public comment period includes a Contingency
Plan (Attachment B) which outlines how funding for each project will be adjusted once the actual CDBG Entitlement allocations are announced.
Project Name
CDBG Planning and Administration
Target Area
N/A
Goals Supported
Provide Effective Management of CDBG, CDBG-CV, and HOME Programs
Improve, Maintain, and Expand Affordable Housing
Improve and Expand Public Facilities and Infrastructure
Provide Services Addressing Homelessness and Homelessness Prevention
Provide Supportive Human Services
Needs Addressed
Planning and Administration
Funding
CDBG: $275,870
Description
Planning and Administration
Target Date
6/30/2025
Estimate the number and type
N/A
of families that will benefit
from the proposed activities
Location Description
The CDBG program will be administered from Santa Clarita City Hall and will support the CDBG and HOME
programs citywide.
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Planned Activities
Funds will be used for general management, monitoring and oversight of the CDBG and HOME programs,
and the provision of fair housing services. In addition to general management activities, staff respond to
citizen inquiries and facilitate the services of local non-profit agencies.
2
Project Name
Fair Housing Services
Target Area
N/A
Goals Supported
Planning and Administration
Needs Addressed
Planning and Administration
Funding
CDBG: $25,000 ve
Description
CDBG administrative funds will be used for a contract with The Housing Rights Center to provide fair housing
services to the residents of Santa Clarita
Target Date
6/30/2025
Estimate the number and type
of families that will benefit
from the proposed activities
N/
Location Description
This program is administered by The Housing Rights Center and is available to residents City-wide.
Planned Activities
This program will provide fair housing information to renters and homeowners, landlords, lenders, and
developers. Fair housing complaints will be investigated, and litigation will be undertaken when appropriate.
Fair housing testing will also be conducted.
3
Project Name
Case Management (Fostering Youth Independence)
Target Area
N/A IW
Goals Supported
Provide Supportive Human Services
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Needs Addressed
Provide Assistance to Disadvantaged Young Adults
Funding
CDBG: $41,090
Description
CDBG will fund services for current and former foster youth to ensure the complete a post -secondary
education and achieve stability.
Target Date
6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
An estimated 35 youth will be assisted
activities
Location Description
This program is administered by Fostering Youth Independence and is available to residents City-wide.
Planned Activities
This program will provide assessment, case management, and advocacy for foster youth pursuing post-
secondary education. ;.
4
Project Name
Household Support (Family Promise of Santa Clarita Valley)
Target Area
N/A
Provide Services to At -Risk Households to Prevent Homelessness
Goals Supported
Provide Emergency Housing Nights to Homeless Individuals and Families
Provide Households with Transitional Housing
Needs Addressed
Provide Services Addressing Homelessness and Homelessness Prevention
Funding
CDBG: $35,000
Description
This program provides homeless and those at -risk of homelessness with case management, meals,
shelter, and short-term rental assistance.
Target Date
6/30/2025
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Estimate the number and
type of families that will
An estimated 20 individuals may be assisted.
benefit from the proposed
activities
Location Description
This program is administered by Bridge To Home and is available to individuals citywide.
Planned Activities
Supportive services to homeless and those on the brink of homelessness with case management, meals,
shelter and short-term rental assistance
5
Project Name
Mental Health Services (Single Mothers Outreach)
Target Area
N/A
Goals Supported
Provide Supportive Human Services to Lower Income Individuals and Families
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $30,000
Description
This program provides mental health services to single parents and their children.
Target Date
6/30/2025
Estimate the number and
type of families that will
An estimated 100 families may be assisted.
benefit from the proposed
activities.
Location Description
This program is administered by Single Mothers Outreach and is available to individuals citywide.
Planned Activities
Individual and group counseling, coordinated case management, provision of basic need supplies,
connection to housing services, and access to activities that build sustainability
6
Project Name
Project Special Children of the Valley (Carousel Ranch)
Target Area
N/A
Goals Supported
Provide Supportive Human Services to Lower Income Individuals and Families
Needs Addressed
Provide Supportive Human Services
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Funding
CDBG: $10,710
Description
This program will provide equestrian therapy scholarship for disabled children and adults.
Target Date
6/30/2025 ANNE
Estimate the number and
type of families that will
benefit from the proposed
An estimated 12 individuals with disabilities may be assisted.
activities
Location Description
This program is administered by Carousel Ranch located in Agua Dulce and is available to disabled
individuals citywide.
Provide equestrian therapy services to low- and moderate -income disabled children and adults to help
Planned Activities
improve 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 be able to participate in other circumstances.
7
Project Name
Ready to Work! (Carousel Ranch)
Target Area
N/A
Goals Supported
Provide Assistance to Disadvantaged Young Adults
Needs Addressed
Provide Supportive Human Services
Funding
CDBG: $13,385
Description
This program will provide scholarships to Severely Disabled Adults to participate in a job readiness
program.
Target Date
6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
An estimated 10 severely disabled adults may be assisted.
activities
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Location Description
This program is administered by Carousel Ranch located in Agua Dulce and is available to severely
disabled adults citywide.
Planned Activities
Provide classes in job readiness skills, as well as job search assistance, and on -going support to ensure
the participants are successful.
8
Project Name
Intake Specialist (Bridge To Home)
Target Area
N/A
Goals Supported
Provide Outreach Services to Homeless Individuals
Provide Services Addressing Homelessness and Homelessness Prevention
Needs Addressed
Provide Emergency Housing Nights to Homeless Individuals and Families
Funding
CDBG: $55,006
Description
This program pays for staff to conduct intake and assessment for those individuals experiencing
homelessness.
Target Date
6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
An estimated 200 homeless individuals may be assisted.
activities
_ 1.
Location Description
This program is administered by Bridge To Home and is available to homeless persons citywide.
The Intake Specialist will conduct outreach and initial assessment for those individuals experiencing
Planned Activities
homelessness. Those assessed will be provided case management, connected with the Bridge To Home
shelter services, and services from other providers.
9
Project Name
Community Access Services (Santa Clarita Valley Committee on Aging)
Target Area
N/A
Goals Supported
Provide Supportive Human Services to Lower Income Individuals and Families
Needs Addressed
Provide Supportive Human Services
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Funding
CDBG: $40,460
Description
This program provides Comprehensive Assessments to adults 50 years -of -age and older to assess their
housing and social service needs.
Target Date
6/30/2025
Estimate the number and
type of families that will
An estimated 400 individuals may be assisted.
benefit from the proposed
activities
Location Description
This program is administered by Santa Clarita Valley Committee on Aging and is available to age -eligible
individuals citywide.
Provide adults 50 years of age or older with comprehensive assessment to determine their needs for
Planned Activities
meals, assistance completing forms and documents, housing referral, financial counseling and advocacy.
Services will be provided or appropriate referrals to other agencies will be made.
10
Project Name
Handyworker Program (Santa Clarita Valley Committee on Aging)
Target Area
N/A
Goals Supported
Rehabilitation of Owner -Occupied Homes
Needs Addressed
Improve, Maintain, and Expand Affordable Housing
Funding
CDBG: $450,000
Description
This program provides rehabilitation services to help low-income homeowners maintain the safety and
habitability of their homes.
Target Date
6/30/2025
Estimate the number and
type of families that will
benefit from the proposed
An estimated 60 low/mod homeowners may be assisted.
activities
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Location Description
This program is administered by Santa Clarita Valley Committee on Aging and is available to homeowners
citywide.
Planned Activities
The program will assess the needs of the low-income homeowner and provide minor housing rehabilitation
services which may include plumbing, electrical, roofing, HVAC, and other minor repairs. Program staff or
contractors will complete the needed repairs.
11
Project Name
Newhall Community Center Improvements (City)
Target Area
N/A
Goals Supported
Improve Infrastructure or Public Facilities in Lower Income Areas
Needs Addressed
Improve and Expand Public Facilities and Infrastructure
Funding
$754,329
Description
Funds will be used to improve provide repairs and improvements to the Newhall Community Center.
Target Date
6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
An estimated 13,880 households will benefit.
Location Description
TBD
Planned Activities
Repairs and improvements of the 23-year-old Community Center to retain the ability to serve the low/mod
community.
12
Project Name
HOME Affordable Housing Project (City)
Target Area
N/A
Goals Supported
Provide Decent and Affordable Housing
Needs Addressed
Improve, Maintain, and Expand Affordable Housing
Funding
HOME: $2,890,319
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This funding will be used to acquire land for affordable housing development. The City will be actively
Description
pursuing partner opportunities with Community Housing Development Organizations (CHDOs) for
affordable housing development.
Target Date
6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
Acquire land to construct affordable housing to benefit one household
activities
Location Description
To be determined
Planned Activities
Release NOFA, combining FY 20-21, 21-22, 22-23, 23-24, and 2024-2025 HOME allocations, to purchase
land for affordable housing development.
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AP-50 Geographic Distribution — 91.220(o
Description of the geographic areas of the entitlement (including areas of low-income and minority
concentration) where assistance will be directed
The City believes that the needs of the low- and moderate -income community exist City-wide. There is no
plan to allocate FY 2024-2025 CDBG funds geographically, however, some subrecipients may locate their
offices and service locations in areas most accessible to low- and moderate -income neighborhoods to be
accessible to their clients living in those areas. The City has not determined the way in which HOME funds
will be used to provide affordable housing and will consider whether a geographic priority is appropriate at
the time a plan is formulated.
Geographic Distribution
Target Area I Percentage of Funds
N/A 0%
Table 69 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
In the City of Santa Clarita, areas of low-income concentration tend to be smaller, pocket areas spread
throughout the City. The City believes that making Public Services and the Handyworker Program available
city-wide is the best way to ensure the largest number of eligible residents can access the services. As noted
above, a HOME Project has not yet been identified. When it is, the City will evaluate the effectiveness of
targeting specific areas for those activities.
Discussion
See discussion above. This subcommittee has been focusing efforts on identifying mental health services
and substance use disorder services for those individuals who are at -risk or experiencing homelessness,
with an overall goal to streamline service delivery and maximize overall impact.
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AFFORDABLE HOUSING
AP-55 Affordable Housing — 91.220(g)
Introduction
The City has limited resources with which to address affordable housing. The City will use CDBG funds to
support housing rehabilitation a through the Handyworker Program which is expected to provide minor
rehabilitation assistance to 60 households. These funds are allocated to qualified low/mod income
homeowners on a first -come, first -served basis. HOME funds will be allocated to a project in FY 2024-2025
for the development of affordable housing.
One Year Goals for the Number of Households to be Supported
Homeless
0
Non -Homeless
0
Special -Needs
0
Total
0
Table 70 - 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
2
Rehab of Existing Units
60
Acquisition of Existing Units
0
Total
62
lie 71- One Year Goals for Affordable Housing by Support Type
Discu;
As outlined in AP-75, many other programs funded by the City, and in collaboration with other government
agencies contribute to low and moderate -income residents obtaining and maintaining stable affordable
housing.
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AP-60 Public Housing — 91.220(h)
Introduction
Actions planned during the next year to address the needs to public housing.
Orchard Arms is the only public housing located in the City. It is owned by the County of Los Angeles and is
managed by the Housing Authority of the County of Los Angeles (HACoLA). This 183-unit apartment project
serves the low-income elderly. Elevators and covered pathways between buildings were added in the past
couple of years to improve accessibility. The units are in good condition, and there are no substandard units
or rehabilitation needs at the facility.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership.
HACoLA encourages the participation of public housing residents though Resident Councils. Orchard Arms
has an active Resident Council. The role of a Resident Council is to improve the quality of life and residential
satisfaction in self-help initiatives to enable residents to create a positive living environment for individuals
and families living in public housing.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance.
IM h.
The Housing Authority of the County of Los Angeles (HACoLA) is not considered troubled.
Discussion
See di;
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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 is located in the Service Planning Area 2 (SPA2)
and will continue to collaborate with LAHSA and other local agencies in providing services for homeless
persons.
In June 2022, the City updated the Community Plan to Address Homelessness. This document lays out
concrete policies to confront the challenges of a growing unhoused population. The City designed the plan
to align local resources, both in the non-profit and private sectors, with Los Angeles County investments. The
plan facilitated strategic planning sessions among local stakeholders and led to the creation of the Community
Task Force on Homelessness (Task Force) - a city -led committee dedicated to streamlining communication,
enhancing information sharing, and coordinating projects.
The Task Force is comprised of service providers, government agencies, faith -based organizations, and
schools - each member participates in one of the four Task Force sub -committees: 1) Advocacy and
Coordination of Resources, 2) Direct Services 3) Prevention, and 4) Housing. The Task Force meets
periodically to coordinate action -items related to the plan's priorities including developing a year-round
emergency shelter, increasing affordable housing options, enhancing mental health services, and
streamlining information sharing and opportunities for collaboration.
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 Homelessness Task Force's Direct Services subcommittee brings together local non-profit homeless
service providers to help coordinate their efforts, including outreach to the homeless. This subcommittee has
been focusing efforts on identifying mental health services and substance use disorder services for those
individuals who are at -risk or experiencing homelessness, with an overall goal to streamline service delivery
and maximize overall impact. During FY 2024-2025, CDBG funds will be used to address homelessness by
funding agencies which outreach to the homeless and assess their individual needs. During the Action Plan
period, CDBG funds will be used to address homelessness by funding agencies which outreach to the
homeless and assess their individual needs as shown below:
• Family Promise — All clients seeking services complete an intake and assessment process that is
used to create an individualized plan with weekly goals. Agency services include emergency
housing, case management, linkages to agencies with other critical services, and transitional
housing.
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• Bridge to Home — Homeless clients complete an intake and assessment process that is used to
create individualized case management plans. Clients are linked with other agencies and
organizations who can provide services which support the goals set in the client's case management
plan.
The City's Code Enforcement Officers routinely conduct joint outreach with Bridge to Home, the City's
homeless services provider. These street teams reach out to individuals where they are, often in remote,
hard -to -access areas of the City, in order to link the unhoused service providers. These efforts are closely
coordinated with a variety of CoC partners to ensure the person's individual needs are assessed to the
greatest capacity of the CoC system.
Addressing the emergency shelter and transitional housing needs of homeless persons.
Bridge to Home (BTH) operates a homeless shelter in the Santa Clarita Valley. It is currently housed in
modular buildings in an industrial area, and previously was situated in the Newhall Community Center during
the COVID-19 pandemic. These temporary locations have allowed BTH to continue providing shelter to the
homeless population, while they constructed a new year-round homeless shelter at 23027 Drayton Street.
The City donated the land upon which the new shelter is being constructed, and additionally provided $2
million to the General Fund to support construction costs. The new shelter is almost finished with construction.
It will replace the modular buildings and add 33 additional beds for families with children.
Family Promise of Santa Clarita Valley currently has a transitional housing facility which can house five
families and is in construction on another transitional housing location which will have five additional family
units, one for emergency housing and four designed for transitional housing. The Domestic Violence Shelter
of the Santa Clarita Valley has nine beds for families with children.
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 collaborates with Bridge to Home and Family Promise to provide services which assist the homeless
make the transition to stable permanent housing and ensure they do not become homeless again. Both
agencies will be funded with CDBG in FY 2024-2025.
• Bridge to Home provides homeless case management and life -skills which target the chronically
homeless population. Participants are identified and/or referred for services by community partners,
local churches, and schools. Bridge to Home partners with other local programs as appropriate and
works with transitional housing and low-income permanent housing sources to help the homeless
transition to the most appropriate housing.
Family Promise provides services for homeless persons which includes emergency housing, case
management, eviction prevention, and transitional housing. Participants are identified and/or referred
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for services by the homeless shelter, community partners, local churches, and schools. Participants
also receive life skills training offered on a variety of topics and assistance/tools needed to overcome
barriers to employment.
In addition, Fostering Youth Independence will be funded with CDBG in FY 2024-2025. Often, when their
foster youth and former foster youth clients begin to receive services, they are couch surfing or living in their
cars. Fostering Youth Independence provides case management to help these youth obtain and retain
permanent housing. The youth are assisted with any issues which might lead to them becoming homeless
again.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster care
and other youth facilities, and corrections programs and institutions); or, receiving assistance from
public or private agencies that address housing, health, social services, employment, education, or
youth needs
Many projects being funded through CDBG in FY 2024-2025 will address issues that can potentially lead to
homelessness. Addressing education, housing stability, mental health, job readiness, and other supportive
services helps individuals and families obtain and retain stable housing.
• Carousel Ranch will be funded to provide job readiness skills to severely disabled adults so that they
can find jobs and obtain the financial resources to stay stability housed.
• Fostering Youth Independence will be funded to provide case management, support services, life
skills training, and housing assistance to foster youth and former foster youth. Foster youth have one
of the highest rates of homelessness. Supporting them in their effort to gain an education and
establish stable housing helps them avoid homelessness.
• Single Mothers Outreach will be funded to provide case management, including mental health
services, to single parents and their children. Untreated mental illness is a significant factor in
becoming homeless. Providing these families with mental health services helps them avoid
homelessness.
• The Santa Clarita Valley Senior Center will be funded to provide Community Access Services to
assist individuals over 50 years of age with all aspects of housing. Each individual will receive a
comprehensive assessment to determine housing needs. They are then provided with a wide array
of housing -related services, which help them maintain independent living in the least restrictive
manner possible and avoid homelessness.
CDBG-CV
Since its inception in FY 2020-2021, the City has allocated significant CDBG-CV funding to projects which
assist families with childcare, mental health, and stable housing which contributes to avoiding homelessness
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caused by the effects of the pandemic.
Discussion
See discussion above.
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AP-75 Barriers to affordable housing — 91.2206f)
Introduction
The main barriers to the development of affordable housing are high development costs and a lack of funds.
Santa Clarita is a desirable city in which to live, and the high demand for market -rate housing drives land
costs up. Construction costs, which were already high, have risen dramatically since the start of the
pandemic. Santa Clarita also has physical constraints such as slopes, ridgelines, flood zones, and high fire
zones, which can add significantly to construction costs.
State law (California Environmental Quality Act, California Endangered Species Act) and federal law
(National Environmental Protection Act, Federal Endangered Species Act) regulations require environmental
review of proposed affordable housing developments. While environmental review is an important and
necessary component of development which benefits the community, the costs of the environmental review
process also increase the cost of affordable housing.
One source of affordable housing funding is HOME funds. The City became a HOME Participating
Jurisdiction in 2020 and receives approximately $600,000 annually. The City also receives CDBG Entitlement
funds, but there are constraints on how CDBG funds may be used in an affordable housing project. CDBG
may not be used for affordable housing construction but may be used as a source for land acquisition and
site improvements. The City has a limited amount of local housing funds which may be used as well. Even
with these resources, the City will need to seek out other funds in order to build affordable rental units.
While developing new affordable housing is important, it is equally important to maintain existing affordable
housing. Activities that the City plans to undertake in FY 2024-2025 to help maintain existing affordable
housing include: 1%, IL \0
• Funding the Handyworker Program which provides owner -occupied minor rehabilitation services.
The Handyworker Program targets low- and moderate -income homeowners and provides repairs to
condominiums, mobile homes, and single-family homes, thus preserving the affordable housing
stock.
• Administering Santa Clarita Municipal Code (SCMC) 6.02 and 6.04 to protect residents in mobile
home parks. Mobile 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 2024-2025 to foster and maintain
this critical resource for affordable housing:
o Manufactured Home Park Rent Adjustment Procedures Ordinance (SCMC 6.02) -
Adopted in 1991, and most recently updated in 2017, this City Ordinance protects
manufactured home park residents from unreasonable rent increases and provides an
appeal process.
o Manufactured Home Parks - Change in Use Ordinance (SCMC 6.04) - Adopted in 1991,
and most recently updated in 2015, this City Ordinance establishes specific
requirements for compensation to mobile home park residents in the event of mobile
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home park closures.
• Funding a contract with The Housing Right Center. Fair housing issues are affordable housing
issues since violations of fair housing law disproportionally impact low- and moderate -income
residents. The City updated its Analysis of Impediments to Fair Housing Choice (AI) report concurrent
with the preparation of the Consolidated Plan. The Al identifies any potential impediments to fair
housing in Santa Clarita and establishes a Fair Housing Action Plan that outlines.
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. ARNMRW
In May 2023, the City adopted an update to its Housing Element for the 6th cycle covering 2021-2029 and
submitted it to the State of California Housing and Community Development Department (HCD). It was
certified by HCD in August 2023. As part of the development of the 2021-2029 Housing Element, the City
evaluated local zoning with the intent to encourage affordable housing. The City also reassessed land use
policies, development standards and procedures for facilitating housing development, and established goals,
policies, and programs for housing production and preservation for the eight -year planning period.
The 2021-2029 Housing Element contains over 20 programs and policies which address the housing needs
for low- and moderate -income households and remove or ameliorate the negative effects of public policies
which serve as barriers to affordable housing. The implementing programs include, but are not limited to:
• Identifying and maintaining a sufficient inventory of sites suitably zoned for housing at all income
levels.
• Offering incentives for projects which include affordable housing, including priority processing of
subdivision maps, expedited review of development applications, and modifications of
development requirements designed to reduce the projects overall cost.
• Developing a formal request for proposal process to encourage affordable housing developers
to submit viable affordable housing proposals.
• Prioritizing affordable housing funding (as available) for the development of extremely low-
income units.
• Offering expedited processing for affordable housing projects.
• Maintaining the existing Affordable Housing Density Bonus program.
• Giving funding preference of housing subsidies to extremely low-income households in new
affordable development.
• Limiting code enforcement activities to those which pose an immediate threat to public health
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and safety.
Discussion
See discussion above.
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AP-85 Other Actions — 91.220(k)
Introduction
Priority needs established in the FY 2024-2028 five-year Consolidated Plan, which forms the basis for
establishing objectives and outcomes in the FY 2024-2025 Action Plan, are as follows:
High Priority
• Improve, Maintain, and Expand Affordable Housing
• Improve and Expand Facilities and Infrastructure in Lower Income Areas
• Provide Services to Address Homelessness and Homelessness Prevention
• Provide Supportive Human Services
• Address the Impact of Covid-19 on Lower Income Residents
• Planning and Administration
Actions planned to address obstacles to meeting underserved n
Those residents with the greatest underserved needs are the homeless, those at -risk of homelessness, the
disabled, female -headed households, and very low-income families. The greatest obstacle to meeting
underserved needs is a lack of funding. Nevertheless, the City will use FY 2024-2025 CDBG funds to assist
all of these underserved needs by funding the programs which are described in detail in section AP-38.
CDBG-CV funds do not have the same 15% limit for social service type programs. The City has used and
plans to continue to use up to 80% of the CDBG-CV funds to address the needs of those impacted by the
pandemic, which include the homeless, those at -risk of homelessness, the disabled, female -headed
households, and very low-income families for those impacted by the pandemic.
Because CDBG and CDBG-CV funds are not sufficient to meet underserved needs, the City also provides
general fund grants to local non -profits to provide services to City residents in the areas of arts and community
services. Grants awarded in FY 2023-2024 included but were not limited to, a housing readiness program for
the homeless, life skills enhancement for low- and moderate -income residents, and dance therapy for single
parents and their children — all addressing underserved needs.
Actions planned to foster and maintain affordable housing
The City will foster and maintain affordable housing by using FY 2024-2025 CDBG funds to provide a grant
to the Santa Clarita Committee on Aging for the Handyworker Rehabilitation Program. Through this grant a
total of $450,000 in CDBG funds will be used to assist low- and moderate -income homeowners to address
accessibility issues and unsafe conditions in their homes. These activities are expected to provide
rehabilitation assistance to 60 households.
The City plans to release a Request for Proposals to engage an affordable housing developer with whom to
partner on the development of new affordable housing. The acquisition of land will be funded with the City's
HOME funds and possibly with City developer funds. CDBG funds may be used for acquisition and site
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improvement. The City will also seek additional funding from other sources such as tax credits or State Multi -
Family Housing grants.
The City will also continue to encourage developers, non-profit organizations, and other interested parties to
develop new affordable units and will support non -City applications for development funds through the
California Tax Credit Allocation Committee (CTCAC) and the State of California.
Actions planned to reduce lead -based paint hazards.
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:
• Making information available 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 Housing Rights Center.
• Providing written information through one-on-one contact with contractors, building inspectors, code
enforcement officers, and the public at the City's Permit Center.
• Providing homeowners who have been cited for code violations involving the disturbance of paint on
a pre-1978 home with information on lead -based paint hazards as part of the citation package. If
cited homeowners do not have the resources to pay for the paint abatement work they are referred
to a CDBG-funded agency which can provide grants to low-income homeowners to meet the
abatement requirement using lead -safe work practices.
• In FY 2024-2025, the City will fund the Handyworker Program operated by the Senior Center. This
program will assist low-income homeowners to correct substandard conditions, which contribute to
lead -based paint (LBP) hazards. All applicants eligible for services through the Handyworker
Program will receive the most updated version of the Environmental Protection Agency's (EPA)
Protect Your Family From Lead in Your Home pamphlet. When a property built before 1978 is
approved for grant -funded repairs that may disturb LBP, an inspection test is ordered. If containment
and/or abatement are necessary, a contractor certified in lead -safe work practices by the State of
California is used.
Actions planned to reduce the number of poverty -level families.
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. A branch of Los Angeles County's America's Job Center is located in Santa Clarita and
provides no -cost job training assistance, interview training, and specialized services for marginalized
populations like the disabled and those exiting institutional settings. The programs are designed to increase
employment marketability, household income and housing options, thereby reducing the number of families
in poverty.
The City will allocate fifteen percent of CDBG funds to public service agencies that offer supportive services
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in the fight against poverty, as detailed earlier in this Action Plan. In addition, other special community benefit
needs are also addressed through the Community Services Grant Program by providing funding to various
local agencies using General Funds.
In FY 2024-2025, the City's Economic Development Department will continue to efforts to aid the economic
growth of the City, which will continue to result in quality employment opportunities and support the overall
economic health of the City and its residents. To this end, the City is focused on creating a quality jobs -
housing balance, attracting companies in targeted industry sectors to ensure the needs of the community
and its residents are met. The City has targeted six main industry clusters for expansion: Aerospace and
Defense, Bioscience and Medical Devices, Advanced Manufacturing, Digital Media and Entertainment,
Information Technology, and Corporate Header Quarters and Professional Services. The City's Economic
Development Department will continue its efforts to aid the economic growth of the City, which will continue
to result in quality employment opportunities and support the overall economic health of the City and its
residents.
AW 'NoActions planned to develop institutional structure''
The City has developed a strong institutional structure which includes a wide spectrum of partners as outlined
in SP-40 of the Con Plan and does not believe there are significant gaps in the institutional structure. These
partnerships include frequent interactions across the organizations, as well as more formal collaboration
efforts, including meetings organized through the San Fernando Valley Council of Governments (SFVCOG)
and L.A. Family Housing. low Amhb.� No
In 2018, the City created its Homeless Task Force, bringing together governmental agencies, nonprofit
partners, school districts, private sector partners, and faith -based partners together to increase collaboration
and work together to address homelessness. The Homeless Task Force prepares and works towards a bi-
annual Action Plan, which details specific goals for the Homeless Task Force to accomplish, including
increasing coordination among the agencies, increasing services provided for specific sectors, including
youths and those with mental health needs, and evaluating ways to integrate with and expedite the process
towards permanent housing. The Homeless Task Force is currently comprised of 30+ organizations and
meets quarterly, with subcommittees focusing on specific sections of the Action Plan typically meeting
monthly.
In addition, the City's Recreation and Community Services Department directly provides accessible,
affordable enrichment and recreation opportunities for youth and families. Specific programs address the
needs of at -risk youth, promote volunteerism, encourage healthy lifestyles, and celebrate the community's
cultural and family identity. Reduced -fee or no -fee options are available to low- and moderate -income
residents.
In FY 2024-2025, the City will continue to collaborate with local non-profit advocacy groups and other County,
State, and federal organizations to meet and address the various needs of the community. The following non-
profit organizations will receive CDBG funding in FY 2024-2025 to provide the services noted:
• Single Mothers Outreach will provide case management services, including mental health
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counseling, to single parents.
• Fostering Youth Independence will provide case management services to current and former foster
youth.
• Bridge To Home will be funded to provide outreach services to the homeless in the community.
• Carousel Ranch will be funded for two programs. One to assist disabled children and adults with
equestrian therapy and one to provide a job -skills program to severely disabled adults.
• Santa Clarita Valley Senior Center will serve lower income homeowners in two different programs:
necessary minor home repairs through the Handyworker Program and addressing code enforcement
violations through the Property Rehabilitation Program.
• Santa Clarita Valley Senior Center will also assist residents over 50 years of age with comprehensive
assessments, assistance with forms and applying for services, and referrals for housing, financial
counseling, and advocacy.
• Family Promise will provide case management to homeless families with children. As needed, they
will provide temporary and transitional shelter.
The City will also provide seven CDBG-CV grants in FY 2024-2025 as shown below:
• Fostering Youth Independence to provide a safe study place for foster youth.
• Santa Clarita Boys & Girls Club and the Santa Clarita Valley Family YMCA will provide childcare
scholarships to families impacted by the pandemic.
• Family Promise of Santa Clarita Valley will provide emergency assistance to families at -risk of
homelessness due to the pandemic.
• Avenues for Supported Living will be funded to provide transportation of their disabled clients to job
training, appointments, and community activities.
• Salvation Army will be funded to provide rent and utility assistance for individuals and families at risk
of homelessness due to the pandemic.
Single Mothers Outreach will receive funds to acquire equipment for virtual learning and virtual
mental health services
The City also utilizes the services of North Los Angeles County Volunteer Center, a local non-profit agency.
The North Los Angeles County Volunteer Center programs services include coordinating volunteer
opportunities for individuals and the administration of the City's Court Referral Program.
Actions planned to enhance coordination between public and private housing and social service
agencies
The City's Community Development Department manages all housing -related projects, programs, and
functions. Community Development includes an administration component and is comprised of the Planning,
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Community Preservation, and Building and Safety Divisions. The CDBG and HOME programs are managed
through the Community Development Department which allows for better communication and a more
coordinated effort to address the issues affecting the low- and moderate -income residents of the City. The
three Divisions work together to support 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.
As noted in the preceding section, the City's Community Task Force on Homelessness is partnership of 30+
agencies and non -profits which meet monthly and whose goals are to increase coordination among the
agencies, increase services provided for specific sectors, including youths and those with mental health
needs, and evaluate ways to integrate with and expedite the process towards permanent housing.
In FY 2024-2025, the City plans to coordinate with a number of social service agencies as subrecipients
receiving CDBG funds.
Actions that the City will undertake during the next year to enhance coordination between public and private
housing, health, and social service agencies include: %16
• Continuing to collaborate with Bridge To Home to support the expanded permanent shelter.
• Coordination with the Los Angeles County Development Authority 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
LBP hazards. 4#P%k X Ao"%bbih, 1W
• Using CDBG funds to contract with The Housing Rights Center to provide fair housing services and
landlord/tenant complaint and mediation services to the residents of the City of Santa Clarita.
• Working with the Los Angeles Homeless Service Agency (LAHSA) to provide homeless shelter and
services. 111A7
Discussion
See discussion above.
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PROGRAM SPECIFIC REQUIREMENTS
AP-90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction
Of the City's FY 2024-2025 CDBG allocation, twenty percent (20%) is being allocated for eligible planning
and administration activities, which will also include a fair housing services contract. These activities are not
subject to the low- and moderate -income benefit requirements. Of the remaining 80 percent (80%) of the
CDBG allocation, one hundred percent (100%) will be used to benefit low- and moderate -income persons.
The City does not anticipate generating any program income during FY 2024-2025.
Community Development Block Grant Program (CDBG) - Reference 24 CFR 91.220(I)(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. %6, AS I%k
1. The total amount of program income that will have been received before the start of the next program year
and that has not yet been reprogrammed $0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the
priority needs and specific objectives identified in the grantee's strategic plan. $0
3. The amount of surplus funds from urban renewal settlements
$0
The amount of any grant funds returned to the line of credit for which the planned use has not been included
in a prior statement or plan $0
5. The amount of income from float -funded activities
Total Program Inc(
Other CDBG Require
The amount of ur,
$0
$0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of
low- and moderate -income. Overall Benefit - A consecutive period of one, two or three years may
be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit
persons of low- and moderate -income. Specify the years covered that include this Annual Action
Plan. 100.00%
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HOME Investment Partnership Program
Reference 24 CFR 91.220(1)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205
is as follows:
The most likely use of HOME funds will be for the acquisition of land to build affordable rental units.
However, since a specific project has not yet been identified, the expected use of HOME funds may
change. CDBG funds, local funds, or other grant funds may be used in the future project. HOME funds
will be used in the manner allowed for in the applicable statutes and regulations, as will any other funds
used for future project. Other funds will be used to leverage HOME funds to the greatest extent possible.
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 24 CFR 92.254, is as follows:
Since no specific project has been determined, the City does not currently have written guidelines for the
resale of recapture of HOME funds. When the future project is identified, the City will develop resale and
recapture guidelines consistent with 24 CFR 92.254.
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:
Since no specific project has been determined, the City does not currently have written guidelines for the
resale of recapture of HOME funds. When the future project is identified, the City will develop resale and
recapture guidelines consistent with 24 CFR 92.254.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required
that will be used under 24 CFR 92.206(b), are as follows:
There are no plans to use HOME funds to refinance existing debt secured by multifamily housing which
has been rehabilitated. If in the future the City wants to use HOME funds in this way, they will develop
refinancing guidelines consistent with 24 CFR 92.206 (b)
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with
special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(I)(2)(vii)).
The City does not plan to use HOME funds for a TBRA activity. If in the future the City plans to use
HOME funds for a TBRA activity they will develop a description of the preference for persons with special
needs or disabilities consistent with 24 CFR 92.209(c)(2)(i) and CFR 91.220(I)(2)(vii)).
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific
category of individuals with disabilities (e.g. persons with HIVIAIDS or chronic mental illness) will
narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services
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received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(I)(2)(vii)).
Not applicable
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR
92.253(d)(3) and CFR 91.220(I)(2)(vii)). Note: Preferences cannot be administered in a manner that
limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR
5.105(a).
The most likely use of HOME funds will be for the acquisition of land to build affordable rental units.
However, since a specific project has not yet been identified, the expected use of HOME funds may
change. When a project is determined, the City will apply any preference or limitations consistent with
24 CFR 92.253(d)(3) and CFR 91.220(I)(2)(vii)).
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APPENDIX A - OUTREACH ACTIVITIES
Proofs of Publication
- Notice of 30-Day Public Comment Period and Public Hearing — Adoption of the 2024-2028
Consolidated Plan and FY 2024-2025 Action Plan
Public Comments Received
- no public comments were received.
Outreach Documentation
- Community Needs Assessment Survey
- In -Person Community Outreach
Agency Outreach
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APPENDIX B - MAPS
B-1
APPENDIX C - CONTINGENCY STRATEGY
Contingency Strategy to Address the Late Release of
FY 2024-2025 CDBG Entitlement and HOME Funding
The City of Santa Clarita (City) is an Entitlement Grantee for Community development Block Grant (CDBG)
Entitlement funds and Home Investment Partnerships Act (HOME) funds awarded by the U.S. Department
of Housing and Urban Development (HUD). As of the development and approval of the 2024-2028
Consolidated Plan and the FY 2024-2025 Annual Action Plan (Plan), HUD has not yet released the
Entitlement allocations for CDBG or HOME funding for FY 2024-2025. Through CPD Notice 24-01 HUD
provided guidance on how to move forward with the Plan development and approval using estimated
allocations and a Contingency Strategy which outlines how changes will be made to the Plan if the actual FY
2024-2025 entitlement allocations for CDBG or HOME is more or less than the estimate.
Proposed Contingency Strategy for CDBG Entitlement Funds
Decrease in FY 2024-2025 Funding 'Nhh'-A&
• Reduce funding for Administration to the percentage of the overall reduction to remain under the
funding cap
• Fund The Housing Rights Center using Administration funds at the originally proposed amount
• Decrease the originally proposed funding for Public Service programs at an equal percentage
to the amount allowed by the Public Services cap.
• Fund Senior Center — Handyworker Program at the originally proposed amount
• Allocate remaining funding to Newhall Community Center Improvements
Increase in FY 2024-2025 Funding
• Increase the Administration funding to the maximum allowable to remain under the funding cap
• Fund The Housing Rights Center using Administration funds at the originally proposed amount
• Increase funding for all Public Services at an equal percentage to the amount allowed by the
Public Services cap
• Fund Senior Center Handyworker Program at the originally proposed amount
• Allocate remaining funding to Newhall Community Center Improvements
Proposed Contingency Strategy for HOME Funds
The City does not have any Activities planned for HOME funds in the FY 2024-2025 Action Plan. The
City does not plan to use any HOME Administrative funds in FY 2024-2025. Therefore, the HOME
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Project reflected in the Con Plan will be adjusted up or down based on any increase or decrease in
HOME funding.
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APPENDIX D - WAIVER DOCUMENT
Waiver of Requirements at
24 CFR 570.200 (h) for Community Development Block Grants Program (CDBG) and
24 CFR 92.212 (b) for Home Investment Partnerships Act Program (HOME)
The City is a Grantee for CDBG and HOME funding from the Department of Housing and Urban Development
(HUD). The regulations at 24 CFR 570.200(h) define the effective date of a Grantee's agreement for CDBG
or HOME funds as the program year start date or the date that the Action Plan is received by HUD, whichever
is later. This effective date is the date on which the City may begin to incur costs related to the operation of
the FY 2024-2025 program year.
Due to delay in the adoption of the federal budget, the City's Action Plan the City's effective date could extend
significantly past July 1, 2024 which is the start date of the City's FY 2024-2025 program year for CDBG and
HOME funds. This would mean that the City would be unable to incur costs for those programs, resulting in
a delay in the start of the FY 2024-2025 program year, and a gap in the provision of CDBG and HOME funded
services to residents of the City.
In CPD Notice 24-01, HUD has provided options for the City to incur costs prior to the effective date.
Therefore, in accordance with HUD's issuance of CPD Notice 24-01 and the HUD memo issued on
December 12, 2023, both regarding the waiver of the requirements at 24 CFR 570.200 (h) for the Community
Development Block Grants Program (CDBG) and 24CFR 92.212 (b) for the Home Investment Partnerships
Act Program (HOME), the City of Santa Clarita is certifying that it will use those waivers in its CDBG and
HOME program, and further certifies that:
1. The costs incurred prior to the CDBG and HOME grant awards are necessary for efficient and
timely performance of the activity in question;
2. The costs are for eligible activities under the regulations for the CDBG and HOME programs;
3. The City has complied with all other requirements for pre -award costs under the regulations for the
CDBG and HOME programs or as described in CPD Notice 24-01;
4. The activity for which costs will be incurred is included in the FY 2024-2025 Action Plan; and
5. The City has completed its citizen participation process by including in its files a written, dated
summary of citizen participation comments received on its Plan, pursuant to 24 CFR 91.105(b)(5)
or 91.115(b)(5) as applicable.
Per 24 CFR 570.200 (h)(1)(ii), the City must advise citizens of the extent to which incurring pre -award costs
may affect future grants. This might include activities being disallowed and funds returned to HUD if the
activities do not meet the applicable regulations. The City therefore certifies:
That the Citizen Participation process will be undertaken in a timely manner and will include all
required notices, public comment periods, and public hearings;
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2. That all activities undertaken will be eligible activities meeting a HUD -required National Objective;
and
3. That the City will follow the requirements at 24 CFR 58 to ensure that all environmental
compliance documentation is completed in a timely manner. Further, that the City will not take any
actions that would have an adverse environmental impact or limit the choice of reasonable
alternatives.
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