City of Sacramento 2008-2012 Consolidated Plan Lead Agency Sacramento Housing and Redevelopment Agency 630 I Street Sacramento, CA 95814 GENERAL......................................................................................................1 Executive Summary...................................................................................1 Strategic Plan...........................................................................................1 1. Mission..........................................................................................1 2. Resources Available.........................................................................2 General Questions.....................................................................................3 1. Geographic Areas............................................................................3 2. Basis for Allocating Investments........................................................4 3. Obstacles to Meeting Underserved Needs............................................7 Managing the Process (91.200 (b))..............................................................7 1. Lead Agency...................................................................................7 2. Plan Development Process................................................................7 3. Consultations..................................................................................8 Citizen Participation (91.200 (b))................................................................8 1. Summary of Citizen Participation Process............................................9 2. Summary of Efforts to Broaden Participation.......................................10 3. Comments Accepted.......................................................................11 Institutional Structure (91.215 (i)).............................................................15 1. Institutional Structure.....................................................................16 2. Strengths and Gaps in Delivery System.............................................17 3. Strengths and Gaps in Public Housing Delivery System........................17 Priority Needs Analysis and Strategies (91.215 (a))......................................17 1. Basis for Assigning Priorities.............................................................17 2. Obstacles to Meeting Underserved Needs...........................................18 Monitoring (91.230).................................................................................18 Lead-based Paint (91.215 (g))...................................................................19 1. Number of Housing Units with Lead-Based Paint Hazards.....................20 2. Action to Evaluate and Reduce Lead-Based Paint Hazards.....................20 HOUSING.....................................................................................................22 Housing Needs (91.205)...........................................................................22 1. Estimated Housing Needs................................................................22 2. Disproportionate Need by Racial/Ethnic Group....................................24 Priority Housing Needs (91.215 (b))............................................................25 1. Priority Housing Needs....................................................................25 2. Influence of Housing Market on Priorities...........................................25 3. Basis for Assigning Priorities.............................................................26 4. Obstacles to Meeting Underserved Needs...........................................26 Housing Market Analysis (91.210)..............................................................26 1. Characteristics of Housing Market.....................................................26 2. Assisted Housing Units....................................................................30 3. Influence of Housing Market on Funding Allocations.............................31 Specific Housing Objectives (91.215 (b)).....................................................31 1. Priorities and Objectives..................................................................31 2. Use of Federal, State, and Local Resources.........................................32 Needs of Public Housing (91.210 (b))..........................................................33 1. Needs of Public Housing..................................................................33 Public Housing Strategy (91.210)...............................................................34 1. Public Housing Agency Strategy.........................................................34 2. Actions to Encourage Public Housing Resident Involvement in Management and Participation in Homeownership..................................................35 3. “Troubled” Public Housing Agency......................................................35 Barriers to Affordable Housing (91.210 (e) and 91.215 (f))............................36 1. Potential Public Policy Barriers to Affordable Housing...........................36 2. Strategies to Remove Barriers to Affordable Housing............................37 HOMELESS...................................................................................................39 Homeless Needs (91.205 (b) and 91.215 (c))...............................................39 1. Homelessness in the Sacramento County...........................................39 Priority Homeless Needs............................................................................42 1. Homeless Priorities.........................................................................42 2. Priorities for Chronically Homeless Persons.........................................43 Homeless Inventory (91.210 (c))...............................................................43 1. Inventory of Homeless Facilities and Services.....................................43 Homeless Strategic Plan (91.215 (c))..........................................................45 1. Homelessness Strategy...................................................................46 2. Chronic Homelessness Strategy........................................................46 3. Homelessness Prevention................................................................47 4. Institutional Structure.....................................................................48 5. Discharge Coordination Policy...........................................................49 Emergency Shelter Grants (ESG)................................................................50 COMMUNITY DEVELOPMENT...........................................................................50 Community Development (91.215 (e))........................................................50 1. Priority Non-Housing Community Development Needs..........................51 2. Basis for Establishing Priorities.........................................................51 3. Obstacles to Meeting Underserved Needs...........................................51 4. Specific Long-Term and Short-Term Community Development Objectives...................................................................................................51 Antipoverty Strategy (91.215 (h))..............................................................52 1. City Efforts....................................................................................52 2. Other Economic Development Efforts by SHRA....................................53 3. Extent Strategy Will Reduce Poverty..................................................54 Low income Housing Tax Credit (LIHTC) Coordination (91.315 (k)).................54 NON-HOMELESS SPECIAL NEEDS....................................................................54 Specific Special Needs Objectives (91.215)..................................................54 1. Priorities and Specific Objectives.......................................................54 2. Use of Federal, State, and Local Resources.........................................55 Non-homeless Special Needs (91.205 (d) and 91.210 (d)) Analysis (including HOPWA).................................................................................................55 1. Non-Homeless Special Needs Groups.................................................56 2. Priority Non-Homeless Special Needs.................................................57 3. Basis for Assigning Priorities.............................................................57 4. Obstacles to Meeting Underserved Needs............................................57 5. Supportive Housing Facilities and Services..........................................57 6. HOME and Other Tenant-Based Rental Assistance................................57 Housing Opportunities for People with AIDS (HOPWA)...................................58 1. Planned Use of HOPWA Funds...........................................................58 2. Output Goals for Households to be Assisted........................................59 3. Housing Facility Projects..................................................................60 4. Geographic Distribution of Funds......................................................60 5. Lead Jurisdiction’s Role in Consultation and Monitoring........................61 6. Certifications Relevant to the HOPWA Program....................................62 Specific HOPWA Objectives........................................................................62 1. Leveraging of Resources..................................................................62 OTHER NARRATIVE.......................................................................................62 List of Tables 1 Top Ten Specifics Needs for City Respondents..............................................14 2 Top Five Housing Needs for Renter/Owner Respondents................................14 3 Top Three Needs for Senior Respondents.....................................................14 4 Top Three Needs for Respondents with Disabilities........................................15 5 Housing Characteristics.............................................................................27 6 Housing Age – 2000.................................................................................27 7 Housing Stock Deficiencies – 2000..............................................................27 8 Median Housing Prices – April 2007............................................................28 9 Licensed Care Facilities – City of Sacramento...............................................29 10 Applicants on Housing Choice Voucher and Public Housing Waiting List by Household Type – City and County of Sacramento........................................33 List of Attachments A Maps B Plans and Initiatives Consulted C Community Outreach Effort D Housing Needs Table E Non-Homeless Special Needs (HOPWA) Table F Community Development Needs Table G Housing Market Analysis Table H List of Assisted Housing Units I List of Public Housing Units J Continuum of Care Homeless Population and Subpopulation Table K Non-State Grantee Certifications L Questionnaire for HUD’s Initiative on Removal of Regulatory Barriers Acronyms and Abbreviations ADA Americans with Disabilities Act ADDI American Dream Downpayment Initiative AMI Area Median Income CARE Comprehensive AIDS Resources Emergency CDBG Community Development Block Grant CHAS Comprehensive Housing Affordability Strategy CLPP Childhood Lead Poisoning Prevention Program CLPPP Sacramento County’s Childhood Lead Poisoning Prevention Program CoC Continuum of Care CPS Child Protective Services CSA Community Service Areas CSUS California State University Sacramento DH Decent Housing DHA County Department of Human Assistance DHHS Department of Health and Human Services EMD Environmental Management Department EMSA Eligible Metropolitan Statistical Areas EO Economic Opportunities ESG Emergency Shelter Grant FSS Family Self-Sufficiency GSF Grow Sacramento Fund H.O.P.E. Homeless Outreach Partnership Effort HACS Housing Authority of the County of Sacramento HDC State Department of Housing and Community Development HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome HMIS Homeless Information Management Information System HOME HOME Investment Partnership Program HOPWA Housing Opportunities for Persons with AIDS HUD U.S. Department of Housing and Urban Development IDIS Integral Disbursement and Information System LBP lead-based paint LIHTC Low-Income Housing Tax Credit M/WBE Minority/Women Business Enterprise NAACP National Association for the Advancement of Colored People NAHA National Affordable Housing Act PDPR Planning Director’s Plan Review PERT Psychiatric Emergency Response Team PHA Public Housing Agency PHDEP Public Housing Drug Elimination Program RAB Resident Advisory Board SCCB Sacramento County and Cities Board on Homelessness SETA Sacramento Employment and Training Agency SHRA Sacramento Housing and Redevelopment Agency SL Suitable Living Environment SMUD Sacramento Metropolitan Utility District SRO Single Room Occupancy TANF Temporary Assistance for Needy Families TOD Transit-Oriented Development Five-Year Strategic Plan This document includes Narrative Responses to specific questions that grantees of the Community Development Block Grant, HOME Investment Partnership, Housing Opportunities for People with AIDS and Emergency Shelter Grants Programs must respond to in order to be compliant with the Consolidated Planning Regulations. GENERAL The Consolidated Plan is a planning document that identifies the City of Sacramento’s overall housing and community development needs, and outlines a strategy to address those needs. Key components of the Plan are identifying community needs, prioritizing those needs for funding purposes, and proposing solutions to meet those needs in the context of the Consolidated Plan. Input from City residents and needs identified by service, providers, City staff, and elected officials are essential sources of information for this Consolidated Plan. Executive Summary The Executive Summary for the Consolidated Plan is presented as a separate document for public review. Strategic Plan 1. Mission The City of Sacramento (City) is adopting a five-year Consolidated Plan for Fiscal Years 2008-2012 (covering January 1, 2008 through December 31, 2012). Preparation of the Consolidated Plan is guided by the following goals: • Develop, preserve, and finance a continuum of affordable housing opportunities. • Revitalize low- and moderate-income neighborhoods to create healthy and sustainable communities. • Promote equal housing opportunities. • Support efforts to develop/complete the Continuum of Care System for the homeless through the provision of emergency shelters, transitional housing, and supportive housing services. • Provide community and supportive services for low- and moderate-income persons and those with special needs, including the homeless and persons living with HIV/AIDS. • Eliminate blight and promote economic development opportunities. • Implement effective and efficient management practices to enhance customer service and project delivery. 2. Resources Available The Strategic Plan focuses on activities to be funded with the five entitlement grants (CDBG, HOME, ADDI, ESG, and HOPWA) from HUD: • Community Development Block Grant (CDBG): The primary objective of this program is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low- and moderate-income. Funds can be used for a wide array of activities, including: housing rehabilitation; homeownership assistance; lead-based paint detection and removal; construction or rehabilitation of public facilities and infrastructure; removal of architectural barriers; public services; rehabilitation of commercial or industrial buildings; and loans or grants to businesses. • HOME Investment Partnership Program (HOME): The HOME program provides federal funds for the development and rehabilitation of affordable rental and ownership housing for low- and moderate-income households. HOME funds can be used for activities that promote affordable rental housing and homeownership by low- and moderate-income households, including: building acquisition; new construction and reconstruction; moderate or substantial rehabilitation; homebuyer assistance; and tenant-based rental assistance. • American Dream Downpayment Initiative (ADDI): The ADDI program provides downpayment and closing cost assistance to first-time homebuyers. • Emergency Shelter Grant (ESG): The ESG program provides homeless persons with basic shelter and essential supportive services. ESG funds can be used for a variety of activities, including: rehabilitation or remodeling of a building used as a new shelter; operations and maintenance of a facility; essential supportive services; and homeless prevention. • Housing Opportunities for Persons with AIDS (HOPWA): The HOPWA program provides grant funds to design long-term, comprehensive strategies for meeting the housing needs of low- and moderate-income people living with HIV/AIDS. HOPWA funds can be used for acquisition, rehabilitation, or new construction of housing, rental assistance and related supportive services. The City of Sacramento is the recipient of HOPWA funds on behalf of Sacramento, El Dorado, Placer, and Yolo counties. However, by agreement between the City and the County, the County Department of Human Assistance (DHA) administers the HOPWA funds. HUD allocates CDBG, HOME, ADDI, ESG, and HOPWA funding to eligible jurisdictions on a formula base, using factors such as population, income distribution, and poverty rate. For FY 2008 (January 1, 2008 through December 31, 2008), the City’s Consolidated Plan estimated funding allocations are: • CDBG - $6,000,000 • HOME - $3,000,000 • ADDI - $57,000 • ESG - $250,000 • HOPWA - $770,000 Total allocation from the Consolidated Plan programs for FY 2008 is estimated at $10 million. General Questions 1. Describe the geographic areas of the jurisdiction (including areas of low-income families and/or racial/minority concentration) in which assistance will be directed. 2. Describe the basis for allocating investments geographically within the jurisdiction (or within the Eligible Metropolitan Statistical Areas (EMSA) for HOPWA) (91.215(a)(1)) and the basis for assigning the priority (including the relative priority, where required) given to each category of priority needs (91.215(a)(2)). Where appropriate, the jurisdiction should estimate the percentage of funds the jurisdiction plans to dedicate to target areas. 3. Identify any obstacles to meeting underserved needs (91.215(a)(3)). Five-Year Strategic Plan General Questions response: 1. Geographic Areas The City of Sacramento is located in the southern end of Sacramento Valley where the Sacramento and American Rivers meet. The State capital and the County seat are located in the City of Sacramento. The State Department of Finance estimated the City’s population at 467,343 as of January 1, 2007. The City of Sacramento is divided into eight city council districts (see Executive Summary) and was divided four Neighborhood Service Areas (NSAs): Central and Eastern Sacramento, Southwestern Sacramento, Southeastern Sacramento, and Sacramento North of the American River. In August of 2007, the geographic focus of the Neighborhood Services Department was realigned generally to be consistent with the city council district boundaries. Consolidated Plan citizen outreach was conducted within the previous configuration of the four Neighborhood Service Areas which are described below (see Figure 1 in Attachment A): • Central and Eastern Sacramento (NSA 1): This Neighborhood Service Area includes Central City and Eastern Sacramento. The area is roughly bounded by the Sacramento River to the west, the American River to the north, and Highway 50 to the south. This area includes the State Capitol as well as Alkali Flat, which was the first neighborhood established in the City. • Southwestern Sacramento (NSA 2): This area runs south from Highway 50 in the north to the City boundary and is bordered by the American River to the west and portions of Highways 160 and 99 to the east. This area includes Land Park, Airport-Meadowview, and the Pocket areas. This area also includes the Sacramento Executive Airport, which has undergone substantial growth and development over the last ten years. • Southeastern Sacramento (NSA 3): This Neighborhood Service Area includes the East Broadway and South Sacramento areas (City portion). It is bounded by Highway 50 in the north, South Watt Avenue in the east, and portions of Highway 160 and Stockton Boulevard in the west. The City limits form its southern and eastern boundary. This area also includes the diverse neighborhoods of Oak Park (City portion), Curtis Park, and Tahoe Park. • Sacramento North of the American River (NSA 4): The boundary for this area starts at the American River and spans north to the City’s boundary along portions of Elkhorn Boulevard and Ascot Avenue. This area includes North Natomas (City portion), South Natomas, Northgate, and Arden-Arcade (City portion). It also includes the community of Del Paso Heights. Minority Concentrations Areas with concentrated minority residents may have different needs, particularly in areas where recent immigrants tend to reside. Figure 2 in Attachment A show City census tracts that have 51 percent or more minority population. Figure 2 indicates that minority populations were not concentrated in any one specific area of the City, but were widely dispersed. Low- and Moderate-Income Concentrations Figure 3 in Attachment A highlights census tracts in the City that have 51 percent or more low- and moderate-income population.1 As shown in Figure 3, most areas of low-and moderate-income concentration are located in the Central City area (in NSA 1), in the southern portion of the Airport-Meadowview area (in NSA 2), in the South Sacramento and East Broadway areas in the southeast (in NSA 3), and North Sacramento north of the American River (in NSA 4). CDBG, HOME, ADDI, ESG, and HOPWA funds will be used throughout the City based on requirements of the funding programs, as well as nature and extent of needs. While projects and programs will target low- and moderate-income and minority populations, they will not necessarily be limited geographically to areas where these populations are concentrated. The Sacramento Housing and Redevelopment Agency (SHRA) encourages deconcentration of low- and moderate-income households by providing housing opportunities in areas with a mix of income levels. New housing projects may also be located near jobs, transportation and/or services. 2. Basis for Allocating Investments National objectives and performance outcomes established by HUD are the basis for assigning priorities to needs for which funding may be allocated. The national objectives are to develop viable urban communities by the following: • Providing decent housing; • Providing a suitable living environment; and 1 An “extremely low-income” household earns less than 30 percent of the area median income (AMI). A “low-income” household earns from 30 to 50 percent of AMI. A “moderate-income” household earns from 50 to 80 percent of AMI. “Low- and moderate-income” households, as used in this Consolidated Plan, refer to households at all three income levels mentioned here. • Expanding economic opportunities, principally for low- and moderate-income persons. Performance outcomes are grouped into the following three categories: • Availability and accessibility; • Affordability; and • Sustainability. Every program, project, or activity must meet at least one of the three objectives and one of the three performance outcomes. Based on the community input received, needs analysis provided by various agencies, and the housing and community needs assessment, the City recommends the following approach for next five years: • Housing Strategy HOME and ADDI funding will be spent on increasing supply of affordable rental housing (substantial rehabilitation and new construction), while continuing homeowner assistance programs. CDBG funding will focus on housing preservation through code enforcement and affirmatively furthering fair housing. • Homeless Strategy ESG funds will be used to provide homeless facilities and services, complementing the City’s overall effort in providing a Continuum of Care for the homeless using Supportive Housing Grants and competitive funding sources. • Community Development Strategy The Consolidated Plan proposes that public infrastructure funds be focused on fewer, but larger projects in low- and moderate-income neighborhoods. The goal is to create a concentration of activity for strategic and visible impact that deliver greater efficiencies and effectuate positive changes within the community. Community Services ranked high in the citizen outreach process, however, discretionary funding from CDBG for these services is limited to 15 percent of entitlement funding. Other funding categories may be used to meet multiple needs identified under community services. One example is the Emergency Repair and Accessibility Grant Program (ERP-A). It is a housing activity but also serves many disabled and elderly individuals whose needs are specifically identified within the needs study. Furthermore, pubic facility or public improvement funding can sometimes be used to benefit special populations such as a community center serving seniors and youth. Likewise, infrastructure funding can be used for accessibility improvements meeting special needs and those of the broader community. • HOPWA funds will be devoted to providing housing for persons living with HIV/AIDS. Consolidated Plan activities will be aligned strategically with the City’s General Plan’s vision and guiding principles, adopted by the City Council on November 22, 2005. (A short description of each plan/initiative consulted is contained in Attachment B.) The Consolidated Plan also uses other adopted policies as guiding principles for investment in housing and public infrastructure and community facilities. Other documents considered include the City Strategic Plan, Area Community Plans, the City’s Parks and Recreation Master Plan, the Five-Year Capital Improvement Program, and the 2003 Housing Element. The technical reports for the City’s General Plan update were also consulted, as well as Smart Growth and transit- oriented development (TOD) principles. Priority needs levels have been assigned to various housing and community development needs according to the following HUD criteria: • High Priority: Activities to address this need are expected to be funded with Consolidated Plan program funds by the City during the five-year period. • Medium Priority: If Consolidated Plan program funds are available, activities to address this need may be funded by the City during the five-year period. • Low Priority: The City will not directly fund activities using Consolidated Plan program funds to address this need during the five-year period. However, the City may support applications for public assistance by other entities if such assistance is found to be consistent with this Plan. • No Such Need: The City finds there is no need for such activities or the need is already substantially addressed. The City will not support applications for public assistance by other entities for activities where no such need has been identified. Through outreach efforts, the City received valuable input to help prioritize funding for community facilities, community services, homeless facilities and services, housing, economic development, and public improvements. Priorities were assigned based upon the urgency of the need and existing gaps in services and facilities. The specific priorities for the City are included in the following sections of this document: • Housing priorities – Priority Housing Needs, pages 23-24 • Homeless priorities – Priority Homeless Needs, pages 36-37 • Community development priorities – Community Development Needs, pages 43-44 • Non-homeless special needs priorities – Priority Housing Needs and Community Development, pages 23-24 and 43-44 In all cases, funded projects and programs must demonstrate that they will be able to serve a minimum of 51 percent low- and moderate-income persons or households. Furthermore, established policy gives priority to housing projects that provide units affordable to and occupied by households with extremely low-incomes. 3. Obstacles to Meeting Underserved Needs One of the main obstacles to meeting underserved needs is the availability of funding. The availability of funding from both federal and State sources is a primary determinant in the ability of the local jurisdictions to address identified needs. Federal funding of housing and community development programs has been reduced in recent years, and more reductions are anticipated in the future. Another obstacle, as discussed later in the Housing Market Analysis section, is the generally high cost of housing and the provision thereof in Sacramento, which increases the difficulty of meeting affordable housing needs. As described in the Barriers to Affordable Housing section, a third obstacle is ordinances and regulations that could limit the provision of housing for low- and moderate-income households and special needs groups. Managing the Process (91.200 (b)) 1. Lead Agency. Identify the lead agency or entity for overseeing the development of the plan and the major public and private agencies responsible for administering programs covered by the consolidated plan. 2. Identify the significant aspects of the process by which the plan was developed, and the agencies, groups, organizations, and others who participated in the process. 3. Describe the jurisdiction’s consultations with housing, social service agencies, and other entities, including those focusing on services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. * Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and other jurisdictions must assist in the preparation of the HOPWA submission. Five-Year Strategic Plan Managing the Process response: 1. Lead Agency This Consolidated Plan was prepared by the Sacramento Housing and Redevelopment Agency (SHRA), a Joint Powers Authority created as a public agency by the City and County of Sacramento in 1973. SHRA is the lead public agency and public developer for the City of Sacramento and the County of Sacramento regarding affordable housing, public housing, and redevelopment projects. Specifically, SHRA administers the CDBG, HOME, and ADDI funds within the City of Sacramento and serves as the lead agency in coordinating the preparation of the Consolidated Plan, annual Action Plan, and consolidated reporting. Sacramento County’s Department of Human Assistance administers both the HOPWA and ESG programs on behalf of the City of Sacramento. 2. Plan Development Process Significant aspects of the Consolidated Plan development process included meetings with representatives from City staff, as well as agencies and organizations that serve City residents. These meetings helped generate priority needs levels for various community development, housing, homeless, and economic development needs. The development of the Consolidated Plan also included active citizen and agency participation, as described later in the Citizen Participation section. 3. Consultations As part of the Consolidated Plan development process, federal regulations include the requirement that a jurisdiction consult extensively with community service providers, other jurisdictions, and other entities with a potential interest in or knowledge of that jurisdiction’s housing and non-housing community development issues. The primary methods by which SHRA consulted with service providers were through focus groups meetings and a Service Provider Survey. Public agencies and service providers consulted include the following: • Housing Services/Affordable Housing: Consulted with affordable housing providers and supportive service agencies. • Social Services: Consulted with the State Department of Social Services and nonprofit social service agencies. • Health Services: Consulted with the County of Sacramento’s Department of Health and Human Services and nonprofit health service providers. • Homeless Services: Consulted with the County of Sacramento’s Department of Human Assistance and emergency shelter/transitional housing providers. • Lead-Based Paint Hazards: Consulted with the County of Sacramento’s Department of Health and Human Services, Public Health Division’s Childhood Lead Poisoning Prevention Program (CLPP). • State of California: Requested information from the State on housing and non-housing community development concerns, and provided the Draft Consolidated Plan for review. • Public Housing Agency: Consulted with the Housing Authority for the City of Sacramento. Citizen Participation (91.200 (b)) 1. Provide a summary of the citizen participation process. 2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and non- English speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted. Five-Year Strategic Plan Citizen Participation response: 1. Summary of Citizen Participation Process The City of Sacramento encourages community participation in the development of the five-year Consolidated Plan. An extensive community outreach program was implemented. SHRA was responsible for coordinating the citizen participation process for the City of Sacramento Consolidated Plan. The City followed the Citizen Participation Plan for outreach, noticing, and hearing requirements. Four primary methods were used to solicit public input: • Focus group meetings were held so that agencies and departments that provide facilities and services to City residents could provide input for the Consolidated Plan. • Community meetings were held throughout the City where participants were introduced to the Consolidated Plan process and asked to discuss community needs. Three community meetings were conducted between June and August 2006. • Resident Surveys, which assessed housing and community development needs, were distributed at public meetings and public locations and were made available online on the City of Sacramento’s and SHRA’s website. • A separate Service Provider Survey was prepared and distributed to service providers. Focus Group Meetings Three focus group meetings were held: the City Technical Advisory Committee; service providers; and economic development stakeholders. These meetings were held to solicit input regarding housing and community development needs and priorities. Meeting Date Location City Technical Advisory Committee Friday, May 19, 2006 SHRA Commission Room Service Providers Thursday, June 15, 2006 SHRA Commission Room Economic Development Thursday, June 15, 2006 SHRA Commission Room Community Meetings SHRA conducted three community meetings in the City to gather information and solicit input regarding community needs and priorities. The community meetings were held between June and August, 2006. The locations and dates of the meetings are presented below. Meeting Location Areas Covered Tuesday, June 20, 2006 Oak Park Community Center Southeastern Sacramento (Service Area 3) Wednesday, August 2, 2006 Robertson Community Center North Sacramento (Service Area 4) Tuesday, August 8, 2006 Belle Cooledge Community Center Southwestern Sacramento (Service Area 2) 2 Survey sample is not controlled to ensure proportional representation from various age groups and household types. Resident Survey A survey form (see Attachment C) was prepared in five languages (English, Spanish, Chinese, Vietnamese, and Russian) and widely distributed throughout the City. The survey was hand delivered or mailed to the following groups and facilities: • Career centers • Community and senior centers • Housing Choice Voucher office and public housing resident committees • Locally owned businesses • National Association for the Advancement of Colored People (NAACP) • Public libraries • Redevelopment advisory committees • Service providers and advocacy groups • Social clubs and organizations of many types • Various community task forces The survey was also available for direct online submittal on the SHRA, as well as City and County of Sacramento websites. A total of 2,488 surveys were received (2,094 surveys were completed and returned to SHRA and 394 surveys were completed online). Specifically, 1,339 surveys were received from City of Sacramento residents, based on ZIP Code information provided by the respondents. Service Provider Survey In addition to the Focus Group meetings, service providers were encouraged to provide comments via a survey (Attachment C). The Service Provider Survey was designed to allow for open-ended comments. Respondents were asked to identify five immediate housing and community needs and note any unmet needs and gaps in the existing service delivery system. The Survey was mailed (June 15, 2006) to 119 social service providers, and only 13 Service Provider Surveys were returned. A list of agencies that attended the Focus Group meetings and those that returned the survey is provided in Attachment C. 2. Summary of Efforts to Broaden Participation In order to broaden public participation, SHRA contacted neighborhood associations, community groups, public housing resident committees and other community groups to publicize the community meetings and the availability of the Resident Survey. The community meetings were also advertised at community and senior centers, public libraries, and on the SHRA, City of Sacramento, and County of Sacramento websites. Public notices were also made in newspapers of general circulation. SHRA recognizes the importance of considering the needs of homeless, recent immigrants, public housing residents, and other special needs groups in preparing the Consolidated Plan. As special needs groups tend to be under-represented at public meetings, the Resident Survey became an important tool to reach populations that may not attend community meetings. Though this survey process is not scientific2, it provides SHRA with some indication of the perceived community needs in the City of Sacramento. 3 CDBG funds permit the use of only 15 percent of funds towards public services. 3. Comments Accepted Attachment C of this document provides a summary of comments received during several public meetings. A brief summary of these comments is presented below: Focus Group Meetings To gain input from City staff and agencies that serve City residents, three Focus Group meetings were held. The meetings reflected different priorities depending on the nature of the group. • City Technical Advisory Committee: A meeting was held for City staff representing a variety of departments, districts, and service areas to identify key priority needs. Development Services and Neighborhood Services o Coordination of improvements in “shovel-ready” areas to facilitate redevelopment and revitalization activities. o Affordable housing needs including new construction as well as rehabilitation of existing housing. Utilities o Infrastructure improvements in older neighborhoods such as in the Army Depot, Meadowview, Oak Park, Northgate, North Sacramento, Del Paso Heights, 65th Street, Franklin Boulevard, Stockton Boulevard, and Alkali Flat neighborhoods. Transportation o Traffic safety improvements to sidewalks and traffic signals. • Social Service Providers3: Representatives from 13 social service agencies attended this meeting. Key issues identified are: Youth o Lack of assistance for youth who are homeless or at risk of becoming homeless. o Housing programs for foster children. Seniors o Displacement of Single Room Occupancy (SRO) tenants due to downtown redevelopment. o Senior mental health services. Persons with Disabilities o Affordable housing and transportation. o Supportive services such as companion or guide animals. o Access to public facilities. Affordable Housing o Construction of affordable single-family homes and affordable rental housing through the County’s Affordable Housing Ordinance. o Legal services for housing discrimination, particularly against persons with disabilities and families with children, and protecting fair housing rights with regard to race and ethnicity. Other Special Needs o Other special needs such as food, public health, non-English language assistance, and substance abuse programs for veterans. o Need to create safe, walkable communities as a way to improve public health through community design. o Code enforcement. • Economic Development: A special meeting was held for organizations and agencies that work on economic development initiatives and projects in the City of Sacramento. Key issues identified include: o Infrastructure improvements, including streetscape, sidewalks, curbs, sewer and drainage, lighting, and gutters, throughout the City to help economic development. o Technical assistance to small businesses. Community Meetings Issues identified during the community meetings were grouped according to six categories: Housing; Community Facilities; Public Improvements; Community Services; Economic Development; and Homeless Facilities and Services. Participants indicated that the following were the most important issues and funding ideas for the Consolidated Plan: • Housing: o Housing for seniors. o Affordable housing through homebuyer assistance. o Housing rehabilitation assistance. o Fair housing services • Community Facilities: o New and improvements to existing community centers, teen centers, and neighborhood parks. • Public Improvements: o Sidewalks, curb and gutters, and general handicapped accessibility improvements. o Street lighting and public safety. o Neighborhood beautification and cleanup programs. 4 CDBG funds permit the use of only 15 percent of funds towards public services. o Code enforcement. • Community Services4: o Services for youth and teen. o Services for seniors. • Economic Development: o Job creation and training activities. o Technical and financial assistance to small businesses. o Improvements to commercial neighborhoods. • Homeless Facilities and Services: o Temporary and transitional housing o Supportive services Resident Survey Detailed survey results are bound under separate cover available through SHRA. A summary of survey results is located in Attachment C. The survey asked respondents to rank the needs in each of the following six categories: Housing, Community Facilities, Community Services, Public Improvements, Economic Development, and Homeless Facilities and Services. Among the 36 specific needs identified in the survey, the top ten needs for all City residents are shown in Table 1. In tabulating the responses, “No Such Need” was given a score of 0, “Low Priority Need” was given a score of 1, “Medium Priority Need” was given a score of 2, and “High Priority Need” was given a score of 3. An average score was calculated for each need category. The higher score (closer to 3) represents greater need according to respondents. The survey results were also evaluated based on whether the respondent was a renter or homeowner, was 65 years or older, or was a person with disabilities. Among the 1,339 responses from City residents, 832 (62 percent) were renters, 439 (33 percent) were homeowners, 312 (23 percent) were seniors age 65 or over, and 285 (21 percent) had one or more disabilities. Using a scoring where 3 represents the highest need, the highest rated specific needs for City residents are presented in Table 1. Table 1: Top Ten Specifics Needs for City Respondents Specific Need Category Score Crime Awareness/Prevention Community Services 2.56 Homeownership Assistance Housing 2.45 Youth Services Community Services 2.38 Job Training and Placement Services Economic Development 2.36 Employment/Life Skills Training for the Homeless Homeless Facilities and Services 2.34 Emergency Shelters Homeless Facilities and Services 2.33 Youth Centers Community Facilities 2.33 Build More Affordable Ownership Housing Housing 2.32 Senior Services Community Services 2.31 Emergency Food and Clothing Homeless Facilities and Services 2.30 Note: This Table represents the top ten community services needs in the City as identified by residents. Due to limitations in funding, only 15 percent of CDBG funds may be allocated to community services. Renters and Homeowners The survey results show that both renters and homeowners in the City gave the highest prioritized need to crime awareness/prevention in the Community Services category. Renters and homeowners also both placed a high priority on homeownership assistance (2.52 and 2.32, respectively), but the average score was significantly higher for renters (see Table 2). While renters prioritized the need to build more affordable ownership housing (average score 2.48) as their second housing needs priority, homeowners prioritized the need for major home improvement assistance (average score 2.29). The need for building more affordable rental housing ranked 3rd in housing needs for renters with an average score of 2.41, whereas homeowners ranked minor home improvements with an average score of 2.14. Table 2: Top Five Housing Needs for Renter/Owner Respondents Category Score by Renters (ranking) Score by Homeowners (ranking) Homeownership Assistance 2.52 (1st) 2.32(1st) Affordable Ownership housing 2.48 (2rd) 1.98 Major home improvement N/A 2.29 (2rd) Affordable rental housing 2.41 (3rd) N/A Minor home improvement 2.17 2.14 (3rd) Seniors Crime awareness and prevention ranked the highest among the City’s senior respondents with an average score of 2.55 (see Table 3). The need for senior services, transportation, and senior centers were also given high priority (ranked 2nd, 5th, and 7th, respectively). Senior respondents also expressed the need for homeless facilities and services, particularly for emergency shelters, employment and life skills training, mental health services, and emergency food and clothing. Table 3: Top Three Needs for Senior Respondents Specific Need Average Score Crime Awareness/Prevention 2.55 Senior Services 2.42 Homeless Shelters 2.38 Persons with Disabilities Similar to the respondents in the other categories, persons with disabilities also placed the highest priority need on crime awareness and prevention with an average score 2.59, see Table 4. In addition to indicating a need for services for the disabled, they also prioritized the need for homeless facilities and services. These included emergency shelters, employment and life skills training, mental health services, emergency food and clothing, substance abuse treatment, and transitional housing. Table 4: Top Three Needs for Respondents with Disabilities Specific Need Average Score Crime Awareness/Prevention 2.59 Services for Persons with Disabilities 2.55 Homeless Facilities and Services 2.53 Service Provider Survey Thirteen service providers completed the Service Provider Survey. The survey asked for information on the nature of the services provided, the critical housing and community development needs, and gaps in existing services. Most of the service providers that completed the survey serve residents throughout the City. The providers identified a variety of critical needs and gaps in services that were specific to the type of services they provide. These ranged from housing, transportation, and employment services, to case-management, language assistance, and child care. A more detailed summary of the survey responses is provided in Attachment C. Institutional Structure (91.215 (i)) 1. Explain the institutional structure through which the jurisdiction will carry out its consolidated plan, including private industry, non-profit organizations, and public institutions. 2. Assess the strengths and gaps in the delivery system. 3. Assess the strengths and gaps in the delivery system for public housing, including a description of the organizational relationship between the jurisdiction and the public housing agency, including the appointing authority for the commissioners or board of housing agency, relationship regarding hiring, contracting and procurement; provision of services funded by the jurisdiction; review by the jurisdiction of proposed capital improvements as well as proposed development, demolition or disposition of public housing developments. Five-Year Strategic Plan Institutional Structure response: 1. Institutional Structure Sacramento Housing and Redevelopment Agency (SHRA) SHRA is a Joint Powers Authority created as a public agency by the City and County of Sacramento in 1973. Also, SHRA is the lead public agency and public developer for the City regarding affordable housing, public housing, and redevelopment projects. SHRA is the lead agency for the Consolidated Plan. SHRA administers the CDBG and HOME funds on behalf of the City. The County Department of Human Assistance (DHA) administers the ESG and HOPWA funds. Operating under the umbrella of SHRA is the Housing Authority for the City of Sacramento. The Housing Authority acts as the City’s Public Housing Agency, managing public housing units and an array of affordable housing programs. The Housing Authority is currently a Standard Performer as determined by HUD, but is making strides to become a High Performer. To become a High Performer, the Housing Authority will need to meet higher standards established by HUD with respect to public housing occupancy level and building maintenance, among other factors. As a Joint Powers Authority, SHRA can address a number of cross-jurisdictional and regional problems. Many housing and community development issues transcend geographic boundaries. For example, homelessness is a regional issue that recognizes no geographic boundaries. Similarly, the Stockton Boulevard and Franklin Boulevard redevelopment areas transect jurisdictional boundaries and share a common market area. As a key player in housing and community development activities, SHRA coordinates with a variety of nonprofit organizations, including the Volunteers of America, Sacramento Neighborhood Housing Services, Lutheran Social Services, InfoLine Sacramento, Asian Resources, Corporation for Supportive Housing, Loaves & Fishes, Asian Pacific Community Counseling, Sacramento Veterans Resource Center, and many others. City of Sacramento Various City departments are involved in the planning and delivery of housing and community development services. The Economic Development Department’s mission is to market the City and facilitate private investment in accordance with established economic development priorities and adopted land use plans and policies. The Department of Development Services is composed of the following divisions: Current and Environmental Planning; Building; Development Engineering; Customer Service; and Administration. The Current and Environmental Planning Division reviews development applications primarily requiring entitlements from Planning Commission and/or City Council. The Building Division ensures implementation of the State of California code requirements and City ordinances and codes, including Uniform Building, Plumbing, Mechanical, Fire, and National Electrical Codes. The Development Engineering Division reviews development projects for adequate infrastructure such as roads, street lights, bridges, and traffic signals. The Customer Service Division operates the Permit Centers that are “one stop” public information and service centers for a number of City agencies. These development-oriented centers assist customers with planning, engineering, building, and transportation issues. The Administration Division provides a variety of support services to the department. The Neighborhood Services Department has a Code Enforcement Division whose mission is to promote and maintain a safe and desirable living and working environment. Code Enforcement maintains and improves the quality of the community by administering a fair and unbiased enforcement program to correct violations of municipal codes and land use requirements. The Department of Transportation provides engineering, planning, construction, parking and street services to ensure the City’s transportation is safe and reliable for the movement of people, services, and goods. The Department of Utilities is responsible for providing and maintaining water, sewer, collection, storm drainage and flood control services for residents and businesses in the City. The Parks and Recreation Department provides parks and recreation services. The Department maintains more than 2,000 acres of developed parkland, operates 18 community centers and clubhouses, and provides recreation programs at numerous Department and school sites. County of Sacramento The Department of Human Assistance (DHA) operates the County’s welfare program and serves as the lead agency for the ESG and HOPWA programs. DHA offers a range of services including: senior volunteer services, welfare reform, homeless assistance, employment services, financial assistance, medical assistance, and senior nutrition. The Department of Health and Human Services offers a variety of services including: alcohol and drug rehabilitation services, children’s services, family assistance, mental health services, senior services, and shelter and homeless assistance. 2. Strengths and Gaps in Delivery System In recent years, the City of Sacramento has shifted the strategy towards larger improvement projects. By allocating larger dollar amounts to fewer projects, the projects generate more visible improvements in the neighborhoods, fostering private investment in communities where funds are expended. To improve efficiency, the City will direct funding through a more focused delivery mechanism such as working with a single department in a year for delivery of projects. 3. Strengths and Gaps in Public Housing Delivery System As outlined in the Public Housing Agency Plan, the Housing Authority of the City of Sacramento has established a set of objectives for improved management and delivery of services: • Promote fair housing and the opportunity for low-income families of all ethnic backgrounds to have access to the widest possible choice of housing to meet their housing needs. • Administer an efficient and soon to be, high-performing authority through continuous improvement of the Housing Authority’s support systems and commitment to its employees and their development, and the maintenance of high standards and professionalism. • Create positive public awareness and expand the level of family, owner, and community support in accomplishing the Housing Authority’s mission. Priority Needs Analysis and Strategies (91.215 (a)) 1. Describe the basis for assigning the priority given to each category of priority needs. 2. Identify any obstacles to meeting underserved needs. Five-Year Strategic Plan Priority Needs Analysis and Strategies response: 1. Basis for Assigning Priorities The City assigned priorities based on various sources of input, including consultation with residents, community stakeholders, service providers, and City staff. Priorities for specific housing and community development issues area listed in later sections of this document. (See also response to Item #2 in the General Questions section, page 4.) 2. Obstacles to Meeting Underserved Needs Refer to response to Item #3 in the General Questions Section (page 6). Monitoring (91.230) Describe the standards and procedures the jurisdiction will use to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements. Five-Year Strategic Plan Monitoring response: To implement an effective CDBG program, activities will be monitored on a consistent basis. Monitoring visits in part determine if the subrecipient is carrying out its program and activities within the timeline denoted in the subrecipient agreement. It also ensures that the required records are maintained to demonstrate compliance with applicable regulations. CDBG administrative staff conducts monitoring reviews of each subrecipient every one to two years to ensure program compliance with HUD regulations. CDBG administrative staff will also continue to supply technical assistance to the Department of Human Assistance (DHA) in the utilization of the Integrated Disbursement and Information System (IDIS). The Procurement Services division provides assistance to staff and subrecipients with bidding requirements, Minority/Women Business Enterprise (M/WBE), Section 3 objectives, and labor compliance issues. Additionally, Procurement Services staff will continue to increase outreach to M/WBE firms by participating with other government entities (City and County of Sacramento, State of California, and local business information centers) at contracting seminars, which exposes the attendees to a variety of contracting opportunities at SHRA. The Portfolio Management Division conducts on-site monitoring visits of HOME- funded rental housing projects. This monitoring includes a sample audit of the project’s tenant eligibility documentation, a physical inspection of sample rental units, a physical inspection of the exterior of the project, and an assessment of property management policies and procedures. In addition, project managers submit a Unit Status Report annually for rental projects. This report includes a listing of current tenants occupying HOME-assisted units, the total household annual income, source of income, household size, current rent amount, and income designation. The Design and Construction division conducts on-site monitoring visits to construct projects funded with HOME and CDBG. Monitoring includes: • Checking whether the construction work conforms to the contract plan specifications; • Final construction closeout inspection visits prior to processing payment for contract invoices; and • Oversight management of hazardous materials on all in-house construction projects. DHA monitors its sub recipient of ESG funds. Monitoring includes annual program review and site visits to observe and report on: • Submission of monthly provider reports and billing statements; • Review of case files for client documentation; • Financial review of time sheets and audit information; • Review of Homeless Information Management Information System (HMIS) demographic data. DHA also meets monthly with the HOPWA providers to discuss funding and program issues. Lead-based Paint (91.215 (g)) 1. Estimate the number of housing units that contain lead-based paint hazards, as defined in section 1004 of the Residential Lead-Based Paint Hazard Reduction Act of 1992, and are occupied by extremely low-income, low-income, and moderate- income families. 5 Comprehensive Housing Affordability Strategy data developed for HUD by the Census Bureau. 2. Outline actions proposed or being taken to evaluate and reduce lead-based paint hazards and describe how lead based paint hazards will be integrated into housing policies and programs, and how the plan for the reduction of lead-based hazards is related to the extent of lead poisoning and hazards. Five-Year Strategic Plan Lead-based Paint response: 1. Number of Housing Units with Lead-Based Paint Hazards The age of the housing stock is the key variable for estimating the number of housing units with lead-based paint. Starting in 1978, the use of lead-based paint on residential property was prohibited. National studies estimated that 75 percent of all residential structures built prior to 1978 contain lead-based paint (LBP) and that older structures have the highest percentage of LBP. Based on housing age/occupant income data provided by HUD5, 53.7 percent of the 7,724 units occupied by extremely low-income households, 65 percent of the 36,459 units occupied by low-income households, and 47.5 percent of the 65,079 units occupied by moderate-income households were constructed prior to 1970 and may contain lead-based paint hazards. Therefore, citywide, an estimated 75 percent of housing units (44,068 units) occupied by low- and moderate-income households may contain LBP. In general, through SHRA’s rehabilitation programs and private improvements, a large number of these units have already been abated. 2. Action to Evaluate and Reduce Lead-Based Paint Hazards Sacramento County’s Childhood Lead Poisoning Prevention Program (CLPPP) provides services and information to County residents regarding childhood lead poisoning and prevention. Specifically, program staff offers case management and home investigations for children with elevated blood lead levels. Staff also provides outreach services and information regarding lead poisoning, childhood testing and treatment, prevention practices, etc. In additional, CLPPP staff distributes literature to tenants and landlords during inspections to help educate the public about lead- safe practices. The Department of Health and Human Services (DHHS) has a health educator and a public health nurse on staff to provide case management and outreach education services. A registered environmental health specialist from the Environmental Management Department (EMD) provides environmental investigations of homes as part of the case management services for children with elevated blood lead levels. The CLPPP staff also informs the public, parents and community resources about the dangers of lead poisoning. SHRA’s public housing modernization program routinely abates lead from all older units when making structural improvements. If a unit is deteriorating and determined to contain lead-based paint, Housing Authority staff will immediately arrange to have the lead abated. SHRA will continue to implement HUD lead-based paint regulations issued under Sections 1012 and 1013 of the Residential Lead-Based Reduction Act of 1992 (“Title X” or “Lead Safe Housing Regulation”). SHRA will continue to provide outreach to all of its program contractors and developers. SHRA will also continue to coordinate with other entities involved in lead-based paint issues. 6 Department of Housing and Urban Development, FY 2007 Income Limits. http://www.huduser.org/datasets/il/il2007/2007summary.odb?INPUTNAME=METRO40900M40900*0606799999%2BSacramento+County&selection_type=county&stname=California&statefp=06&year=2007, May 24, 2007. HOUSING Housing Needs (91.205) 1. Describe the estimated housing needs projected for the next five year period for the following categories of persons: extremely low-income, low-income, moderate-income, and middle income families, renters and owners, elderly persons, persons with disabilities, including persons with HIV/AIDS and their families, single persons, large families, public housing residents, victims of domestic violence, families on the public housing and section 8 tenant-based waiting list, and discuss specific housing problems, including: cost-burden, severe cost- burden, substandard housing, and overcrowding (especially large families). 2. To the extent that any racial or ethnic group has a disproportionately greater need for any income category in comparison to the needs of that category as a whole, the jurisdiction must complete an assessment of that specific need. For this purpose, disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least ten percentage points higher than the percentage of persons in the category as a whole. Five-Year Strategic Plan Housing Needs response: 1. Estimated Housing Needs Housing needs can be determined by analyzing housing problems by income level, tenure, and households with special needs. The Consolidated Plan uses the Comprehensive Housing Affordability Strategy (CHAS) data developed by the Census Bureau for HUD. CHAS data is based on the 2000 Census and analyzes households with housing problems (those experiencing overcrowding, lacking adequate kitchen or plumbing facilities), and those experiencing cost burden (paying more than 30 percent of household income for housing costs) and extreme cost burden (spending over 50 percent of household income for housing costs). Attachment D of this Consolidated Plan includes the Housing Needs Table, which presents data on the number of households with housing assistance needs. Priorities were established for housing needs based in part on this housing needs assessment. These priorities are listed in the “Priority Housing Needs” section of this document. Housing Needs by Household Income Area Median Income (AMI) for Sacramento County in 2007 is $67,2006. The following summarizes housing needs for different types of households in the City of Sacramento by income level: • Extremely Low-Income (Households with income up to 30 percent of AMI): In the City of Sacramento, 26,395 households earned extremely low-income. Of these, 80.8 percent experienced housing problems. An estimated 82.8 percent of renter-households experienced housing problems, in contrast with 73.9 percent of owner-households. Cost burden was the most common housing problem for all types of households. Of all household types, large- related households (both renters and owners) experienced high rates of housing problems and cost burden. Among renter-households, 96.3 percent of large-related households experienced housing problems and 82.8 percent had housing cost burden. Similarly, among owner-households, 97.2 percent large-related households experienced housing problems and 83.2 percent experienced housing cost burden. • Low-Income (Households with incomes between 30 and 50 percent of AMI): Around 20,426 households earned between 30 and 50 percent of AMI in the City. Approximately 72.9 percent experienced housing problems. A higher percentage of renter-households (79.4 percent) experienced housing problems, compared with 60 percent of owner-households. Similar to households in the extremely low-income category, large-related households (both renters and owners) in this income category experienced high rates of housing problems. In terms of cost burden, “all other” renter-households and large-related owner-households experienced high rates of cost burden. • Moderate-Income (Households with income between 50 and 80 percent of AMI): Approximately 47.4 percent of 28,556 households in this income group experienced housing problems. Unlike other income categories, 51.2 percent of owner-households reported having housing problems, higher than the 44.4 percent of renter-households. Among all household types, large-related households experienced high rates of housing problems. Among renters, elderly households experienced high rate of cost burden, and among owners, “all other” households experienced high rate of cost burden. Housing Needs by Household Type In addition, housing needs were assessed for special groups. Housing needs of elderly, disabled, and persons with HIV/AIDS can be found in the Non-Homeless Special Needs Table and the Housing and Community Development Activities Table (Attachment E and F). Housing needs of public housing residents, victims of domestic violence, and families on the public housing and Section 8 tenant-based waiting lists are discussed in the Needs of Public Housing section (page 30). The following highlights the housing needs of female-headed households and large households: • Female-Headed Households (Households headed by females): Single- parent households are likely to have special needs for housing near day care and recreational facilities and to have access to public transportation. Households headed by females are especially likely to need assistance because women continue to earn less on average than men in comparable jobs. In 2000, approximately 15 percent (23,790 households) of all households in Sacramento were headed by women. Of those, 61 percent had children under the age of 18. Female-headed households comprised a disproportionate number of families that were living in poverty. According to the 2000 Census, 28 percent of female-headed households lived in poverty and over 90 percent of those households included children. • Large Households (Households with five or more members): Large households have special housing needs due to the lack of adequately sized, affordable housing. As a result, large households often live in overcrowded condition. According to the CHAS data, 12.4 percent of the total households (18,939 households) in the City had five or more members. Approximately 81.3 percent of the large renter-households experienced housing problems (7,932 households) compared with 59.4 percent of the large owner- households (5,454 households). The majority of large households experiencing housing problems had cost burden problems, and this special needs group experienced the highest level of housing problems among all household types. Overcrowding An overcrowded housing unit is defined as a unit with more than one person per room, excluding bathrooms, kitchens, hallways, and porches. Unit overcrowding typically results from the combined effect of low earnings and high housing costs in a community, and reflects the inability of households to buy or rent housing that provides a reasonable level of privacy and space. • Renters: In 2000, 77,169 housing units were occupied by renters. Of these units, 11,793 (15.3 percent) had more than one occupant per room, and 2,623 (3.4 percent) had more than two occupants per room. Specifically, 18,939 renter-households had incomes below the poverty level. Of these households, 4,947 (26.1 percent) lived in overcrowded housing units. • Owners: In 2000, 77,396 housing units were occupied by owners. Of these units, 5,305 (6.9 percent) had more than one occupant per room, and only 603 (0.7 percent) had more than two occupants per room. Among the 5,372 owner-households with incomes below the poverty level, 982 (18.3 percent) lived in overcrowded conditions. 2. Disproportionate Need by Racial/Ethnic Group According to HUD, disproportionate need refers to any need that is more than ten percentage points above the need demonstrated for the total households. According to CHAS data, in 2000, five specific racial/ethnic groups had a disproportionate level of housing problems in the City. • Pacific Islander Households: Approximately 97.5 percent of Pacific Islander households with extremely low-income reported having housing problems, compared to 80.8 percent of all households in this income category. Similarly, around 88.5 percent of Pacific Islander households with low-income reported having housing problems compared to 72.9 percent of all households in this income category. • Native American Households: Approximately 87.4 percent of Native American households with low-income reported having housing problems compared to 72.9 percent of all households in this income category. • Hispanic Households: Overall, approximately 52.4 percent of all Hispanic households with low-income reported having housing problems compared to 40.3 percent of all households. • Black Households. Approximately 51.5 percent of all Black households with low-income reported having housing problems compared to 40.3 percent of all households. • Asian Households. Approximately 57.8 percent of Asian households with moderate-income reported having households compared to 47.4 percent for all households in this income category. Priority Housing Needs (91.215 (b)) 1. Identify the priority housing needs and activities in accordance with the categories specified in the Housing Needs Table (formerly Table 2A). These categories correspond with special tabulations of U.S. census data provided by HUD for the preparation of the Consolidated Plan. 2. Provide an analysis of how the characteristics of the housing market and the severity of housing problems and needs of each category of residents provided the basis for determining the relative priority of each priority housing need category. 3. Describe the basis for assigning the priority given to each category of priority needs. 4. Identify any obstacles to meeting underserved needs. Note: Family and income types may be grouped in the case of closely related categories of residents where the analysis would apply to more than one family or income type. Five-Year Strategic Plan Priority Housing Needs response: 1. Priority Housing Needs Expanding the supply and improving the quality of affordable housing for low- and moderate-income households are high priority goals over the next five years for the City of Sacramento. Specifically, the City intends to: • Provide housing rehabilitation and repair assistance to low- and moderate- income households; • Support acquisition and/or rehabilitation and new construction of multi-family housing; and • Increase homeownership opportunities for low- and moderate-income households. The Housing Needs Table (Attachment D) contains numeric goals for the next five years. 2. Influence of Housing Market on Priorities As shown in the following Housing Market Analysis section, extremely low-income and low-income households cannot afford to own homes in Sacramento and must seek affordable housing in the rental market. To increase the supply of affordable rental housing, the City establishes the acquisition/rehabilitation and construction of affordable rental housing as a high priority and to promote homeownership among low- and moderate-income households, the City provides downpayment assistance to first-time homebuyers. 7 State of California, Department of Finance, E-5 Population and Housing Estimates for Cities, Counties and the State, 2001-2006, with 2000 Benchmark. Sacramento, California, May 2006. 3. Basis for Assigning Priorities The City assigned priorities based on various sources of input, including consultation with residents, community stakeholders, service providers, and City staff. Priorities for specific housing and community development issues area listed in later sections of this document. (See also response to Item #2 in the General Questions section, page 4.) 4. Obstacles to Meeting Underserved Needs Refer to response to Item #3 in the General Questions section (page 6). In addition, refer to the Housing Market Analysis section below. Housing Market Analysis (91.210) 1. Based on information available to the jurisdiction, describe the significant characteristics of the housing market in terms of supply, demand, condition, and the cost of housing; the housing stock available to serve persons with disabilities; and to serve persons with HIV/AIDS and their families. Data on the housing market should include, to the extent information is available, an estimate of the number of vacant or abandoned buildings and whether units in these buildings are suitable for rehabilitation. 2. Describe the number and targeting (income level and type of household served) of units currently assisted by local, state, or federally funded programs, and an assessment of whether any such units are expected to be lost from the assisted housing inventory for any reason, (i.e. expiration of Section 8 contracts). 3. Indicate how the characteristics of the housing market will influence the use of funds made available for rental assistance, production of new units, rehabilitation of old units, or acquisition of existing units. Please note, the goal of affordable housing is not met by beds in nursing homes. Five-Year Strategic Plan Housing Market Analysis responses: 1. Characteristics of Housing Market Housing Supply According to the California Department of Finance, in January 2007, the City had a total of 189,517 housing units, including 124,027 (66.0 percent) single-family dwelling units, 16,158 (8.5 percent) multi-family (two to four) units, 44,646 (23.6 percent) multi-family (five or more) units, and 3,686 (1.9 percent) mobile home units (Table 5). Average household size was 2.57 persons in the City.7 Between 2000 and 2007, the City’s housing stock increased by 25,560 units (15.6 percent) from the Census-reported inventory of 163,957 units in 2000. In comparison, housing growth countywide was 14.8 percent during the same period. 8 2000 U.S. Census Table 5: Housing Characteristics Jurisdictions 2007 2000 % Change 2000- 2007 Total Units Single- Family Units Multi- Family Units (2 to 4) Multi- Family Units (5+) Mobile Home Units Average Persons per Household Total Units Sacramento City 189,517 125,027 16,158 44,646 3,686 2.57 163,957 15.6% Sacramento County 545,287 385,087 36,785 107,663 15,752 2.65 474,814 14.8% Source: Department of Finance, E-5 City/County Population and Housing Estimates, 1/1/2007 and Census 2000 Housing Demand As shown in the highlights of the previous Housing Needs section, the City is in need of housing for large households and affordable housing for extremely low- and low- income households. Data also shows that unmet housing needs for female-headed households, especially those with children and living in poverty. Housing Condition One way to determine condition of existing housing stock is to examine the age of housing units. Housing older than 30 years often requires rehabilitation. According to the 2000 Census, 88,876 units (54 percent) in the City were 30 years or older, inclusive of 64,035 units (39 percent) that were 40 years or older. In 2000, approximately 1,053 units in the City lacked complete plumbing, and 1,691 units lacked complete kitchen facilities.8 In comparison with the County, the City of Sacramento has an older housing stock, with proportionately more deficient housing units (Tables 6 and 7). Table 6: Housing Age – 2000 Jurisdictions Units 30+ years % 30+ years Units 40+ years % 40+ years Sacramento City 88,876 54.2% 64,035 39.1% Sacramento County 196,636 41.4% 122,987 25.9% Source: Census 2000 Table 7: Housing Stock Deficiencies – 2000 Jurisdictions Units Lacking Complete Plumbing Units Lacking Complete Kitchen Facilities Number of Units % of Total Units Number of Units % of Total Units Sacramento City 1,053 0.6% 1,691 1.0% Sacramento County 1,991 0.4% 2,877 0.6% Source: Census 2000 Housing Cost Ownership Housing Cost According to home sales data by ZIP Code collected by DataQuick and published in the Sacramento Bee, median home price in Sacramento was estimated at $317,250 in April 2007 (Table 8). This median price was beyond the reach of most low- and moderate-income households in the City. Prices also varied significantly among 9 www.Apartments.com; accessed September 12, 2006. neighborhoods, with median housing prices in certain ZIP Code areas exceeding $400,000 and prices in some ZIP Code areas below $300,000 providing more affordable opportunities. Although in recent months, housing prices in the City have declined due to increases in interest rates and underwriting standards, the recent price moderation is not yet adequate to mitigate the price escalation that has occurred during the past five years. Table 8: Median Housing Prices – April 2007 ZIP Code 2007 95814 $480,000 95815 $187,000 95816 $408,000 95817 $255,000 95818 $429,500 95819 $441,000 95820 $243,500 95821 $310,000 95822 $271,000 95823 $290,000 95824 $201,500 95825 $309,500 95826 $305,000 95827 $313,000 95828 $285,000 95829 $351,000 95831 $367,000 95832 $331,000 95833 $310,000 95834 $340,000 95835 $445,750 95837 n/a 95838 $240,000 95841 $292,000 95842 $270,000 95864 $540,000 County $345,000 Sources: www.DQNews.com; Sacramento Bee, April 2007 Rental Housing Cost As of September 2006, monthly rents in the City of Sacramento ranged from $575 to $860 for studios, $595 to $1,300 for one-bedroom units, $650 to $1,569 for two- bedroom units, and $769 to $1,720 for three-bedroom units.9 The Housing Market Analysis Table (Attachment G) shows that, in the low-income level, a one-person household in the County of Sacramento can afford a housing cost of $573 per month, a three-person household can afford $736 per month, and a four-person household can afford $818 per month without paying more than 30 percent of their income for 10 National Coalition for the Homeless, “HIV/AIDS and Homelessness Fact Sheet #9,” June 2006 http://www.nationalhomeless.org/publications/facts/HIV.pdf; accessed November 1, 2006. housing, based on the median income in 2006. The market rents in the City often translate to cost burdens to most low-income households. Housing for Persons with Disabilities Licensed community care facilities offer housing and specialized services for children and adults that have special needs. According to the State Department of Social Services, 84 facilities are licensed to operate in the City (Table 9). Many of these facilities provide housing and services to persons with disabilities. These facilities have a total capacity for 1,637 persons. (See Attachment A, Figure 4, for a map of licensed care facilities in the City.) Table 9: Licensed Care Facilities – City of Sacramento Type of Facility Facilities Capacity Capacity by Type of Clients Served Children/ Infant Adult/ Elderly Mentally Disabled Residential Care for Elderly/ Hospice Develop- mentally Disabled Small Family Home 4 20 0 0 0 0 20 Group Home 15 99 81 0 0 0 18 Residential Care/ Elderly 58 1,126 0 1,066 0 55 5 Social Rehabilitation Facility 1 12 0 0 12 0 0 Adult Day Care 6 380 0 230 0 0 150 Total 84 1,637 81 1,296 12 55 193 Source: California Department of Social Services, Community Care Licensing Division, 2006. Notes: 1. Small family homes provide care to children in licensee’s own homes. 2. Group homes provide care, supervision, and special programs for troubled youths. 3. Elderly residential facilities provide care for persons age 60 and above. 4. Social rehabilitation facilities provide 24-hour-a-day care to adults recovering from mental illnesses. 5. Adult day care facilities provide programs for frail elderly and developmentally disabled and/or mentally disabled adults in a day care setting. There are approximately 10,000 persons with developmental disabilities in the County of Sacramento (including the City of Sacramento), many of whom wish to pursue independent living (close to 5,000). A safe affordable place to rent or own is essential to achieving such independence and enables people with disabilities to be fully integrated participants in the community. However, most persons with developmental disabilities live on a fixed income and affordable decent housing is in very limited supply. Housing for persons with HIV/AIDS and their families Persons with Acquired Immunodeficiency Syndrome (AIDS) and the Human Immunodeficiency Virus (HIV) are more likely to become homeless due to health care costs, deteriorated health, frequent medical treatments, hospitalization, and potential discrimination. Persons with HIV/AIDS require a broad range of services, including counseling, medical care, in-home care, transportation, and food. According to the National Commission on AIDS, approximately one-third to one-half of all people infected with AIDS cannot afford their housing or are in imminent danger of becoming homeless.10 According to the California Department of Health 11 California Department of Health Services, Office of AIDS, HIV/AIDS Case Registry Section http://www.dhs.ca.gov/AIDS/Statistics/pdf/Stats2006/Sep06AIDSMerged.pdf; accessed November 1, 2006. 12 The AIDS Housing Alliance < http://www.aidshousingalliance.org/newProjects.asp>; accessed November 1, 2006. 13 Census 2000, SF3 H31 Units in Structure for Vacant Housing Units. 14 Census 2000, SF3 H8 Vacancy Status. Services, 1,465 people in the County of Sacramento were living with AIDS as of September 2006.11 No separate information for the City of Sacramento is available. In Sacramento County, the AIDS Housing Alliance is the primary provider of housing for persons living with HIV/AIDS. As of October 2006, the Alliance has: • One six-bed licensed care facility in Carmichael for low-income residents living with HIV/AIDS; • Two transitional living facilities that consist of six apartment units in Midtown and three units in the City of Sacramento for low-income individuals and families living with HIV/AIDS; • One permanent housing facility with 16 apartment units for low-income individuals and families with HIV/AIDS; and • One 12-bed shelter-to-housing facility for homeless individuals living with HIV. The Alliance is also planning to build a 41-unit permanent supportive housing facility for low-income and homeless individuals and families living with HIV.12 Vacant or Abandoned Buildings According to Census data, a total of 9,349 housing units (3.7 percent) in the City were vacant in 2000. Of these, 4,790 were single-family homes and 4,559 were multi-family units.13 Among the vacant units, 4,650 units were for rental and 1,971 were for sale only. The remaining vacant units included rented or sold units that were not occupied; units for seasonal, recreational, or occasional use; units for migrant workers; and those categorized as ‘other’ vacant units that were held for reasons other than those listed previously, including abandoned units.14 2. Assisted Housing Units “Assisted housing units” are defined as units with rents subsidized by federal, state or local governmental programs. Attachment A, Figure 5 contains a map of public and assisted housing units in the City. Locally Assisted SHRA assists in the provision of affordable housing through new construction and substantial rehabilitation. As of March 2007, SHRA assisted in the development or rehabilitation of 91 housing developments in the City, totaling 9,435 housing units and inclusive of 4,180 affordable units, see Attachment H for list of assisted housing units in the City. Many units were developed using SHRA funds to leverage Low Income Housing Tax Credits (LIHTC) obtained by private developers. Federally Assisted According to data maintained by the California Housing Partnership Corporation, 49 federally funded projects totaling 3,614 units are located within the City of Sacramento. The majority (3,227) of these units are affordable to low-income households. Most federally assisted housing projects are at risk of converting to market-rate housing due to prepayment of mortgage loans or expiration of subsidy contracts. For federally subsidized housing at risk of conversion, HUD regulations require the property owners to provide a six-month notice to tenants prior to opting out of the low-income use restrictions. In light of the large number of federally subsidized units potentially at risk of conversion, the State legislature extended the noticing requirement to one year. For the first 180 days after giving a notice of intent to discontinue subsidies, an owner must give qualified nonprofit purchasers who intend to maintain the project’s affordability the exclusive right to extend a purchase offer. If that offer is not accepted, the owner can accept offers from other potential buyers during the next 180 days, but must give qualified nonprofit entities that have submitted offers the opportunity to match the accepted offer. Owners may not sell their properties and terminate subsidies unless they have carried out the State’s noticing requirements. 3. Influence of Housing Market on Funding Allocations In response to the increased housing prices, the City has assigned a High Priority to housing rehabilitation, new construction, and homebuyer assistance. These priorities target extremely low- and low-income households, as well as households with special needs such as female-headed families, large families, elderly households, and persons with disabilities. Goals and priorities are listed in the responses to General Questions (pages 3-6). Specific Housing Objectives (91.215 (b)) 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve over a specified time period. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. Five-Year Strategic Plan Specific Housing Objectives response: 1. Priorities and Objectives SHRA implements the following programs to address priority housing needs in the City: • Multi-Family Housing Lending Program: This program allows SHRA to provide direct, low-interest loans as gap financing to supplement private equity and debt for multi-family housing developments either through new construction or acquisition/rehabilitation. • Owner Rehabilitation Loans: The program provides financing for home improvements to low-income homeowners who wish to improve the livability or utility of the property. • Emergency Repair and Accessibility Grant Program (ERP-A): This program offers grants for home accessibility improvements to handicapped or disabled homeowners or renters and for emergency/health and safety repairs to owners of single-family homes or mobile homes. • Home Assistance and Repair Program for Seniors: This program allows senior homeowners to hire skilled volunteers to repair and fix parts of their homes for increased safety. • First-Time Home Buyer Program: This program provides low-income, first- time homebuyers with downpayment and closing cost assistance on home purchases. Refer to the Housing Needs Table (Attachment D) for priorities and objectives regarding housing needs. 2. Use of Federal, State, and Local Resources SHRA utilizes a range of resources to expand affordable housing opportunities in the City of Sacramento: • Community Development Block Grants: A portion of the annual CDBG funds will be allocated for housing-related activities, primarily focusing on preservation and rehabilitation of housing and code enforcement. • HOME Investment Partnership Act: HOME funds will be allocated for increasing the supply of affordable rental housing through substantial rehabilitation and new construction, and for providing homeowner assistance. • American Dream Downpayment Initiative (ADDI): The ADDI program provides down payment and closing cost assistance to first-time homebuyers. • Redevelopment Tax Increment Funds: As required by California Redevelopment Law, SHRA sets aside and spends a minimum of 20 percent of the tax increment funds to increase and improve the community’s supply of housing for low- and moderate-income households. • Housing Trust Fund: The City adopted a Housing Trust Fund Ordinance to ensure that nonresidential development assists in addressing low-income housing needs associated with job growth. The funding is intended to assist in developing housing for low-income workers employed in new nonresidential development projects, and to help prevent homelessness caused by a shortage of affordable housing. • Mixed Housing Ordinance: This Ordinance requires that development in new growth areas include at least 15 percent of their housing units at prices affordable to households with incomes up to 80 percent AMI. Compliance with the Ordinance requires coordination among the developer, City Departments, and SHRA. Needs of Public Housing (91.210 (b)) In cooperation with the public housing agency or agencies located within its boundaries, describe the needs of public housing, including the number of public housing units in the jurisdiction, the physical condition of such units, the restoration and revitalization needs of public housing projects within the jurisdiction, and other factors, including the number of families on public housing and tenant-based waiting lists and results from the Section 504 needs assessment of public housing projects located within its boundaries (i.e. assessment of needs of tenants and applicants on waiting list for accessible units as required by 24 CFR 8.25). The public housing agency and jurisdiction can use the optional Priority Public Housing Needs Table (formerly Table 4) of the Consolidated Plan to identify priority public housing needs to assist in this process. Five-Year Strategic Plan Needs of Public Housing response: 1. Needs of Public Housing While legally the Housing Authority of the City of Sacramento is a separate entity from the Housing Authority of the County of Sacramento, both are staffed by SHRA and maintain joint waiting lists for the Housing Choice Voucher program and public housing. A map illustrating the location of public housing units operated by the Housing Authority of the City of Sacramento is shown in Attachment A, Figure 5. The Housing Authority owns and operates 2,030 units in the City (see Attachment I for a list of public housing units in the City). There are no plans for demolition or restoration of public housing units in the City. The 2006 Annual Plan for the Housing Authority indicates that 13,041 families were on the waiting list for Housing Choice Voucher assistance and 13,921 families were on the waiting list for public housing (see Table 10). Approximately 97.2 percent of families on the Housing Choice Voucher waiting list and 53.1 percent of those on the public housing waiting list are families with children. Table 10: Applicants on Housing Choice Voucher and Public Housing Waiting List by Household Type – City and County of Sacramento Program Elderly Disabled Family with Children Total Housing Choice Voucher 1,916 2,772 12,671 13,041 Public Housing 1,412 4,758 7,398 13,921 Source: Sacramento Housing and Redevelopment Agency, November 2006. Notes: 1. Numbers presented for the Housing Choice Voucher Program includes applicants in the City of Sacramento. 2. The total does not reflect total number of families by household types since the households types listed here are not exclusive of each other. The Five-Year Public Housing Agency Plan (PHAP) for FY 2005-2009 identifies the modifications of public housing based on the Section 504 Needs Assessment for Public Housing as one of its objectives to target assistance to families with disabilities. Public Housing Strategy (91.210) 1. Describe the public housing agency’s strategy to serve the needs of extremely low-income, low-income, and moderate-income families residing in the jurisdiction served by the public housing agency (including families on the public housing and section 8 tenant-based waiting list), the public housing agency’s strategy for addressing the revitalization and restoration needs of public housing projects within the jurisdiction and improving the management and operation of such public housing, and the public housing agency’s strategy for improving the living environment of extremely low-income, low-income, and moderate-income families residing in public housing. 2. Describe the manner in which the plan of the jurisdiction will help address the needs of public housing and activities it will undertake to encourage public housing residents to become more involved in management and participate in homeownership. National Affordable Housing Act (NAHA) Sec. 105 (b)(11) and (91.215 (k)) 3. If the public housing agency is designated as “troubled” by HUD or otherwise is performing poorly, the jurisdiction shall describe the manner in which it will provide financial or other assistance in improving its operations to remove such designation. (NAHA Sec. 105 (g)) Five-Year Strategic Plan Public Housing Strategy response: 1. Public Housing Agency Strategy The FY 2005-2009 PHAP for the Housing Authority of the City of Sacramento includes the following strategies to serve extremely low-income and low-income households, including those on the waiting list for public housing and Housing Choice Voucher tenant-based subsidy: • Maximize the number of affordable units available to the Housing Authority within its current resources; • Increase the number of affordable housing units; • Target available assistance to families at or below 30 percent of Area Median Income (AMI); • Target available assistance to families at or below 50 percent of AMI; • Target available assistance to the elderly; • Target available assistance to families with disabilities; • Increase awareness of Housing Authority resources among families of races and ethnicities with disproportionate needs; and • Conduct activities to affirmatively further fair housing. 15 Public Housing Agency Annual Plan for Fiscal Year 2006, Housing Authority of the City of Sacramento. The FY 2005–2009 PHAP includes the following strategic objectives to address the revitalization and restoration needs of public housing projects and improving the management and operation of such public housing: • Improve public housing management; • Improve voucher management; • Increase customer satisfaction; • Renovate or modernize public housing units; • Demolish or dispose of obsolete public housing; and • Provide replacement public housing. To improve the living environment of extremely low-income and low-income families residing in public housing, the PHAP proposes to: • Implement public housing security improvements; and • Designate developments or buildings for particular resident groups (elderly, persons with disabilities). In addition, the Housing Authority retained a consultant to develop a comprehensive strategy to address the capital needs and financial stability of its housing units. 2. Actions to Encourage Public Housing Resident Involvement in Management and Participation in Homeownership The Housing Authority encourages public housing residents to participate in policy, procedure and program implementation and development through its Resident Advisory Board (RAB). In addition, the Housing Authority recognizes Resident Committees throughout the City, which are resident-elected bodies representing residents in their respective complexes. Furthermore, the Housing Authority distributes a quarterly newsletter to all residents, which contains relevant Housing Authority news, information on training and employment opportunities and other community resources available to Housing Authority residents. Public Housing residents also participate in the development of the Housing Authority’s Five-Year and Annual Plans. The Resident Services Division distributes a survey to prioritize resident needs and schedule short- and long-term improvements. To encourage public housing residents to participate in homeownership, the Housing Authority plans to: • Implement public housing or other homeownership programs; • Promote self-sufficiency and asset development of assisted households; and • Provide or attract supportive services to improve recipients’ employability. 3. “Troubled” Public Housing Agency The Housing Authority of the City of Sacramento is not identified as a “Troubled” Agency in the 2006 Public Housing Agency Annual Plan.15 Barriers to Affordable Housing (91.210 (e) and 91.215 (f)) 1. Explain whether the cost of housing or the incentives to develop, maintain, or improve affordable housing are affected by public policies, particularly those of the local jurisdiction. Such policies include tax policy affecting land and other property, land use controls, zoning ordinances, building codes, fees and charges, growth limits, and policies that affect the return on residential investment. 2. Describe the strategy to remove or ameliorate negative effects of public policies that serve as barriers to affordable housing, except that, if a State requires a unit of general local government to submit a regulatory barrier assessment that is substantially equivalent to the information required under this part, as determined by HUD, the unit of general local government may submit that assessment to HUD and it shall be considered to have complied with this requirement. Five-Year Strategic Plan Barriers to Affordable Housing response: 1. Potential Public Policy Barriers to Affordable Housing Major governmental constraints to affordable housing development include land use policies governed by the Land Use Element of the General Plan, zoning and development regulations, and development and planning fees imposed by the City. The following discussions on public policy constraints are summarized from the City of Sacramento Housing Element (2003). Land Use Controls: Higher density sites typically yield lower per-unit land cost, which can help reduce development cost and the ultimate price of the housing developed. The limited availability of high density residential sites presents a potentially significant barrier to affordable housing. For the 2002-2007 period, the City is required to identify sites to accommodate 19,313 units. Among these units, 8,277 must be affordable to low- and moderate-income households. The City provides a range of densities, from as low as one unit per four acres in the Residential Estate zone to 150 units per acre in the Multi-Family Zone bordering the Central Business District. The City’s land use controls are appropriate and adequate in facilitating a range of housing options for all income segments of the community. Development Standards: Stringent standards relating to building height, lot coverage, setbacks, open space requirement, and parking requirements often reduce the number of units that can be achieved on a given site. The City adopted development standards for each zoning district to ensure that minimum levels of design and construction quality are maintained and adequate levels of street and community facility improvements are provided. On a case-by-case basis, the City may grant standard variances to affordable housing or infill development projects. The City also established the Zoning Administrator that grants administrative approval of smaller projects and variances. Development Approval and Permit Processing: Lengthy development approval and permit processing procedures can increase the cost of development substantially. However, State law limits processing time in most cases to one year and requires jurisdictions work toward a “one-stop” processing. To expedite the process, the City offers staff level approvals (e.g. Planning Director or Zoning Administrator), concurrent processing of residential entitlement applications, and one-stop permit approvals at the permit assistance counter. Development Fees: Many variables affect the total amount of development fees charged by the City for a particular housing project. These variables include the project size, lot size, unit size, entitlements, capital improvements and assessment districts, engineering services, and housing type. The City’s Subdivision Ordinance also requires the dedication of land for park acquisition when land is subdivided for residential use. Fee reduction may apply to infill developments and projects serving low income and or mixed income households. 2. Strategies to Remove Barriers to Affordable Housing This section discusses some of the actions that the City of Sacramento has undertaken or plans to undertake to lessen the impacts of governmental and infrastructure constraints: • Streamlined permitting for affordable housing developments. • Implementing inclusionary housing ordinances. • Implementing infill ordinances for workforce housing coupled with housing trust funds. • Quality of life streetscape improvements and commercial rehabilitation on older commercial corridors which help preserve affordable housing in adjacent neighborhoods. • Use of State of California bond funds, Proposition 46 (The Housing and Emergency Shelter Fund Act of 2002) and 1C (The Housing and Emergency Shelter Fund Act of 2006), for affordable housing production. • Downpayment assistance for first-time homebuyers. • Financing of quality nonprofits which build affordable housing, including Community Housing Opportunities Corporation (CHOC), Mercy Housing, and Sacramento Mutual Housing. • Incentives for transit-oriented development which improves the housing supply for low- and moderate-income residents combining the benefits of housing and public transit. The Housing and Community Development Department at SHRA will continue efforts to implement new strategies and strengthen participation of its partners to expand support for affordable housing programs in the City and County of Sacramento. These programs will include housing and related support services for people transitioning out of homelessness, including implementation of the Ten-Year Plan to End Chronic Homelessness discussed in the next section, as well as services for seniors and youth. The programs and strategies include: • SRO Strategy – The SRO (Single Room Occupancy) strategy focuses on preservation of existing residential hotels and development of new efficiency apartments to replace inventory lost through conversion or demolition. A request for applications issued in 2006 has resulted in applications from two existing SROs. In addition, SHRA has identified a site to construct at least one new efficiency apartment project of approximately 75 units. Revisions to the City’s SRO ordinance have strengthened protections for tenants in existing SROs that may be closed due to market forces. The ordinance also includes adoption of a “no net loss” policy to stabilize the inventory of available single- room occupancy units within the City. In addition to other sources such as low-income housing tax credits and local redevelopment funds, HOME funding may be used to provide gap financing for SRO rehabilitation or new construction projects. • Housing Element – The City Planning Department and SHRA will initiate work on the City’s Housing Element (July 1, 2008 to June 30, 2013). The Housing Element of the General Plan includes an analysis of existing and projected housing needs, an analysis of potential governmental constraints, residential land inventory, housing policies, programs and quantified objectives to address the City’s housing needs. • Inclusionary – The City’s Mixed Income (Inclusionary) Housing Ordinance requires 15 percent of units constructed in new growth areas to be affordable to buyers or renters with incomes not exceeding 80 percent of AMI. SHRA reviews and approves Affordable Housing plans and Agreements required under the ordinance. SHRA also provides lower-interest rate gap financing to multi-family housing projects which are developed to meet the ordinance’s requirements. SHRA uses HOME program funds to provide gap financing, as well as its capacity as an issuer of mortgage revenue bonds. HOMELESS The priorities for ending homelessness are based on the recognition that homelessness results from more that just a lack of affordable housing. Further, since homelessness is a regional issue, data presented in this section is based on statistics for the entire County rather than for the City alone. Data and information on the homeless and services for the homeless are drawn primarily from The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006- 2016) prepared by Community Services Planning Council for the City and County of Sacramento, as well as from the Continuum of Care for the Homeless prepared by DHA as part of the application for Supportive Housing Grants. In relation to the Continuum of Care for the Homeless application, the City has completed the “Questionnaire for HUD’s Initiative on Removal of Regulatory Barriers” see Attachment L. Homeless Needs (91.205 (b) and 91.215 (c)) Homeless Needs— The jurisdiction must provide a concise summary of the nature and extent of homelessness in the jurisdiction, (including rural homelessness and chronic homelessness where applicable), addressing separately the need for facilities and services for homeless persons and homeless families with children, both sheltered and unsheltered, and homeless subpopulations, in accordance with Table 1A. The summary must include the characteristics and needs of low-income individuals and children, (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered. In addition, to the extent information is available, the plan must include a description of the nature and extent of homelessness by racial and ethnic group. A quantitative analysis is not required. 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. Five-Year Strategic Plan Homeless Needs response: 1. Homelessness in the Sacramento County According to data gathered from surveys, questionnaires, database statistics, and information from service providers used for the 2006 Continuum of Care application, The County has a homeless population of approximately 2,269 persons. Of these, 1,787 are individuals and 482 are persons in families with children. Approximately 34.5 percent of homeless individuals and 4.4 percent of homeless persons with children are unsheltered. Attachment J, Homeless Population and Subpopulation Table of this document contains a chart of the homeless population data drawn from the 2005 Sacramento County Supportive Housing Grants application. Homeless Subpopulations In addition to the breakdown of homeless population by individuals and those in families with children, the homeless population can be characterized into several subpopulations: chronically homeless; severely mentally ill; chronic substance abuser; veterans; persons with HIV/AIDS; victims of domestic violence; and youths. The majority of the County’s homeless population can be considered chronic 16 The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016), p.76 17 Ten-Year Plan to End Homelessness (2006-2016), p.7 homeless and chronic substance abusers (Attachment J, Continuum of Care Homeless Population and Subpopulations Chart). HUD defines a chronically homeless person as “an unaccompanied individual with a disabling condition who has been homeless for a year or more, or those who have experienced at least four episodes of homelessness within three years.” While the data from Continuum of Care estimates 626 chronically homeless persons, The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006- 2016), which states goals and strategies to address homelessness in the County, estimates a total of 1,140 to 2,200 chronically homeless individuals within the County.16 According to The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016), a sample survey of 123 chronically homeless persons shows that 51 percent of the County’s chronically homeless is Caucasian and 28 percent is Black/African Americans.17 Homeless Facilities and Services Attachment J shows 2006 data from the Continuum of Care Plan, which indicates that the County is in need of 2,154 beds for individuals in emergency shelters, transitional housing, and permanent supportive housing, and 372 beds for families. A detailed inventory of services and facilities available is presented later. Population At-risk for Homelessness The at-risk population comprised of lower income families and individuals who, upon loss of employment or other events, would lose their housing and become homeless. Lower income families, especially those earning extremely low-income, are considered to be at risk of becoming homeless. As shown in Appendix D, Housing Needs Table, the City has a total of 26,395 households (22.9 percent of total households) earning less than 30 percent of AMI. Of these, 78.0 percent were spending more than 30 percent of their incomes on housing and 60.4 percent were spending more than 50 percent of their incomes on housing. The at-risk population also includes individuals who are in imminent danger of residing in shelters or living on the streets due to lack of access to permanent housing and the absence of an adequate support network. These individuals, especially those being released from penal, mental, or substance abuse facilities, require social services that help them make the transition back into society and remain off the streets. Another at-risk population group includes those currently in foster care and who may become homeless when they reach 18 years of age. Rental assistance and job preparation/placement are the most effective ways to prevent homelessness among this group. Another at-risk population group includes veterans who may face difficulty paying rent or maintaining jobs due to post traumatic stress or mental health issues. Veterans are approximately one-third of the chronically homeless population per The 18 Ten-Year Plan to End Homelessness, p.7 Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006- 2016).18 Priority Homeless Needs 1. Using the results of the Continuum of Care planning process, identify the jurisdiction’s homeless and homeless prevention priorities specified in Table 1A, the Homeless and Special Needs Populations Chart. The description of the jurisdiction’s choice of priority needs and allocation priorities must be based on reliable data meeting HUD standards and should reflect the required consultation with homeless assistance providers, homeless persons, and other concerned citizens regarding the needs of homeless families with children and individuals. The jurisdiction must provide an analysis of how the needs of each category of residents provided the basis for determining the relative priority of each priority homeless need category. A separate brief narrative should be directed to addressing gaps in services and housing for the sheltered and unsheltered chronic homeless. 2. A community should give a high priority to chronically homeless persons, where the jurisdiction identifies sheltered and unsheltered chronic homeless persons in its Homeless Needs Table - Homeless Populations and Subpopulations. Five-Year Strategic Plan Priority Homeless Needs response: 1. Homeless Priorities The City and County of Sacramento are jointly undertaking implementation of the Ten-Year Plan to End Chronic Homelessness. Sacramento’s Ten-Year Plan to End Chronic Homelessness reflects the best practice models from New York, Philadelphia, San Francisco, Portland, and other cities that have successfully implemented Housing First strategies for reducing chronic homelessness. The Plan envisions a system in which public and private agencies work together as a consortium to procure and manage housing, provide central intake services, and deliver support services to clients through a coordinated case management system. Since the Ten-Year Plan was adopted in 2006, and Interagency Council and Policy Board have been formed and begun regular meetings. Ten standing committees have been formed and meet covering a range of Ten-Year Plan implementation issues such as permanent supportive housing, criminal justice and veterans. Three contracts have been executed with community providers to house and serve 114 individuals. A new Central Intake Office opened June 2007 and has screened 68 homeless people. Eleven have been housed and 38 are awaiting new housing placements as they become available. Further, three rental housing projects have been financed and will provide 139 units of permanent supportive housing. Please refer to http://www.communitycouncil.org/homelessplan/ for further information. The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016) incorporates the goals of the Continuum of Care application. Per Exhibit 1 of the County of Sacramento’s Continuum of Care application the following are priorities to serve homeless individuals and families: • Maintain capacity in emergency shelters; • Provide transitional housing; and • Provide permanent supportive housing. The unmet needs of emergency facilities identified in the Continuum of Care application (See Attachment J) will be met by the goals and action to increase capacity in emergency shelters. Priorities for chronically homeless persons are addressed in the following Question 2 of this section and The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016). The County also identifies various funding priorities for emergency shelters, transitional housing, and permanent supportive housing in the County’s Continuum of Care application. The priorities were listed according to funding availability, community needs, program appropriateness, leverage, cost-effectiveness, and capacity. 2. Priorities for Chronically Homeless Persons As identified in Attachment J, Continuum of Care Homeless Population and Subpopulations Chart, of the total 626 chronically homeless residing in the County, 194 are unsheltered. The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016) addresses priorities, strategies, and actions for chronic homelessness, which is described in Question 2, Chronic Homeless Strategy of the Homeless Strategic Plan section of this document. Homeless Inventory (91.210 (c)) The jurisdiction shall provide a concise summary of the existing facilities and services (including a brief inventory) that assist homeless persons and families with children and subpopulations identified in Table 1A. These include outreach and assessment, emergency shelters and services, transitional housing, permanent supportive housing, access to permanent housing, and activities to prevent low-income individuals and families with children (especially extremely low-income) from becoming homeless. The jurisdiction can use the optional Continuum of Care Housing Activity Chart and Service Activity Chart to meet this requirement. Five-Year Strategic Plan Homeless Inventory response: 1. Inventory of Homeless Facilities and Services The following emergency shelters, transitional housing, and permanent housing with supportive services serve to meet homeless needs: Emergency Shelters As of 2006, 22 emergency shelter facilities with a total of 13 family units, 441 individual beds, and 116 family beds were located in the County of Sacramento. In 2006, two new facilities with 18 individual beds and 14 family beds were added. By August 2007, an additional facility with four beds is anticipated. Transitional Housing As of 2006, 28 transitional housing facilities with a total of 145 family units, 667 individual beds, and 425 family beds were located in the County. A new facility with six beds is also planned. 19 According to HUD, a permanent supportive housing is defined as a long-term, community-based housing that has supportive services for homeless persons with disabilities. 20 The Sacramento City and County Ten-Year Plan to End Chronic Homelessness (2006-2016), pp.25-27 Permanent Supportive Housing19 As of 2006, 19 permanent supportive housing facilities with 243 family units, 708 individual beds, and 756 family beds were located in the County. In 2006, one facility with six beds was added. By June 2007, six additional facilities with 50 family units, 157 individual beds, and 299 family beds are anticipated. Outreach and Assessment Several programs in the County offer outreach and referral services as well as conduct individual assessments to assist the homeless population. These include H.O.P.E. (Homeless Outreach Partnership Effort/Psychiatric Emergency Response Team/PERT), Volunteers of America, and Sacramento Self Help Housing Corporation, among others. Access to Permanent Housing The vision of The City and County of Sacramento Ten-Year Plan to End Chronic Homelessness (2006-2016) is to provide permanent housing as a means to end recidivism in homelessness. The majority of the existing programs concentrate on assisting temporarily homeless families with children to regain self-sufficiency. The current system lacks programs geared toward homeless individuals or couples without children. To help this segment of the homeless, programs with support for mental or physical disabilities combined with long-term support will be necessary.20 Homeless Prevention Programs Prevention activities cover three major areas of need: economic support; housing; and services. The key programs and services in place to prevent individuals and families from becoming homeless include: • CalWORKS: Funds are available to individuals on public assistance to prevent homelessness by providing rent and utility payment, which are funded through TANF. CalWORKS also offers the Welfare-to-Work Program that provides training and services to prevent homelessness. • Child Protective Services (CPS): Emergency rent and utility assistance to prevent homelessness for families with children who have an open case with CPS. • Human Rights/Fair Housing Commission: The Fair Housing Commission provides fair housing services, including discrimination counseling, mediation, and dispute resolution services to residents. • Sacramento Metropolitan Utility District (SMUD): Funds are available on a limited basis from SMUD for individuals who are in danger of losing utility service. • Project Redirection Mental Health Project: Housing and treatment for mentally ill misdemeanor offenders who are released from jail. • Sacramento Self-Help Housing Corporation: Housing referrals and housing advocacy to low income and homeless families and individuals. • Sacramento Employment and Training Agency (SETA): SETA partners with SHRA to provide job training and placement services. Homeless Strategic Plan (91.215 (c)) 1. Homelessness - Describe the jurisdiction’s strategy for developing a system to address homelessness and the priority needs of homeless persons and families (including the subpopulations identified in the needs section). The jurisdiction’s strategy must consider the housing and supportive services needed in each stage of the process which includes preventing homelessness, outreach/assessment, emergency shelters and services, transitional housing, and helping homeless persons (especially any persons that are chronically homeless) make the transition to permanent housing and independent living. The jurisdiction must also describe its strategy for helping extremely low- and low-income individuals and families who are at imminent risk of becoming homeless. 2. Chronic homelessness - Describe the jurisdiction’s strategy for eliminating chronic homelessness by 2012. This should include the strategy for helping homeless persons make the transition to permanent housing and independent living. This strategy should, to the maximum extent feasible, be coordinated with the strategy presented Exhibit 1 of the Continuum of Care (CoC) application and any other strategy or plan to eliminate chronic homelessness. Also describe, in a narrative, relationships and efforts to coordinate the Conplan, CoC, and any other strategy or plan to address chronic homelessness. 3. Homelessness Prevention - Describe the jurisdiction’s strategy to help prevent homelessness for individuals and families with children who are at imminent risk of becoming homeless. 4. Institutional Structure - Briefly describe the institutional structure, including private industry, non-profit organizations, and public institutions, through which the jurisdiction will carry out its homelessness strategy. 5. Discharge Coordination Policy - Every jurisdiction receiving McKinney-Vento Homeless Assistance Act Emergency Shelter Grant (ESG), Supportive Housing, Shelter Plus Care, or Section 8 SRO Program funds must develop and implement a Discharge Coordination Policy, to the maximum extent practicable. Such a policy should include “policies and protocols for the discharge of persons from publicly funded institutions or systems of care (such as health care facilities, foster care or other youth facilities, or correction programs and institutions) in order to prevent such discharge from immediately resulting in homelessness for such persons.” The jurisdiction should describe its planned activities to implement a cohesive, community-wide Discharge Coordination Policy, and how the community will move toward such a policy. Five-Year Homeless Strategic Plan response: 1. Homelessness Strategy The County’s Continuum of Care Strategy identifies the following strategies and objectives to address homelessness: • Create new permanent housing beds for chronically homeless persons (annual percentage goals to be met). • Increase the percentage of homeless persons remaining in permanent housing (annual percentage goals to be met). • Increase the percentage of homeless persons moving from transitional housing to permanent housing (annual percentage goals to be met). • Increase the percentage of homeless persons becoming employed when exiting a homeless program (annual percentage goals to be met). • Ensure that the Continuum of Care has a functional Homelessness Management Information System. • Provide transition from the streets or shelters directly into permanent supportive housing for chronically homeless individuals. • Provide treatment to individuals with chronic substance abuse problems. The City uses ESG and CDBG funds to support the Continuum of Care system by providing emergency shelters and supportive services. 2. Chronic Homelessness Strategy To address the needs of the chronically homeless, the Ten-Year Plan to End Chronic Homelessness states the following priorities for the first five years (2006-2011) of its planning period: • Permanent Supportive Housing: Increase the number of chronically homeless persons placed in permanent supportive housing units using the Housing First model. • Supportive Services: Provide effective, coordinated services to support stability and maximize self-sufficiency. • Prevention: Where possible, prevent individuals and families from becoming homeless. • Leadership: Engage high-level leadership from a broad spectrum of public and private-sector organizations to guide implementation of the plan. • Evaluation and Reporting: Measure success, report outcomes and continually improve performance. The following strategies address the priorities: • Provide 405 units of permanent supportive housing within five years for chronically homeless individuals who need housing. • Assist chronically homeless individuals placed in housing at a level necessary for them to maintain their housing and achieve a stable living environment. • Implement zero tolerance policy for discharge into homelessness by local institutions. • Reduce episodes of homelessness by at-risk groups, such as youth and veterans. • Strengthen the Serial Inebriate Program. • A Homeless Policy Board of high-level public and private sector community leaders was created January 1, 2007, with the charge to build political will countywide; oversee plan implementation; develop resources; recommend funding priorities; and report to the community on progress in achieving plan goals. The strategy is to enhance the work of this board. • An Interagency Council of service providers and community stakeholders was created January 1, 2007 with a charge to coordinate services for the homeless; develop new service programs and systems based on “best practice” models; recommend programs, policies and initiatives to the Policy Board. The strategy is to enhance the work of this council. • Create a broad-based leadership team of public, private and civic sector interests that will lead a coordinated countywide effort to end to chronic homelessness. • Use accurate, comprehensive, and useful data to evaluate program effectiveness, guide future planning, inform funding decisions, and report to the community on progress in ending homelessness. 3. Homelessness Prevention Persons at-risk of becoming homeless include youths at foster care, youths running away from home or violence, and veterans returning home from active duty or suffering from post traumatic stress. The following strategies reduce homelessness in youth and veterans: • Develop transition planning for persons leaving foster care that ensures they have a home and prepare a plan for self-reliance and support. • Create outreach and information campaign about local resources to reach youth at risk of homelessness. • Provide intensive case management for those at risk and assure permanent supportive housing slots assigned immediately upon release. • Partner with the Veterans Administration to identify at-risk veterans and quickly link them to appropriate services to prevent homelessness. • Establish pilot project to provide supportive housing to those at risk of becoming chronically homeless. • Research funding sources that are not currently utilized in the County. • Apply for funding to establish pilot project to provide supportive housing to at-risk populations. The Ten-Year Plan to End Chronic Homelessness also establishes strategies for the Sacramento County Department of Human Assistance (DHA) to adopt and implement Central Intake Programs to assess chronically homeless population and direct them to appropriate housing, support, services, and application process. 4. Institutional Structure The Ten-Year Plan to End Chronic Homelessness aims to achieve “an end to chronic homelessness through a coordinated countywide effort led by a broad-based leadership team of public, private, and civic sector interests.” In the Plan, the County proposed a comprehensive board to replace the Sacramento City and County Board on Homelessness. The proposed institutional structure is established and consists of a Policy Board and an Interagency Council with representation from homeless or formerly homeless persons on both the Policy Board and Interagency Council. The Policy Board consists of high-level public- and private-sector community leaders who build political will countywide, oversee plan implementation, develop resources, recommend funding priorities, and report to the community on progress in achieving plan goals. The Interagency Council is established and consists of service providers and community stakeholders which coordinate services for the homeless, develop new service programs and systems based on “best practice” models, and recommend programs, policies, and initiatives to the Policy Board. Additionally, the Interagency Council and the Policy Board are supported by staff and point persons from public agency involved in implementing The Ten-Year Plan to End Chronic Homelessness. In addition to establishing the Policy Board and the Interagency Council, the City will implement the following strategies to achieve a more successful and efficient institutional structure: • Develop processes for assessing and reporting on the effectiveness of “housing first” model. • Prepare and implement a communications plan for increased public awareness of who experiences homelessness, the underlying causes of homelessness, and how everyone throughout the County can plan a role in ending homelessness. • Convene public officials and leaders in the nonprofit and business communities throughout the County to inform them about activities aimed at ending homelessness and invite their participation in plan implementation. The City will also work with private industry, non-profit organizations, and public institutions listed in the Continuum of Care Strategy to address homelessness in the County. 5. Discharge Coordination Policy Lack of available permanent supportive housing options can result in homelessness after discharge from publicly funded institutions such as emergency shelters, jails, prisons, hospitals, and mental health centers. The Interagency Council is responsible for ensuring that persons discharged from these institutions do not end up homeless in the County. The Council aims to achieve a zero tolerance policy regarding discharging into homelessness by local institutions. The following strategies prevent local institutions from discharging into homelessness: • Compile comprehensive listing of all County and City agencies, divisions and departments that service homeless persons or contract with other agencies to serve homeless persons, with emphasis on chronically homeless persons. • Compile comprehensive listing of contracting and local agencies that likely are subject to provisions of the discharge policy. • Create template outlining basic information needed from entities providing discharge planning. • Establish committee of the Interagency Council to review all discharge plans, clarify and analyze information, make recommendations for specific and general improvements. • Through Interagency Council, develop standards and consistent discharge policies in local, county, and state-operated agencies. • Review by committee of the Interagency Council all discharge plans, clarify and analyze information, make recommendations for specific and general improvements. • Develop collaborative efforts with other counties to influence state and federal policies. • Evaluate program performance and impact and make program adjustments as necessary. • Prepare report to community on impact of prevention programs. • Develop new five-year Action Plan based on evaluation reports. • Partner with the Downtown Sacramento Partnership and the Volunteers of America, the Interagency Council will recommend implementation strategies for the Sacramento Chronic Inebriate Program. • Through the Interagency Council, work with Sacramento Superior Courts and local law enforcement to consider and recommend policies and programs to divert homeless from the criminal justice system. The City also provides discharge planning policy for youth discharged from foster care, individuals discharged from health care facilities, and individuals admitted to mental health facilities. Programs include: • Independent Living Program provides housing assistance to foster youth between ages 16 and 21. • Emancipation Conference encourages youths to set and meet goals following discharge from foster care. • The Interim Care Program provides meals, shelter, and housing assistance to individuals discharged from hospitals. • Transitional Living and Community Support provides motel vouchers and housing program referrals to individuals in mental health programs. Emergency Shelter Grants (ESG) (States only) Describe the process for awarding grants to State recipients, and a description of how the allocation will be made available to units of local government. Five-Year Strategic Plan ESG response: This section applies to states only; no response is required. COMMUNITY DEVELOPMENT Community Development (91.215 (e)) 1. Identify the jurisdiction’s priority non-housing community development needs eligible for assistance by CDBG eligibility category specified in the Community Development Needs Table (formerly Table 2B), - i.e., public facilities, public improvements, public services and economic development. 2. Describe the basis for assigning the priority given to each category of priority needs. 3. Identify any obstacles to meeting underserved needs. 4. Identify specific long-term and short-term community development objectives (including economic development activities that create jobs), developed in accordance with the statutory goals described in section 24 CFR 91.1 and the primary objective of the CDBG program to provide decent housing and a suitable living environment and expand economic opportunities, principally for low- and moderate-income persons. NOTE: Each specific objective developed to address a priority need, must be identified by number and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and annual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in other measurable terms as identified and defined by the jurisdiction. *Please also refer to the Community Development Table in the Needs.xls workbook Five-Year Strategic Plan Community Development response: 1. Priority Non-Housing Community Development Needs The City identifies the following priority non-housing community development needs for the use of CDBG funds: • Public Improvements and Community Facilities: park improvements; youth facilities; community facilities; infrastructure improvements; and accessibility improvements. • Economic Development: commercial rehabilitation assistance. • Community Services: senior services; youth services; job training and placement services; information and referral services; and fair housing services. Only 15 percent of CDBG funds may be used toward public services. 2. Basis for Establishing Priorities SHRA conducted a Resident Survey and a Service Provider Survey, held a series of focus group and community meetings, and consulted with various departments and agencies to assess the nature and extent of community development needs, as described in the Citizen Participation section. Funding priorities were established based on the extent of needs and the availability of other funding sources to address those needs (See Housing and Community Development Needs Tables, Attachment D and F). 3. Obstacles to Meeting Underserved Needs One of the main obstacles to meeting underserved community development needs is inadequate funding from the state and federal governments. Over the past five years, appropriations for the CDBG program have decreased, leading to reduced support for local community development programs. SHRA anticipates that CDBG funding will not significantly increase in the future due to the continuing federal budget deficit. State funding sources for community development programs are also expected to be limited. California voters have approved Proposition 63, the Mental Health Services Act which provides funding for mental health services, and Proposition 53, the infrastructure bond, which provides funding for infrastructure improvements. However, application for these funds is highly competitive. Furthermore, funding for other community development facilities and services is less than certain. 4. Specific Long-Term and Short-Term Community Development Objectives Refer to Community Development Needs Table in Attachment F for five-year and one-year objectives. Antipoverty Strategy (91.215 (h)) 1. Describe the jurisdiction's goals, programs, and policies for reducing the number of poverty level families (as defined by the Office of Management and Budget and revised annually). In consultation with other appropriate public and private agencies, (i.e. TANF agency) state how the jurisdiction's goals, programs, and policies for producing and preserving affordable housing set forth in the housing component of the consolidated plan will be coordinated with other programs and services for which the jurisdiction is responsible. 2. Identify the extent to which this strategy will reduce (or assist in reducing) the number of poverty level families, taking into consideration factors over which the jurisdiction has control. Five-Year Strategic Plan Antipoverty Strategy response: 1. City Efforts The City employs a variety of strategies to help alleviate poverty, including efforts to stimulate economic growth and additional job opportunities, and to provide residents with the skills and abilities required to take advantage of those opportunities. Economic development opportunities, such as higher paying jobs, are very important to low-income persons to gain economic self-sufficiency and live above the poverty level. As described in the Homeless Strategic Plan section, the City works with the County of Sacramento, SHRA and area nonprofits to provide emergency shelters and transitional housing and the full range of supportive services required to assist this population to achieve economic independence. Along with programs designed to improve employment skills and provide job opportunities, the City provides counseling and assistance in obtaining benefits to qualified individuals and families. To the extent possible, the City plans to reduce the number of households with incomes below the federal poverty level through a combination of direct assistance and indirect benefit from neighborhood improvement activities. Investment within the CDBG eligible areas for Community Development will be allocated under the following Strategies: • Encourage economic development in low- and moderate-income areas. • Revitalize existing commercial areas to remove blighting influence and increase the number of jobs. • Rehabilitate substandard existing single-family or multi-family housing for income qualified owners or to owners who rent to income-qualified tenants. • Increase affordable housing opportunities for renters and first-time homebuyers, including seniors and the disabled. • Rehabilitate or provide new affordable housing units that include handicap accessibility for seniors or the disabled. • Improve community centers, neighborhood parks and infrastructure, including those in conjunction with affordable housing projects. • Provide comprehensive homeless and homeless prevention programs. • Provide code enforcement in CDBG eligible neighborhoods. 2. Other Economic Development Efforts by SHRA Overall Strategy CDBG economic development requirements are administratively and programmatically challenging, and therefore CDBG funds will be used as an economic tool on a relatively limited basis. CDBG-Related Priorities and Objectives Over the years, the City’s anti-poverty activities funded with CDBG funds have included activities within the economic development programs listed below. In some cases, CDBG funds were used for program start up or until other funding sources became available as in the case of new redevelopment areas: • Commercial Rehabilitation Loan and Grant Program: The Commercial Rehabilitation Program offers low-interest loans or grants to commercial establishments in targeted neighborhoods. Eligible improvements are typically related to exterior/façade improvements or corrections to health and safety code violations. • Section 108 Loan Guarantee: The HUD Section 108 Program provides loan guarantee to CDBG entitlement jurisdictions to pursue economic development and large capital improvement projects. The jurisdiction must pledge its future CBDG allocations for repayment of the loan. The City currently has a Section 108 loan from HUD for Del Paso Nuevo and Globe Mills. • Enterprise Zones: Three areas in the Sacramento area have been designated as Enterprise Zones: o Florin/Perkins Enterprise Zone: This industrially-zoned area is also a state designated Recycling Market Development Zone o Northern Sacramento Enterprise Zone o Army Depot Zone: This industrially-zoned area is also a state designated Recycling Market Development Zone An array of tax credits, reductions and state and local incentives are offered in these areas to foster economic growth and job creation. • Grow Sacramento Fund: The Grow Sacramento Fund (GSF) provides loans up to $2 million to small business owners for a variety of business purposes, including the acquisition, construction or rehabilitation of a building, leasehold improvements, machinery and equipment, and long-term working capital. • Redevelopment: The City has eight redevelopment project areas (Alkali Flat, Army Depot, Del Paso Heights, Downtown, North Sacramento, Oak Park, Richards Boulevard, and 65th Street) and two City/County joint areas (Franklin Boulevard and Stockton Boulevard) to implement redevelopment efforts. The purpose of redevelopment is to eliminate blight, to develop, preserve, and rehabilitate affordable housing, and to retain and expand businesses which leads to the creation and development of job opportunities. 3. Extent Strategy Will Reduce Poverty The Community Development Needs Table (Attachment F) provides an indication of how many households and individuals in the City will be assisted by the anti-poverty strategies of providing more affordable housing and job training. However, the number of households and individuals that would be positively affected by economic development action cannot be accurately determined, as it is not known how many jobs would be created or the extent that incomes would increase. Low income Housing Tax Credit (LIHTC) Coordination (91.315 (k)) 1. (States only) Describe the strategy to coordinate the Low-income Housing Tax Credit (LIHTC) with the development of housing that is affordable to low- and moderate-income families. Five-Year Strategic Plan LIHTC Coordination response: This section is applicable only to states; no response is required. NON-HOMELESS SPECIAL NEEDS Specific Special Needs Objectives (91.215) 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve over a specified time period. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. Five-Year Non-homeless Special Needs Analysis response: 1. Priorities and Specific Objectives The City of Sacramento identifies the following non-homeless special needs: • Supportive services for the elderly and frail elderly. • Housing and supportive services needs for persons with HIV/AIDS and their families. • Supportive services needs for alcohol and other drug addicted persons. Refer to Non-Homeless Special Needs Table in Attachment E for specific five-year and one-year objectives. 2. Use of Federal, State, and Local Resources The City of Sacramento proposes to use HOPWA funds to address housing needs for persons with HIV/AIDS and their families. CDBG funds will be used to provide supportive services for seniors, persons with HIV/AIDS, and individuals with alcohol and other drug addictions. HUD entitlement funds (CDBG and HOPWA) actually represent a very small percentage of the funding used to provide supportive services for non-homeless persons with special needs. The City actively pursues a variety of state and federal funds to address the needs of these special populations. Non-homeless Special Needs (91.205 (d) and 91.210 (d)) Analysis (including HOPWA) 1. Estimate, to the extent practicable, the number of persons in various subpopulations that are not homeless but may require housing or supportive services, including the elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with HIV/AIDS and their families), persons with alcohol or other drug addiction, victims of domestic violence, and any other categories the jurisdiction may specify and describe their supportive housing needs. The jurisdiction can use the Non-Homeless Special Needs Table (formerly Table 1B) of their Consolidated Plan to help identify these needs. 2. Identify the priority housing and supportive service needs of persons who are not homeless but may or may not require supportive housing, i.e., elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with HIV/AIDS and their families), persons with alcohol or other drug addiction by using the Non-homeless Special Needs Table. 3. Describe the basis for assigning the priority given to each category of priority needs. 4. Identify any obstacles to meeting underserved needs. 5. To the extent information is available, describe the facilities and services that assist persons who are not homeless but require supportive housing, and programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing. 6. If the jurisdiction plans to use HOME or other tenant based rental assistance to assist one or more of these subpopulations, it must justify the need for such assistance in the plan. *Note: HOPWA recipients must identify the size and characteristics of the population with HIV/AIDS and their families that will be served in the metropolitan area. Five-Year Non-homeless Special Needs Analysis response: 1. Non-Homeless Special Needs Groups Refer to the Non-Homeless Special Needs Table (Attachment E) and the Housing Needs Table (Attachment D) for detailed estimates of persons in need. The following narrative summarizes the nature and extent of needs of these special populations: Elderly The population over 65 years of age is considered elderly and presents four main concerns: • Income: People over 65 are usually retired and living on a fixed income. • Health Care: Due to the higher rate of illness, health care is important. • Transportation: Many seniors use public transit. • Housing: Many live alone and many rent. According to the 2000 Census, the City had 46,443 persons aged 65 or older, representing 11 percent of all City residents. According to the CHAS data for the City of Sacramento (used for the Housing Needs Table in Attachment D), approximately 2,793 senior households (72.1 percent) were experiencing housing problems. Among those senior households that rent, 72.1 percent pay 30 percent or more of their income for rent. Senior renters have a greater need for assistance with housing costs, compared to only 69.8 percent of senior homeowners who have a cost burden. While the percentage of cost burden is less than the citywide average, elderly residents are often less able to make improvements to their housing or to find more affordable housing due to limited income and a higher rate of disabilities. Frail Elderly Frail elderly includes the population over 65 years of age who suffer from various types of disabilities. According to the Census, 44 percent or 20,600 of the elderly residents had some type of disability in 2000 and are therefore, considered as frail. Persons with Disabilities Disability is a mental or physical condition that affects the functioning of a person. Physical disabilities can hinder access to conventional housing units. Moreover, physical and mental disabilities can prevent persons from earning adequate income. Therefore, persons with disabilities are more vulnerable and are considered a group with special housing needs. According to the 2000 Census, approximately 22 percent of the City population or 84,630 persons had one or more disabilities. Of those persons age 65 and over, approximately 44 percent had a disability. The 2000 Census identifies 36,165 persons in the City with physical disabilities. However, the Census does not record developmental disability (persons with IQ below 70) or severe mental illness (psychoses such as schizophrenia or major schizo- affective disorders such as bipolar and major depression). According to ARC (formerly the Association of Retarded Citizens), the nationally accepted percentage of the population that can be defined as developmentally disabled is one to three percent. National estimates also place the number of severely mentally ill persons at one percent of the population. Persons with HIV/AIDS Specific data on the City residents with HIV/AIDS is not available. As stated previously, 1,465 people in the County were living with AIDS as of September 2006. Refer to Question 1 of the Housing Market Analysis section (pages 25-27) for information on housing for disabled families and for persons with HIV/AIDS and their families. Persons with Alcohol or Other Drug Addiction Drug and alcohol abuse affects a large portion of the population, but the extent of such abuses is difficult to estimate. Few people admit they have a problem or seek assistance. The National Institute of Alcohol Abuse and Alcoholism estimates the number of men with a drinking problem (moderate or severe) at 14 to 16 percent of the adult male population, and the number of women with a similar problem at six percent of the adult female population. Information on the extent of drug use is not available. According the County Department of Human Assistance, 773 homeless persons in the County are chronic substance and drug abusers. 2. Priority Non-Homeless Special Needs Special needs groups with high priority housing needs within the City include elderly and frail elderly persons, persons with HIV/AIDS and their families, and individuals with alcohol and other drug addictions. Refer to the Non-Homeless Special Needs Table in Attachment E for five-year and one-year objectives for special needs groups, including the elderly, frail elderly, persons with disabilities, persons with HIV/AIDS, and persons with substance abuse problems. 3. Basis for Assigning Priorities SHRA conducted a Resident Survey and a Service Provider Survey, held a series of focus group and community meetings, and consulted with various departments and agencies to assess the nature and extent of community development needs, as described in the Citizen Participation section. Funding priorities were established based on the extent of needs and the availability of other funding sources to address those needs. (See also response to Item #2 in the General Questions section, page 4.) 4. Obstacles to Meeting Underserved Needs Refer to response Item #3 in Community Development Needs (page 43-44). 5. Supportive Housing Facilities and Services Refer to response Item #1 in the Specific Housing Objectives section (page 28) for a summary of services and facilities. 6. HOME and Other Tenant-Based Rental Assistance The City does not anticipate using HOME funds for Tenant-Based Rental Assistance. Housing Opportunities for People with AIDS (HOPWA) 1. The Plan includes a description of the activities to be undertaken with its HOPWA Program funds to address priority unmet housing needs for the eligible population. Activities will assist persons who are not homeless but require supportive housing, such as efforts to prevent low-income individuals and families from becoming homeless and may address the housing needs of persons who are homeless in order to help homeless persons make the transition to permanent housing and independent living. The plan would identify any obstacles to meeting underserved needs and summarize the priorities and specific objectives, describing how funds made available will be used to address identified needs. 2. The Plan must establish annual HOPWA output goals for the planned number of households to be assisted during the year in: (1) short-term rent, mortgage and utility payments to avoid homelessness; (2) rental assistance programs; and (3) in housing facilities, such as community residences and SRO dwellings, where funds are used to develop and/or operate these facilities. The plan can also describe the special features or needs being addressed, such as support for persons who are homeless or chronically homeless. These outputs are to be used in connection with an assessment of client outcomes for achieving housing stability, reduced risks of homelessness and improved access to care. 3. For housing facility projects being developed, a target date for the completion of each development activity must be included and information on the continued use of these units for the eligible population based on their stewardship requirements (e.g. within the ten-year use periods for projects involving acquisition, new construction or substantial rehabilitation). 4. The Plan includes an explanation of how the funds will be allocated including a description of the geographic area in which assistance will be directed and the rationale for these geographic allocations and priorities. Include the name of each project sponsor, the zip code for the primary area(s) of planned activities, amounts committed to that sponsor, and whether the sponsor is a faith-based and/or grassroots organization. 5. The Plan describes the role of the lead jurisdiction in the eligible metropolitan statistical area (EMSA), involving (a) consultation to develop a metropolitan-wide strategy for addressing the needs of persons with HIV/AIDS and their families living throughout the EMSA with the other jurisdictions within the EMSA; (b) the standards and procedures to be used to monitor HOPWA Program activities in order to ensure compliance by project sponsors of the requirements of the program. 6. The Plan includes the certifications relevant to the HOPWA Program. Five-Year Strategic Plan HOPWA response: 1. Planned Use of HOPWA Funds The HOPWA funding will focus on homeless prevention efforts for persons with AIDS and their families. HOPWA funds are primarily used to help those who are not homeless but require supportive housing, but may also be used to help those who are homeless but require assistance to transition into permanent housing and independent living. The HOPWA Five-Year Plan activities include: short-term rent, mortgage, and utility payments (STRMU) for Sacramento, El Dorado, Placer and Yolo counties for 368 HOPWA eligible persons; short-term emergency housing in a shelter specifically for up to 60 HOPWA eligible persons; developing and operating 40 units of permanent supportive housing that can serve between 40 and 60 HOPWA eligible persons; and initiate a tenant-based rental assistance program. Although no further HOPWA funds will be spent, DHA will continue monitoring stewardship programs of 57 units of existing permanent and transitional supportive housing acquired through HOPWA funding to serve 57 to 68 HOPWA eligible persons. The STRMU program will prevent homelessness by providing monetary assistance to pay the rent, the mortgage or the utilities. The Emergency Shelter Grant program will assist those who are homeless, by providing shelter with supportive services to help the homeless with HIV/AIDS. This program also connects the homeless with community services, case management, counseling, and referral services to transitional or permanent housing. The transitional and permanent housing programs will continue helping those who were previously homeless, or in danger of becoming homeless to be secure in the housing. One of these housing programs provides care for persons with special needs – the mentally ill HOPWA eligible persons. DHA will continue to meet monthly with program providers in a setting that encourages sharing, to identify needs within the community and within the existing programs, share best practices, network, identify gaps in service and housing needs, and define policies and best uses of HOPWA funds. 2. Output Goals for Households to be Assisted The STRMU programs will assist 364 to 381 HOPWA eligible households each year during this five-year plan. The outcomes desired are providing decent and affordable housing and sustainability. The affordability is achieved when assistance and support is provided to HOPWA eligible persons to help sustain housing that was previously affordable but was jeopardized by a period of financially difficulty because of the HIV/AIDS disability. The plan includes research and possible development of a tenant-based rental assistance program in the next three to five years. This is purely exploratory and will depend on the availability of HOPWA funds. The providers have expressed a need for on-going rental assistance for their clients. The Community Services Planning Council (CSPC) periodically conducts a needs assessment survey of persons with HIV/AIDS in the community. Questions will be added to the next survey to establish this need and evaluate its importance to the community, and to identify other unmet needs. The only community residence in the City of Sacramento is in stewardship at this time. It serves eight individuals and one couple (or 11 individuals) and provides permanent supportive housing for persons with mental illness and HIV/AIDS. The program for developing and operating 40 units of permanent supportive housing will focus on affordability for persons with low incomes and HIV/AIDS. This development will be very environmentally friendly and provide many “green” features. HOPWA funds will constitute only a small portion of the total cost of acquiring this housing, but the benefit to HOPWA eligible persons will far exceed the investment. The emergency shelter facility in this plan will serve 60 to 80 persons with HIV/AIDS who are homeless or in danger of becoming homeless. Currently 44 percent of those served by this program are also chronically homeless. DHA expects this percentage to decline each year as additional tenant-based rental assistance becomes available. 3. Housing Facility Projects The Colonia San Martine project is expected to break ground in August of 2007 and be completed by December of 2008. This large complex of 60 units will have 40 units dedicated to serve the HIV/AIDS community. The existing contracts with AIDS Housing Alliance (AHA) provide for stewardship and monitoring of these units for 10 years after the date of occupancy. An environmental assessment of the site was conducted and the site was determined to be in compliance with County building standards. The architectural and site plans have been approved by the County, and the builder has been contracted by AHA. No other HOPWA acquisitions are included in this five-year plan. Due to the lack of funds, this will probably be the last acquisition with HOPWA funds. In the future, the focus will be on sustaining the housing currently available, and keeping it affordable for the population served with HOPWA funds. 4. Geographic Distribution of Funds The City of Sacramento receives the HOPWA funds on behalf of El Dorado, Placer, Sacramento, and Yolo counties. The Center for AIDS Research, Education, and Services (CARES) provides STRMU services from the 95814 ZIP Code and serves the City of Sacramento, including all its related zip codes. The contract with CARES for 2007 is for $115,725, which is anticipated to decline over the five-year period of this plan at a rate of two percent per year, in anticipation of HOPWA funds decreasing at that rate. CARES, a nonprofit organization, is neither faith-based nor grassroots. Beginning their services in Sacramento in 1994, CARES might have been classified as grassroots, but the organization has since expanded its base and could no longer be so classified. The CARES contract includes project sponsor administration. Sierra Foothills AIDS Foundation subcontracts with El Dorado County Public Health Service and Placer County to provide STRMU services to the respective counties. The ZIP Codes are primarily but not restricted to 95667 and 95602. El Dorado County and Placer County each has a contract for $33,908 for 2007, an amount which is estimated to decline at the same rate noted above. El Dorado County and Placer County are public agencies; neither is faith-based nor grassroots. El Dorado County is currently the only one of these counties contracting for project sponsor administration costs. Communicare Health Clinics had been the subcontractor to United Way of Butte and Glenn Counties which administered the HOPWA program for Yolo County. United Way terminated their contract in March after spending $8,330. To prevent a gap in service, DHA then contracted directly with Communicare Health Clinics. Communicare has a contract for STRMU services to Yolo County for $24,990. The amount of $33,320 in 2007 will decline at the rate noted above over the five-year plan. Communicare, a nonprofit organization, is neither faith-based nor grassroots. MAAP, Inc. provides case management for persons with HIV/AIDS in Shelter Plus Care Housing in the City of Sacramento. The service is based in the 95823 ZIP Code but serves the entire city area. MAAP has a multi-year contract which began in 2006 and will end December 31, 2008. The contract provides for $80,000 per year, which includes three percent for project sponsor administration. MAAP, a nonprofit organization, is neither faith-based nor grassroots. Volunteers of America (VOA) provides Emergency Shelter to persons with HIV/AIDS in the City of Sacramento from the 95815 ZIP Code, but serves all ZIP Codes in the City. The annual contract for this provider was $318,560 in 2007 and will decline at three percent over the five-year plan. VOA, a nonprofit organization, is a faith-based organization but not a grassroots organization. AIDS Housing Alliance (AHA) is acquiring 40 units of permanent supportive housing for persons with HIV/AIDS in the City of Sacramento. The housing will be based in the 95823 ZIP Code within the City. AHA, a nonprofit organization, is neither grassroots nor faith-based. AHA has two contracts (for $600,000 and $900,000). The $600,000 for acquisition was spent in 2004, 2005, and 2006. The portion for acquisition in the $900,000 contract was spent in 2007. The remaining portion of the $900,000 contract is for supportive services and housing operations, and will be spent when the housing is occupied in 2008 or 2009. 5. Lead Jurisdiction’s Role in Consultation and Monitoring By a joint powers agreement between the City and County of Sacramento, the Sacramento County Department of Human Assistance (DHA) is designated as lead in this jurisdiction for HOPWA funds. DHA provides fiscal oversight for programs in the City of Sacramento, and counties of El Dorado, Placer, Yolo, and Sacramento. This oversight includes contracting with providers of housing and services, monthly claims review, and annual audit reviews. Annual provider reports are balanced against the County’s financial system, COMPASS reports for claims paid, and against the contract analyst records of payment. Discrepancies are resolved promptly. DHA also provides program oversight, which includes site visits and monitoring for compliance with HOPWA and other HUD regulations. This jurisdiction follows the monitoring procedure as outlined in HUD’s Community Planning and Development (CPD) Monitoring Handbook for HOPWA Formula programs. A standard form is used to check off each issue of compliance. When out of compliance issues are noted, every effort is made to bring the issue back into compliance. County contracts will contain all required certifications to be compliant with HUD regulations starting January 1, 2008. In the interim, certifications will be individually signed documents held outside the contract, but in file. CSPC provided the needs assessment as noted in responses to Item #2 above. DHA uses the needs assessment provided by CSPC together with input from the HOPWA Advisory Group to develop a metropolitan-wide strategy for addressing the needs of person with HIV/AIDS and their families living in the City of Sacramento and the counties of El Dorado, Placer, Sacramento, and Yolo. 6. Certifications Relevant to the HOPWA Program Currently certification of service agreement is contained within DHA’s contacts with providers of housing and services, additional certifications are in the contract file folder, but not incorporated as part of the contract. In contracts beginning January 1, 2008, these additional certifications for funding certification and capability to perform will be part of the contract and any Request for Proposal documents produced by DHA’s HOPWA program. Specific HOPWA Objectives 1. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. Five-Year Specific HOPWA Objectives response: 1. Leveraging of Resources HOPWA funds are used in conjunction with a variety of funding to provide housing and supportive services for persons with HIV/AIDS. Agencies receiving HOPWA funds typically receive additional funding such as HOME funds. CDBG funds are used to provide a variety of community and supportive services that may also benefit persons with HIV/AIDS. ESG funds supporting emergency shelter operations may also offer temporary housing accommodation to this special needs group. In addition, DHA and the Department of Health and Human Services utilize a variety of local, State, and federal resources to coordinate a continuum of care for persons with HIV/AIDS. In-kind donations also represent an important contribution to the system. OTHER NARRATIVE Include any Strategic Plan information that was not covered by a narrative in any other section. Please see separate document titled “Attachments.”