HomeMy WebLinkAboutRESO 9893ATTACHMENT E: FISCAL YEAR 2020-21 CDBG RESOLUTION
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Resolution No. 9893
Resolution of the Council of the City of Palo Alto Approving
The Use of Community Development Block Grant Funds for
Fiscal Year 2020-2021
A. On June 15, 2020, the Palo Alto City Council approved and adopted a document entitled
“Consolidated Plan” which identified and established the Palo Alto housing and non-housing community
development needs, objectives and priorities for the period July 1, 2020 to June 30, 2025.
B. The Fiscal Year 2020-2021 Action Plan, the annual funding update to the Consolidated
Plan, was subjected to public review and commentary during the period from May 8, 2020 through June
8, 2020.
C. The potential uses of Community Development Block Grant (CDBG) funds were
evaluated in light of the needs and objectives identified in the Consolidated Plan and reflected in the
recommendations and comments of the Human Relations Commission Sub Committee, Finance
Committee and other interested citizens.
D. Under the CDBG program, the highest priority is given to activities which will benefit
persons with low and moderate incomes.
E. The City Council and the Finance Committee of the City Council have held publicly
noticed public hearings on the proposed uses of the CDBG funds for Fiscal Year 2020-2021.
F. CDBG funds allocated to the City for Fiscal Year 2020-2021 are proposed to implement
the programs described in this resolution.
NOW, THEREFORE, the Council of the City of Palo Alto does RESOLVE as follows:
SECTION 1. The uses of CDBG funds for Fiscal Year 2020-2021 are hereby approved and
authorized for the following programs:
Name of Program Amount
1. Catholic Charities of Santa Clara County – Long Term
Care Ombudsman Program. Advocate for the rights of
seniors and disabled residents in long term care
facilities.
$ 9,345
2. LifeMoves – Opportunity Services Center. Provide
comprehensive, one-stop, multi-service day drop-in
center for critical homeless services.
$ 29,932
3. Palo Alto Housing Corporation – SRO Resident Support.
Provide in-house SRO Service Coordinator for support
counseling, employment assistance and crisis
intervention.
$ 29,931
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ATTACHMENT E: FISCAL YEAR 2020-21 CDBG RESOLUTION
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4. Silicon Valley Independent Living Center – Housing and
Emergency Services. Assist low-income individuals and
families in search for affordable, accessible housing.
$ 11,232
5. YWCA of Silicon Valley – Domestic Violence Services.
Provide crisis intervention, emergency shelter,
comprehensive case management, counseling/ therapy,
children’s play therapy and legal services
$ 5,000
6. Project Sentinel – Fair Housing Services. Provide fair
housing services including complaint investigation,
counseling, advocacy and community education
$ 37,480
7. City of Palo Alto Department of Planning and
Community Environment – CDBG Program
Administration.
$ 90,000
8. Downtown Streets – Workforce Development Program.
Provide comprehensive support services for homeless/
unemployed to secure employment.
$236,000
9. Palo Alto Housing – Rehabilitation of Alma Place.
Replacement of stair treads in two three-story stairwells
& common area flooring.
$ 149,950
10. LifeMoves – Rent Relief Assistance. Funds are requested
to assist low, very low, and extremely low income
persons (per HUD definitions) by providing financial
assistance to cover rent. Households will receive direct
financial assistance to pay for rent.
$294,000
11. Silicon Valley Independent Living Center – Rent Relief
Assistance. Funds are requested to address the short-
term needs of City of Palo Alto residents at risk of being
displaced by rent increases, utility payments, emergency
situations, and other market forces due to Covid-19. The
target population of the proposed project are the
residents with disabilities, veterans and older adults,
aged 55 and over.
$ 75,000
12. YWCA of Silicon Valley – Rent Relief Assistance. Funds
are requested to address the short-term needs of City of
Palo Alto residents at risk of being displaced by rent
increases, utility payments, emergency situations, and
other market forces due to Covid-19. The target
population of the proposed project are individuals and
families experiencing domestic violence.
$ 10,000
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ATTACHMENT E: FISCAL YEAR 2020-21 CDBG RESOLUTION
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13. Downtown Streets – Downtown Food Closet. Hot meals
provision and delivery of Pre-packed groceries arranged
by Food Closet Volunteers and delivered to doorsteps to
meet the need and limit contact.
$100,000
14. May View Community Health – COVID-19 Testing. $ 67,610
TOTAL $1,145,480
SECTION 2. The total amount set forth under Section 1 of this resolution represents
the proposed allocation of $501,355, in CDBG funds from the United States Department of Housing and
Urban Development (HUD) for Fiscal Year 2020-2021, $136,049 in anticipated program income for Fiscal
Year 2020-2021 from Palo Alto Housing Corporation, $213,167 in prior year resources (CDBG Admin
$2,006.46, Catholic Charities $421.54, YWCA $601.99, Project Sentinel $159.76, Downtown Streets
Team $9,387.65, Habitat for Humanity $193,264.55 and $7,324.86 in FY 2018-19 excess program
income) and a total of $294,909 CDBG CV (Coronavirus) funds from the United States Department of
Housing and Urban Development (HUD) for Fiscal Year 2020-2021.
SECTION 3. The City staff is hereby authorized to submit the Fiscal Year 2020-2021 annual
Action Plan, update and appropriate application forms to HUD for the Fiscal Year 2020-2021 CDBG
funds, and such money shall be spent as set forth in this resolution. The Mayor, City Manager and any
other designated City staff or officials are hereby authorized to execute such application forms and any
other necessary documents to secure these funds. The City Manager or designee is authorized to sign all
necessary grant agreements with the program providers set forth in Section 1.
SECTION 4. The funding amounts set forth in Section 1 of this resolution are based on
final allocation amounts from the Federal Fiscal Year 2020-21 HUD appropriations; City Staff is
authorized to make adjustments increasing or decreasing the funding amounts set forth herein as
consistent with the adopted Citizen Participation Plan.
SECTION 5. The City Council hereby finds that the Fiscal Year 2020-2021 CDBG program
authorized under Section 1 of this resolution is not a project under the California Environmental Quality
Act (CEQA). However, the Council further authorizes and directs City staff to prepare certifications that
may be required, under CEQA and the National Environmental Policy Act (NEPA), for each project under
the Fiscal Year 2020-2021 CDBG program prior to the release of funds for any such project.
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ATTACHMENT E: FISCAL YEAR 2020-21 CDBG RESOLUTION
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INTRODUCED AND PASSED: June 15, 2020
AYES: CORMACK, DUBOIS, FILSETH, FINE, KNISS, KOU, TANAKA
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:
City Manager
Assistant City Attorney Director of Planning and
Community Environment
APPROVED AS TO CONTENT:
Director of Administrative Services
CDBG Coordinator
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
ALLOCATION AMOUNT SOURCES FOR CDBG ORIGINAL ENTITLEMENT:
CDBG ENTITLEMENT $501,355
PRIOR YEAR RESOURCES $213,167
ESTIMATED PROGRAM INCOME $136,049
TOTAL $850,571
USES:
AGENCY - PROGRAM NAME FY 2020 FUNDING REQUEST FINANCE COMMITTTEE RECOMMENDATION
CITY COUNCIL RECOMMENDATION
Palo Alto Housing - SRO Resident Support $50,697 $29,931
Catholic Charities - Ombudsman $10,000 $9,345
LifeMoves - Opportunity Center $46,575 $29,932
YWCA - Domestic Violence Services $10,000 $5,000
SVILC - Housing and Emergency Services $28,826 $11,232
Public Service Total $146,098 $85,440 Not to Exceed $85,440
Project Sentinel - Fair Housing Services $33,698 $37,480
City of Palo Alto - CDBG Administration $90,000 $90,000
Planning & Administration Total $123,698 $127,480 Not to Exceed $127,480
Downtown Streets - Workforce Development $336,400 $236,000
Economic Development Total $336,400 $236,000
Habitat for Humanity - Minor Home Repair $100,000 $0
Palo Alto Housing - Alma Place $149,950 $149,950
Rehab Total $ 249,950 $ 149,950
GRAND TOTAL $856,146 $598,870
ATTACHMENT A: FY2020-21 CDBG FUNDING RECOMMENDATIONS
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DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
ALLOCATION AMOUNT SOURCES FOR CDBG CORONOVIRUS (CV) GRANT
CDBG CORONAVIRUS (CV) GRANT $294,909
REMAINING CDBG FY2020-21 ENTITLEMENT GRANT $251,701
TOTAL $546,610
USES:
AGENCY - PROGRAM NAME FY 2020 FUNDING REQUEST
FINANCE COMMITTTEE RECOMMENDATION
CITY COUNCIL RECOMMENDATION
LifeMoves - Opportunity Center $294,000 $294,000
YWCA - Domestic Violence Services $10,000 $10,000
SVILC - Housing and Emergency Services $75,000 $75,000
Rent Relief Total $379,000 $379,000
Downtown Streets – Food Closet Program $100,000 $100,000
Food Assistance Total $100,000 $100,000
May View Community Health $75,000 $ 67,610
COVID Testing & PPE Total $ 75,000 $ 67,610
GRAND TOTAL $554,000 $546,610
ATTACHMENT A: FY2020-21 CDBG FUNDING RECOMMENDATIONS
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DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
Table of Contents
Executive Summary ............................................................................................................................4
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ......................................................................... 4
The Process........................................................................................................................................8
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ............................................................................. 8
PR-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................. 10
PR-15 Citizen Participation ...................................................................................................................... 23
Needs Assessment ........................................................................................................................... 32
NA-05 Overview ...................................................................................................................................... 32
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) .................................................................... 35
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ........................................ 43
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ............................ 46
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .................................. 51
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ..................................................... 52
NA-35 Public Housing – 91.205(b) .......................................................................................................... 55
NA-40 Homeless Needs Assessment – 91.205(c).................................................................................... 58
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ............................................................ 63
NA-50 Non-Housing Community Development Needs – 91.215 (f) ....................................................... 66
Housing Market Analysis .................................................................................................................. 68
MA-05 Overview ..................................................................................................................................... 68
MA-10 Number of Housing Units ............................................................................................................ 68
MA-15 Housing Market Analysis: Cost of Housings ................................................................................ 68
MA-20 Housing Market Analysis: Condition of Housing ......................................................................... 68
MA-25 Public and Assisted Housing ........................................................................................................ 68
MA-30 Homeless Facilities and Services ................................................................................................. 68
MA-35 Special Needs Facilities and Services .......................................................................................... 69
MA-40 Barriers to Affordable Housing ................................................................................................... 69
MA-45 Non-Housing Community Development Assets .......................................................................... 69
MA-50 Needs and Market Analysis Discussion ....................................................................................... 69
MA-60 Broadband Needs ........................................................................................................................ 69
MA-65 Hazard Mitigation ........................................................................................................................ 69
MA-10 Number of Housing Units – 91.210(a)&(b)(2) ............................................................................. 70
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ............................................................... 72
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)...................................................... 74
MA-25 Public and Assisted Housing – 91.210(b) .................................................................................... 77
MA-30 Homeless Facilities and Services – 91.210(c) .............................................................................. 79
MA-35 Special Needs Facilities and Services – 91.210(d) ....................................................................... 82
MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................................ 84
MA-45 Non-Housing Community Development Assets – 91.215 (f) ...................................................... 85
MA-50 Needs and Market Analysis Discussion ....................................................................................... 90
MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2) .................................................................................... 92
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ........................................................................... 93
Strategic Plan ................................................................................................................................... 94
SP-05 Overview ....................................................................................................................................... 94
Strategic Plan Overview .......................................................................................................................... 94
SP-10 Geographic Priorities – 91.215 (a)(1) ............................................................................................ 94
SP-25 Priority Needs - 91.215(a)(2)......................................................................................................... 95
SP-30 Influence of Market Conditions – 91.215 (b) ................................................................................ 99
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ................................................................. 100
SP-40 Institutional Delivery Structure – 91.215(k) ............................................................................... 103
SP-45 Goals Summary – 91.215(a)(4) ................................................................................................... 106
SP-50 Public Housing Accessibility and Involvement – 91.215(c) ......................................................... 108
SP-55 Barriers to affordable housing – 91.215(h) ................................................................................. 109
SP-60 Homelessness Strategy – 91.215(d) ............................................................................................ 111
SP-65 Lead based paint Hazards – 91.215(i) ......................................................................................... 113
SP-70 Anti-Poverty Strategy – 91.215(j) ............................................................................................... 114
SP-80 Monitoring – 91.230 ................................................................................................................... 115
Appendix: Community Engagement Summary
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The City of Palo Alto (City) is an entitlement City that receives Community Development Block Grant
(CDBG) funding from the U.S. Department of Housing and Urban and Development (HUD). HUD requires
the City to create a five-year Consolidated Plan to direct and allocate CDBG funds. This 2020-2025
Consolidated Plan (ConPlan) is built on a community-oriented participatory process and will function as
an application for federal funds under HUD’s CDBG program. The ConPlan will also outline specific goals
and priority needs where CDBG funds will be allocated over the next five years.
Additionally, this ConPlan contains the 2020-2021 Annual Action Plan, which serves as an allocation of
funds to specific projects and activities for the first fiscal year of the ConPlan. Each year after this ConPlan
is released, a new Annual Action Plan will be released to outline specific actions for which CDBG funds will
be used to uphold the development of the goals described by this ConPlan.
Consolidated Plan and Annual Action Plan Time Frame
The 2020-2025 ConPlan covers the time frame from July 1, 2020, to June 30, 2025, a period of five program
years. The Annual Action Plan covers the time frame from July 1, 2020, to June 30, 2021.
Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The goal of the Needs Assessment section is to assess the City of Palo Alto’s affordable housing, social
service, and community development characteristics in order to lay out data-driven, community-based
investment decisions to direct the following sections and the ConPlan’s primary goals. The intention of
this is to facilitate the most sustainable and comprehensive future for the City’s housing, community,
environmental, infrastructural, and economic progression. Through data collection, outreach, and
analysis presented in this ConPlan, a clear outline of the priority needs within the City is formed, along
with the projects and facilities to enhance the City’s development over the next five years.
The needs assessment identified a significant need for affordable housing units for low-income
households, persons with special needs, and those experiencing homelessness. It also identified housing
problems faced by the community, such as cost burden, overcrowding, and substandard facilities, of which
low-income racial and ethnic minority households disproportionately experience.
Evaluation of past performance
The City is responsible for ensuring compliance with all rules and regulations associated with the CDBG
entitlement grant program. The City’s Annual Action Plans and CAPERs have provided many details about
the goals, projects and programs completed by the City over the past five years. A review of past CAPERs
reveals a strong record of performance in the use of CDBG funds. Palo Alto has been strategic about
leveraging federal dollars and identifying partnerships in the community to maximize their use. For
instance, during the 2015-2020 ConPlan period, 244 affordable rental units were rehabilitated, 130 jobs
were created or retained, and nearly 2,600 households were assisted through public service activities for
low- and moderate-income housing.
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Summary of citizen participation process and consultation process
Community engagement feedback was a result of a collaborative, county-wide public outreach effort
guided by the County of Santa Clara Community Engagement Plan. Robust community engagement was
achieved through engaging a diverse group of stakeholders to identify priorities, concerns, and values.
The feedback provided through the community engagement process supported the development of this
ConPlan, including the development of housing and community development needs, priorities, goals, and
strategies for allocating funds.
For the purposes of this ConPlan, the stakeholders include all existing residents, business owners, and
regional and local interest groups. Targeted outreach was provided to youth, seniors, racial and ethnic
minorities, residents, property owners, and business owners across the County. Leveraging existing
stakeholder contacts, recognizing underrepresented stakeholders, and identifying new stakeholders was
integral to the process of reaching the greater Santa Clara County community and ensuring a broad depth
of participation.
Opportunities for community outreach were tailored to stakeholder groups (residents and property
owners, business owners, community groups, and public agencies and officials) to allow efficient and
effective engagement, including offering digital (e.g., online survey) and in-person formats (e.g.,
community meetings). In-person meetings, ranging from focus groups to regional public meetings, were
held at a variety of locations and times to increase opportunities for participation.
The County and participating cities announced the various community engagement opportunities through
a social media campaign strategy and schedule, including announcements, project updates and
educational content for Twitter, Facebook, and Instagram posts. Announcements for the online survey
and public comment period were also promoted over email, where key stakeholder contacts were
leveraged as liaisons to access larger stakeholder groups. The County and participating cities worked
directly with stakeholder contacts to set up focus groups and interviews.
The County of Santa Clara Community Engagement Plan identifies the following opportunities for
participation and comment, all of which were offered throughout Santa Clara County through the ConPlan
Process:
Regional Community Engagement Public Meetings: Regional walk-in meetings held at four different
locations across the County (Cupertino, Morgan Hill, Palo Alto, and San Jose). Interactive engagement
stations created opportunities to share personal stories, suggest ideas for strengthening
neighborhoods and prioritize community needs, and review ConPlan data and maps.
City-hosted Community Meetings: Similar in format to the regional meetings, these meetings were
hosted by some cities to receive feedback specific to the City. The City of Palo Alto did not hold a
community meeting.
Stakeholder Focus Groups: Focus groups with six to ten attendees from target populations, including
persons with disabilities, racial and ethnic minorities, seniors, low-income families, and other targeted
populations as discovered through preliminary data research.
Pop-Up Events: Structured for short interactions, the pop-up events usually take the form of a booth
set up at an event to allow access with a specific stakeholder group. Feedback provided at pop-up
events is typically collected through interactive exercises (dot votes, etc.) or verbal responses to big
picture questions.
City Council and Board of Supervisor Meetings: Announcements of workshops were added to the
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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agenda of regularly scheduled public meetings and hearings, including City Council or Board of
Supervisors meetings.
Online Feedback Collection (Survey): To broadly access a large number of stakeholders and residents
that are geographically distributed, an online survey was prepared to efficiently obtain feedback from
a large number of people for this ConPlan. The survey was announced through City media outlets and
was additionally disseminated through key community liaisons or stakeholders with access to resident
and community groups, business owners, interest groups, etc.
A detailed summary of community engagement, including participation, methods, and feedback, can be
found in sections PR-10 (Consultations) and PR-15 (Citizen Participation) of this ConPlan.
Summary of public comments
The regional community engagement public meetings and city-hosted meeting yielded many public
comments that identified priorities for residents of the County. High priorities identified during the
meetings included, and in no particular order:
Transportation and accessibility;
Housing rehabilitation and maintenance;
Services for elderly residents and mental health;
Workforce development;
Sustainable affordable housing solutions;
Affordable housing; and
Provision of more emergency assistance including transitional housing.
The most pressing housing and housing-related problems identified during these meetings included:
Housing affordability;
Diversity of housing types;
Lack of support for transitioning homeless populations;
Private sector funding for service programs;
Affordable housing zoning;
Amenities for concentrated areas of affordability;
Lack of monitored portable bathroom sites for unsheltered homeless; and
Subsidized auto repair and medical services, which would free up income for housing expenses.
The community engagement survey echoed public comments as the addition of affordable housing,
workforce development, and improved community services were also identified as the County’s greatest
needs. Additionally, healthy homes (e.g., free of lead and mold) and supportive rental housing for
homeless individuals were identified as some of the most pressing housing needs.
Stakeholders also concurred with public comments and were able to provide solutions to the housing
needs identified, which included increased communication efforts, reductions in the complexity of intake
systems, and creating programs to service residents.
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Summary of comments or views not accepted and the reasons for not accepting them
The City did not receive any public comments that were not accepted. The City attempted to incorporate
feedback received from outreach efforts throughout the ConPlan.
Summary
The City of Palo Alto has worked hard in providing affordable housing and community services to its low-
income, special needs, and homeless residents over the past five years. The City, in conjunction with the
County, has performed extensive community outreach and data analysis to determine the current needs
of the City, and through the 2020-2025 ConPlan will continue to provide additional affordable housing
opportunities and public services to its residents. This includes the provision of homeless services,
improved public facilities, and fair housing outreach and enforcement.
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible
for administration of each grant program and funding source
The City of Palo Alto (City) Department of Planning and Development Services is the agency responsible
for preparing the ConPlan and administering the City’s Community Development Block Grant (CDBG)
funding, as shown in Table 1.
Agency Role Name Department/Agency
CDBG Administrator Palo Alto City of Palo Alto Department of Planning
and Development Services
Table 1 – Responsible Agencies
Narrative
Lead and Responsible Agency
The City is the Lead and Responsible Agency for the United States Department of Housing and Urban
Development’s (HUD) entitlement programs in Palo Alto.
The Department of Planning and Development Services is responsible for administering the City’s CDBG
program. The City joined the HOME Consortium in 2015 and receives federal HOME Investment
Partnership (HOME) funds through the County.
Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD.
HUD requires the City to submit a five-year ConPlan and Annual Action Plan to HUD listing priorities and
strategies for the use of its federal funds.
The ConPlan helps local jurisdictions to assess their affordable housing and community development
needs and market conditions to meet the housing and community development needs of its populations.
As a part of the ConPlan process for 2020-2025, the City has collaborated with the County of Santa Clara
(County) as the Urban County representing the Cities of Campbell, Los Altos, Los Altos Hills, Los Gatos,
Monte Sereno, Morgan Hill, and Saratoga; the Cities of Cupertino, Gilroy, Mountain View, Sunnyvale, San
José, and Santa Clara; and the Santa Clara County Housing Authority (SCCHA) to identify and prioritize
housing and community development needs across the region, and to develop strategies to meet those
needs.
Consolidated Plan Public Contact Information
Erum Maqbool, CDBG Staff Specialist
City of Palo Alto Department of Planning and Development Services
250 Hamilton Avenue, 5th floor
Palo Alto, CA 94301
Phone: (650) 329-2660
Fax: (650) 329-2154
Email: erum.maqbool@cityofpaloalto.org
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Website:
https://cityofpaloalto.org/gov/depts/pln/long_range_planning/community_development_block_grant/
default.asp
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
The ConPlan outreach effort is a regional collaborative effort between the County of Santa Clara and seven
entitlement jurisdiction Cities. The County hired consultants Michael Baker International, in partnership
with Circlepoint, to assist them in their community engagement efforts. Community engagement is key
for helping the County and Cities to identify needs, priorities, goals, strategies, and activities for future
housing and community development activities over the period of the five-year regional plan.
Engagement activities included a community survey, public outreach, stakeholder consultations (or
meetings), focus groups, and pop-up events.
As a part of the stakeholder consultation process, the City consulted with a variety of stakeholders,
including City departments, human service agencies, local and regional community-based organizations,
housing providers and advocates, and the local housing authority. Social service providers were also
consulted including those that provide services to seniors, persons with disabilities, homeless persons,
and other lower-income individuals and at-risk populations.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health and
service agencies (91.215(I)).
During the development of its Consolidated and Annual Plans and as a general practice, the City
coordinated with a variety of housing, public and mental health agencies, and service providers to discuss
community needs. These discussions provided an opportunity for these entities to network and learn
more about one another’s services and programs. Moreover, their collective feedback was especially
valuable in gathering information and shaping priorities for this Plan as it relates to special needs
populations, general health, and mental health services in the City and Santa Clara County.
In addition, the City participates in the County’s quarterly CDBG Coordinator’s Group meetings, in which
entitlement jurisdictions throughout the region gather to discuss proposed use of federal funds for the
upcoming year.
The City also participates in the County’s Regional Housing Working Group, which is a forum for
entitlement and non-entitlement jurisdictions to develop coordinated responses to regional housing
challenges.
The City is represented on the Continuum of Care (CoC) by its Human Services Manager. The CoC is a
broad group of stakeholders dedicated to ending and preventing homelessness in Santa Clara County. The
key CoC responsibilities are ensuring community-wide implementation of efforts to end homelessness, as
well as ensuring programmatic and systemic effectiveness.
The City coordinates with the City’s human services funding efforts to comprehensively address its
community needs.
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Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The Santa Clara County Office of Supportive Housing is the administrator of the regional CoC. The City
continuously coordinates with the Santa Clara County CoC to end and prevent homelessness in the
County. City staff attends monthly meetings. The Santa Clara County CoC is a group comprising
stakeholders throughout the County, including governmental agencies, homeless service and shelter
providers, homeless population, housing advocates, affordable housing developers, and various private
parties, including businesses and foundations.
The City’s representation on the CoC Board is its Human Services Manager. Members of the CoC meet
monthly to plan CoC programs, identify gaps in homeless services, establish funding priorities, and pursue
a systematic approach to addressing homelessness. City staff, as well as staff of other cities, meet and
consult with the County’s CoC staff during the quarterly countywide “CDBG Coordinators Group”
meetings, and communicate more frequently via email and/or phone on joint efforts.
The CoC is governed by the CoC Board, which takes a systems-change approach to preventing and ending
homelessness. This same CoC Board is comprised of the same individuals who serve on the Destination:
Home (Destination Home) Leadership Board. Destination Home is a public-private partnership that is
committed to collective impact strategies to end chronic homelessness. Destination Home is the
governing body for the CoC and is responsible for implementing by-laws and operational protocols of the
CoC.
Regional efforts of the CoC include the development of The Community Plan to End Homelessness, which
identifies strategies to address the needs of people experiencing homelessness in the County, including
chronically homeless individuals and families, families with children, veterans, and unaccompanied youth.
The plan also addresses the needs of persons at risk of homelessness. The CoC is now in the process of
updating a new plan for the next five years and the City plans to participate in these efforts.
Also, during the development of this ConPlan, the City consulted both the CoC and County Office of
Supportive Housing for their expertise and experience for identifying community needs.
Service providers and organizations that provide services to homeless populations and persons at risk of
homelessness were also contacted by the City to attend the Consolidated and Annual Action Plan
engagement meetings. This includes Abode Services which administers tenant-based rental assistance;
Destination Home, the policy group that works on homeless prevention and strategies to end
homelessness; and Life Moves, a shelter and homeless provider in San José and Palo Alto. Destination
Home was consulted via a phone interview to obtain feedback on homeless and at-risk population needs.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The City is not an ESG entitlement jurisdiction and therefore does not receive ESG funds. However, the
City does administer federal grant programs that provide assistance to homeless and low-income families
in Santa Clara County. The City also helps fund and conduct the Point in Time (PIT) count, the biennial
regional collaborative effort to count and survey people experiencing homelessness. The latest count and
survey were conducted in January 2019. The data from the 2019 County of Santa Clara PIT count (2019
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County PIT) is used to plan, fund, and implement actions for reducing chronic homelessness and
circumstances that bring about homelessness.
The Santa Clara County Office of Supportive Services takes the role of Homeless Management Information
System (HMIS) administration. The County, and its consultant Bitfocus, work jointly to operate and
oversee HMIS. Both software and HMIS system administration are now provided by Bitfocus. Funding for
HMIS in Santa Clara County comes from HUD, the County of Santa Clara, and the City of San José. The
County’s HMIS is used by many City service providers across the region to record information and report
outcomes.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdictions consultations with housing, social service agencies and other entities
1 Agency/Group/Organization Boys & Girls Club
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
The agency’s top priority is improved
coordination of youth and education
programs.
2 Agency/Group/Organization Healthier Kids Foundation
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
The agency identified that the lack of
financial support efforts is the most
pressing housing problem.
3 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Children and Youth Services
Family services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
Agency also attended community
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meetings on 11/4/19 at Morgan Hill
and 11/20/19 at Roosevelt.
The agency identified mental health
services for low-income
communities as a high priority.
4 Agency/Group/Organization Community Services Agency
Agency/Group/Organization Type Senior Services
Community / Family Services and
Organizations
Cultural Organizations
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/15/19.
The agency identified a need for
diverse types of affordable housing
and improved transportation.
5 Agency/Group/Organization San José Conservation Corps
Charter
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the Gilroy focus
group meeting on 11/18/19.
The agency provided insight into
solutions for homelessness, such as
transitional housing, zoning
changes, and tiny homes.
6 Agency/Group/Organization CommUniverCity San José
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/25/19.
Agency attended regional forum
meeting in San José on 11/20/19.
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The agency identified children’s
education and care as a priority
need.
7 Agency/Group/Organization Health Trust
Agency/Group/Organization Type Health Services, HIVAIDs Services,
disabled services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation meeting on 11/21/19.
The agency identified flexibility in
funding mechanisms as a need in
order to make affordable housing
more attractive to developers.
8 Agency/Group/Organization Rebuilding Together (Silicon Valley)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/21/19
The agency identified funding for
home rehabilitations as a high
priority over the next five years.
9 Agency/Group/Organization Servant Partners
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Attended community meeting on
11/13/19 at Hillview library.
The City will continue to consider
Servant Partners as a resource in
addressing the City’s needs.
10 Agency/Group/Organization Senior Adults Legal Assistance
(SALA)
Agency/Group/Organization Type Fair Housing and Legal
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
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How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended Palo Alto public
engagement meeting on 11/17/19
and also San José public
engagement meeting on 11/19/19.
Also attended regional forum
meeting on 11/4/19 at Morgan Hill
and 11/7/19 at Palo Alto.
The City will continue to consider
SALA as a resource in addressing
seniors’ needs.
11 Agency/Group/Organization HomeFirst
Agency/Group/Organization Type Homeless Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider
HomeFirst as a resource in
addressing homeless needs.
12 Agency/Group/Organization Rebuilding Together
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended San José regional
forum meeting on 11/20/19.
The City will continue to consider
Rebuilding Together as a resource in
addressing rehabilitation needs.
13 Agency/Group/Organization Heart of the Valley
Agency/Group/Organization Type Senior Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency was consulted through
interview questions covering a range
of issues such as community needs,
areas in need of neighborhood
revitalization, housing needs, low-
mod income vulnerabilities, CDBG
and HOME funding priorities. Agency
provided emailed feedback.
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14 Agency/Group/Organization Santa Clara County Office of
Supportive Housing
Agency/Group/Organization Type County government and Continuum
of Care
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
Santa Clara Office of Supportive
Housing as a resource in addressing
homeless needs.
15 Agency/Group/Organization Santa Clara County, Department of
Planning
Agency/Group/Organization Type County Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
Santa Clara County Department of
Planning as a partner in addressing
the needs of the County.
16 Agency/Group/Organization City of Sunnyvale
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Palo Alto Hill on 11/7/19
and provided emailed feedback.
The City will continue to consider the
City of Sunnyvale as a partner in
addressing the needs of the County.
17 Agency/Group/Organization City of Mountain View
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Palo Alto Hill on 11/7/19.
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The City will continue to consider the
City of Mountain View as a partner in
addressing the needs of the County.
18 Agency/Group/Organization City of Santa Clara
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting and provided emailed
feedback.
The City will continue to consider the
City of Santa Clara as a partner in
addressing the needs of the County.
19 Agency/Group/Organization City of Gilroy, Recreation
Department
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency was consulted and provided
emailed feedback.
The agency provided feedback into
problems faced by the residents of
the City of Gilroy.
20 Agency/Group/Organization City of San José
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
The City of San José was contacted
for consultation.
The City will continue to consider the
City of San José as a partner in
addressing the needs of the County.
21 Agency/Group/Organization City of Cupertino
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
The City of Cupertino was contacted
for consultation.
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The City will continue to consider the
City of Cupertino as a partner in
addressing the needs of the County.
22 Agency/Group/Organization City of Morgan Hill
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
City of Morgan Hill as a partner in
addressing the needs of the County.
23 Agency/Group/Organization Vista Center for the Blind and
Visually Impaired
Agency/Group/Organization Type Disabled
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation on via audio meeting on
12/9/19.
The agency identified accessibility to
city services and clearer grant
application measures as priority
needs.
24 Agency/Group/Organization Destination: Home
Agency/Group/Organization Type Homeless Services (strategic
initiatives)
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation on via telephone
meeting on 11/11/19.
The agency identified that building
more housing for the extremely low-
income population and
homelessness prevention is a
priority need.
25 Agency/Group/Organization Community Solutions
Agency/Group/Organization Type Domestic Violence
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What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider
Community Solutions as a resource
in addressing the needs of the City.
26 Agency/Group/Organization St Mary’s Parish
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider St.
Mary’s Parish as a resource in
addressing the needs of the City.
27 Agency/Group/Organization Housing Authority Committee-
Gilroy
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency co-hosted the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider the
Housing Authority Committee of
Gilroy as a partner in addressing the
needs of the County.
28 Agency/Group/Organization Community and Neighborhood
Revitalization Committee
Agency/Group/Organization Type Community Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency co-hosted the AFH and
ConPlan joint meeting on 12/11/18
at the Gilroy Council Chambers.
The City will continue to consider the
Community and Neighborhood
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Table 2 – Agencies, groups, organizations who participated through the regional forums, community meetings,
and consultation meetings
Identify any Agency Types not consulted and provide rationale for not consulting
Not applicable. No agency types were intentionally left out of the consultation process. Over 20 agency
types were contacted during the consultation process.
Revitalization Committee as a
partner in addressing the needs of
the County.
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Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your
Strategic Plan overlap with the
goals of each plan?
Continuum of Care
(Community Plan to End
Homelessness in Santa Clara
County 2015-2020)
Regional Continuum of Care
Council
Identifies housing inventory
count to facilitate the provision
of housing services to those
experiencing homelessness.
City of Palo Alto Housing
Element (2015-2023)
City of Palo Alto Identifies barriers to affordable
housing, such as land-use
controls, inefficiencies of the
development review process,
and strategies to alleviate such
barriers.
2012-2014 Comprehensive HIV
Prevention & Care
Santa Clara County HIV Planning
Council for Prevention and Care
Identifies need for HIV
prevention and care.
Regional Housing Need Plan for
the San Francisco Bay Area
Association of Bay Area
Governments
Analyzes total regional housing
needs, i.e., determine number of
units needed to be built per
income category.
Community Plan to End
Homelessness in Santa Clara
County
Destination: Home Creates a community-wide road
map that identifies specific
homeless populations in the
County and strategies to address
the needs of these populations.
Palo Alto’s Infrastructure:
Catching Up, Keeping Up, and
Moving Ahead
City of Palo Alto Infrastructure
Blue Ribbon Plan
Analyzes the state of the City’s
infrastructure and plans for its
needs into the future.
City of Palo Alto Comprehensive
Plan (2030)
City of Palo Alto Plans for land uses and housing
throughout the City.
SCCHA Moving to Work Annual
Plan
Santa Clara County Housing
Authority
Addresses housing authority
updates and strategies
pertaining to public housing and
vouchers.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The collaborative implementation of this ConPlan over the course of the next five years begins with the
coordinated efforts of multiple public agencies working together to gather feedback and information for
both regional and local community needs and priorities. Once needs and priorities are identified, they are
then incorporated into County and City level consolidated plans forming both regional and local strategies
for addressing those needs and priorities. The entitlement grantee jurisdictions involved in the
collaborative outreach efforts are as follows: City of Cupertino, City of Gilroy, City of Mountain View, City
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of Palo Alto, City of San José, City of Santa Clara, and City of Sunnyvale. Several other government
stakeholder agencies were contacted and assisted the City in its efforts to gather feedback.
Furthermore, community outreach to local leaders, stakeholders, and residents is a critical first step in
implementing this Plan’s desired community changes. By successfully establishing relationships and trust
among the government, those providing services or community improvements, and the beneficiaries of
these services or improvements, the City and community can move towards a joint vision for what and
how to make community improvements. The City along with County and six other entitlement
jurisdictions developed a robust community engagement process that involved an online and paper
community survey, stakeholder consultations, focus groups, and pop-up events. The agencies, groups,
and organizations who participated are listed in Table 2. Other local/regional/federal planning efforts can
be found in Table 3.
In addition, the City attends the Santa Clara County quarterly informational sharing meeting on the CDBG
program implementation including best practices, new developments, and local and federal legislative
changes. A HUD representative is also usually in attendance and provides brief federal grants
management technical information.
Narrative (optional):
The City along with the other entitlement jurisdictions and County participated in a joint regional effort
to conduct consultations and public outreach. City and County staff, with assistance from consultants,
worked to involve housing, social service, and other agencies in the community engagement process
including direct solicitation for these agencies to participate in the community survey, stakeholder
meetings, and focus groups.
Stakeholder participants were asked questions and provided feedback on priorities, issues and solutions
in relation to CDBG and HOME eligible activities including housing, neighborhood revitalization, and low
to moderate-income household issues. They were asked about their top priorities, neighborhood
revitalization, housing problems and their solutions, local organization support, families vulnerable to
crisis, broadband internet issues, and how the jurisdiction should spend CDBG and HOME funding.
Appendix Community Engagement Summary contains a sample of the consultation questions.
The responses were very helpful for the needs assessment and strategic plan, especially for topics
pertaining to housing needs, homeless needs assessment, non-homeless special needs and services, and
community development needs as some data is not available from the census or HUD.
For a more extensive list of agencies and other public entities consulted during the ConPlan process,
please see Table 2.
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PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Outreach is essential to the City’s ability to create an accurate and effective plan, and to allocate resources
appropriately. First, the City attempted to reach as many residents as possible within the CDBG target
areas and within specific demographics, such as low-income families, disabled persons, seniors, female-
headed households, and parents/guardians of children. Receiving feedback directly from local residents
who may potentially receive assistance from grant funds is crucial for the CDBG program’s effectiveness.
Second, the City reached out to practitioners, agencies, leaders, organizations, and companies who may
have the specialized knowledge, experience, resources, and capacity to discuss needs, opportunities,
solutions, investments, and how community improvements can be made. Third, the City encouraged all
residents to weigh in on community needs and opportunities for improvements through citizen
participation opportunities.
The City offered several opportunities and various methods for participation and public comment
throughout the development of the ConPlan. The following is a summary of the efforts made to broaden
citizen participation through the ConPlan process. Table 4, Citizen Participation Outreach, provides
additional detail on the types of outreach conducted and where applicable a summary of the comments
received.
Regional Needs Survey
This community survey was noticed in the Daily Post on October 24, 2019 and Mercury News newspaper
on October 29, 2019. The online and paper survey was made available to the public between October 29,
2019, and December 20, 2019. The online survey was provided in three other languages besides English:
Spanish, Vietnamese, and Chinese. The data from this survey was useful to obtain community feedback
on local data, housing needs, and community needs. A copy of the survey, along with the final results, can
be found at the end of the document under Appendix Community Engagement Summary.
Pop-Up Events
Pop-up events are temporary events held in public areas. Pop-up events are useful to help provide the
public with general information and awareness of the ConPlan process and engage community members
with the community survey. Short dialogue and feedback were also obtained from members of the public.
Four pop-up/tabling events were held throughout the County. Three were held in the following farmer’s
market locations: Santa Clara, Sunnyvale, and Palo Alto. One was held at the Sunnyvale Community
Center. Residents were polled on what is most needed in their community. The dates, times, and locations
are listed in more detail in Table 4. Flyers announcing community engagement meeting dates and
locations were distributed.
Regional Forums
Four regional forums were held in different cities in Santa Clara County. Flyers were posted beforehand
to inform the public of the meetings. It was also advertised in the local Mercury News newspaper. In order
to maximize the attendance and allow more people to attend, they were offered at different locations
and times of the day. One meeting was held during the day and the rest were held in the evening and all
were accessible by public transit. They were held in the Cities of Morgan Hill, Palo Alto, Cupertino, and
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San José. The City of Palo Alto also held a separate public meeting, which was advertised in the Palo Alto
Daily. Additional information on the locations, and results are listed in more detail in Table 4. Additionally,
Appendix Community Engagement Summary has a flyer of the public meetings listed.
A total of 37 people attended these forums. Those in attendance included local residents, service
providers, and members of the business community. The notes and feedback were helpful in identifying
priorities, creating a dialogue with the attendees, and gaining input from stakeholders and the public.
Focus Groups
Two focus groups were held with social service agencies to identify the most pressing community
problem, priorities for their clients, and problem areas around the County. These meetings were held in
Santa Clara and Gilroy. A total of seven agencies participated. Results of their feedback are provided in
more details in the Appendix Community Engagement Summary.
Joint Community Meetings on Consolidated Plan Process and Assessment of Fair Housing
Two community meetings that sought input on the ConPlan and an Assessment of Fair Housing were held.
One was held at San José Hillview Library and the other at Gilroy Council Chambers. They were both held
in the evening and accessible by public transit. Additional information on the results are listed in more
detail in Table 4.
Stakeholder Consultations
A combination of in-person meetings, one-on-one phone conversations, and emails were held as
consultations with a variety of service providers to obtain feedback. The feedback was especially helpful
in identifying gaps in services, trends in the local community, and needs relating to specific services and
populations. The list of agencies who provided feedback is included in Table 2. A sample list of questions
that that were asked during the stakeholder interviews can be found in Appendix Community Engagement
Summary.
Public Hearings and 30-Day Public Review Period of Draft Consolidated Plan
On March 4, May 5, and June 15, 2020, the Human Relations Commission – Sub Committee, City Council
Finance Committee, and City Council will hold public hearings to review and approve the final plan. The
City posted notice of the public hearings and draft ConPlan on February 19, 2020 and April 25, 2020 in the
Daily Post. The 30-day public review period began on May 8, 2020, and ended on June 8, 2020.
Citizen Participation Process Impact on Goal Setting
Comments and feedback obtained from the citizen participation process is very useful in goal setting and
strategic planning as it relates to the ConPlan. For example, comments received from stakeholders helped
provide feedback for the Needs Assessment within the ConPlan especially in sections concerning special
needs populations and non-housing community development. The results from the survey and comments
provided by the public also helped identify high areas of concern among the community especially as it
relates to local data, housing, public services and community development needs. The feedback was
especially helpful in assessing the priority needs and goal setting for the Strategic Plan section of the
ConPlan. The responses obtained from community engagement was also helpful in providing more insight
into barriers to affordable housing, priority needs, and areas needing the most neighborhood
revitalization.
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Citizen Participation Outreach
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
1 Regional
Forums
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
A total of 37 people
attended four forums
held on the following
dates: 11/4/19, 11/7/19,
11/12/19, and 11/20/19.
Participants of the regional forums
identified the County’s top priorities
over the next five years, including:
transit accessibility, housing
maintenance, and services for senior
citizens. They also identified the most
common housing problems, including
housing affordability and
homelessness. For additional details
see Appendix Community
Engagement Summary.
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
2020_2025_Urbanco
-conplan.aspx
2 Survey Broad
community
outreach to
members of the
public and
interested
stakeholders.
A total of 1,950 Regional
Needs Surveys were
collected during the open
period.
The online survey was
available in English,
Spanish, Vietnamese, and
Chinese.
The survey results identified that the
creation of affordable housing, jobs,
and community services were the
County’s greatest needs. Results also
identified increased housing
affordability, housing for special
needs individuals, and healthy homes
as the most pressing housing needs.
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
2020_2025_Urbanco
-conplan.aspx
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
3 Focus Groups Service
providers,
business owners
or housing
professionals.
A total of 7 people
attended two meetings
held on the following
dates:
11/07/19 and 11/18/19.
Participants identified the most
pressing community problems to be
lack of: housing types, transitional
housing, zoning regulations friendly
to affordable housing, mental health
services, career development training
for youth, and gentrification. They
also identified the high cost of
housing, lack of coordination
between resource agencies, and
unclear fair housing rules as a
concern. Participants stated that the
following areas should be targeted
for improvement: Downtown Gilroy,
El Camino Real, Morgan Hills, Transit
hubs all around the County.
All
comments
were
accepted.
See Appendix
Community
Engagement
Summary
4 Community
Meetings (joint
Consolidated
Plan and
Affirmative Fair
Housing)
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
A total of 53 people
attended the two joint
meetings.
They were held on these
dates: 11/13/19 and
12/11/19.
See Appendix Community
Engagement Summary
All
comments
were
accepted.
https://www.cityofp
aloalto.org/gov/dept
s/pln/long_range_pl
anning/community_
development_block
_grant/default.asp
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
5 Pop-Up Events Non-targeted/
Broad
community
Four pop-up events were
held on these dates:
10/19/2019, 10/26/2019,
11/3/2019, and
11/21/2019.
A total of 108 flyers were
distributed.
A total of 220 attendees
were approached for
feedback.
A total of 3 surveys were
completed at the event.
See Appendix Community
Engagement Summary
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
home.aspx
6 Website Broad Santa Clara
County residents,
and workers
with computer
and internet
access
Announcements posted
to the websites of the
entitlement jurisdictions
to promote regional
survey links (English and
Spanish) and regional/
community forums.
Not applicable. Not
applicable.
https://www.cityofp
aloalto.org/gov/dept
s/pln/long_range_pl
anning/community_
development_block
_grant/default.asp
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
7 Local
Advertisement
(Print Media)
Non-targeted/
Broad
community;
Minority
Population CDBG
target area
recipients
Notice of Public meetings
and survey availability
was posted in:
the Palo Alto Daily on
10/24/19, 02/19/2020,
04/25/2020 and the
Bay Area News Group and
Mercury News
on 10/29/19
Not applicable. Not
applicable.
Not applicable.
8 Social Media Broad Santa
Clara County
community with
computer
access
Announcements posted
to Facebook and Twitter
accounts of entitlement
jurisdictions and
community partners.
Not applicable. Not
applicable.
Not applicable.
9 Printed Flyers Non-targeted/
Broad
community;
Minority
Population CDBG
target area
recipients
Over 1,225 print flyers
were printed and
distributed at community
hubs across the County.
Not applicable. Not
applicable.
See Appendix
Community
Engagement
Summary
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
10 Stakeholder
Interviews
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
21 stakeholder interviews
were conducted.
Stakeholders prioritized the following
needs: provide more affordable
housing; vital services and homeless
prevention; assist families and
individuals in transition; increase
family income; assist special needs
populations; emergency relief for
vulnerable populations; improve
aging community facilities and public
infrastructure; and fair housing.
All
comments
were
accepted.
See Appendix
Community
Engagement
Summary
11 Public Review
Period
Non
targeted/broad
community
The Draft 2020-25
ConPlan and Draft
FY2020-21 Annual Action
is circulated for public
comments from May 8th,
2020 through June 8th,
2020. To be updated after
the public comment
period concludes.
To be updated after the public
comment period concludes.
To be
updated
after the
public
comment
period
concludes.
N/A
12 Public Hearing(s) Non-
targeted/broad
community
The Human Relations
Commission - Selection
Committee met on March
4, 2020 to discuss the FY
20/21 funding allocations.
Representative from
seven agencies
requesting CDBG funds
for FY 20/21 was present.
N/A N/A N/A
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
13 Public Hearing(s) Non-
targeted/broad
community
The Finance Committee
held a virtual public
hearing on May 5, 2020 to
discuss and review the
draft 2020-25 ConPlan,
draft 2020-21 Annual
Action Plan and FY 20/21
funding allocations.
Representative from
three agencies requesting
CDBG funds for FY 20/21
was present.
None Received N/A https://www.cityofp
aloalto.org/gov/age
ndas/finance/defaul
t.asp
14 Public Hearing(s) Non-
targeted/broad
community
The City Council will hold
a public hearing on June
15, 2020 to adopt the
2020-25 ConPlan, 2020-
21 Annual Action Plan.
Representative from x
agencies requesting CDBG
funds for FY 20/21 was
present..
To be updated after the meeting N/A
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
This Needs Assessment will look at housing- and income-related data to assess the City’s needs pertaining
to affordable housing, special needs housing, community development, and homelessness. Below is a
summary of key points. Unless otherwise specified, data pertains to the City of Palo Alto.
NA-10 Housing Needs Assessment
3,835 households (14.7 percent) experience at least one housing problem.
Seventeen percent of households (4,583) pay more than 30 percent of their income toward housing
costs.
Fifty-seven percent (3,135) of low- to moderate-income (LMI) renter households are cost. burdened
while 42 percent (1,403) of LMI owner households are cost burdened.
NA-15 Disproportionately Greater Need: Housing Problems
Groups disproportionately affected by housing problems include:
Black and Hispanic households in 0%-30% Area Median Income (AMI);
Black and Hispanic households in 30%-50% AMI;
Black households in 50%-80% AMI; and
Black, Hispanic, and Asian households in 80%-100% AMI.
NA-20 Disproportionately Greater Need: Severe Housing Problems
The groups disproportionately affected by severe housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI;
Black households in 50%-80% AMI; and
Black and Asian households in 80% to 100% AMI.
NA-25 Disproportionately Greater Need: Housing Cost Burdens
Seventeen percent of households are cost burdened.
Fifteen percent are severely cost burdened.
Hispanic households are disproportionately cost burdened (23 percent).
Black and Hispanic households are disproportionately severely cost burdened (27 and 28 percent
respectively).
American Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent) and
disproportionally severely cost burdened (29 percent).
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NA-35 Public Housing
The most immediate need of Housing Choice Voucher holders are units that accept vouchers.
The need for accessible affordable housing is high as the median household income in the State, for
persons with a disability is $26,000 lower than the general population.
NA-40 Homeless Needs Assessment
There are an estimated 313 persons experiencing homelessness in the City of Palo Alto and 9,706
persons countywide.
The 2019 County PIT) count identified 269 homeless families with 921 members in Santa Clara County.
Twenty-four percent of families are unsheltered.
The 2019 County PIT count identified 653 homeless veterans, of which 68 percent were unsheltered.
NA-45 Non-Homeless Special Needs Assessment
Twenty-one percent of City residents (14,415 residents) are 62 years of age or older.
Eight and one-half percent of Palo Alto residents have a disability. Of those 65 years and older, 26.1
percent have a disability.
Female-headed households comprise 9.9 percent of households with children.
Approximately 3,361 people in the County are living with HIV.
NA-50 Non-Housing Community Development Needs
The top priority public facility needs are mental health care facilities, homeless facilities, and child care
centers.
The top priority public improvements needs are slowing traffic speeds and cleaning of contaminated
sites.
Definitions
The following are definitions of housing problems and family type that will be further analyzed in the
sections below.
Housing Problem(s) or Condition(s):
Substandard Housing - Lacking complete plumbing or kitchen facilities. This includes households
without hot and cold piped water, a flush toilet and a bathtub or shower; or kitchen facilities that
lack a sink with piped water, a range or stove, or a refrigerator.
Overcrowded - Households having complete kitchens and bathrooms but housing more than 1.01
to 1.5 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Severely Overcrowded - Households having complete kitchens and bathrooms but housing more
than 1.51 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Housing Cost Burden - This is represented by the fraction of a household’s total gross income
spent on housing costs. For renters, housing costs include rent paid by the tenant plus utilities.
For owners, housing costs include mortgage payment, taxes, insurance, and utilities.
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- A household is considered to be cost burdened if the household is spending more
than 30 percent of its monthly income on housing costs.
- A household is considered severely cost burdened if the household is spending more
than 50 percent of its monthly income on housing costs.
Family Type(s):
Small Related - The number of family households with two to four related members.
Large Related - The number of family households with five or more related members.
Elderly - A household whose head, spouse, or sole member is a person who is at least 62 years of
age.
Income:
HUD Area Median Family Income (HAMFI) - This is the median family income calculated by HUD
for each jurisdiction, in order to determine Fair Market Rents (FMRs) and income limits for HUD
programs.
Low- to Moderate-Income (LMI) - HUD classifies LMI individuals and households as those whose
incomes are at or below 80 percent of the area median family income (AMI) or HAMFI generally.
Extremely low-income - Households earning 0 percent to 30 percent of the AMI/HAMFI
Very low-income - Households earning 31 percent to 50 percent of the AMI/HAMFI
Low-income - Households earning 51 percent to 80 percent of the AMI/HAMFI.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2015 % Change
Population 64,403 66,480 3%
Households 23,154 26,085 13%
Median Income $119,483.00 $136,519.00 14%
Table 5 – Housing Needs Assessment Demographics
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 3,045 1,945 2,115 1,660 17,320
Small Family Households 945 455 605 615 9,220
Large Family Households 10 155 95 80 1,290
Household contains at least one person
62-74 years of age 610 405 540 330 3,220
Household contains at least one person
age 75 or older 960 510 420 295 1,770
Households with one or more children 6
years old or younger 105 204 215 258 1,870
Table 6 - Total Households
Data Source: 2011-2015 CHAS
Housing Needs Summary Tables
Housing Problems (Households with one of the listed needs)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 140 45 45 20 250 55 4 0 10 69
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 30 10 60 20 120 0 0 0 10 10
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 95 110 40 65 310 0 0 0 4 4
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 995 600 230 155 1,980 515 195 200 185 1,095
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 275 230 455 400 1,360 165 165 105 75 510
Zero/negative
Income (and
none of the
above
problems) 260 0 0 0 260 60 0 0 0 60
Table 7 – Housing Problems
Data Source: 2011-2015 CHAS
Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete
plumbing, severe overcrowding, severe cost burden)
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of four
housing problems 1,260 760 375 255 2,650 575 200 200 210 1,185
Having none of four housing
problems 570 445 830 705 2,550 320 535 710 490 2,055
Household has negative
income, but none of the
other housing problems 260 0 0 0 260 60 0 0 0 60
Table 8 – Housing Problems 2
Data Source: 2011-2015 CHAS
Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 585 240 295 1,120 210 65 155 430
Large Related 10 90 65 165 0 10 0 10
Elderly 545 270 175 990 394 195 95 684
Other 300 295 265 860 134 90 55 279
Total need by
income
1,440 895 800 3,135 738 360 305 1,403
Table 9 – Cost Burden > 30%
Data Source: 2011-2015 CHAS
Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 505 100 130 735 180 45 115 340
Large Related 10 90 15 115 0 10 0 10
Elderly 305 215 80 600 265 70 50 385
Other 285 240 25 550 130 70 35 235
Total need by
income
1,105 645 250 2,000 575 195 200 970
Table 10 – Cost Burden > 50%
Data Source: 2011-2015 CHAS
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Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 125 110 100 85 420 0 0 0 14 14
Multiple,
unrelated family
households 0 0 0 0 0 0 0 0 0 0
Other, non-family
households 0 10 0 0 10 0 0 0 0 0
Total need by
income
125 120 100 85 430 0 0 0 14 14
Table 11 – Crowding Information – ½
Data Source: 2011-2015 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
Table 12 – Crowding Information – 2/2
Data Source: 2011-2015 CHAS
Describe the number and type of single person households in need of housing assistance.
Elderly households are more likely to experience a disability and be on a fixed income. The 2011-2015 ACS
reveals that in 2015 there were 26,085 households in the City, of those households 9,060 (34 percent)
have at least one person 62 or older. Of the elderly households in the City, more than one-third are earning
at or below 80% of AMI: including 17 percent extremely low-income, 10 percent very low-income, and 6
percent low-income. According to the Housing Authority, waitlists for senior-dedicated housing tend to
be long, which puts elderly at risk of living in substandard housing and experiencing high housing cost
burden. There is a need for additional affordable housing for the elderly and frail elderly population of the
City.
Over the last ten years, from 2009 to 2019, the number of unsheltered homeless persons has increased
by 45 percent across the County, increasing the need for housing assistance. According to the county-level
2019 PIT count, approximately 313 persons are experiencing homelessness within the City on any given
night; however, homeless providers estimate that this number could be larger due to the difficulty in
counting non-sheltered. counted 9,706 homeless individuals (total sheltered and unsheltered) in the
County, which included 2,470 chronically homeless individuals, 653 homeless veterans, and 1,456
transition age youth.1 The 2019 County PIT count counted 313 individuals within the City, specifically,
1 Santa Clara Office of Supportive Housing. 2019 Santa Clara County Point in Time Count & Survey.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara
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although no data is available on the specific demographics of these individuals. Homeless individuals have
a need for low or no barrier housing as some individuals have zero income, a criminal background, and
pets when coming in off the streets. In addition to the cost of housing, homeless households have a need
for supportive services, which may differ by household including job and employment training, life-skills
classes, rental/utility assistance, housing counseling, childcare, transportation, mental health services,
medical services, and more.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
According to the ACS 2013-2017 5-Year Estimates, there are at least 4,557 Palo Alto residents living with
a disability (hearing difficulty, vision difficulty, cognitive difficulty, ambulatory difficulty, self-care
difficulty, or independent living difficulty). Elderly individuals make up the most significant portion of
Santa Clara’s disabled population, with 52.9 percent of persons living with disabilities age 65 years and
older.
Living with disabilities can pose additional hardship for housing choice, especially for affordable housing
options. This population may be living on a fixed income, need a housing unit that is ADA accessible and/or
offer enough space for medical equipment and possibly a live-in aid, near transportation, grocery stores,
mainstream services, and supportive services. When the many needs of a disabled household are taken
in to consideration, household choice is often not an option and families must take any available housing
unit, regardless of whether it is near their support system.
Stakeholder subject matter experts who engaged in the community outreach interviews see a need for a
variety of options of housing (size and income levels) for the disabled and elderly and would like to see
CDBG funds used over the next five years to seek out available housing that would be appropriate for this
population.
Domestic Violence
During stakeholder interviews, it was reported that the County has seen an increase in the number of
victims of domestic violence and there is a need for additional services.
The City does not have the exact count of people facing domestic violence within the City. However, the
2019 County PIT count identified 6 percent of homeless individuals within the County, as currently
experiencing domestic/partner violence or abuse.
The CoC partners with local victim service providers to train staff on trauma-informed, victim centered,
best practices on safety and planning protocols for serving survivors of domestic violence, dating violence,
human trafficking, sexual assault, and stalking, and Violence Against Women Act requirements. Survivors
of domestic violence may have the need to be outside of the City or jurisdiction, in an undisclosed location,
or must move one or more times in order to stay in a safe housing situation.
What are the most common housing problems?
The most common housing problems in the City is cost burden as 17 percent of households (4,583) pay
more than 30 percent of their income on housing costs. Overall, 3,834 households (14.7 percent)
%20County%20Homeless%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey
%20Report.pdf
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experience at least one housing problem. About 4.5 percent experience severe cost burden and 2 percent
experience overcrowding.
Are any populations/household types more affected than others by these problems?
Fifty-seven percent (3,135) of LMI renter households are cost burdened while 42 percent (1,403) of LMI
owner households are cost burdened. Approximately 8 percent (430) of LMI renter households in the City
are overcrowded while 0.4 percent (14) of owner households are overcrowded.
Therefore, LMI renter households are also more likely to be cost burdened and overcrowded.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of either
residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of
formerly homeless families and individuals who are receiving rapid re-housing assistance and
are nearing the termination of that assistance
Low-income individuals, families with children who are at imminent-risk of homelessness, and households
that are eligible for rapid re-housing (RRH) have similar characteristics and can be discussed together. In
all cases, the primary focus is helping the household solve their immediate crisis, in order to stay housed,
or find and secure housing. Subject matter experts believe these populations can be successful without
long-term supportive services. RRH rapidly connects families and individuals experiencing homelessness
to permanent housing through a tailored package of assistance that may include the use of time-limited
financial assistance and targeted supportive services.2 The three components are: a. housing
identification, b. rent and move-in assistance, and c. RRH case management and supportive services.
Providing financial assistance and services for a shorter period, allows for flexibility and a far less costly
program over all.
The 2019 PIT count found that the primary cause of first-time homelessness was job loss and when asked
what may have prevented homelessness the answer was rent or mortgage assistance, and then
employment assistance.
The CoC’s RRH programs offer housing-focused case management from program entry. RRH is a Housing
First program with a goal of helping households obtain permanent housing as quickly as possible, with
“just enough” financial assistance to help the household become stable. Housing may be in an apartment,
shared housing/room rental, subsidized housing, or living with friends or family members. RRH programs
meet clients where they are, prioritizing employment, building sustainable support systems and
encouraging case management, even after rental assistance is complete.
The CoC connects clients with a landlord incentive program, which connects homeless individuals with
landlords/homeowners; affordable housing; and mainstream services, such as welfare agencies, victim
service providers, and nutritional assistance; and employment services to increase participant income.
As households near the end of the RRH program, providers work with clients on housing stability. This is
done through identifying challenges, continued case management, planning for crises, and potentially
additional help to ensure stability.
2 https://www.hudexchange.info/resource/3891/rapid-re-housing-brief/
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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:
The HUD definition of imminent risk of homelessness is someone who will lose their primary nighttime
residence in 14 days provided that no subsequent residence has been identified and the person/family
lacks the resources or support networks needed to obtain other permanent housing.
The County of Santa Clara CoC reviewed local data and national trends regarding imminent risk of
homelessness to identify risk factors that are used along with the Prevention VI-SPDAT, to assess
household’s eligibility for the County’s Homelessness Prevention System (HPS). Ongoing PIT count data
show eviction, lack of employment, low or know income as primary causes of homelessness. As discussed
above, housing costs are also an issue; 57 percent of renter LMI households in the City are cost burdened,
while 42 percent of LMI owner households are cost burdened. Nationally, people living in poverty who
struggle to afford necessities are at the greatest risk of homelessness, which include: severe cost burden
and living doubled up. “In 2017, 6.7 million households spent more than 50 percent of their income on
rent. They were experiencing a “severe cost burden … 4.4 million people in poor households were “doubled
up”, which means they were living with family and friends.” (National Alliance to End Homelessness,
2019)3 The CoC also cites national research indicating additional factors including low or no income,
mental illness, abuse, and criminal justice involvement.
Based on the data listed eligibility criteria was created for HPS: low income; self-report of imminent risk
of homelessness OR unsafe housing situation; AND a Prevention VI-SPDAT score of 8 or greater. The
Prevention VI-SPDAT scores income and financial health, history of homelessness, eviction risk, abuse
and/or trafficking, interaction with emergency services including criminal justice, and acuity of mental and
physical needs.
HPS includes 13 agencies that offer financial assistance and case management targeted to client’s needs.
Case Management services may include working with a Housing Specialist to retain housing or relocation.
The County Office of Supportive Housing is the HPS Program Manager. Other partner agencies include:
five local victim service providers to assist families fleeing unsafe housing; the Law Foundation of Silicon
Valley for eviction prevention services and training HPS staff on referrals to eviction; CalWorks and SSVF
provide financial assistance, case management, connections to benefits and job training; the Bill Wilson
Center works with school district homeless liaisons and also trains school staff on identifying at risk
families to refer to HPS.
The County and the City of San José allocated $10 million in new State funding over two years to fund the
HPS program, which allows for an annual capacity of 900 households, County-wide. HPS tracks data and
outcomes in order continually evaluate system outcomes. HPS has had successful outcomes; in the first
two years of the program, 92 percent of participants remained housed one year after assistance.
3 National Alliance to End Homelessness (2019) State of Homelessness https://endhomelessness.org/homelessness-
in-america/homelessness-statistics/state-of-homelessness-report/
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Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Severe cost burden can lead to instability and an increased risk of homelessness. Forty-two percent of
respondents to the 2019 Homeless Survey4 indicated that rent or mortgage assistance could have helped
prevent them from becoming homeless and further, 66 percent of respondents cite “Can’t Afford Rent”
as an obstacle to obtaining permanent housing.
Discussion
Overall, there is a significant need for housing for homeless individuals, those with special needs, and
households experiencing housing problems, such as overcrowding and cost burden.
4 Santa Clara County Homeless Census and & Survey 2019.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara
%20County%20Homeless%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey
%20Report.pdf
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152). Specifically, a
disproportionately greater need exists when the members of a racial/ethnic group at a given income level
experience housing problems at a greater rate (10 percentage points or more) than the jurisdiction as a
whole at that income level. Housing problems are: lacks complete kitchen facilities; lacks complete
plumbing facilities; more than one person per room; or cost burden greater than 30 percent.
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0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,275 455 320
White 1,240 270 130
Black / African American 45 0 0
Asian 550 175 145
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 320 0 15
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,355 585 0
White 715 435 0
Black / African American 45 0 0
Asian 305 95 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 265 55 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
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50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,140 980 0
White 865 740 0
Black / African American 65 10 0
Asian 175 160 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 20 45 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4. Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 940 715 0
White 560 480 0
Black / African American 40 20 0
Asian 245 120 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 30 0
Hispanic 70 40 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
Discussion
Seventy-five percent of households with 0%-30% AMI experience at least one housing problem.
One hundred percent of Black households with 0%-30% AMI experience at least one housing problem.
Seventy-five percent of White households with 0%-30% AMI experience at least one housing problem.
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Sixty-three percent of Asian households with 0%-30% AMI experience at least one housing problem
Ninety-five percent of Hispanic households with 0%-30% AMI experience at least one housing problem.
Sixty-nine percent of households with 30%-50% AMI experience at least one housing problem.
One hundred percent of Black households with 30%-50% AMI experience at least one housing problem.
Sixty-two percent of White households with 30%-50% AMI experience at least one housing problem.
Seventy-six percent of Asian households with 30%-50% AMI experience at least one housing problem
Eighty-two percent of Hispanic households with 30%-50% AMI experience at least one housing
problem.
Fifty-three percent of households with 50%-80% AMI experience at least one housing problem.
Eighty-six percent of Black households with 50%-80% AMI experience at least one housing problem.
Fifty-three percent of White households with 50%-80% AMI experience at least one housing problem.
Fifty-two percent of Asian households with 50%-80% AMI experience at least one housing problem
Thirty percent of Hispanic households with 50%-80% AMI experience at least one housing problem.
Fifty-six percent of households with 80%-100% AMI experience at least one housing problem.
Sixty-six percent of Black households with 80%-100% AMI experience at least one housing problem.
Fifty-three percent of White households with 80%-100% AMI experience at least one housing problem.
Sixty-seven percent of Asian households with 80%-100% AMI experience at least one housing problem
Sixty-three percent of Hispanic households with 80%-100% AMI experience at least one housing
problem.
The groups disproportionately affected by housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI; and
Black households in 50%-80% AMI.
In summary, Black and Hispanic households are disproportionately affected by housing problems within
the City. Overall, 93 percent of Black LMI households and 84 percent of Hispanic LMI households are
affected by housing problems.
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
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the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152)
A household is considered severely overcrowded when there are more than 1.5 persons per room and
severely cost burdened when paying more than 50 percent of household income toward housing costs.
For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include
mortgage payment, taxes, insurance, and utilities.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,835 890 320
White 1,055 460 130
Black / African American 45 0 0
Asian 360 370 145
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 265 60 15
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 960 980 0
White 495 655 0
Black / African American 40 4 0
Asian 230 170 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 195 125 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 575 1,540 0
White 420 1,185 0
Black / African American 40 35 0
Asian 105 225 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 0 65 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 465 1,195 0
White 195 845 0
Black / African American 25 35 0
Asian 195 170 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 30 0
Hispanic 25 85 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
Discussion
Sixty percent of households with 0%-30% AMI experience at least one severe housing problem.
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One hundred percent of Black households with 0%-30% AMI experience at least one severe housing
problem
Sixty-four percent of White households with 0%-30% AMI experience at least one severe housing
problem
Forty-one percent of Asian households with 0%-30% AMI experience at least one severe housing
problem
Seventy-seven percent of Hispanic households with 0%-30% AMI experience at least one severe
housing problem
Forty-nine percent of households with 30%-50% AMI experience at least one severe housing problem
Ninety percent of Black households with 30%-50% AMI experience at least one severe housing problem
Forty-three percent of White households with 30%-50% AMI experience at least one severe housing
problem
Fifty-seven percent of Asian households with 30%-50% AMI experience at one severe housing problem
Sixty percent of Hispanic households with 30%-50% AMI experience at least one severe housing
problem
Twenty-seven percent of households with 50%-80% AMI experience at least one severe housing problem
Fifty-three percent of Black households with 50%-80% AMI experience at least one severe housing
problem
Twenty-six percent of White households with 50%-80% AMI experience at least one severe housing
problem
Thirty-one percent of Asian households with 50%-80% AMI experience at least one severe housing
problem
Zero percent of Hispanic households with 50%-80% AMI experience at least one severe housing
problem
Twenty-eight percent of households with 80%-100% AMI experience at least one severe housing problem
Forty-one percent of Black households with 80%-100% AMI experience at one severe housing problem
Eighteen percent of White households with 80%-100% AMI experience at least one severe housing
problem
Fifty-three percent of Asian households with 80%-100% AMI experience at least one severe housing
problem
Twenty-two percent of Hispanic households with 80%-100% AMI experience at least one severe
housing problem
The groups disproportionately affected by severe housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI; and
Black households in 50%-80% AMI.
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In summary, Black and Hispanic households are disproportionately affected by severe housing problems.
Overall, 76 percent of Black LMI households and 63 percent of Hispanic LMI households are affected by
at least one severe housing problem.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152)
A household is considered cost burdened if they pay more than 30 percent of their household income
toward housing costs.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 17,540 4,375 3,825 355
White 11,740 2,685 2,245 140
Black / African
American 235 70 115 0
Asian 4,450 1,205 920 175
American Indian, Alaska
Native 0 10 4 0
Pacific Islander 65 0 0 0
Hispanic 700 330 400 15
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2011-2015 CHAS
Discussion
As a whole, 17 percent of households are cost burdened and 15 percent are severely cost burdened.
Hispanic households are disproportionately cost burdened (23 percent) and Black and Hispanic
households are disproportionately severely cost burdened (27 and 28 percent respectively). American
Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent) and
disproportionally severely cost burdened (29 percent).
Overall, there is a high rate of cost burden within the City; however, Black, Hispanic, and American Indian
and Alaskan Native households are much more likely to be cost burdened when compared to white and
Asian households.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
Tables 13 through 21 show CHAS data from 2011-2015, provided by HUD, which compare households of
extremely low-, very low-, low-, and moderate-income within racial/ethnic groups in the City, compared
to extremely low-, very low-, low-, and moderate-income households in the City as a whole. In addition to
income, the tables compare housing problems, severe housing problems, cost burden, and severe cost
burden.
A disproportionately greater need exists when the members of a specific racial/ ethnic group at a given
income level experience housing problems or cost burden at a greater ratio (at least 10 percentage points
or more) than at that income level in the jurisdiction as a whole.
Black and Hispanic households are disproportionately affected by housing problems within the City.
Overall, 93 percent of Black LMI households and 84 percent of Hispanic LMI households are affected by
housing problems.
Black and Hispanic households are disproportionately affected by severe housing problems. Overall, 76
percent of Black LMI households and 63 percent of Hispanic LMI households are affected by at least one
severe housing problem.
Hispanic households are disproportionately cost burdened (23 percent) compared to 17 percent of the
jurisdiction as whole and Black and Hispanic households are disproportionately severely cost burdened
(27 and 28 percent respectively) compared to 15 percent of the jurisdiction as a whole.
American Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent)
compared to 15 percent of the jurisdiction as a whole, and disproportionally severely cost burdened (29
percent) compared to the 17 percent of the jurisdiction as a whole.
Overall, there is a high rate of cost burden within the City; however, Black, Hispanic, and American Indian
and Alaskan Native households are much more likely to be cost burdened when compared to White and
Asian households.
If they have needs not identified above, what are those needs?
Stakeholder interviews identified the need for an increase in funding for first-time home buyer programs
and down payment assistance for LMI households in the City. By continuing existing programs and
increasing funding to others, the City may be able to help with recent decrease in homeownership.
Additional services include reviewing and filling the gaps that exist in mortgage affordability after upfront
costs fulfilled, and creating incentives for property owners to sell to a buyer from a pre-established list of
low- and moderate-income families.
Additionally, community stakeholders are increasingly concerned with the decrease in homeownership
across all racial/ethnic groups that has occurred since the housing boom of the mid-2000s. However,
certain racial/ethnic groups have been far less likely to become homeowners compared to the jurisdiction
as a whole. In 2015, 27 percent of Black/African American applicants and 19 percent of Hispanic applicants
were denied mortgages, compared to about 11 percent of White and Asian applicants, according to data
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from the federal Home Mortgage Disclosure Act.5 Lenders cite different reasons for denials, but reasons
for denial appear to be common across racial/ethnic group. Among Black/African American applicants,
poor credit history was cited, and among Whites, Hispanics, and Asians, denials were based on too high
of a debt to income ratio. Community stakeholders would like to see financial literacy classes available for
families to help them resolve some of their debt issues, in order to make them more attractive loan
candidates.
In addition to denial rates, racial/ethnic groups tend to have less of a down payment, thereby qualifying
for a higher loan rate which causes a more expensive monthly payment. Black/African American and
Hispanic households reported putting down 10 percent or less, versus Whites and Asians. Also, when
households are approved for loans, racial/ethnic groups are more likely to pay a higher interest rate. In
2015, less than 66 percent of Black/African American and Hispanic loan holders had mortgage rates below
5 percent, compared to 73 percent of White applicants and 83 percent of Asian applicants. Conversely, a
larger percentage of Black/African American (23 percent) and Hispanic (18 percent) loan holders were
paying 6 percent mortgage rates (a higher rate), compared to White (13 percent) and Asian (6 percent)
loan holders.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Minority concentration is defined as census tracts where the percentage of individuals of a particular
racial or ethnic minority group is at least 20 percentage points higher than the citywide average. Minority
refers to all ethnic groups other than non-Hispanic white.
The City of Palo Alto’s population is 61.2 percent White, 1.2 percent Black/African/American, 31.3 percent
Asian, and 7.3 percent Hispanic. As seen in Map 1 below, Census Tract 5093.4 qualifies as a minority
concentration with a 35.2 percent Hispanic population.
5 https://www.pewresearch.org/fact-tank/2017/01/10/blacks-and-hispanics-face-extra-challenges-in-getting-
home-loans/
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Map 1 – Areas of Minority Concentration
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NA-35 Public Housing – 91.205(b)
Introduction
The following tables displays the number of housing vouchers in use within the County and the
demographics of those receiving vouchers.
Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
in use 0 48 20 10,212 692 9,267 212 0 36
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual
Income 0 20,067 16,342 15,882 13,333 16,112 14,199 0
Average length
of stay 0 7 5 8 1 9 0 0
Average
Household size 0 2 2 2 1 2 1 0
# Homeless at
admission 0 0 1 15 4 4 0 0
# of Elderly
Program
Participants
(>62) 0 10 4 3,859 502 3,315 24 0
# of Disabled
Families 0 10 6 1,784 69 1,610 85 0
# of Families
requesting
accessibility
features 0 48 20 10,212 692 9,267 212 0
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Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of HIV/AIDS
program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 33 11 4,885 332 4,420 117 0 14
Black/African
American 0 3 3 1,358 46 1,223 80 0 7
Asian 0 11 5 3,698 303 3,375 5 0 14
American
Indian/Alaska
Native 0 1 1 145 7 134 3 0 1
Pacific
Islander 0 0 0 95 4 84 7 0 0
Other 0 0 0 31 0 31 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
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Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 20 8 3,217 133 3,038 38 0 7
Not
Hispanic 0 28 12 6,964 559 6,198 174 0 29
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on
the waiting list for accessible units:
Households in California with at least one member living with a disability have median household income
of $56,600, approximately $26,000 less than the median household income of all households at $82,000.6
Given this, the need for accessible affordable units would be high.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The most immediate need of housing choice holders is the lack of available housing units that accept
vouchers.
In an effort to attract new Housing Choice Voucher (HCV) owners, SCCHA is re-proposing a landlord
initiative activity begun in 2017 to include new HCV program owners who may otherwise be discouraged
by the additional administrative burden associated with the HCV program. New owners who rent their
unit to an HCV participant will receive a bonus payment. The SCCHA hopes those incentives attract new
owners to the HCV program and increase the number of rental units available for Section 8 families.
How do these needs compare to the housing needs of the population at large?
Although Housing Choice Vouchers are available to low-income households, the HCV program is unable
to accommodate all low-income households. As discussed in MA-15, there is a gap of 1,350 units for
households earning between 0 and 30 percent AMI. Moderate- and above moderate-income categories
are more able to secure affordable housing in the City.
Discussion
Please see discussion above.
6 Cornell University. Disability Statistics. http://www.disabilitystatistics.org/reports/acs.cfm
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction
The County of Santa Clara CoC performed the biannual PIT count. The PIT count is a count of sheltered
and unsheltered people experiencing homelessness on a single night in January. The most recent count
took place on January 29-30, 2019. HUD requires that CoCs conduct a count, every other year, of
unsheltered people experiencing homelessness, which is defined as sleeping in a place not meant for
human habitation, such as a car, park, or abandoned building.
The CoC must also conduct an annual count of people experiencing homelessness who are sheltered in
an emergency shelter, transitional housing, or a safe haven on a single night. The majority of the
information available regarding the homeless population in the City is sourced from the 2019 County PIT
count. Below, the demographics of homeless persons in the County and City of Palo Alto are addressed.
Homeless Needs Assessment
In the 2019 County PIT count, the County identified a total of 9,706 homeless individuals. Of these
individuals, 1,784 are sheltered and 7,922 are unsheltered; see Table 28. It is estimated that 2,470 are
chronically homeless, with 85 percent unsheltered; 653 are veterans, with 68 percent unsheltered; and
268 are unaccompanied youth, with 95 percent unsheltered. It is also estimated that about 2 percent of
homeless individuals are living with HIV.
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the
#
experiencing
homelessnes
s each year
Estimate
the #
becomin
g
homeles
s each
year
Estimate the
# exiting
homelessnes
s each year
Estimate the
# of days
persons
experience
homelessnes
s
Sheltere
d
Unsheltere
d
Persons in
Households
with Adult(s)
and Child(ren)
700 221 921
*See
discussion
of
available
data in
narrative
below
* *
Persons in
Households
with Only
Children
N/A N/A N/A * * *
Persons in
Households 1,532 6,977 8,509 * * *
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Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the
#
experiencing
homelessnes
s each year
Estimate
the #
becomin
g
homeles
s each
year
Estimate the
# exiting
homelessnes
s each year
Estimate the
# of days
persons
experience
homelessnes
s
Sheltere
d
Unsheltere
d
with Only
Adults
Chronically
Homeless
Individuals
371 2,099 2,470 * * *
Chronically
Homeless
Families
N/A N/A N/A * * *
Veterans 209 444 653 * * *
Unaccompanie
d Youth 14 254 268 * * *
Persons with
HIV 29 165 194 * * *
Table 27 – Extent of Homelessness
Data Source: Santa Clara County 2019 Point in Time Count and Survey Report, County-wide numbers
If data is not available for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness,"
describe these categories for each homeless population type (including chronically homeless
individuals and families, families with children, veterans and their families, and
unaccompanied youth):
The following estimates were obtained using data from the 2017 and 2019 Santa Clara County Point-in-Time
Count (Homeless Census & Survey).
Estimate the # Becoming Homeless Each Year
An average of 1,420 persons in households with only adults become homeless in the County each year.
From 2017 to 2019, the number of adult homeless individuals increased from 5,670 to 8,509.
An average of 74 persons with HIV become homeless in the County each year. From 2017 to 2019, the
homeless persons with HIV stayed around 2 percent of the homeless population; however, the
homeless population as a whole increased from 7,394 to 9,706 persons.
An average of 187 homeless persons become chronically homeless persons in the County each year. From
2017 to 2019, the chronically homeless count increased from 2,097 to 2,470 persons.
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Overall, 36 percent or approximately one-third of those surveyed indicated that their current episode of
homelessness was their first incidence of homelessness.
Estimate the # Exiting Homelessness Each Year
An average of 77 persons in households with adults and children exit homelessness in the County each
year. From 2017 to 2019, the number of homeless individuals in families decreased from 1,075 to 921.
An average of 187 unaccompanied youth become homeless in the County each year. From 2017 to 2019,
the number of unaccompanied youth decreased from 649 to 268.
An average of 4 veterans exit homelessness in the County each year. From 2017 to 2019, the number of
homeless veterans decreased from 660 to 653.
Approximately two-thirds of those surveyed said they had experienced homelessness previously and that
this was not their first incidence of homelessness. Moreover, 35 percent experienced homelessness for
the first time between the ages of 0 to 24.
Estimate the # of Days Persons Experience Homelessness
During the 2019 County PIT count, 1,335 homeless persons were asked about the length of their current
episode of homelessness. Overall, only a small percentage (6 percent) had been homeless 30 days or less,
while most (94 percent) had experienced homelessness for more than a month, and of those, 67 percent had
experienced homelessness for one year or more.
2 percent reported they had been homeless seven days or less
4 percent reported they had been homeless 8-30 days
6 percent reported they had been homeless 1-3 months
12 percent reported they had been homeless 4-6 months
9 percent reported they had been homeless 7-11 months
67 percent reported they had been homeless one year or more
There is no data available on chronically homeless families.
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Nature and Extent of Homelessness: (Optional)
Jurisdiction Unsheltered Sheltered Total ’17-’19 %
Change 2017 2019 2017 2019 2017 2019
Total Incorporated 5,259 7,652 1,775 1,594 7,034 9,246 31%
City of Campbell 94 74 0 0 94 74 -21%
City of Cupertino 127 159 0 0 127 159 25%
City of Gilroy 295 345 427 359 722 704 -2%
City of Los Altos 6 76 0 0 6 76 *
City of Los Altos Hills 0 2 0 0 0 2 *
Town of Los Gatos 52 16 0 0 52 16 *
City of Milpitas 66 125 0 0 66 125 89%
City of Monte Sereno 0 0 0 0 0 0 *
City of Morgan Hill 388 114 0 0 388 114 -71%
City of Mountain View 411 574 5 32 416 606 46%
City of Palo Alto 256 299 20 14 276 313 13%
City of San José 3,231 5,117 1,119 980 4,350 6,097 41%
City of Santa Clara 199 264 73 62 272 326 20%
City of Saratoga 12 10 0 0 12 10 *
City of Sunnyvale 122 477 131 147 253 624 147%
Total Unincorporated 189 270 113 89 302 359 19%
Confidential Locations NA NA 58 101 58 101 74%
Total 5,448 7,922 1,946 1,784 7,394 9,706 31%
Table 28 – Nature and Extent of Homelessness
Data Source: County of Santa Clara Continuum of Care
There are an estimated 313 persons experiencing homelessness in the City of Palo Alto and 9,706 county-
wide.
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
The 2019 County PIT count identified 269 homeless families with 921 members in Santa Clara County.
Twenty-four percent of families are unsheltered. The count also identified 653 homeless veterans, of
which 68 percent were unsheltered.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Minority groups make up the largest percent of homeless surveyed (48%). According to the 2019 County
PIT count, the County’s homeless population is 44 percent White, 24 percent multi-race or other, 19
percent Black or African American, 3 percent Asian, and 2 percent Native Hawaiian or Pacific Islander.
Black or African American people make up approximately 3 percent of Alameda County, but are 19 percent
of the homeless population.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
There are approximately 299 unsheltered homeless individuals living within the City and 14 sheltered
homeless individuals. In comparison, there are 7,922 unsheltered homeless individuals in the County and
1,784 sheltered homeless individuals. Overall, four percent of homeless individuals in Palo Alto are
sheltered while in the County 18 percent are sheltered.
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According to the 2019 County PIT count, 76 percent of families are sheltered. Chronically homeless
individuals, veterans, and unaccompanied youth are primarily unsheltered (85 percent, 68 percent, and
95 percent respectively).
Discussion
As discussed above, there are approximately 9,700 homeless individuals residing within the County;
however, as identified in MA-30, there are not enough emergency shelter, transitional, rapid rehousing,
or permanent supportive housing beds to accommodate them. The CoC’s service capacities have
increased within the previous five years; however, there is still a severe need for beds and additional
supportive services.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction
The following section describes the special needs of the following populations:
Elderly households (defined as 62 and older)
Persons with mental, physical, and/or developmental disabilities
Large households
Female-headed households
Persons living with HIV/AIDS and their families
Describe the characteristics of special needs populations in your community:
Elderly households
Many seniors live on fixed incomes, making housing affordability a key issue. Access to properly sized
units, transit, and healthcare are also important concerns of elderly households. Elderly households may
also require residential care from time to time.
Twenty-one percent of City residents (14,415 residents) are 62 years of age or older.7
Persons with mental, physical, and/or developmental disabilities
Persons with disabilities may require special housing accommodations, such as wheelchair accessibility
and other modifications to live independently. Access to transit is also a high priority for this population.
7 ACS 2013-2017 5-Year Estimates
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As outlined in the table below, 8.5 percent of Palo Alto residents have a disability. Of those 65 years and
older, 26.1 percent have a disability.
Disability Type Number Percent
Population 18 to 64 Years 38,920 100%
With a Hearing Difficulty 384 1.0%
With a Vision Difficulty 271 0.7%
With a Cognitive Disability 587 1.5%
With an Ambulatory Disability 360 0.9%
With a Self-Care Disability 211 0.5%
With an Independent Living Disability 358 0.9%
Total with a Disability (18 to 64 Years Old) 1,154 6.7%
Population 65 Years and Over 12,103 100%
With a Hearing Difficulty 1,323 10.9%
With a Vision Difficulty 518 4.3%
With a Cognitive Disability 772 6.4%
With an Ambulatory Disability 2,017 16.7%
With a Self-Care Disability 786 6.5%
With an Independent Living Disability 1,562 12.9%
Total with a Disability (65+ Years Old) 3,161 26.1%
Total Population 4,315 8.5%
Table 30 – Disability
Data Source: ACS 2013-2017 5-Year Estimates; Data Source Comment: Totals may not add up to 100% due to individuals having multiple
disabilities
Large households
Large households may live in overcrowded conditions. Large households, defined as households with 5 or
more persons, comprise 8.3 percent of all households within the City.
Number of People Per Household Number Percent
1 Person 6,564 25.8%
2 Persons 8,082 31.7
3 Persons 4,291 16.8
4 Persons 4,370 17.1%
5 or More Persons 2,132 8.3%
Total Households 25,439 100%
Table 31 – Household Size
Data Source: ACS 2017 1-Year Estimate
Female-headed households
Female-headed households may have special needs related to accessing child-care and other supportive
services as well as an increased risk of poverty.8 Female-headed households comprise 9.9 percent of
households with children.
8 Household Composition and Poverty among Female-Headed Households with Children: Differences by Race and
Residence. Anastasia R. Snyder. https://doi.org/10.1526/003601106781262007
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Households Number Percent
Female-Head of Household 1,560 9.9%
Total Households (of households with children under 18
years)
15,655 100%
Table 32 – Female-headed Households
Data Source: ACS 2017 1-Year Estimate
What are the housing and supportive service needs of these populations and how are these
needs determined?
Elderly, disabled, large, and female-headed households are a significant portion of the City’s population
and they have special housing needs that require diverse types of affordable housing. Stakeholder
interviews identified the need for housing among these populations within the County.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Those living with HIV and their families require stable and affordable housing in order to consistently
access medical care and avoid hospitalizations.
On the county level, there are approximately 3,361 people living with HIV (PLWH).9 86 percent of PLWH
are male, 13 percent are female, and 1 percent are transgender. 34 percent of PLWH are White, 40
percent are Latinx, 11 percent are African American, and 12 percent are Asian or Pacific Islander. Fifty-
two percent of newly reported cases in 2017 were of individuals between 20 and 34 years of age. Only
15.9 percent of PLWH are within the same age range.10 The most common transmission mode related to
new HIV diagnoses is male-to-male sexual contact.
Those with late HIV diagnoses, defined as having an AIDS diagnosis within three months of an HIV
diagnosis, are typically older (44 percent 40 years or older), female (36 percent), and African American
(38 percent). The most common transmission modes related to late HIV diagnoses are other/unknown
and intravenous drug use.11
Discussion:
People living with HIV/AIDs require affordable housing in order to maintain consistent access to medical
care, adhere to medical plans, and avoid hospitalizations and they require affordable housing that will suit
their needs, which includes proximity to health care centers .
9 HIV Epidemiology Annual Report County of Sana Clara
2017https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
10 California HIV Surveillance Survey 2017
https://www.cdph.ca.gov/Programs/CID/DOA/CDPH%20Document%20Library/California%20HIV%20Surveillance%
20Report%20-%202017.pdf
11 HIV Epidemiology Annual Report County of Sana Clara 2017
https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
On the County level, the community engagement process identified the following public facility needs:
Transit service expansion to LMI areas to connect LMI households to employment opportunities;
Increased accessibility modifications for seniors and those living with disabilities to safely travel in the
community;
Traffic safety improvements to avoid pedestrian safety issues and child endangerment on certain
corridors;
Centralized facilities for libraries and community center equipped with technology to increase technical
literacy of seniors; and
Improved cellular services in LMI areas.
Furthermore, from the community engagement survey, 65 percent of respondents residing in the City
answered that mental health care facilities were a high priority public facility need, 43 percent answered
that both homeless facilities and child care centers were high priority needs, and 41 percent answered
that facilities for children who are abused, abandoned, and/or neglected was a high priority need.
The City’s Infrastructure Blue Ribbon Commission published its final report on Palo Alto’s infrastructure
needs in December 2011. The report identified that public safety facilities were a high priority for the City,
including police, fire, and other emergency service buildings.
How were these needs determined?
The needs were consulted through extensive community engagement efforts including a survey,
stakeholder interviews, community forums, and pop-up events. The survey and pop-up events sought to
solicit feedback from County and City residents, while stakeholder interviews and community forums
focused on community development practitioners and experts. The survey was made available in four
languages and online. In total 1,950 survey responses were received and approximately 21 stakeholder
organizations participated in the process. An additional 352 residents participated in community
engagement workshops and pop-up events. Lastly, City staff provided feedback on preliminary needs as
well.
Describe the jurisdiction’s need for Public Improvements:
On the County level, the community engagement process identified several target areas for neighborhood
revitalization efforts, including specific neighborhoods or corridors in San José, Gilroy, and Morgan Hill as
well as areas throughout the county, such as old shopping centers and VTA/Caltrain corridors.
From the community engagement survey, 38 percent of respondents residing in the City answered that
slowing traffic speed was a high priority public improvement need and 35 percent answered that cleanup
of contaminated sites was a high priority need.
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How were these needs determined?
See the description of community engagement above.
Describe the jurisdiction’s need for Public Services:
Through the community meetings, several public service needs were identified. They included the
provision of first-time homebuyer loans, housing assistance for transitional aged youth, financial literacy,
and job training. Subsidies for homelessness prevention programs, housing rehabilitation, and services for
senior citizens were also identified as needs.
Through stakeholder interview meetings, many public service needs were identified including increasing
affordable housing options, funding for home rehabilitation, and expanding voucher programs to be more
flexible. The increased provision of homelessness services was also very important, including increased
hiring of homelessness navigators, creation of nutrition services, and development of wrap around
services. The creation of an anti-homeless strategy was also suggested.
Disaster planning was suggested in order to assist LMI households, including rapid rehousing emergency
programs, rehabilitation and rebuilding programs, and provision of basic necessities after disaster.
Additionally, from the community engagement survey, 47 percent of respondents living within the City
answered that both emergency housing assistance to prevent homelessness and homeless services were
a high priority public service need, 60 percent of respondents answered that mental health services was
a high priority need, and 44 percent of respondents answered that both youth services and transportation
services were a high priority need.
Furthermore, the City of Palo Alto’s Comprehensive Plan identified the following needs for City residents:
Child care services;
After-school, evening, and weekend youth programs;
Senior services; and
Increased access to recreational programs for those with disabilities.
How were these needs determined?
See the description of community engagement above.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
An overview of the City’s housing market is as follows:
MA-10 Number of Housing Units
Fifty-six percent of the City’s housing stock is single family, detached.
Twenty-nine affordable rental housing projects owned by Palo Alto Housing are located within the City
and provide approximately 670 affordable units for LMI families, individuals, seniors, and those with
disabilities.
MA-15 Housing Market Analysis: Cost of Housings
The City’s median home value has risen from $1 million to $1.5 million between 2009 and 2015, a 56
percent increase.
Median contract rents have risen from $1,575 to $2,069 between 2009 and 2015, a 31 percent increase.
A gap of 1,350 affordable units exists for renter households earning between 0% and 30% AMI.
The HUD Fair Market Rent and the area median rent are comparable and have risen since the last
ConPlan period.
MA-20 Housing Market Analysis: Condition of Housing
5,223 households with lead-based paint hazards are potentially occupied by LMI families.
Thirty-four percent of households have at least one selected condition (Lack of complete plumbing, lack
of kitchen facilities, more than one person per room, or housing burden greater than 30 percent).
MA-25 Public and Assisted Housing
County-wide, 10,635 housing vouchers are in use.
SCCHA operates as a Moving to Work agency and has adopted approximately 39 activities aimed at
increasing cost effectiveness in housing program operations.
MA-30 Homeless Facilities and Services
The City contains 111 beds for single males and females and households with children.
The City contains 6 bed for single males and females.
Several mainstream services operate in the County that complement services to homeless persons,
including: Valley Homeless Healthcare Program, expedited CalFresh benefits, County Social and
Behavioral Health, and the County’s Reentry Resource Center.
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MA-35 Special Needs Facilities and Services
The City of Palo Alto offers Residential Care Facilities to assist elderly residents as well as locally funded
very-low income and homeless services.
MA-40 Barriers to Affordable Housing
The City has identified the following barriers in their 2015-2023 Housing Element Update:
Land use controls
Height limits
Parking requirements
Development review processes
MA-45 Non-Housing Community Development Assets
The residents of Palo Alto are highly educated, with 85 percent of the labor force having a bachelor’s
degree or higher
The City has two main workforce development programs: The Workforce Development Program
operated by Downtown Streets Inc. and the North Valley Job Training Consortium
MA-50 Needs and Market Analysis Discussion
There is one Hispanic minority population within in the City
There is one census tract that qualifies as LMI; however, the portion of the census tract that is within
the City does not contain residential uses
MA-60 Broadband Needs
Private assistance programs exist that offer internet service to low-income households for a reduced
cost
Increased competition among internet service providers would likely decrease costs and increase
access to the internet
MA-65 Hazard Mitigation
Climate change will increase the average temperature of the globe, which will manifest in heat waves
and natural disasters
Low-income households are especially vulnerable during natural disasters if they do not have the
means to evacuate or find replacement shelter
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The majority of the City’s housing stock is single-family detached (56 percent). Sixty-two percent is single-
family detached and attached. The remaining housing stock are multi-family units (37 percent) with 31
percent being in complexes 5 units or larger.
All residential properties by number of units
Property Type Number %
1-unit detached structure 15,565 56%
1-unit, attached structure 1,735 6%
2-4 units 1,685 6%
5-19 units 3,240 12%
20 or more units 5,225 19%
Mobile Home, boat, RV, van, etc. 105 0%
Total 27,555 100%
Table 33 – Residential Properties by Unit Number
Data Source: 2011-2015 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 40 0% 920 8%
1 bedroom 535 4% 3,705 32%
2 bedrooms 1,770 12% 4,205 36%
3 or more bedrooms 12,010 84% 2,895 25%
Total 14,355 100% 11,725 101%
Table 34 – Unit Size by Tenure
Data Source: 2011-2015 ACS
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Twenty-nine affordable rental housing projects owned by Palo Alto Housing are located within the City
and provide approximately 670 affordable units for LMI families, individuals, seniors, and those with
disabilities.
SCCHA’s Section 8 Housing Choice Voucher program serves those between 0%-30% AMI and 30%-50%
AMI.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Affordable housing subject to expiring subsidy contracts or use restrictions would be at risk of conversion
to market rate housing. According to the City’s 2015-2023 Housing Element, 334 units could potentially
convert in the next ConPlan period (2020-2025).
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Does the availability of housing units meet the needs of the population?
As discussed in MA-15, there is a 1,350-unit gap for renter households between 0% and 30% AMI.
Additionally, as identified during the community engagement process, there is a severe need for
affordable housing for extremely low and low-income households.
Describe the need for specific types of housing:
As discussed in the Needs Assessment, those in need of affordable housing include: people at-risk of
homelessness, homeless individuals, seniors, people living with HIV/AIDS, people with disabilities, female-
headed households, and large households.
As identified during community engagement, there is a need for various types of affordable housing
options near employment and transit centers as well as temporary housing for homeless persons.
Discussion
There is a significant need for affordable housing units within the City and especially for people with
special needs, including the elderly, disabled, large households, victims of domestic violence, and people
living with HIV/AIDS. Several past CDBG and HOME funded projects have addressed these needs, such as
Catholic Charities and Support Network for Battered Women (YWCA). The City would continue these or
similar programs to continue addressing the affordable housing needs of the City.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
The San José-Sunnyvale-Santa Clara, CA HUD Metro Fair Market Rent Area is one of the most expensive
in the nation. A gap of 1,350 units exists for households making 0%-30% AMI and housing costs continue
to increase.
Cost of Housing
Base Year: 2009 Most Recent Year: 2015 % Change
Median Home Value 1,000,001 1,564,600 56%
Median Contract Rent 1,575 2,069 31%
Table 35 – Cost of Housing
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Rent Paid Number %
Less than $500 1,100 9.4%
$500-999 760 6.5%
$1,000-1,499 1,475 12.6%
$1,500-1,999 2,455 20.9%
$2,000 or more 5,940 50.6%
Total 11,730 100.0%
Table 36 - Rent Paid
Data Source: 2011-2015 ACS
Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 740 No Data
50% HAMFI 1,350 155
80% HAMFI 2,500 264
100% HAMFI No Data 387
Total 4,590 806
Table 37 – Housing Affordability
Data Source: 2011-2015 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $2,103 $2,458 $2,970 $3,943 $4,525
High HOME Rent $1,611 $1,728 $2,074 $2,389 $2,645
Low HOME Rent $1,281 $1,372 $1,646 $1,902 $2,122
Table 38 – Monthly Rent
Data Source: HUD FMR and HOME Rents
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Household
Income
Range
# Renter
Households Affordable Units Gap
30% HAMFI 2,090 740 -1,350
50% HAMFI 1,205 1,350 145
80% HAMFI 1,205 2,500 1,295
Total 4,500 5,396 896
Table 39 – Household Income Range
Data Source: 2011-2015 CHAS
Is there sufficient housing for households at all income levels?
There is a gap of 1,350 affordable units for renter households earning 0%-30% AMI. Those earning
between 30-50% AMI and 50%-80% AMI generally have a surplus of units they may afford.
How is affordability of housing likely to change considering changes to home values and/or
rents?
The City’s median home value has risen from $1 million to $1.5 million between 2009 and 2015, a 56
percent increase. Median contract rents have also risen from $1,575 to $2,069, a 31 percent increase.
Income is not raising at the same rate and if this trend continues, more people will be either unable to
buy or rent a home or become cost burdened.
In an effort to combat the California Housing Crisis, rent gouging, and to slow the increase of rent in all
areas of California; on October 8, 2019, the California Governor signed in to law AB-1482 Tenant
Protection Act of 2019. AB-1482 added California Civil Code: §1947.12 (a) (1) Subject to division (b) an
owner of residential real property shall not, over the course of any 12-month period, increase the gross
rental rate for a dwelling or a unit more than 5 percent plus the percentage change in the cost of living,
or 10 percent, whichever is lower, of the lowest gross rental rate charged for that dwelling or unit at any
time during the 12 months prior to the effective date of the increase.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact
your strategy to produce or preserve affordable housing?
The Fair Market Rent and the area median rent are comparable and have risen since the last ConPlan
period to keep up with rising contract rent costs. This allows Section 8 Voucher holders to rent properly
sized units.
Discussion
Area median rents and home prices have risen significantly in the last ten years; however, median income
has not risen in proportion. However, HOME rents and Fair Market Rents have risen to accommodate
increased prices, indicating that Housing Choice Voucher Holders would be able to rent an appropriate
unit within the City.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
This section analyses the number of housing units that may have a specific housing condition or be
potentially affected by lead-based paint hazards.
Definitions
HUD defines “condition” as:
1. Lack of complete plumbing;
2. Lack of kitchen facilities;
3. More than one person per room; and
4. Housing cost burden greater than 30 percent.
A substandard residential building, as defined by the City, is any residential building in which any of the
following conditions exist to an extent that endangers the life, limb, health, property, safety or welfare of
the public or the occupants thereof:
Structural unsoundness, including:
a. Weakened or deteriorated footings.
b. Footings of insufficient size to carry imposed loads with safety.
c. Defective or deteriorated flooring or floor supports.
d. Flooring or floor supports of insufficient size to carry imposed loads with safety.
e. Members of walls, partitions, or other vertical supports that split, lean, list, or buckle due to
defective material or deterioration.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 3,940 27% 4,375 37%
With two selected Conditions 45 0% 495 4%
With three selected Conditions 45 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 10,330 72% 6,860 58%
Total 14,360 99% 11,730 99%
Table 40 - Condition of Units
Data Source: 2011-2015 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 1,595 11% 1,280 11%
1980-1999 1,590 11% 2,280 19%
1950-1979 7,095 49% 6,320 54%
Before 1950 4,080 28% 1,850 16%
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Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
Total 14,360 99% 11,730 100%
Table 41 – Year Unit Built
Data Source: 2011-2015 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 11,175 78% 8,170 70%
Housing Units build before 1980 with children present 1,004 7% 500 4%
Table 42 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present)
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 1,339 0 1,339
Abandoned Vacant Units 0 0 0
REO Properties 1 0 1
Abandoned REO Properties 0 0 0
Table 43 – Vacant Units
Data Source: 2011-2015 ACS
Need for Owner and Rental Rehabilitation
The City’s 1988-1991 Housing Assistance Plan estimated that 3 percent of the City’s owner-occupied units
were substandard. City staff estimates that this percentage has not changed.12 Using this proportion,
there are an estimated 99 LMI owner-occupied units that are in need of rehabilitation.
The City does not identify a significant need for rental rehabilitation and continues to work with the Palo
Alto Housing Corporation to rehabilitate existing affordable units.13
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
Seventy-four percent of homes (19,345) were built before 1980. Homes built before 1980 may contain
walls previously or currently painted with lead-based paint. Twenty-seven percent (7,105) of households
are LMI. Using this proportion, 5,223 LBP households are potentially occupied by LMI families.
Discussion
As discussed above, there are approximately 5,223 LMI households that could live in housing with LBP
hazards. Community engagement efforts identified that having a healthy home (e.g., free of mold and
12 City of Palo Alto 2015-2023 Housing Element.
https://www.cityofpaloalto.org/gov/depts/pln/long_range_planning/housing_programs_and_policies/housing_ele
ment_2015___2023.asp
13 Ibid.
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LBP) is a top priority for County residents. Furthermore, housing rehabilitation was a top priority identified
by participants of the regional community meetings.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The table below displays the total number of public housing units and housing vouchers available through
SCCHA. SCCHA does not operate public housing units in the City of Palo Alto. Approximately 10,635
vouchers are used in the County; however, data is not available on the number of vouchers used within
the City.
Totals Number of Units
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 0 48 20 10,635 815 9,820 1,964 0 465
# of
accessible
units - - - - - - - - -
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 44 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
There is no public housing in the City of Palo Alto.
Describe the number and physical condition of public housing units in the jurisdiction, including
those that are participating in an approved Public Housing Agency Plan:
There is no public housing in the City of Palo Alto.
Public Housing Condition
Public Housing Development Average Inspection Score
- -
Table 45 - Public Housing Condition (Data Unavailable)
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
There is no public housing in the City of Palo Alto.
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Describe the public housing agency's strategy for improving the living environment of low- and
moderate-income families residing in public housing:
As a Moving to Work agency, SCCHA has adopted 39 activities aimed to increase cost effectiveness in
housing program operations, promote participants’ self-sufficiency, and expand participants’ housing
choices.14 Examples include:
Expediting the initial income verification process;
Combining the waiting lists for the County of Santa Clara and the City of San José;
Excluding asset income from income calculations for families with assets under $50,000;
Allocating project-based vouchers to SCCHA-owned projects without competition;
Minimum two-year occupancy in project-based units;
Creating affordable housing acquisition and development fund;
Creating affordable housing preservation fund for SCCHA and affiliate-owned properties; and
Increasing tenant contribution to 35 percent of gross income or $50, whichever is higher.
Discussion
SCCHA continues to adopt activities that increase cost effectiveness in housing programs and expand
participants’ housing choices. Community engagement identified that increasing the stock of high-quality
affordable housing is a top priority.
14 Moving to Work (MTW) 2020 Proposed Annual Plan – Brief Summary. Santa Clara County Housing Authority.
https://www.scchousingauthority.org/assets/1/6/MTW_FY2020_Plan_Summary_(English)_02_07_2019.pdf
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Life Moves provides housing services to those experiencing homelessness in the City. Housing
opportunities for homeless households and families include Emergency Shelter and Permanent
Supportive Housing.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and Child(ren)
0 0 0 17 -
Households with Only
Adults
20 0 0 100 -
Chronically Homeless
Households
0 0 0 6* -
Veterans 0 0 0 0 -
Unaccompanied Youth 0 0 0 0 -
Table 46 - Facilities and Housing Targeted to Homeless Households
*Duplication of Permanent Supportive Housing Beds for Households with Only Adults
Data Source: Santa Clara County Continuum of Care 2017 Housing Inventory Count
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons
Mainstream services are public benefits that all households may be eligible for, regardless of whether
they are homeless. The most challenging part is connecting homeless persons to mainstream services, in
order to complement the housing and services offered through federally funded programs.
Each year, housing providers are offered a 12-hour mainstream services training, hosted by the CoC, as
well as local benefit offices, advocates and legal services partners to address eligibility, the application
process and best practices.
Mainstream services that compliment services targeted to homeless persons include:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and
provides medical services to homeless individuals, including primary care and urgent care. VHHP also
manages a Medical Respite program for homeless individuals discharged from hospitals as well as a
Backpack Homeless Health Care Program for those in encampments. 15
The County’s Social Services Agency has expedited the review process of homeless households’
15 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. https://www.scvmc.org/clinics-
and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
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CalFresh applications so that they may receive benefits within three days.
The County’s Behavioral Health Services Department (BHS) has multiple programs to connect homeless
individuals with housing or shelter assistance. BHS also treats those going through behavioral health
crises.
The County’s Reentry Resource Center (RRC) provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
The County’s Office of Supportive Housing’s (OSH) mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. OSH supports the County mission of promoting a healthy, safe, and prosperous community
by ending and preventing homelessness.
Additional mainstream services include:
Non-Employment Income – Social Security/Social Security Disability, General Assistance/Cash Aid,
CALWORKS, Veterans Benefits, Tribal TANF, CAPI.
Food Related Assistance - CalFresh/SNAP, WIC
Legal Services - Bay Area Legal Aid/Law Foundation of Silicon Valley
Medical - Medicaid/Medicare/Covered California/Valley Homeless Healthcare Program (VHHP)
Employment Training Opportunities – Living Wage Employment Initiative - The area CoC provides a
“Living Wage Employment Initiative”, which is a program that engages previously homeless program
participants in job training, holds jobs fairs, and connects them with living-wage employment leading
to careers in high growth industries.[1];
Transportation – CalWorks
o Childcare - Early Childhood Providers; CalWorks
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe
how these facilities and services specifically address the needs of these populations.
Twenty-six beds for single males and females and 111 beds for single males and females and households
with children are located within the City of Palo Alto.16 In comparison, the County as a whole contains
3,255 beds for households without children and 3,601 beds for households with children.
[1] FY2019 CoC Application
16 Housing Inventory Count Reports. Count of Santa Clara Office of Supportive Housing.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Pages/Housing-Inventory-Count-
HIC-Reports.aspx
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The following table describes organizations that provide beds to homeless individuals within the City:
Organization Name Project Name Target
Population Total Beds
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-CWG HUD SMF 6
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-CWG Non-HUD SMF+HC 111
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-ES-Hotel de Zink SMF 15
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-ES-Hotel de Zink SMF 5
Table 47 – Homeless Beds
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MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
The City of Palo Alto offers residential care facilities to assist elderly residents as well as locally funded
very-low income and homeless services.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public
housing residents and any other categories the jurisdiction may specify, and describe their
supportive housing needs
Elderly households
Elderly households have a range of housing needs, including the retrofitting of existing housing for aging
in place, downsizing to increase access to health care and transit, and residential care, such as assisted
living. During stakeholder interviews, it was identified that seniors need additional nutrition programs and
food delivery assistance as well as more accessible units at grade front or on the first floor of buildings.
Persons with mental, physical, and/or developmental disabilities
Persons with a disability may require affordable housing near transit services, wheelchair accessible units,
and/or assistance with living independently. Stakeholders identified that more affordable housing for
persons with disabilities is needed.
Large households
Large households may be overcrowded, and therefore require larger sized affordable units.
Female-headed households
Female-headed households may require access to affordable child-care and other services.
HIV/AIDS
Those living with HIV or AIDS may require longer term services in order to ensure adherence to their
medical plans.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
Residential Care Facilities for the Elderly (RCFE) are non-medical facilities that provide a level of care that
includes assistance with activities of daily living, such as bathing and grooming. These facilities serve
persons 60 and older and those 60 and under certain circumstances. The City has 1,875 RCFE beds
available for elderly persons. 17
17 Facility Search. California Department of Social Services. https://www.cdss.ca.gov/inforesources/community-
care-licensing/facility-search-welcome
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Part of the City’s local funds go toward funding public services to address the supportive housing needs
of very low-income and homeless individuals. For example, Momentum for Mental Health provides
emergency on-call services to assist local mentally ill homeless persons.
VHHP also manages a Medical Respite program for homeless individuals discharged from hospitals
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with respect
to persons who are not homeless but have other special needs. Link to one-year goals.
91.315(e)
In FY 2020-2021, the City will allocate funding towards housing and supportive services identified for non-
homeless persons with special needs, including:
Catholic Charities - Assists in problem resolution and advocates for the rights of residents of long-term
care facilities in Palo Alto. The majority of the clients assisted are low-income, frail, elderly, and
chronically ill. This program assists these vulnerable, dependent, and socially isolated residents receive
the care and placement to which they are entitled.
Support Network for Battered Women, a Division of YWCA - Provides a bilingual domestic violence
hotline, an emergency shelter, crisis counseling, legal assistance, court accompaniment, individual and
group therapy, support groups, children’s therapy groups, preventative education, safety planning and
community referrals for individuals and families experiencing domestic violence.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs identified
in accordance with 91.215(e) with respect to persons who are not homeless but have other
special needs. Link to one-year goals. (91.220(2))
Please see above.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
The City has identified multiple constraints to the affordable housing and residential investment in its
2015-2023 Housing Element Update, including:
Land use controls limit the allowed density of affordable housing production;
Height limits constrain a developer’s ability to achieve maximum allowable densities; and
Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density.
Development review process can be lengthy, unclear, layered, redundant, and costly for housing
developers, creating uncertainty and increased financial risk.
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High cost of development constraining the development of affordable housing units in favor of higher-
end units;
Lack of developable land prevents housing development and increases the price of land; and
Local opposition prevents affordable housing from being built in high-resource areas.
Additionally, the County’s Assessment of Fair Housing identified the following contributing factors to fair
housing issues, including affordable housing, through analysis of data and community engagement
feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability of affordable units in a range of sizes
Availability, type, frequency, and reliability of public transportation
Lack of access to opportunity due to high housing costs
Lack of affordable, accessible housing in a range of unit sizes
Lack of affordable housing for individuals who need supportive services
Lack of assistance for housing accessibility modifications
Lack of resources for fair housing agencies and organizations
Location and type of affordable housing
Loss of affordable housing
Private discrimination
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
The City of Palo Alto is a highly educated city with a large professional, scientific, and management sector
and residents are well equipped to fill positions. Several workforce training opportunities exist to train
the workforce without immediately applicable skills.
Economic Development Market Analysis
Business Activity
Business by Sector Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 195 16 1 0 -1
Arts, Entertainment, Accommodations 2,103 7,223 8 7 -1
Construction 657 779 2 1 -2
Education and Health Care Services 5,087 36,427 18 34 16
Finance, Insurance, and Real Estate 1,555 4,132 6 4 -2
Information 3,535 10,134 13 10 -3
Manufacturing 2,955 6,584 11 6 -4
Other Services 805 2,518 3 2 -1
Professional, Scientific, Management
Services 6,747 25,488 24 24 0
Public Administration 0 0 0 0 0
Retail Trade 1,554 6,119 6 6 0
Transportation and Warehousing 282 466 1 0 -1
Wholesale Trade 950 3,233 3 3 0
Total 26,425 103,119 -- -- --
Table 48 - Business Activity
Data Source: 2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
Labor Force
Labor Force Population Total
Total Population in the Civilian Labor Force 33,685
Civilian Employed Population 16 years and over 32,000
Unemployment Rate 4.96
Unemployment Rate for Ages 16-24 9.17
Unemployment Rate for Ages 25-65 3.69
Table 49 - Labor Force
Data Source: 2011-2015 ACS
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Occupations by Sector Number of People
Management, business and financial 17,650
Farming, fisheries and forestry occupations 630
Service 1,400
Sales and office 3,815
Construction, extraction, maintenance and repair 474
Production, transportation and material moving 450
Table 50 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 20,825 72%
30-59 Minutes 6,355 22%
60 or More Minutes 1,695 6%
Total 28,875 100%
Table 51 – Travel Time
Data Source: 2011-2015 ACS
Education
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 495 50 175
High school graduate (includes
equivalency) 730 35 450
Some college or Associate degree 2,525 245 1,115
Bachelor’s degree or higher 23,660 980 5,040
Table 52 – Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs. 25–34 yrs. 35–44 yrs. 45–65 yrs. 65+ yrs.
Less than 9th grade 4 95 85 205 325
9th to 12th grade, no diploma 395 115 55 155 210
High school graduate, GED, or
alternative 635 260 255 700 1,265
Some college, no degree 1,515 550 495 1,450 1,315
Associate degree 115 265 325 790 535
Bachelor's degree 1,180 3,045 2,445 4,695 3,115
Graduate or professional degree 225 3,940 5,940 9,620 4,770
Table 53 - Educational Attainment by Age
Data Source: 2011-2015 ACS
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Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 20,231
High school graduate (includes equivalency) 24,302
Some college or Associate degree 40,284
Bachelor's degree 80,132
Graduate or professional degree 247,441
Table 54 – Median Earnings in the Past 12 Months
Data Source: 2011-2015 ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
The largest business sector in the City is Professional, Scientific, and Management Services (24 percent of
jobs), the second is Education and Health Care Services (18 percent of jobs), the third is Information (13
percent of jobs), and the fourth is Manufacturing (11 percent of jobs).
Describe the workforce and infrastructure needs of the business community:
The largest employment sector within the City is for professional, scientific, and management services
jobs. Employers would likely need workers with bachelor’s degree or higher to fill those positions.
A community’s infrastructure is important for the growth and development of businesses, including
ongoing maintenance and expansion. To meet growing needs, the City’s General Plan identifies areas of
potential development for residents, commercial, mixed use, industrial, quasi-public spaces, and
transportation resources.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect job
and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The City’s population has increased since the 1990s due to increased conglomeration of the Silicon Valley
tech industry. This growth, with the availability of industrial and commercial sites, will continue into the
future. This will likely increase the number of jobs and business growth opportunities, which may further
reduce the availability of housing and displace existing residents. Therefore, to accommodate new
growth, the City of Palo Alto will likely need to build more market-rate and affordable housing.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The residents of Palo Alto are highly educated, with 85 percent of the labor force having a bachelor’s
degree or higher. As discussed above, a majority of jobs within the City are professional, scientific,
management, education, health care, or information related. Overall, the City’s workforce is able to
adequately fill these positions.
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Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
The Workforce Development Program, operated by Downtown Streets Inc., and funded in part by CDBG
funds, provides a transition from unemployment and homelessness to regular employment and housing
through case management, job training, mentoring, housing, and transportation assistance. 18
The North Valley Job Training Consortium (NOVA), a local workforce development board, is a nonprofit,
federally funded employment and training agency that provides customer-focused workforce
development services to San Mateo County and parts of Santa Clara County, including the City of Palo
Alto.19 NOVA provides:
Digital literacy training
Career pathway support for youth
Navigation tools for the job market
Skill building to match market demand
Labor market information
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact
economic growth.
In January 2013, the City Council adopted an Economic Development Policy that sets out principles for
attracting, retaining, and encourage the growth of businesses that are aligned with Palo Alto values.20 This
includes businesses that provide revenue to the City through sales, transient occupancy, and property
taxes as well as innovative companies and enterprises that focus on technology. The guiding principles of
the policy include:
“Key City staff resources should focus on attracting and retaining businesses aligned with Palo Alto
values while providing needed revenue to the City.
Sustainability and economic development can be complimentary, mutually reinforcing, and value
generating. Sustainability and Economic Development go hand-in-hand in Palo Alto.
Innovation and creativity are essential components of the city’s “brand” and fostering business that
reflect that spirit maintains Palo Alto’s attractiveness and appeal.
At the same time, Palo Alto’s economy is sustained through a diverse mix of existing and emerging
industries and services.
Local-serving businesses are an integral part of the character and livability of Palo Alto.
18 City of Palo Alto Fiscal Year 2020 Draft One-Year Action Plan.
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=52182.32&BlobID=69993
19 About NOVA. NOVA. https://novaworks.org/about/novaworks/overview
20 City of Palo Alto Economic Development Policy.
https://www.cityofpaloalto.org/civicax/filebank/documents/43563
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Small businesses and emerging start-ups have an important role in the creation of jobs and economic
growth.
Collaborative efforts are essential to fostering innovation with an economic impact, especially with
creative economic engines like Stanford University and Stanford Medical Center and Lucille Packard
Children’s Hospital.”
Discussion
The City is highly educated with a large professional scientific job sector. The City has adopted an
economic development policy that provides guiding principles for the growth of the City. Additionally, job
training opportunities exist for those without immediately applicable skills. Furthermore, community
engagement identified that creating more jobs for low-income residents was one of the County’s greatest
needs and that job training was the top economic development needs.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include
a definition of "concentration")
As discussed below, there is one Asian racial concentration within the City; however, as discussed in
sections NA-15 to NA-30, Asian residents are not disproportionately affected by housing problems. .
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families
are concentrated? (include a definition of "concentration")
A minority concentration is defined as a census tract where the percentage of individuals of racial or ethnic
minority groups is at least 20 percent higher than the city average. An LMI concentration is defined as a
census tract in which the median household income is less than or equal to 80 percent of the State-wide
median family income, in which the median family income is less than or equal to 80 percent of the
metropolitan area’s median family income, or, in which the federal poverty rate is 20 percent or greater.
As discussed in NA-30, there is a Hispanic ethnic minority concentration in Census Tract 5093.04.
As displayed in the map below, there is an LMI concentration located in the most northern portion of the
City.
What are the characteristics of the market in these areas/neighborhoods?
There are no residential uses within the LMI census tract.
According to the ACS 2013-2017 5-Year Estimates, the median household income of the minority
concentration census tract is $122,679. The median household income of Hispanic households is
significantly less at $80,599.
Are there any community assets in these areas/neighborhoods?
The City’s portion of the LMI census tract contains the Palo Alto Golf Course, the Palo Alto Airport, the
Palo Alto Wastewater Treatment Plant, the International School of the Peninsula, Palo Alto Animal
Services, an FBI field office, a Honda and Audi dealership, the Stanford University Department of
Ophthalmology, several industrial and commercial buildings, and a large natural area.
The City’s portion of the minority concentration census tract contains commercial buildings, a Toyota
dealership, Gideon Hausner Jewish Day School, and a single multi-family apartment complex.
Are there other strategic opportunities in any of these areas?
Not applicable. The City has not established specific target areas to focus the investment of CDBG funds.
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Map 2 – Areas of Low- and Moderate-Income Concentration
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MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
According to the California Interactive Broadband Map, most of the City is served by fixed-service
broadband and most unserved areas are nonresidential.21 However, stakeholders identified a need for
internet access and technological training for LMI families and the elderly.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
Comcast (Xfinity) and AT&T are the primary fixed-service internet service providers (ISPs) operating in the
City. As of February 19, 2020, Comcast offers broadband and fiber internet ranging from 25 to 2000 Mbps
for $29.99 to $299.95 per month and AT&T offers DSL and fiber internet ranging from 25 to 1000 Mbps
for $50 to $70 per month.
For households that are recipients of the National School Lunch Program, Housing Assistance, CalFresh,
Medicaid, Social Security Income (SSI), or other social assistance programs, Comcast offers broadband
internet access (up to 15 Mbps) for $9.95 per month with no equipment rental fees. AT&T also provides
low-cost internet access (768 Kbps to 10 Mbps) for $5 to $10 per month for recipients of CalFresh or SSI.
LMI households who are participants of these programs would be able to access the internet at a low cost.
LMI households who are not participants of these specific programs or cannot afford the reduced price
would have difficulties in accessing the internet.
Increased competition among these ISPs would likely result in reduced costs, increased speeds, and/or
better quality of customer service and infrastructure within the market area. It is likely that more
households would be able to afford internet access as a result.
21 California Interactive Broadband Map. Accessed February 26, 2020. http://www.broadbandmap.ca.gov/
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Climate change is a phenomenon where greenhouse gases (GHGs) produced by natural and man-made
sources trap heat in the atmosphere, causing an increase in the global average air and ocean temperatures
and the melting of snow and ice, which consequently causes sea level rise.
Depending on the level of emissions, by 2100, the average temperature of the San Francisco Bay Area is
projected to rise between 3 and 5 degrees Fahrenheit. Increased temperatures could manifest as heat
waves, which would lead to increased incidents of heat stress and heat stroke and exacerbate existing
health conditions. Furthermore, the lack of moisture in the air, when compounded by long-term drought,
may also increase the risk of wildfires, resulting in more deaths, destroyed property, and increased air
pollution.
Climate change may also cause increased occurrences of extreme weather events, such as storms and
flooding. This would increase fatal and nonfatal injuries, ruin housing, and may result in permanent
displacement.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
LMI households and those with special needs without the means to evacuate would be more vulnerable
during natural disasters caused by climate change. It would be difficult for households to acquire
transportation and housing accommodations during an emergency. Additionally, housing destroyed by
natural disasters would be difficult to replace in the already constrained housing market.
Furthermore, households without adequate air conditioning systems would be at increased risk of heat
stress and heat stroke.
Community engagement efforts identified the need for flood and emergency preparedness as well as a
rapid emergency grant program for LMI households. Stakeholders identified the need for a housing
rehabilitation program for properties experiencing damage from frequent disasters.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the five-year goals that the City of Palo Alto expects to achieve during the
2020–2025 ConPlan Cycle. These goals are aligned with HUD’s objectives and outcomes and are achieved
through the Annual Action Plan, which divides up the five-year goals into annual targets. The City has
identified five high-need categories through the Needs Analysis, Market Analysis, and Community
Outreach portions of the ConPlan. The Strategic Plan then identifies goals that are aligned to address most
of those needs. Not every need identified in the ConPlan can be met and sufficiently addressed in the next
five years. Some of the needs are not feasible, some require much more funding than the City currently
receives, and some are simply too large to be addressed in just five years.
The Strategic Plan includes goals to address affordable housing, homelessness, fair housing, economic
development, and community services and public improvements.
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
General Allocation Priorities
1 Area Name No Local Target Area
Other Target Area Description: N/A
HUD Approval Data: N/A
% of Low/Mod: N/A
Revital Type: N/A
Other Revital Type: N/A
Identify the neighborhood boundaries for this target area. N/A
Include specific housing and commercial characteristics of this target
area.
N/A
How did your consultation and citizen participation process help you
to identify this neighborhood as a target area?
N/A
Identify the needs in this target area. N/A
What are the opportunities for improvement in this target area? N/A
Are there barriers to improvement in this target area? N/A
Table 55 - Geographic Priority Areas
General Allocation Priorities
The City allocates CDBG funds to benefit LMI households and does not have target areas. Instead, the City
focuses its services and capital improvements across the City as a whole.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Chronic Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Affordable Housing
Description Assist in the creation and preservation of affordable housing for low income
and special needs households
Basis for
Relative
Priority
As discussed in the Needs Assessment, there is a 1,350-unit gap of affordable
housing units for households earning between 0%-30% AMI. Additionally,
community engagement efforts identified a high need for affordable housing.
2 Priority Need
Name
Homelessness
Priority Level High
Population Chronic Homeless Individuals
Families with Children
Mentally Ill
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Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Homelessness
Description Support activities to prevent and end homelessness.
Basis for
Relative
Priority
As discussed in the Needs Assessment, 313 persons are experiencing
homelessness in the City of Palo Alto and 9,706 persons county-wide.
3 Priority Need
Name
Community Services and Public Improvements
Priority Level High
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly Frail
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Associated
Goals
Community Services and Public Improvements
Description Support provision of essential human services, particularly for special
needs populations, and maintain/expand community facilities and
infrastructure.
Basis for
Relative
Priority
As identified during community engagement efforts, LMI and special needs
households are in need of supportive services and public improvements.
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4 Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Public Housing Residents
Chronically Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Fair Housing
Description Promote fair housing choice.
Basis for
Relative
Priority
Housing discrimination continues to occur within the City as identified by
Project Sentinel.
5 Priority Need
Name
Economic Development
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Chronic Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
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Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Economic Development
Description Support economic development activities that promote employment growth
and help lower income people secure and maintain jobs
Basis for
Relative
Priority
As identified through community engagement efforts, economic development
is a high priority to residents of Palo Alto.
Table 55 – Priority Needs Summary
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Narrative (Optional)
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
As discussed in the Needs Assessment, 17 percent of households (4,583) pay
more than 30 percent of their income toward housing costs.
TBRA for Non-
Homeless Special
Needs
As discussed in the Needs Assessment, special needs population require
affordable housing to meet the needs of disabilities, low households incomes,
rising healthcare costs, and children.
New Unit Production As discussed in the Market Assessment, there is a gap of 1,350 housing units
for those earning less than 30% AMI. With a lack of developable land,
acquisition is an important tool for providing affordable housing to this
population.
Rehabilitation As discussed in the Market Assessment, there are an estimated 99 LMI owner-
occupied units that are in need of rehabilitation.
Acquisition, including
preservation
With a lack of vacant land, acquisition and preservation is an important tool
for providing affordable units to LMI households.
Table 56 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The following section discusses the anticipated resources available during the next five years for community development activities.
Anticipated Resources
Program Source
of Funds Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Allocation
From
CARES
Act –
CDBG CV
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
501,355 294,909 136,049 213,167 1,145,480 2,000,000 CDBG funds will be used for the
creation and preservation of
affordable rental units,
improvements in low-income
neighborhoods, and public
services that benefit low-income
and special needs households.
Table 57 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Entitlement Funds
Leverage means to combine funding sources, such as local, state, or other federal financial resources, with HUD funding (e.g. CDBG and HOME) in
order to increase project efficiencies and benefit from economies of scale. The City continually seeks to leverage local funding sources to more
efficiently utilize federal grant funding.
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Other State and Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
Section 8 Housing Choice Voucher Program;
Section 202;
Section 811; and
Affordable Housing Program (AHP) through the Federal Home Loan Bank.
These programs would not be provided to the City but rather to the Santa Clara County Housing Authority
(SCCHA) and affordable housing developers.
The State of California has recently passed approximately 20 bills with the intent of increasing or
preserving affordable housing with the State. According to the Governor’s State of the State address, bills
that help increase housing production, both market-rate and affordable, will be a priority in 2020.22 The
City will continue to track and look for opportunities to leverage State resources for the City.
County and Local Housing and Community Development Sources
HOME funds can be used to fund eligible affordable housing projects for acquisition, construction and
rehabilitation. The City joined the Santa Clara County HOME Consortium in 2015 and does not receive
federal HOME funds on an entitlement basis from HUD. The HOME Consortia consists of the cities of
Cupertino, Gilroy, Palo Alto, and the Urban County. Developers of affordable housing projects are eligible
to competitively apply through an annual request for proposal process directly to the County for HOME
funds to help subsidize affordable housing projects in Palo Alto. If the City receives HOME dollars from
this process, the City is required to provide a 25 percent match, which will be provided from the City’s
Affordable Housing Fund. Certain non-profit organizations known as Community Housing Development
Organizations (CHDOs) may also apply for funding from the State Department of Housing and Community
Development for housing projects located within Palo Alto.
Other local resources that support housing and community development programs include:
• Palo Alto Commercial Housing Fund, which is for the development of workforce units and paid by
mitigation fees on commercial and industrial projects; and
• Palo Alto Residential Housing Fund, which is for the development of below market rate (BMR)
housing units and paid by miscellaneous funding sources.
The City will continue to seek opportunities for projects that meet local bond requirements in order to
bring additional resources to help the City’s affordable housing shortage.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City has no surplus public land. However, in 2019, the Governor Newsome signed Executive Order N-
06-19 that ordered the California Department of General Services (DGS) and the California Department of
Housing and Community Development (HCD) to identify and prioritize excess state-owned property and
22 Governor Newsom Delivers State of the State Address. Accessed March 4, 2020.
https://www.gov.ca.gov/2019/02/12/state-of-the-state-address/
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aggressively pursue sustainable, innovative, cost-effective housing projects. There is no excess state
property in the City of Palo Alto.
Discussion
HUD allocations are critical to overcoming barriers; however, they are not sufficient to address all the
needs of LMI households. Therefore, the City will continue to leverage other funding sources to provide
services to populations in need.
Currently, the City is not eligible to receive direct funding under the HOME Investment Partnership Act,
Emergency Solutions Grant, or Housing Opportunities for Persons with AIDS.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its ConPlan including private
industry, nonprofit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Palo Alto Government Economic Development
Homelessness Non-
homeless special needs
Ownership Planning
Public Housing Rental
neighborhood
improvements public
facilities
Jurisdiction
City of Palo Alto – City
Council
Government Planning Jurisdiction
County of Santa Clara –
Office of Supportive
Housing
Continuum of Care Homelessness Region
Housing Authority of the
County of Santa Clara
PHA Affordable Housing –
rental
Affordable Housing –
ownership
Public Housing
Region
Table 58 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
Implementation of CDBG funds is carried out by the City of Palo Alto’s Department of Planning and
Development Services. Nonprofit agencies coordinate human and social services through the Human
Services Resource Allocation Program (HSRAP). CDBG and HSRAP work together to provide a more
coordinated approach to addressing the City’s human service needs.
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Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance X X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X
Child Care X
Education X
Employment and Employment
Training
X
Healthcare X X
HIV/AIDS
Life Skills X X
Mental Health Counseling X
Transportation X
Other
Other
Table 59 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above
meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The City participates in the Santa Clara County CoC, which has the primary responsibilities of coordinating
efforts to prevent and end homelessness.
Describe the strengths and gaps of the service delivery system for special needs population and
persons experiencing homelessness, including, but not limited to, the services listed above
The CoC had adopted the Community Plan to End Homelessness in Santa Clara County (2015-2020) (The
Plan), which creates a community-wide road map to ending homelessness. The Plan was created through
a series of community summits related to specific homeless populations in the County. The Plan identifies
strategies to address the needs of homeless persons in the County, including chronically homeless
individuals and families, families with children, veterans, and unaccompanied youth. The Plan aims to
implement the following three steps:
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1. “Disrupt Systems: Develop disruptive strategies and innovative prototypes that transform the
systems related to housing homeless people;
2. Build the Solution: Secure the right amount of funding needed to provide housing and services to
those who are homeless and those at risk of homelessness; and
3. Serve the Person: Adopt an approach that recognizes the need for client-centered strategies with
different responses for different levels of need and different groups, targeting resources the
specific individual or household.”
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The City holds regular quarterly meetings between entitlement jurisdictions and coordinates on project
management for projects funded by multiple jurisdictions. This will contribute to overcoming gaps in the
institutional delivery structures.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographi
c Area
Needs Addressed Funding
Estimates
Goal Outcome Indicator
1 Affordable
Housing
2020 2025 Affordable
Housing
Affordable
Housing
CDBG:
$1,300,000
Rental Units Rehabilitated – 107
units
Homeowner Housing
Rehabilitated – 40 units
2 Homelessness 2020 2025 Homeless Homelessness CDBG:
$400,000
Public Service Activities for
Low/Moderate Income Housing
Benefit – 800 persons
3 Community
Services and
Public
Improvements
2020 2025 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
Services and Public
Improvements
CDBG:
$225,000
Public Service Activities Other
Than Low/Moderate-Income
Housing Benefit – 1,500 persons
4 Fair Housing 2020 2025 Non-Housing
Community
Development
Fair Housing CDBG:
$280,000
Public Service Activities Other
Than Low/Moderate-Income
Housing Benefit – 75 persons
5 Economic
Development
2020 2025 Non-Housing
Community
Development
Economic
Development
CDBG:
$1,700,000
Jobs Created or Retained – 150
jobs
Table 60 – Goals Summary
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Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low-income and
special needs households. This includes funding home repair programs.
2 Goal Name Homelessness
Goal
Description
Support activities to prevent and end homelessness, such as funding affordable
housing opportunities, resource centers for homeless individuals, and support
for tenants of single-room occupancy units.
3 Goal Name Community Services and Public Improvements
Goal
Description
Provide community services and public improvements to benefit low-income
and special needs households. This includes assisting those with disabilities to
transition from unstable housing to permanent housing, supporting residents of
long-term care facilities, and supporting individuals experiencing domestic
violence.
4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice by funding fair housing organizations to provide fair
housing services, such as education, tenant-landlord mediation, and testing.
5 Goal Name Economic Development
Goal
Description
Support economic development activities that promote employment growth
and help lower-income people secure and maintain jobs. This includes funding
nonprofits working toward developing the skills of low-income and homeless
individuals.
Table 61 – Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate-income families to
whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City estimates that CDBG and HOME funds will provide affordable housing to approximately 150
households over the ConPlan period.
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SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
According to the ACS 2013-2017 5-Year Estimates, persons living with a disability in Alameda County have
a median income of $27,174, approximately $16,000 less than the median income of the general
population. Given this, the need for accessible affordable units would be high.
Activities to Increase Resident Involvements
SCCHA incorporates residents’ input into the decision-making process though the involvement of tenant
commissioners and board members. SCCHA has also created a Resident Counsel comprised of 5 residents
from HUD-funded programs, which evaluates the effectiveness of SCCHA’s rental assistance programs.
SCCHA also operates a Family Self Sufficiency Program designed so residents can be involved in the
development of self-sufficiency goals, job training, and other services.
Is the public housing agency designated as troubled under 24 CFR part 902?
No.
Plan to remove the ‘troubled’ designation
Not applicable.
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High cost of development constraining the development of affordable housing units in favor of higher-
end units;
Lack of developable land prevents housing development and increases the price of land; and
Local opposition prevents affordable housing from being built in high-resource areas.
Specifically, the City has identified multiple constraints to the affordable housing and residential
investment in its 2015-2023 Housing Element Update. They include:
Land use controls limit the allowed density of affordable housing production;
Height limits constrain a developer’s ability to achieve maximum allowable densities;
Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density.
The development review process can be lengthy, unclear, layered, redundant, and costly for housing
developers, creating uncertainty and increased financial risk.
Additionally, the County’s Analysis of Impediments to Fair Housing Choice identified the following
contributing factors to fair housing issues, including affordable housing, through analysis of data and
community engagement feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability of affordable units in a range of sizes
Availability, type, frequency, and reliability of public transportation
Lack of access to opportunity due to high housing costs
Lack of affordable, accessible housing in a range of unit sizes
Lack of affordable housing for individuals who need supportive services
Lack of assistance for housing accessibility modifications
Lack of resources for fair housing agencies and organizations
Location and type of affordable housing
Loss of affordable housing
Private discrimination
Stakeholders echoed these barriers and further identified that private companies that can contribute to
the construction of affordable housing are not always approached.
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Survey results also identified discrimination as a barrier to acquiring affordable housing. Respondents
expressed that they were discriminated against on the basis of sex, familial status, or other reasons.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City has identified strategies to remove or ameliorate barriers to affordable housing in their 2015-
2023 Housing Element, including:
Modifying development standards for second units;
Providing incentives to developers, such as reduced fees and flexible development standards;
Encouraging higher density residential zoning;
Increasing mixed use development;
Creating zoning incentives; and
Promoting redevelopment.
According to the 2018 Annual Progress Report for Housing Element Implementation, the City has
completed all strategies, except for providing incentives to developers, which is underway.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Palo Alto Downtown Streets team reaches out to homeless persons living in of Palo Alto. The Santa
Clara Office of Supportive Housing also surveys homeless individuals every two years.
Addressing the emergency and transitional housing needs of homeless persons
Peninsula Healthcare Connection provides integrated primary and mental healthcare and intensive case
management for homeless individuals or those at risk of becoming homeless in Santa Clara County. New
Directions is a community-based case management program for chronically homeless individuals with
complex medical and psychosocial needs that aims to decrease the number of emergency room visits and
hospital admissions. Community partners include Good Samaritan Hospital, Santa Clara Family Health
Plan, Valley Homeless Healthcare Program, El Camino Hospital, Santa Clara Office of Supportive Housing,
and Downtown Streets Team.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again.
It is recommended that chronically homeless individuals receive intensive case management aimed to
assist them in finding housing, resources, and receiving services to stay in housing. Case management is
person based rather than shelter based and with the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness includes creating approximately 5,500
housing opportunities for chronically homeless individuals, homeless veterans, and homeless children,
youth, and families as well as access to the services that help keep them in housing.
Additionally, part of the City’s local funds goes toward funding public services to address the supportive
housing needs of very low-income and homeless individuals.
Help low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families who are likely to become homeless after being discharged from
a publicly funded institution or system of care, or who are receiving assistance from public and
private agencies that address housing, health, social services, employment, education or youth
needs
Services for those discharged from a publicly funded institutions include:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and
provides medical services to homeless individuals, including primary care and urgent care. VHHP also
manages a Medical Respite program for homeless individuals discharged from hospitals as well as a
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Backpack Homeless Health Care Program for those in encampments. 23
The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
The County’s Behavioral Health Services Department (BHS) has multiple programs to connect homeless
individuals with housing or shelter assistance. BHS also treats those going through behavioral health
crises.
The County’s Reentry Resource Center (RRC) provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
The County’s Office of Supportive Housing’s (OSH) mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. OSH supports the County mission of promoting a healthy, safe, and prosperous community
by ending and preventing homelessness.
23 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. https://www.scvmc.org/clinics-
and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
City staff provides information about lead based paint (LBP) hazards to property owners, developers, and
nonprofit organization who are rehabilitating older housing units. Additionally, any rehabilitation funded
by the City is required to be inspected for LBP hazards. The City also provides abatement services with
City funding.
How are the actions listed above related to the extent of lead poisoning and hazards?
As discussed in the Needs Assessment, 74 percent of homes (19,345) were built before 1980. Homes built
before 1980 may contain walls previously or currently painted with lead-based paint. Twenty-seven
percent (7,105) of households are LMI. Using this proportion, 5,223 LBP households are potentially
occupied by LMI families.
How are the actions listed above integrated into housing policies and procedures?
The City requires that contractors are trained and certified in an effort to decrease the risk of potential
use of LBP in new units. All development and rehabilitation projects must be evaluated according to HUD’s
Lead Safe Housing Rule 24 CFR Part 35.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The City's anti-poverty strategy is heavily reliant on regional cooperation, including support from
nonprofit service providers and partner agencies. As housing is usually the highest single expense facing
impoverished families, the City will continue to explore avenues to build new and rehabilitate existing
affordable housing. The City is always looking for opportunities to partner and leverage programs and
service providers to build service capacity and improve the depth of available resources.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
Housing cost burden and severe housing cost burden were identified as the most common housing
problems facing impoverished households in the city. New and rehabilitated affordable housing with
regulatory agreements and rents affordable to LMI households are vital in addressing the problem of
poverty. The City provides CDBG and HSRAP funding to nonprofits that provide services to low-income,
homeless, or at-risk individuals living in the community.
Additionally, the City’s Workforce Development Program, administered by Downtown Streets, Inc.,
provides a transition from unemployment and homelessness to regular employment and housing through
case management, job training, mentoring, housing, and transportation assistance. The City also partners
with NOVA, a local nonprofit agency that provides job seekers with resume and job search assistance,
assessment, and referrals to specialized training and educational programs.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City has developed a monitoring system to ensure that the activities and programs funded with CDBG
or other HUD funds are managed in accordance with the federal monitoring requirements of 24 CFR
570.501(V) and 24 CFR 85.40 and all other applicable laws, regulations, policies, and sound management
and accounting practices. The objectives of monitoring are:
To ensure that subrecipients are carrying out their program/project as described;
To ensure that subrecipients are implementing the program/project in a timely manner;
To ensure that subrecipients are assessing costs to the program/project which are eligible under CDBG
regulations and the contract;
To ensure that subrecipients are conforming with other applicable laws, regulations, and terms of the
agreement;
To ensure that the program/project is operating in a manner that minimizes the opportunity for fraud,
waste, and mismanagement;
To ensure that subrecipients have the capacity to carry out the approved project/program; and
To ensure that subrecipients are carrying out their program/project as described.
The City implements a CDBG Monitoring Responsibilities and Plan that provides an internal control
mechanism to review performance over a period of time. Subrecipients that are in noncompliance will be
notified and provided with technical assistance towards compliance.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The following section discusses the expected resources available during the program year for community development activities.
Anticipated Resources
Program
Source
of
Funds
Uses of
Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Allocation
From
CARES
Act –
CDBG CV
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Fair Housing
Housing
Public
Improvements
Public Services
501,355 294,909 136,049 213,167 850,571 2,000,000 CDBG funds will be used
for the creation and
preservation of
affordable rental units,
improvements in low-
income neighborhoods,
and public services that
benefit low-income and
special needs
households.
Table 1 - Expected Resources – Priority Table
Narrative
If the City is to receive additional funds to assist with the preparation, prevention or response to the COVID-19 pandemic, the City will allocate
these funds to activities already funded with the CDBG-CV funds or the City’s activities under the current fiscal year.
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Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Entitlement Funds
Leverage means to combine funding sources, such as local, state, or other federal financial resources, with
HUD funding (e.g. CDBG and HOME) in order to increase project efficiencies and benefit from economies
of scale. The City continually seeks to leverage local funding sources to more efficiently utilize federal
grant funding.
Other State and Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
• Section 8 Housing Choice Voucher Program;
• Section 202;
• Section 811; and
• Affordable Housing Program (AHP) through the Federal Home Loan Bank.
These programs would not be provided to the City but rather to the Santa Clara County Housing Authority
(SCCHA) and affordable housing developers.
The State of California has recently passed approximately 20 bills with the intent of increasing or
preserving affordable housing with the State. According to the Governor’s State of the State address, bills
that help increase housing production, both market-rate and affordable, will be a priority in 2020.1 The
City will continue to track and look for opportunities to leverage State resources for the City.
County and Local Housing and Community Development Sources
HOME funds can be used to fund eligible affordable housing projects for acquisition, construction and
rehabilitation. The City joined the Santa Clara County HOME Consortium in 2015 and does not receive
federal HOME funds on an entitlement basis from HUD. The HOME Consortia consists of the cities of
Cupertino, Gilroy, Palo Alto, and the Urban County. Developers of affordable housing projects are eligible
to competitively apply through an annual request for proposal process directly to the County for HOME
funds to help subsidize affordable housing projects in Palo Alto. If the City receives HOME dollars from
this process, the City is required to provide a 25 percent match, which will be provided from the City’s
Affordable Housing Fund. Certain non-profit organizations known as Community Housing Development
Organizations (CHDOs) may also apply for funding from the State Department of Housing and Community
Development for housing projects located within Palo Alto.
Other local resources that support housing and community development programs include:
1 Governor Newsom Delivers State of the State Address. Accessed March 4, 2020.
https://www.gov.ca.gov/2019/02/12/state-of-the-state-address/
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• Palo Alto Commercial Housing Fund, which is for the development of workforce units and paid by
mitigation fees on commercial and industrial projects; and
• Palo Alto Residential Housing Fund, which is for the development of below market rate (BMR)
housing units and paid by miscellaneous funding sources.
The City will continue to seek opportunities for projects that meet local bond requirements in order to
bring additional resources to help the City’s affordable housing shortage.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City has no surplus public land. However, in 2019, the Governor Newsome signed Executive Order N-
06-19 that ordered the California Department of General Services (DGS) and the California Department of
Housing and Community Development (HCD) to identify and prioritize excess state-owned property and
aggressively pursue sustainable, innovative, cost-effective housing projects. There is no excess state
property in the City of Palo Alto.
Discussion
HUD allocations are critical to overcoming barriers; however, they are not sufficient to address all the
needs of LMI households. Therefore, the City will continue to leverage other funding sources to provide
services to populations in need.
Currently, the City is not eligible to receive direct funding under the HOME Investment Partnership Act,
Emergency Solutions Grant, or Housing Opportunities for Persons with AIDS.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed
Funding
Estimates Goal Outcome Indicator
1 Affordable
Housing
2020 2025 Affordable
Housing
Affordable
Housing
CDBG:
$1,300,000
Rental Units Rehabilitated – 107 units
Homeowner Housing Rehabilitated –
40 units
2 Homelessness 2020 2025 Homeless Homelessnes
s
CDBG:
$400,000
Public Service Activities for
Low/Moderate Income Housing
Benefit – 800 persons
3 Community
Services and
Public
Improvements
2020 2025 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
Services and
Public
Improvement
s
CDBG:
$225,000
Public Service Activities Other Than
Low/Moderate-Income Housing
Benefit – 1,500 persons
4 Fair Housing 2020 2025 Non-Housing
Community
Development
Fair Housing CDBG:
$280,000
Public Service Activities Other Than
Low/Moderate-Income Housing
Benefit – 75 persons
5 Economic
Development
2020 2025 Non-Housing
Community
Development
Economic
Development
CDBG:
$1,700,000
Jobs Created or Retained – 150 jobs
Table 2 – Goals Summary
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low-income and special needs households. This
includes funding home repair programs.
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2 Goal Name Homelessness
Goal
Description
Support activities to prevent and end homelessness, such as funding affordable housing opportunities, resource
centers for homeless individuals, and support for tenants of single-room occupancy units.
3 Goal Name Community Services and Public Improvements
Goal
Description
Provide community services and public improvements to benefit low-income and special needs households. This
includes assisting those with disabilities to transition from unstable housing to permanent housing, supporting
residents of long-term care facilities, and supporting individuals experiencing domestic violence.
4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice by funding fair housing organizations to provide fair housing services, such as education,
tenant-landlord mediation, and testing.
5 Goal Name Economic Development
Goal
Description
Support economic development activities that promote employment growth and help lower-income people secure
and maintain jobs. This includes funding nonprofits working toward developing the skills of low-income and homeless
individuals.
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AP-35 Projects – 91.220(d)
Introduction
The projects listed below are intended to meet the City’s priority goals identified in AP-20 above.
Projects
# Project Name
1 Catholic Charities
2 Life Moves - Opportunity Services Center
3 PAHC Management & Services Corporation
4 Silicon Valley Independent Living Center – Case Management
5 YWCA of Silicon Valley
6 Project Sentinel
7 City of Palo Alto - Planning and Administration
8 Downtown Streets Inc. – Employment Training
9 Alma Place
10 Life Moves – Rental Assistance
11 Silicon Valley Independent Living Center – Rental Assistance
12 YWCA of Silicon Valley – Rental Assistance
13 Downtown Streets Inc. – Food Closet
14 May View Community Health – COVID Testing
Table 3 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City's ConPlan update coincides with the development of the first year Action Plan and the biennial
RFP process. The City awards CDBG funding to nonprofit agencies to provide public services and housing
for low-income and special needs households. The City operates on a two-year grant funding cycle for
CDBG grants.
HUD requires that 70 percent of all CDBG funds be spent on activities that would benefit low- to moderate
income (LMI) households, which are those making 0-80% of AMI. The City allocates its CDBG funds to
projects and programs that will primarily benefit 0-50% AMI households, the homeless, and special needs
populations. The allocation of funds is made based on the needs identified in the ConPlan.
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AP-38 Project Summary
Project Summary Information
1 Project Name Catholic Charities
Target Area Palo Alto Residential Care Facilities
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG: $9,345
Description Long-Term Care Ombudsman Program
Estimate the number and type of
families that will benefit from the
proposed activities
260 persons will be assisted.
Location Description Long-term care and skilled nursing facilities
throughout the City.
Planned Activities Catholic Charities assists in problem resolution and
advocates for the rights of residents of long-term
care facilities in Palo Alto. The majority of the clients
assisted are low-income, frail, elderly, and chronically
ill. This program assists these vulnerable, dependent,
and socially isolated residents receive the care and
placement to which they are entitled.
2 Project Name Life Moves - Opportunity Services Center
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG: $29,932
Description Opportunity Services Center
Estimate the number and type of
families that will benefit from the
proposed activities
36 persons will be assisted.
Location Description 33 Encina Way, Palo Alto, CA 94301
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Planned Activities Life Moves provides basic necessities for persons who
are homeless or at risk of becoming homeless. The
Opportunity Services Center is a comprehensive, one-
stop, multi-service, day drop-in center that provides
critical services for homeless Palo Alto residents.
Specifically, the facility provides showers, laundry,
clothing, snacks, case management, and
shelter/housing referral services.
3 Project Name PAHC Management & Services Corporation
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG: $29,931
Description SRO Resident Support Program
Estimate the number and type of
families that will benefit from the
proposed activities
131 persons will be assisted.
Location Description 439 Emerson Street and 735 Alma Street Palo Alto,
CA 94301
Planned Activities Palo Alto Housing Corporation will provide counseling
and supportive case management services for low-
income residents of single-room occupancy facilities
to help them maintain housing stability. Activities
include financial counseling, health maintenance,
information and referral, problem solving,
employment assistance, crisis intervention and case
management.
4 Project Name Silicon Valley Independent Living Center
Target Area
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG: $11,232
Description Housing and Emergency Housing Services
Target Date 6/30/2021
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Estimate the number and type of
families that will benefit from the
proposed activities
24 persons will be assisted.
Location Description Citywide.
Planned Activities Silicon Valley Independent Living Center assists
individuals with disabilities and their families to
transition from homelessness, health care facilities,
unstable or temporary housing to permanent
affordable, accessible, integrated housing by
providing emergency assistance, security deposits,
rent, information, and referral,
and other basic essentials.
5 Project Name YWCA of Silicon Valley
Target Area
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG: $5,000
Description Domestic Violence Services
Estimate the number and type of
families that will benefit from the
proposed activities
15 persons will be assisted.
Location Description Citywide.
Planned Activities Support Network for Battered Women, a Division of
YWCA, provides a bilingual domestic violence hotline,
an emergency shelter, crisis counseling, legal
assistance, court accompaniment, individual and
group therapy, support groups, children’s therapy
groups, preventative education, safety planning and
community referrals for individuals and families
experiencing domestic violence.
6 Project Name Project Sentinel
Target Area
Goals Supported Fair Housing
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Needs Addressed Fair Housing
Funding CDBG: $37,480
Description Fair Housing Services
Estimate the number and type of
families that will benefit from the
proposed activities
15 persons will be assisted.
Location Description Citywide.
Planned Activities Project Sentinel will provide community education
and outreach regarding fair housing law and
practices, investigation, counseling and legal referral
for victims of housing discrimination, and analyses for
City staff and officials regarding fair housing
practices. California and federal fair housing laws
ensure specific protected classes the right to be
treated in terms of their individual merits and
qualifications in seeking housing. Unfortunately,
some people are not aware of the law or their rights.
7 Project Name Planning and Administration
Target Area
Goals Supported Affordable Housing
Homelessness
Community Services and Public Improvements
Fair Housing
Economic Development
Needs Addressed Affordable Housing
Homelessness
Community Services and Public Improvements
Fair Housing
Economic Development
Funding CDBG: $90,000
Description Planning and Administration
Estimate the number and type of
families that will benefit from the
proposed activities
The City will provide general administrative support
to the CDBG program.
Location Description Citywide.
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Planned Activities Administer the administrative costs for the overall
management, coordination, and evaluation of the
CDBG program, and the project delivery costs
associated with bringing projects to completion.
8 Project Name Downtown Streets Inc.
Target Area
Goals Supported Economic Development
Needs Addressed Economic Development
Funding CDBG: $236,000
Description Workforce Development Program
Target Date 6/30/2021
Estimate the number and type of
families that will benefit from the
proposed activities
21 jobs will be created for very low-income and low-
income individuals.
Location Description Citywide.
Planned Activities The Workforce Development Program will provide a
transition from unemployment and homelessness to
regular employment and housing through case
management, job training, mentoring, housing, and
transportation assistance. Downtown Streets Team
will screen and prepare applicants and will use their
community connections to provide training and job
opportunities.
9 Project Name Alma Place
Target Area
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Homelessness
Funding CDBG: $149,950
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Description Funds are requested for replacement of stair treads
in two three-story stairwells and common area
flooring.
Project activities include:
• Eliminating safety hazards in common area
flooring and stairwells.
• Enhancing the interior condition of the
property.
• Enhancing the aesthetics of the property.
Estimate the number and type of
families that will benefit from the
proposed activities
107 individuals will be assisted.
Location Description 735 Alma Street, Palo Alto, CA 94301
10 Project Name Life Moves
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG CV: $294,000
Description Funds are requested to assist low, very low, and
extremely low income persons (per HUD definitions)
by providing financial assistance to cover rent.
Households will receive direct financial assistance to
pay for rent.
Estimate the number and type of
families that will benefit from the
proposed activities
45 unduplicated households OR 135 duplicated
households
Location Description Citywide
11 Project Name Silicon Valley Independent Living Center
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG CV: $75,000
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Description Funds are requested to address the short-term needs
of City of Palo Alto residents at risk of being displaced
by rent increases, utility payments, emergency
situations, and other market forces due to Covid-19.
The target population of the proposed project are the
residents with disabilities, veterans and older adults,
aged 55 and over.
Estimate the number and type of
families that will benefit from the
proposed activities
60 households
Location Description Citywide
12 Project Name Downtown Streets Inc. - Downtown Food Closet
Target Area
Goals Supported Homelessness
Community Services and Public Improvements
Needs Addressed Homelessness
Community Services and Public Improvements
Funding CDBG CV: $100,000
Description Funds are requested to provide groceries and meals
to those experiencing food insecurity.
Estimate the number and type of
families that will benefit from the
proposed activities
300 individuals every month will be provided hot
meals. 24 households will receive Pre-packed
groceries arranged by Food Closet Volunteers and
delivered to doorsteps to meet the need and limit
contact.
Location Description Citywide
13 Project Name YWCA of Silicon Valley
Target Area
Goals Supported Homelessness
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Needs Addressed Homelessness
Funding CDBG CV: $10,000
Description Funds are requested to address the short-term needs
of City of Palo Alto residents at risk of being displaced
by rent increases, utility payments, emergency
situations, and other market forces due to Covid-19.
The target population of the proposed project are
individuals and families experiencing domestic
violence.
Estimate the number and type of
families that will benefit from the
proposed activities
4 households
Location Description Citywide
14 Project Name May View Community Health
Target Area
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG CV: $67,610
Description Funds are requested for testing sites and PPE
equipment.
Estimate the number and type of
families that will benefit from the
proposed activities
400 Palo Alto residents.
Location Description Citywide
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City allocates CDBG funds to benefit low-moderate income (LMI) households and does not have target
areas. Instead, the City focuses its services and capital improvements across the City as a whole.
Geographic Distribution
Target Area Percentage of Funds
N/A N/A
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The Palo Alto ConPlan has identified affordable housing as the primary objective for the expenditure of
CDBG funds. The City will continue to allocate the maximum funding available to activities and projects
that meet this objective. While CDBG entitlement dollars are limited, the City does anticipate expending
a significant portion of its CDBG funds on the preservation and rehabilitation of affordable housing. A
detailed discussion of how HUD entitlements will be used to support affordable housing needs within the
City is provided in AP-38, with the number of households to be assisted itemized by project
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 0
Special-Needs 107
Total 107
Table 5 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 107
Acquisition of Existing Units 0
Total 107
Table 6 - One Year Goals for Affordable Housing by Support Type
Discussion
Please see discussion above.
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AP-60 Public Housing – 91.220(h)
Introduction
This section identifies actions planned over the next year to address the needs of public housing residents
in the City.
Actions planned during the next year to address the needs to public housing
All public housing operated by SCCHA is located in the City of Santa Clara and none are located in the City
of Palo Alto.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
SCCHA incorporates residents’ input into the decision-making process though the involvement of tenant
commissioners and board members. SCCHA has also created a Resident Counsel comprising five residents
from HUD-funded programs, which evaluates the effectiveness of SCCHA’s rental assistance programs.
SCCHA also operates a Family Self Sufficiency Program designed so residents can be involved in the
development of self-sufficiency goals, job training, and other services.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable. SCCHA is not designated as a troubled public housing agency.
Discussion
SCCHA does not operate public housing in the City of Palo Alto; however, the City continues to solicit input
of residents of other housing programs through the Consolidated Plan process.
AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The following section outlines actions to be taken by the City in cooperation with other local agencies.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
The City will fund multiple activities for FY 2020-2021 to reduce and end homelessness, including:
• Life Moves will provide basic necessities to 36 homeless persons or persons at risk of
homelessness in the City. Life Moves’ facility provides showers, laundry, clothing, snacks, case
management, and shelter/housing referral services.
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• Palo Alto Housing Corporation will provide counseling and supportive case management services
to 131 low-income residents of single-room occupancy facilities to help them maintain housing
stability.
• Downtown Streets, Inc. will provide 21 homeless persons with jobs, transitioning them from
unemployment and homelessness to regular employment and housing through case
management, job training, mentoring, housing, and transportation assistance.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Palo Alto Downtown Streets team reaches out to homeless persons living in Palo Alto. The Santa Clara
Office of Supportive Housing also surveys homeless individuals every two years.
Addressing the emergency shelter and transitional housing needs of homeless persons
Peninsula Healthcare Connection provides integrated primary and mental healthcare and intensive case
management for homeless individuals or those at risk of becoming homeless in Santa Clara County. New
Directions is a community-based case management program for chronically homeless individuals with
complex medical and psychosocial needs that aims to decrease the number of emergency room visits and
hospital admissions. Community partners include Good Samaritan Hospital, Santa Clara Family Health
Plan, Valley Homeless Healthcare Program, El Camino Hospital, Santa Clara Office of Supportive Housing,
and Downtown Streets Team.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
It is recommended that chronically homeless individuals receive intensive case management aimed at
assisting them in finding housing, resources, and receiving services to stay in housing. Case management
is person-based rather than shelter-based, with the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness includes creating approximately 5,500
housing opportunities for chronically homeless individuals, homeless veterans, and homeless children,
youth, and families as well as access to the services that help keep them in housing.
Additionally, part of the City’s local funds goes toward funding public services to address the supportive
housing needs of very low-income and homeless individuals.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster
care and other youth facilities, and corrections programs and institutions); or, receiving
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assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs
Services for those discharged from publicly funded institutions include:
• The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center
and provides medical services to homeless individuals, including primary care and urgent care.
VHHP also manages a Medical Respite program for homeless individuals discharged from
hospitals as well as a Backpack Homeless Health Care Program for those in encampments.2
• The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
• The County’s Behavioral Health Services Department (BHS) has multiple programs to connect
homeless individuals with housing or shelter assistance. BHS also treats those going through
behavioral health crises.
• The County’s Reentry Resource Center provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
• The County Office of Supportive Housing’s mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. The office supports the County mission of promoting a healthy, safe, and prosperous
community by ending and preventing homelessness.
Discussion
Please see discussions above.
2 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. Accessed March 3, 2020.
https://www.scvmc.org/clinics-and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
• High cost of development constraining the development of affordable housing units in favor of
higher-end units;
• Lack of developable land preventing housing development and increasing the price of land; and
• Local opposition preventing affordable housing from being built in high-resource areas.
Specifically, the City has identified multiple constraints to affordable housing and residential investment
in its 2015-2023 Housing Element update. They include:
• Land use controls limit the allowed density of affordable housing production;
• Height limits constrain a developer’s ability to achieve maximum allowable densities;
• Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density; and
• The development review process can be lengthy, unclear, layered, redundant, and costly for
housing developers, creating uncertainty and increased financial risk.
Additionally, the County’s Analysis of Impediments to Fair Housing Choice identified the following
contributing factors to fair housing issues, including affordable housing, through analysis of data and
community engagement feedback:
• Displacement of residents due to economic pressures
• Land use and zoning laws
• Source of income discrimination
• Community opposition
• Availability of affordable units in a range of sizes
• Availability, type, frequency, and reliability of public transportation
• Lack of access to opportunity due to high housing costs
• Lack of affordable, accessible housing in a range of unit sizes
• Lack of affordable housing for individuals who need supportive services
• Lack of assistance for housing accessibility modifications
• Lack of resources for fair housing agencies and organizations
• Location and type of affordable housing
• Loss of affordable housing
• Private discrimination
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Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City has identified strategies to remove or ameliorate barriers to affordable housing in its 2015-2023
Housing Element, including:
• Modifying development standards for second units;
• Providing incentives to developers, such as reduced fees and flexible development standards;
• Encouraging higher density residential zoning;
• Increasing mixed use development;
• Creating zoning incentives; and
• Promoting redevelopment.
According to the 2018 Annual Progress Report for Housing Element Implementation, the City has
completed all strategies, except for providing incentives to developers, which is underway.
Discussion
The City will fund projects that will aim to reduce barriers to affordable housing, including:
• Alma Place - Provides funds to address health, safety, and accessibility concerns to Alma Place It
is a 107 unit affordable housing community which is home to extremely low and very low income
individuals. Over 50% of the residents are between the ages of 50 and 85 years old.
• Project Sentinel - Provides community education and outreach regarding fair housing law and
practices, investigation, counseling and legal referral for victims of housing discrimination, and
analyses for City staff and officials regarding fair housing practices. California and federal fair
housing laws ensure specific protected classes the right to be treated in terms of their individual
merits and qualifications in seeking housing. Unfortunately, some people are not aware of the law
or their rights.
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AP-85 Other Actions – 91.220(k)
Introduction
Actions planned to address obstacles to meeting underserved needs
The diminishing amount of funds continues to be the most significant obstacle to addressing the needs of
underserved populations. Specifically, the annual CDBG allocation has decreased by approximately
$200,000 since 2010. To address this, the City supplements its CDBG funding with other resources and
funds, such as the following.
• The City’s Human Service Resource Allocation Process (HSRAP) provides $500,000 from the
General Fund in support of human services. The HSRAP funds, in conjunction with the CDBG public
service funds, are distributed to local nonprofit agencies.
• The Palo Alto Commercial Housing Fund is used primarily to increase the number of new
affordable housing units for Palo Alto’s work force. It is funded with mitigation fees required from
developers of commercial and industrial projects.
• The Palo Alto Residential Housing Fund is funded with mitigation fees provided under Palo Alto’s
BMR housing program from residential developers and money from other miscellaneous sources,
such as proceeds from the sale or lease of City property. The Residential Housing Fund is used to
assist new housing development or the acquisition, rehabilitation or the preservation of existing
housing for affordable housing.
• The City’s Below Market Rate Emergency Fund was authorized in 2002 to provide funding on an
ongoing basis to BMR owners for special assessment loans and for rehabilitation and preservation
of the City’s stock of BMR ownership units.
• HOME Program funds are available on an annual competitive basis through the State of California
HOME program and the County’s HOME Consortium.
• SCCHA administers the federal Section 8 program countywide. The program provides rental
subsidies and develops affordable housing for low-income households, senior, and persons with
disabilities living in the County.
Actions planned to foster and maintain affordable housing
The City will foster and maintain affordable housing by continuing the following programs and ordinances:
• The Below Market Rate Emergency Fund, described above.
• The Palo Alto Commercial Housing Fund, described above.
• The Density Bonus Ordinance was adopted by the City Council in January 2014. The density bonus
regulations allow for unit bonuses of 20 to 35 percent, depending on the amount and type of
affordable housing provided.
• The City’s participation in the County's HOME Consortium will allow developers of affordable
housing projects to competitively apply, through an annual RFP process, directly to the County for
HOME funds to help subsidize affordable housing projects in Palo Alto, including acquisition,
construction and rehabilitation.
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Actions planned to reduce lead-based paint hazards
The City’s housing and CDBG staff provides information and referrals to property owners, developers, and
nonprofit organizations rehabilitating older housing about lead-based paint (LBP) hazards. Any house to
be rehabilitated with City financial assistance is required to be inspected for the existence of LBP and LBP
hazards. The City will provide financial assistance for the abatement of LBP hazards in units rehabilitated
with City funding. The City also requires that contractors are trained and certified in an effort to decrease
the risk of potential use of LBP in new units. All development and rehabilitation projects must be evaluated
according to HUD’s Lead Safe Housing Rule 24 CFR Part 35.[1]
Actions planned to reduce the number of poverty-level families
The City, in its continuing effort to reduce poverty, will prioritize funding agencies that provide direct
assistance to the homeless and those in danger of becoming homeless. In FY 2020-2021, these programs
will include the following:
• Life Moves provides basic necessities for persons who are homeless or at risk of becoming
homeless. The Opportunity Services Center is a comprehensive, one-stop, multi-service, day
drop-in center that provides critical services for homeless Palo Alto residents. Specifically, the
facility provides showers, laundry, clothing, snacks, case management, and shelter/housing
referral services.
• Palo Alto Housing Corporation will provide counseling and supportive case management services
for low-income residents of single-room occupancy facilities to help them maintain housing
stability. Activities include financial counseling, health maintenance, information and referral,
problem solving, employment assistance, crisis intervention, and case management.
• Downtown Streets Team works to reduce homelessness through a “work first” model. Downtown
Streets Team uses its community connections to provide training and job opportunities to
homeless people, specifically in the downtown area. The Downtown Streets Team has initiatives
in Palo Alto, Sunnyvale, San Jose, and San Rafael.
Actions planned to develop institutional structure
The City of Palo Alto operates within the larger geographical area of Santa Clara County and participates
in a number of efforts to coordinate housing and services. The City will continue to work with the County,
other cities, and the Continuum of Care to provide a comprehensive institutional structure.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City benefits from a strong jurisdiction and region-wide network of housing and community
development partners, such as the County and the Continuum of Care. To improve intergovernmental
and private sector cooperation, the City will continue to participate with other local jurisdictions and
developers in sharing information and resources.
In addition to the actions listed above, the City will continue to coordinate with the City’s human services
funding efforts to comprehensively address community needs.
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Discussion
Please see discussions above.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction
The following provides additional information about the CDBG program income and program
requirements.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed $136,049
2. The amount of proceeds from section 108 loan guarantees that will be used
during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
N/A
3. The amount of surplus funds from urban renewal settlements N/A
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan. N/A
5. The amount of income from float-funded activities N/A
Total Program Income $136,049
Other CDBG Requirements
1. The amount of urgent need activities N/A
Appendix - Alternate/Local Data Sources
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3536 Concours Street, Suite 100, Ontario, CA 91764
JN 167844
Outreach Results
County of Santa Clara
2020-2025 Consolidated Plan
Community Engagement Summary
Administrative Draft
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County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
2
Summary Introduction
The County of Santa Clara and each of its Cities helped create an engagement program that included four types
of activities including: stakeholder interviews, community meetings, pop-up events, and a community needs
survey. The engagement program began in its planning processes in October and was completed at the end of
December. The following summarizes of the highlights of the engagement program. The table below lays out all
engagement events including their dates, locations and attendance. Overall, it is estimated that these
engagement efforts reached about 2,367 citizens.
Events Table
Event Date Location Attendance Community Needs Survey
Community Needs
Survey
October 25, 2019 –
December 26, 2019
Online/Paper
Responses: 1,950 Regional Public Forums
Morgan Hill Public
Meeting
November 4, 2019 Morgan Hill Council
Chambers 8
Palo Alto Public
Meeting
November 7, 2019 Palo Alto City Hall
Community Meeting
Room 9
Cupertino Public
Meeting
November 12, 2019 City of Cupertino
Community Hall 14
San Jose Public
Meeting
November 20, 2019 Roosevelt Community
Center 20 Focus Groups
Santa Clara Focus
Group Meetings
November 7, 2019 1500 Warburton Ave
(Circlepoint) 5
Gilroy Focus Group
Meetings
November 18, 2019 Gilroy Library,
Community Room 2
San Jose Focus Group
Meetings 1
November 21, 2019 San Jose City Hall, 6th
Floor 0
San Jose Focus Group
Meetings 2
December 10, 2019 San Jose City Hall, 12th
Floor, Room 1254 0
Pop-Up Events
Pop-Up Event 1 October 19, 2019 Santa Clara Farmers
Market
Flyers Distributed: 20
Attendees Approached:
68+
Pop-Up Event 2 October 26, 2019 Sunnyvale Farmers
Market
Flyers Distributed: 16
Attendees Approached:
40+
Pop-Up Event 3 November 3, 2019 Palo Alto Farmers
Market
Flyers Distributed: 62
Attendees Approached:
100+
Pop-Up Event 4 November 21, 2019 Sunnyvale Community
Center
Flyers Distributed: 10
Attendees Approached:
12
Surveys Completed: 3 Stakeholder Interviews
Destination: Home November 11, 2019 Phone Call 1
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County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
3
Bridge Housing November 11, 2019 Phone Call 1
Housing Choices
Coalition for Persons
with Developmental
Disabilities
November 11, 2019 6203 San Ignacio Ave,
Suite 108, San Jose,
Ca 1
Loaves and Fishes November 12, 2019 Phone Call 1
Santa Clara Family
Health Plan
November 12, 2019 Phone Call 1
Silicon Valley FACES November 13, 2019 Phone Call 1
LifeMoves November 13, 2019 Menlo Park 3
Grid Alternatives November 13, 2019 Phone Call 1
Eden Housing November 13, 2019 Phone Call 1
Asian Americans for Community
Involvement
November 13, 2019 Conference Call 4
Heart of the Valley November 14, 2019 E-mail 1
Charities Housing
Development
Corporation
November 14, 2019
1
Community Services
Agency
November 15, 2019 Phone Call 1
WeHOPE November 21, 2019 Phone Call 1
Rebuilding Together
(Silicon Valley)
November 21, 2019 Phone Call 1
Health Trust November 21, 2019 Health Trust
Headquarters 3
City of Gilroy,
Recreation Department
November 25, 2019 E-mail 1
CommUniverCity San
Jose
November 25, 2019 Phone Call 1
Downtown Streets
Team
November 26, 2019 Phone Call 1
Vista Center for the
Blind and Visually
Impaired
December 9, 2019 Phone Call
1
Silicon Valley
Leadership Group
January 3, 2020 Phone Call 1
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County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
4
Regional Public Forums – Location of Meeting
Four regional public forums were held throughout Santa Clara County in the Cities of Morgan Hill, San José, Palo
Alto, and Cupertino. The Regional Meetings were held on/at:
x November 4, 2019 @ Morgan Hill City Hall, California
x November 7, 2019 @ Palo Alto City Hall, California
x November 12, 2019 @ Cupertino Community Hall, California
x November 20, 2019 @ Roosevelt Community Center, San José, California
A brief overview of the planning process for the Analysis of Impediments to Fair Housing Choice and the 2020-
2025 Consolidated Plan was provided and a listening session with live polling was conducted. The following
questions were asked:
Question 1. What should the County’s top priorities be over the next 5 years?
Question 2. Where are any neighborhood revitalization target areas?
Question 3. What do you feel are the most common or pressing housing problems in the County?
Question 4. What are the ways to overcome these problems?
Question 5. How do you feel local organizations/service providers can better support your priorities?
Question 6. In what ways are LMI families vulnerable to crisis situations, such as natural
disasters?
Question 7. Do you feel there is an issue with broadband access and technical literacy? If not, what support is
missing?
Question 8. How do you feel the County should spend their annual CDBG allocation? (Eligible projects are:
community and social services, economic development assistance; improvements to public infrastructure
and facilities; affordable housing; homelessness; and housing rehabilitation).
The major themes and outcomes from regional public forums were:
1. What should the County’s top priorities be over the next 5 years?
x Enhance transit systems and rider accessibility
x Housing maintenance and rehabilitation
x Increase services for senior citizens and mental health (consumers)
x Provide needed workforce development
x Continue to fund and create sustainable housing solutions
x Increase affordable housing
x Provide more assistance for emergency assistance including transitional housing
x Provide more services for special needs populations: particularly single-income families, seniors, and
homeless youth
x Continue to work with and improve homeless prevention programs, shelters, education and job/housing
placement
2. Where are any neighborhood revitalization target areas? (priority order)
A. San José
x Downtown San José x South San José
x Central San José
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x San José-Monterey Road Corridor, (poverty and lack of planning)
x East San José (high gang activity)
o Little Saigon, Alum Rock, Foothills
o Coyote Creek
x Alviso
x Monterey Rd.
x District 8
x 17th & Santa Clara St.
x Mayfair
x Rengstorff Park
x Southwest Expressway
x Tully Rd.
x Wooster area
x Roosevelt Park
B. Gilroy-(high gang activity)
x East Gilroy and Glenview neighborhoods.
3. Morgan Hill (Boundary area between Morgan Hill and Gilroy)
4. El Camino Real (
5. Other areas mentioned by the general public:
x BART/VTA/ and Caltrain corridors
x Mayfair (San José)
x East Milpitas at Route 680 area
x Stevens Creek
x Older shopping areas and vacant lots throughout the County
3. What do you feel are the most common or pressing housing problem in the County?
x Affordability, particularly for the extremely low income; starter homes are too expensive
x Not enough affordable housing
x Diversity of housing types are not available
x Support for transitioning homeless (i.e, financial, medical and social)
x Housing suitability for diverse population
x Private sector funding for city or service programs
x Affordable housing zoning
x Amenities for concentrated areas of affordability
x Tech companies in cities have driven the cost of housing up x Monitored portable bathroom sites x Subsidized auto repair and medical services
4. What are the ways to overcome these problems? x First-time homebuyer loans x Housing and employment assistance for foster youth who age out of system x Family financial literacy
x Streamline planning, permitting and development processes
x Job training for young farmers (i.e, education and support for new agricultural technologies)
x Subsidies or prevention programs for families at risk of displacement
x Community planning that supports sustainable density development. (i.e, TODs, incentives and
infrastructure for affordable transportation, bicycles and pedestrians)
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County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
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x Regulatory requirements for housing diversity or alternative housing x Increase the 15% cap for social services x Mobile home parks are being bought out and unit rent prices go up. x Create a resource navigation center for individuals or social services to use and update
5. How do you feel local organizations/service providers can better support your priorities?
x County, city and service organizations can collaborate and leverage more funding (e.g., City of Mountain
View Safe Parking, Move Mountain View and Lots of Love are working together)
6. In what ways are LMI families vulnerable to crisis situations, such as natural disasters?
x Lack of emergency funds for family emergencies, job loss, homelessness, single income families, and
extremely low income households
x Emergency preparedness in the home and for a community-sized crisis
x Efficient communication
7. Do you feel there is an issue with broadband access and technical literacy? x Mountain View and Morgan Hill have issues with cell service x Centralized facilities are needed for libraries and community centers x Rapid technology updates make it difficult for communities and/or families to keep up x Technology is needed at senior centers
x Affordable collaborative internet service for qualified areas
8. How do you feel the County should spend their annual CDBG allocation? (Eligible CDBG projects
are: community and social services, economic development assistance; improvements to public
infrastructure and facilities; affordable housing; homelessness; housing rehabilitation).
x Affordable housing particularly near employment centers
x Transit service expansion and bus service for seniors and homeless
x Housing rehabilitation – special needs populations x Community and social services x Economic development assistance x Improvements to public infrastructure and facilities
x Homelessness – improve interim housing and services options
x Recreation and open spaces x Home buyer programs x Mental health services
Stakeholder Interview Meetings
Throughout the County twenty-one stakeholder interviews were held, typically at their places of business. The same
eight questions (shown on page 2) were asked of each of the stakeholders. The following provides a collective
summary of the overarching themes associated with the eight questions mentioned on page two of this Community
Engagement Summary. The following entities were interviewed:
- Asian Americans for Community
Involvement
- The Health Trust
- Bridge Housing - Heart of the Valley
- Charities Housing - Housing Choices Coalition
- Community Services Agency - LifeMoves
- CommUniverCity San José - Loaves and Fishes Family Kitchen
- Destination: Home - Rebuilding Together Silicon Valley
- Downtown Streets Team - Santa Clara Family Health Plan
- Eden Housing - Silicon Valley FACES
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- City of Gilroy Recreation Department - Silicon Valley Leadership Group
- Grid Alternatives - Vista Center for the Blind and Visually Impaired
- WeHOPE - Santa Clara County CoC
Issue Needs
Affordable Housing
The market for housing is bigger
than what is available
-Increase affordable housing options and alternatives (varieties are
needed in size and income levels, particularly for extremely-low and low-
income, homeless, disabled, singles, large families, and elderly residents)
in the County. There is legislation requiring more affordable housing, but
there is no timetable.
-Increase funds to build or rehab homes, old nursing/care units, and mobile home parks (particularly near places of employment and transit
routes). Commuter numbers are high. There are 120,000 units proposed
near transit in the Bay Area.
-Create grant or loan programs for property maintenance.
-Create land acquisition funding programs that purchase land dedicated
to new housing. Work with Cities to target specific lands.
-Create housing plans that fund and implement housing for working
families or “Middle Housing.” -Revitalize mobile home parks, particularly in District 7 (in San José).
-Expand voucher programs to include motels, group homes, and other
temporary housing.
Homeownership is rapidly
declining
-Increase and continue area-wide first-time home buyers programs.
-Increase subsidies for down payment.
-Review and fill the gaps that exist in mortgage affordability after upfront
costs fulfilled.
-Provide assistance for housing needs when move-in occurs.
-Create incentives for property owners to sell pre-established lists of LMI
families.
High cost of land and construction
forces higher unit prices
-Incentivize developers through subsidies to integrate affordable units.
(Unit prices are based on economy, the better the economy the higher
rent prices).
-Seek out more County distributed Housing Choice Vouchers.
The issue of market rate
dependent housing and affordable
housing are separate issues
-Create affordable housing solutions that do not involve cutting back on
market rate housing development.
We do not involve private
companies who care
-Approach private companies that employ below median income
residents to assist in financing affordable housing development.
Affordable housing projects take
too much time
-Create solutions to reduce the time it takes to build affordable housing.
Many granting agencies do not want to see a “built” project prior to
funding. Takes to long to satisfy public policy. Many plans require variances which can be a lengthy process.
-Develop regional action to allocate land, target needs, and implement.
There is a lack of neighborhood
planning and amenities
-Create or revitalize neighborhoods with new housing and needed
amenities including parks, lighting, and good infrastructure.
-Review proposals in the region that support neighborhood sustainability
(e.g., District 1-Project HOPE – cultivates leadership and support from
SJSU for 1-2 years to improve community involvement, cleanliness and crime reporting).
-Improve and create flexible zoning particularly in San José.
-Advocate that Cities update ordinances to include flexible, dense and
inclusionary residential and mixed-use zoning.
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-Create consistent land use policies for inclusionary housing. Morgan Hill has an inclusionary housing ordinance.
Annual rents and housing values
are not affordable but continue to
rise
-Create local policies and advocacy for rent and housing value
stabilization.
-Increase funding for rental subsidy programs.
-Create model policies/programs that promote more affordable housing
(Review District 3 Community Leadership Council’s) (including Hindley
and High Neighborhoods)
Developers do not get involved in
local planning
-Engage housing developers and the business community when
developing Specific/Master Plans and Housing Element background
studies and recommendations. Vital Services & Homelessness Prevention
Lack of services for homeless
residents
-Provide appropriate training for intake staff (navigators) that includes a
variety of individual needs.
-increase communication on needs, gaps and accomplishments.
-Create nutrition programs, cooking instruction and food delivery assistance where homeless exist.
Lack of an anti-homeless strategy
(Homeless Prevention)
-Create an inclusive homeless strategy, particularly for special needs
populations.
Support is needed for other at-risk homeless due to high cost of
living (i.e., college students, former homeless, those who cannot live
alone, and those with a criminal history).
Provide safe parking areas for unsheltered homeless populations
having vehicles and RVs (Palo Alto and Mountain View prohibits
RVs).
Develop a comprehensive wrap-around services program for a
variety of social service organizations to use.
Increase the number of shelters and shelter space in the County
particularly cold weather shelter, emergency shelters and safe
parking areas.
Greater communication and integration of social service entities.
-Implement the CoC’s Community Plan to End Homelessness. Establishing goals and strategies that address the root cause of
homelessness, housing affordability and barriers to new housing
development. Build more housing for extremely low income households.
There are not enough social
service entities to handle
homelessness issues
-Increase and or franchise reputable service entities to serve other
locations.
Complex system for housing and
homeless people
-Reduce complexity and streamline intake systems for homeless needing
housing.
There is a high turn-over rate in
service provider staff
-Increase wages and professional development for County and outside
agency service providers and staff.
County services are strained and
communication with other services is low.
-The County should study the feasibility of outsourcing some of its
services to existing social service agencies. Collaborating with other service entities may solve capacity problems.
CoC has limited communications -The CoC can become more effective if they could increase
communication on needs, gaps and accomplishments.
Individuals do not know what
services are available
-Update County resource guides and websites that point to the right
agency. The resources could be listed by “need” and provide contact and
address and emails. Service agencies could adopt response policies for
service linkage. (It was reported there are sometimes 10 days that will go
by without a response.)
Lack of food in certain areas of the County -Prepare a list of the probable food desert areas and collaborate with service entities that can provide routine nutrition and food delivery
service.
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-Create and or expand food storage spaces. -Work with local grocers to create secondary outlets in designated food
deserts.
-Provide food subsidies to individuals with chronic health issues
particularly those at-risk (e.g., drug/alcohol/chronic health conditions, and
those under 60 where other organizations cannot provide services.
Increase Family Income
Keeping up with the cost of living -Increase earning capacity of the LMI County residents. -Stabilize rent costs.
-Create rainy-day funds for LMI households (most LMI families are at-risk
for homelessness).
Families & Individuals in Transition
Families in transition are struggling -Create County-driven transitional housing programs and services. Services and assistance are needed for women with young children
Lack of transitional housing,
permanent supportive housing and
rapid rehousing units
-Increase transitional housing.
-Increase rapid rehousing units and services.
Family displacement -Create programs that serve residents that can no longer afford to remain
in their homes. (This is due to rising housing bills (rents or property
taxes), or when residents are forced out due to causes such as eminent
domain, lease non-renewals, and or mandatory evictions to make way for
new development.)
-East San José area, in particular, is experiencing displacement. -County and its Cities should create displacement policies when new
(re)development is occurring. Special Needs or Target Populations
Increased number of individuals
with mental/behavior health issues
-Increase funding for more trained counseling and referral personnel.
-Create life skills training in larger residential buildings where there is more demand.
-Research the feasibility of provide more mental health recovery centers.
Housing elements do not improve
conditions for special needs/target
populations
-Realign Housing Elements, General Plans and Specific Plans to include
to a larger degree the needs and goal for the underserved.
Increased numbers of victims of
domestic violence
-Increased services for victims of domestic violence.
Lack of services for new
immigrants
-Increase housing and services for newly immigrated families. Services
that help families with credit establishment and rental history for housing
placement.
Unemployed special needs
populations
-Increase workforce training and employment assistance
Language barriers -Reduce communication barriers for housing and services. -Increase ESL classes.
Lack of elderly (aging) services -Funding assistance is needed for senior care and housing. Such
programs require more oversight.
-Provide traveling classes that engage seniors in technology.
-Create nutrition programs and food delivery assistance to homebound
seniors.
-Create policies that new housing units be accessible. Promote handicap accessibility with all new units by providing elevators, at-grade front
entrances or first floor bedrooms, kitchens and bathrooms.
Increasing at-risk youth -Provide separate emergency shelter space. Create safe spaces to
foster and provide oversight, particularly children of domestic violence.
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-Provide technology resources to youth that are homeless or whose families are LMI.
-School district communication improvements for parents to provide
homework and tutoring assistance.
Neighborhoods are not accessible -Increase visitable homes and places in neighborhoods (e.g., wheelchair
ramps bathrooms, curbing, sidewalks, handrails).
Emergency/Natural Disaster Effect Vulnerable Populations
Vulnerable populations are most
impacted by power outages
-Create policies on being electric dependent (e.g., San José may switch
to all electric water heating).
Residents and older buildings are never ready for disasters -Promote flooding and emergency preparedness classes, making sure communication gaps are covered.
-Create a rapid emergency grant program that funds or insures from the
government for vulnerable LMI residents (e.g., flooding, fire, etc.).
-Create programs to rehab properties that experience frequent damage
from disasters.
-Create programs that fund LMI homeowners rebuilding projects.
Lack of emergency providers and low response times -Create more County-driven emergency management employment opportunities and positions.
Low access to services during a
disaster
-Emergency providers should discuss the LMI issues and service needs
to better determine needs.
-Services should include replacement of household basic needs (e.g.,
food and water replacement). Mobile home park households are
particularly at risk.
-Provide interpreters when needed for services provided, particularly
Vietnamese.
-Identify where vulnerabilities in the community or neighborhood exist, so they can be assisted first.
Lack of emergency housing and
solutions for displaced families
-Engage in post-disaster planning particularly for family displacement
housing and food and health needs.
-Create places to park vehicles owned by displaced families.
Broadband quality if low in certain
areas of the County
-Public – Private partnership are encouraged to bridge the digital divide.
Work with cellular providers to improve services in LMI areas.
-Continue to overcome the digital divide. Fund projects that increase
digital inclusion and reduce cost to access.
-Build new affordable housing units with reduced cost WiFi. -Provide technical support regarding WiFi safety for LMI families,
particularly the elderly.
-Fund computer hardware and software upgrades in schools. Employment and Workforce Development
Shelters lack full services for
employment needs
-Increase employment and workforce training for shelter counselors and
staff.
Getting to transit routes and affording rides is difficult -Improve ride-share programs, particularly transit payment systems.
Lack of technology resources for
LMI households
-Guide unemployed persons to places having direct access and public
computer resources. Fair Housing
Landlords do not respond to poor
housing conditions and tenants needs
Increase education for tenant rights.
LMI residents are not engaged Create engagement activities and programs that help craft specific
solutions, particularly with Vietnamese communities.
Individuals with disabilities looking
for housing have difficulty
-Increase local advocacy for planning for disabilities.
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Target Areas
Neighborhood revitalization A. San José
- Downtown San José
- South San José
- Central San José
- San José-Monterey Road Corridor, (poverty and lack of planning)
- East San José (high gang activity)
o Little Saigon, Alum Rock, Foothills
o Coyote Creek
- Alviso
- Monterey Rd
- District 8
- 17th & Santa Clara St
- Mayfair
- Rengstorff Park
- Southwest Expressway
- Tully Road
- Wooster area
- Roosevelt Park B. Gilroy (high gang activity)
- East Gilroy and Glenview neighborhoods. C. Morgan Hill (Boundary area between Morgan Hill and Gilroy) D. El Camino Real Others mentioned by the general public:
- BART/VTA/ and Caltrain corridors
- East Milpitas, Route 680 area
- Stevens Creek, off Route 85, near Mountain View
- Cupertino
- Milpitas
- Story and Keene
- Eastridge
- Old Oakland Road (near mobile home park)
- Riverbend (near mobile home park)
- San Martin
- Older shopping areas and vacant lots throughout the County
Safety improvements -McKinley; north of the McLaughlin Road ramps. Homeless
encampments have caused some pedestrian safety issues.
-Washington: 1st and Oak Streets. Crime, child endangerment, constant
trespassing and police issues.
- Jackson, between 10th and 11th, Grant Elementary has a traffic safety
issues for students and pedestrians. -Coyote Creek encampments and Scott & Keys low-income residents. Future CDBG Expenditures
More affordable housing -Invest in new housing and housing rehab programs and projects that
increase the number of affordable units.
-Actively support and show advocacy for current and future local
development proposals for affordable housing.
-Support efforts to create conversions of larger dwellings to multiple units.
-Create short-term housing while housing rehab or while new housing
projects are being built.
Poor housing conditions -Complete more housing rehabs. -Reduce the number of vacant homes and properties.
Social Services/Homelessness Funding Priorities include:
-Homelessness prevention programs.
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-Funding for staffing salaries. -Wellness programs.
-Build more shelters and expand existing shelter capacity.
-Seek out available housing and provide services particularly for
elderly and disabled.
Transportation -Transit improvements to connect LMI areas to employment centers.
Community facilities -Revitalize older city infrastructure, particularly accessibility for seniors
and disabled individuals.
Economic development -Fund private business needs for expansion or employee hire.
-Fund routine job fares in various regions of the County.
Other Notes
Notes:
Difficult County and or City CDBG
Application process
-Decrease the paper work associated with grant application preparation.
It is often felt the process is not worth it.
-Increase funding for social services.
-Reduce the number of awarded applicant and give larger amounts to
grantees to make a difference.
San José – Tax proposal https://sanjosespotlight.com/san-jose-officials-propose-new-property-
tax-for-affordable-housing/
Focus Group Meetings
There were two focus groups held on November 7, 2019, and November 18, 2019. There were a total of 7
attendees. Each of the attendees were from social service entities:
x Boys and Girls Clubs of Silicon Valley
x Healthier Kids Foundation
x Live Oak Adult Day Services
x San José Conservation Corps Charter
Agency Priorities:
o Address the lack of housing stock and housing diversity and options
o Increase alternatives for special needs residents, particularly those with disabilities
o Improve transit and incentives to take transit
o Improve health and safety, particularly mental health options for low income families
o Workforce development, particularly for young adults
o Address lack of housing through strong outreach programs – local and regional
o County driven affordable housing projects
Target areas:
o Downtown Gilroy (1st to 10th Streets on Monterey Blvd.) and east of railroad tracks
o El Camino Real
o Morgan Hill
o Transit hubs all around the County
Most common/pressing problems:
o Cost of housing. Morgan Hill Schools are closing due to low enrollment
o Lack of variety of housing types and lack of land
o Lack of financial support networks
o Lack of transitional housing (e.g., tiny homes, accessory housing)
o Lack of zoning regulations that are affordable housing friendly
o Lack of funding for social services, particularly mental health and professional development (after high
school)
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o Gentrification has pushed affordable housing outside the cities
o Fair housing rules for discrimination seem to be unclear, particularly with individuals with criminal records,
bankruptcy, or disabilities
o Lack of coordination between resource organizations
How can we overcome these problems:
o Create housing bond programs
o Restructure federal funds policies, particularly with service or partner organization pulling funds together
for a common project; too strict of spending caps with special needs populations
o Create services that provide financial assistance when a catastrophic family event occurs (e.g., layoff,
illness)
o Grant writing assistance at the local level.
o Create measurements that prioritize affordable housing
Regional Community Needs Survey
Santa Clara County initiated a Community Needs Survey on October 25, 2019 to December 26, 2019. The survey
received 1,950 responses. The survey was available to complete online or by hand; it was distributed and made
available in English, Spanish, Vietnamese and Chinese. The following summary highlights some survey responses.
A detailed survey summary was prepared (See Appendix).
Introduction Questions Where do you live? What language do you speak?
City # % English Spanish Vietnamese Chinese
Campbell 21 1.1% 21 0 0 0
Cupertino 17 0.9% 16 1 0 0
Gilroy 511 26.2% 283 224 2 2
Los Altos 31 1.6% 29 0 0 2
Los Altos Hills 4 0.2% 4 0 0 0
Los Gatos 10 0.5% 10 0 0 0
Monte Sereno 0 0.0% 0 0 0 0
Milpitas 0 0.0% 0 0 0 0
Morgan Hill 55 2.8% 40 14 0 1
Mountain View 238 12.2% 206 22 0 10
Palo Alto 53 2.7% 51 1 0 1
San Jose 650 33.3% 630 17 2 1
City of Santa
Clara 82 4.2% 80 0 0 2
Saratoga 10 0.5% 10 0 0 0
Sunnyvale 87 4.5% 81 6 0 0
Unincorporated
Santa Clara
County 16 0.8% 15 0 0 1
Don’t Know 3 0.2% 3 0 0 0
Skipped Which
City Question 162 8.3% 152 6 1 3
Total (Paper and Online) 1,950 100.0% 1,631 291 5 23
Note: We received one response from a Milpitas resident but note that Milpitas is not participating in the preparation of the 2020-
2025 Consolidated Plan. Milpitas’ Consolidated Plan covers a different 5-year period.
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The three following figures display the percent of surveys taken by each language, as well as the
number of online and paper survey respondents per specified City, and a map showing responses
per City. The most common language was English (84%) and the two most common cities were
San Jose (650 responses) and Gilroy (511).
84%
15%
0%1%
Percent of Surveys Taken by Language
English
Spanish
Vietnamese
Chinese
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0 500 1000 1500 2000 2500
Campbell
Cupertino
Gilroy
Los Altos
Los Altos Hills
Los Gatos
Monte Sereno
Milpitas
Morgan Hill
Mountain View
Palo Alto
San Jose
City of Santa Clara
Saratoga
Sunnyvale
Unincorporated Santa Clara County
Don’t Know
Skipped Which City Question
Total (Paper and Online)
Where Do You Live?
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Survey data also shows that most respondents work within the County. The most common workplaces
within the County were the cities of San Jose and Gilroy. Furthermore, most respondents represented
residents of the County, however, some were CBOs, Public Agencies, Business Owners and Other.
Needs
What are the County’s greatest needs? (Percent of respondents to rank each need as “High”)
1. Create additional affordable housing available to low income residents
2. Create more jobs available to low-income residents
3. Improve non-profit community services
What are our most pressing housing needs? (Percent of respondents to rank each need as “High”)
1. Increase affordable rental housing inventory
2. Housing for special needs individuals (i.e. seniors, persons w/disabilities)
3. Healthy homes (free of mold, lead, etc)
4. Permanent supportive rental housing for the homeless (case management and supportive services)
What economic development assistance is needed? (Percent of respondents to rank each need as “High”)
1. Job training for people who are homeless
2. Financial assistance for business expansion and job creation
3. Storefront improvements in low-income neighborhoods
What public facility improvements are needed most? (Percent of respondents to rank each need as “High”)
1. Mental health care facilities
2. Facilities for abused/abandoned/neglected children
3. Educational and healthcare and childcare facilities
What public services are needed the most? (Percent of respondents to rank each need as “High”)
1. Mental health
2. Abused/abandoned/neglected children
3. Homeless prevention
4. Emergency housing assistance for homeless
5. Neighborhood cleanups
What are the greatest infrastructure and neighborhood improvement needs? (Percent of respondents to rank
each need as “High”)
1. Clean up of contaminated sites
2. Street improvements
3. Lighting improvements
4. Water/sewer improvements
Fair Housing Discrimination
x Experienced housing discrimination - 72% No; 19% Yes; Don’t Know 9%.
x Where discrimination happened - 50% Apartment complexes; 12% Single family neighborhood
x How were you discriminated – 35% Race; 10% Familial status; 10% Source of income
x By whom – 67% Landlord; 9% City/County staff; 6% Real Estate Agent; 6% Mortgage Lender
Broadband Service
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x Broadband internet problems? 33% Yes; 30% No; 23% Do not know. Common problems include: slow
and expensive; spotty WiFi in the County, and there is limited competition.
x Do low-and moderate income areas have adequate broadband access? 48% Don’t know; 31% No; 20%
Yes.
Access to Opportunities (Improvements Needed)
x Jobs that pay a living wage
x Frequency of public transportation
Pop-Up Engagement Activities
The engagement program included attending several pop-up events to inform residents of the planning process
for the 2020-2025 Consolidated Plan and to let them know public meetings were scheduled and the Regional
Needs Survey was available. Four pop-up events were held at/on:
¾ Farmers Market, City of Santa Clara, California, October 19, 2019
¾ Farmers Market, City of Sunnyvale, California October 26, 2019
¾ Farmers Market, City of Palo Alto, California, November 3, 2019
¾ Community Center, City of Sunnyvale, California, November 21, 2019
Over 220 residents were polled and were asked, “What is most needed in your community?”
x A regional forum on housing
x Affordable housing
x Development built close to public transportation
x Mixed use development along El Camino Real
x Work to expand public transit route options
x Property maintenance is a problem
x Create viable alternative temporary housing options for homeless (e.g., tiny homes)
x Control rising rent costs
Regional Meetings Notification
An informational flyer was prepared for the various regional meetings. The flyer was distributed through
City and County websites, email, handouts at area events, and at community centers and libraries. The
flyer was prepared in four languages: English, Chinese, Spanish and Vietnamese. See flyers that
follow.
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APPENDIX
Santa Clara County
Community Needs Survey
October 25, 2019 to December 26, 2019
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Paper Surveys
English Spanish Vietnamese Chinese
Campbell 4 0 0 0
Cupertino 0 0 0 0
Gilroy 127 224 1 2
Los Altos 3 0 0 0
Los Altos Hills 0 0 0 0
Los Gatos 0 0 0 0
Monte Sereno 0 0 0 0
Morgan Hill 11 14 0 0
Mountain View 6 8 0 0
Palo Alto 2 1 0 0
San Jose 112 16 0 0
City of Santa Clara 18 0 0 2
Saratoga 1 0 0 0
Sunnyvale 1 2 0 0
Unincorporated Santa Clara County 0 0 0 0
Don't Know 0 0 0 0
Total Paper Only 285 265 1 4
Online Surveys
English Spanish Vietnamese Chinese
Campbell 17 0 0 0
Cupertino 16 1 0 0
Gilroy 156 0 1 0
Los Altos 26 0 0 2
Los Altos Hills 4 0 0 0
Los Gatos 10 0 0 0
Milpitas 0 0 0 0
Monte Sereno 0 0 0 0
Morgan Hill 29 0 0 1
Mountain View 200 14 0 10
Palo Alto 49 0 0 1
San Jose 518 1 2 1
City of Santa Clara 62 0 0 0
Saratoga 9 0 0 0
Sunnyvale 80 4 0 0
Unincorporated Santa Clara County 15 0 0 1
Don’t Know 3 0 0 0
Answered 1194 20 3 16
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Skipped “Lives in” Question 152 6 1 3
Total Online Only 1346 26 4 19
TOTAL ONLINE AND PAPER
English Spanish Vietnamese Chinese
1631 291 5 23
TOTAL SURVEYS/ALL LANGUAGES 1950
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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COUNTY STAKEHOLDER QUESTIONS
2020-2025 Consolidated Plan
1.What are the County’s top priorities over the next 5 years?
2. Where are any neighborhood revitalization target areas?
3. What do you feel are the most common or pressing housing problems in the County?
4. What are the ways to overcome these problems?
5. How do you feel local organizations/service providers can better support your priorities?
6. In what ways are low- and moderate-income families vulnerable to crisis situations such
as natural disasters?
7. Do you feel there is an issue with broadband access and technical literacy? If not, what
support is missing?
8. How do you feel the County should spend their annual CDBG allocation? CDBG funds
may be used for:
a. Eligible projects are: Community and social services, Economic development
assistance; Improvements to public infrastructure and facilities; Affordable
housing; Homelessness; Housing rehabilitation.
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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APPENDIX A: PUBLIC COMMENTS
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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FICTITIOUS BUSINESS
NAME STATEMENT
File No. FBN659598
The following person(s)
is (are) doing business
as: (1)INFINITI OF SAN
JOSE,(2)SAN JOSE
INFINITI, 2198 Tully Rd.
San Jose, CA 95122,
Santa Clara County. The
business is owned by: a
corporation. The name
and residence address
of the owner(s)/regis-
trant(s) is: Capitol
Infiniti USA, Inc. 3910
Stevens Creek Blvd. San
Jose, CA 95129
The registrant/owner
began transacting busi-
ness under the fictitious
business name(s) listed
above on: 08/24/2019
This filing is refile
(Change(s) in facts
from previous filing)
Previous file #
FBN658170
I declare that all infor-
mation in this state-
ment is true and cor-
rect. (A registrant who
declares as true infor-
mation which he or she
knows to be false is
guilty of a crime.)
/s/ Pedram Amin,
Capitol Infiniti, USA,
Inc. President
Article/Registration
#C4321840. Above enti-
ty formed in the State of
California. This state-
ment was filed with the
Co. Clerk-Recorder of
Santa Clara Co. on
10/10/2019.
Regina Alcomendras,
County Clerk Recorder
By: /s/ Vee Reed,
Deputy
File No.: FBN659598
SJMN#6413790
Oct. 22,29,
Nov.5,12,2019
FICTITIOUS BUSINESS
NAME STATEMENT
File No. FBN660026
The following person(s)
is (are) doing business
as:GATE OF HEAVEN
CEMETERY,22555 Cristo
Rey Drive, Los Altos, CA
94024 Santa Clara Coun-
ty. The business is
owned by: a corpora-
tion. The name and res-
idence address of the
owner(s)/registrant(s)
is: San Jose Catholic
Cemeteries, 1150 N.
First St., Suite 100, San
Jose, CA 95112.
The registrant/owner
began transacting busi-
ness under the fictitious
business name(s) listed
above on: 07/01/2019
This filing is a first filing
I declare that all infor-
mation in this state-
ment is true and cor-
rect. (A registrant who
declares as true infor-
mation which he or she
knows to be false is
guilty of a crime.)
/s/ San Jose Catholic
Cemeteries, Brian
Mooney, CFO
Article/Registration
#4282784. Above entity
formed in the State of
California. This state-
ment was filed with the
Co. Clerk-Recorder of
Santa Clara Co. on
10/24/2019.
Regina Alcomendras,
County Clerk Recorder
By: /s/ Nina
Khamphilath Deputy
File No.: FBN660026
SJMN # 6417945
Oct. 29, 2019,
Nov. 5, 12, 19, 2019
FICTITIOUS BUSINESS
NAME STATEMENT
File No. FBN659372
The following person(s)
is (are) doing business
as:PRE UNIVERSITY
PERCUSSION GROUP,
1591 Carmel Drive, San
Jose, CA 95125 Santa
Clara County.
The business is owned
by: a married couple.
The name and resi-
dence address of the
owner(s) /registrant(s)
gis: Galen Lemmon, 1591Carmel Drive, San Jose,CA 95125; NoraLemmon, 1591 CarmelDrive, San Jose, CA95125.The registrant/ownerbegan transacting busi-ness under the fictitiousbusiness name(s) listedabove on: 10/02/2019This filing is a first filingI declare that all infor-mation in this state-ment is true and cor-rect. (A registrant whodeclares as true infor-mation which he or sheknows to be false isguilty of a crime.)/s/ Galen LemmonThis statement wasfiled with the Co. Clerk-Recorder of Santa ClaraCo. on 10/02/2019Regina Alcomendras,County Clerk RecorderBy: /s/ Vee ReedDeputyFile No: FBN659372SJMN # 6407437Oct. 8, 15, 22, 29, 2019
FICTITIOUS BUSINESSNAME STATEMENTFile No. FBN659252 The following person(s)is (are) doing businessas:TRANSPARENTBOOKKEEPING & TAXSERVICES,641 KirklandDrive Apt. 1, Sunnyvale,CA 94087 Santa ClaraCounty.The business is ownedby: an individual. Thename and residence ad-dress of the owner(s)/registrant(s) is: GloryRiggins, 641 KirklandDrive, Apt. 1, Sunnyvale,CA 94087.The registrant/ownerbegan transacting busi-ness under the fictitiousbusiness name(s) listedabove on: NAThis filing is a first filingI declare that all infor-mation in this state-ment is true and cor-rect. (A registrant whodeclares as true infor-mation which he or sheknows to be false isguilty of a crime.)/s/ Glory RigginsThis statement wasfiled with the Co. Clerk-Recorder of Santa ClaraCo. on 09/30/2019Regina Alcomendras,County Clerk RecorderBy: /s/ Vee ReedDeputyFile No.: FBN659252SJMN # 6408512Oct. 8, 15, 22, 29, 2019
FICTITIOUS BUSINESSNAME STATEMENTFILE NO. 282762The following person(s)is (are) doing businessas: (1) LAWRENCE FINEARTS (2) LAWRENCEFINE ART SERVICES,231Michelle Court, SouthSan Francisco, CA 94080San Mateo CountyRegistered Owners(s):Art Care International,231 Michelle Court,South San Francisco, CA94080. State of Incorpo-ration /Organization:California.This business is con-ducted by a Corpora-tion. The registrantcommenced to transactbusiness under the ficti-tious business name ornames on March 1, 2005Richard A. Drossler,PresidentTHIS STATEMENT WASFILED WITH MARKCHURCH, ASSESSOR-COUNTY CLERK-RECORDER, SAN MATEOCOUNTY ON Oct. 08,2019SMCT AD #6417423Oct. 29, 2019Nov. 5, 12, 19, 2019
FICTITIOUS BUSINESSNAME STATEMENTFILE NO. 282711The following person(s)is doing business as:JEWEL TIME,1150 El Ca-mino Real #5506, SanBruno, CA 94066 SanMateo County. MailingAddress: 46895 ShaleCommon, Fremont, CA94539. Usman Bhatti,46895 Shale Common,Fremont, CA 94539. Thisbusiness is conductedby an Individual. Theregistrant commencedto transact business un-der the fictitious busi-ness name or names on09/08/11./s/ Usman BhattiTHIS STATEMENT WASFILED WITH MARK
CHURCH, ASSESSOR-COUNTY CLERK-RECORDER, SAN MATEOCOUNTY ON Oct. 02,2019.SMCT AD #6408695Oct. 8, 15, 22, 29, 2019
FICTITIOUS BUSINESSNAME STATEMENTFILE NO. 282548The following person(s)is doing business as:PRIMAL REFRESH,512Alameda de las Pulgas,Belmont, CA 94002 SanMateo County. MeghanVidal, 512 Alameda delas Pulgas, Belmont, CA94002. This business isconducted by an Indi-vidual. The registrantcommenced to transactbusiness under the ficti-tious business name ornames on August 13,2019./s/ Meghan VidalTHIS STATEMENT WASFILED WITH MARKCHURCH, ASSESSOR-COUNTY CLERK-RECORDER, SAN MATEOCOUNTY ON Sept. 17,2019SMCT AD #6407472Oct. 8, 15, 22, 29, 2019
NOTICE OF TRUSTEE’SSALE T.S. No.: 18-1125Loan No.:******8513APN: 676-18-079NOTE: THERE ISA SUMMARY OF THEINFORMATION IN THISDOCUMENTATTACHED.YOU ARE INDEFAULT UNDER ADEED OF TRUST DATED8/15/2006. UNLESSYOU TAKE ACTION TOPROTECT YOUR PROP-ERTY, IT MAY BE SOLDAT A PUBLIC SALE. IFYOU NEED AN EXPLAN-ATION OF THE NATUREOF THE PROCEEDINGAGAINST YOU, YOUSHOULD CONTACT ALAWYER.A public auc-tion sale to the high-est bidder for cash,cashier’s check drawnon a state or nationalbank, check drawn bya state or federalcredit union, or acheck drawn by astate or federal sav-ings and loan associa-tion, or savings asso-ciation, or savingsbank specified in Sec-tion 5102 of the Finan-cial Code and author-ized to do business inthis state will be heldby the duly appointedtrustee as shown be-low, of all right, title,and interest conveyedto and now held bythe trustee in thehereinafter describedproperty under andpursuant to a Deed ofTrust described be-low. The sale will bemade, but withoutcovenant or warranty,expressed or implied,regarding title, pos-session, or encum-brances, to pay the re-maining principal sumof the note(s) securedby the Deed of Trust,with interest and latecharges thereon, asprovided in thenote(s), advances, un-der the terms of theDeed of Trust, interestthereon, fees, chargesand expenses of theTrustee for the totalamount (at the time ofthe initial publicationof the Notice of Sale)reasonably estimatedto be set forth below.The amount may begreater on the day ofsale.Trustor: JOSE A.CERVANTES, A MAR-RIED MAN, AS HISSOLE AND SEPARATEPROPERTYDuly Ap-pointed Trustee:PRESTIGE DEFAULTSERVICESRecorded8/21/2006 as Instru-ment No. 19067776 inbook , page of Offi-cial Records in the of-fice of the Recorder ofSanta Clara County,California,Date ofSale: 11/13/2019 at10:00 AMPlace ofSale:At the GatedNorth Market Streetentrance of the Supe-rior Courthouse, 191 N.First Street, San Jose,CA 95113Amount ofunpaid balance andother charges:$176,742.84Street Ad-dress or other com-mon designation of re-
gal property:2667 TOYLANESAN JOSE Cali-fornia 95121The un-dersigned Trustee dis-claims any liability forany incorrectness ofthe street address orother common desig-nation, if any, shownabove. If no street ad-dress or other com-mon designation isshown, directions tothe location of theproperty may be ob-tained by sending awritten request to thebeneficiary within 10days of the date offirst publication ofthis Notice of Sale.NO-TICE TO POTENTIALBIDDERS: If you areconsidering biddingon this property lien,you should under-stand that there arerisks involved in bid-ding at a trustee auc-tion. You will be bid-ding on a lien, not onthe property itself.Placing the highestbid at a trustee auc-tion does not auto-matically entitle youto free and clear own-ership of the property.You should also beaware that the lien be-ing auctioned off maybe a junior lien. If youare the highest bidderat the auction, you areor may be responsiblefor paying off all lienssenior to the lien be-ing auctioned off, be-fore you can receiveclear title to the prop-erty. You are encour-aged to investigatethe existence, priority,and size of outstand-ing liens that may ex-ist on this property bycontacting the countyrecorder’s office or atitle insurance compa-ny, either of whichmay charge you a feefor this information. Ifyou consult either ofthese resources, youshould be aware thatthe same lender mayhold more than onemortgage or deed oftrust on the property.All checks payable toPrestige Default Serv-ices.NOTICE TO PROP-ERTY OWNER: The saledate shown on thisnotice of sale may bepostponed one ormore times by themortgagee, beneficia-ry, trustee, or a court,pursuant to Section2924g of the CaliforniaCivil Code. The law re-quires that informa-tion about trustee salepostponements bemade available to youand to the public, as acourtesy to those notpresent at the sale. Ifyou wish to learnwhether your saledate has been post-poned, and, if applica-ble, the rescheduledtime and date for thesale of this property,you may call (714) 730-2727 or visit this Inter-net Web site https://www.servicelinkasap.com/default.aspx, us-ing the file number as-signed to this case 18-1125. Informationabout postponementsthat are very short induration or that occurclose in time to thescheduled sale maynot immediately bereflected in the tele-phone information oron the Internet Website. The best way toverify postponementinformation is to at-tend the scheduledsale.Date:10/10/2019PRESTIGEDEFAULTSERVICES1920 OldTustin Ave.Santa Ana,California 92705SaleLine: (714) 730-2727Michelle R.Ghidotti-Gonsalves,PresidentA-470772710/22/2019,10/29/2019, 11/05/2019SJMN#641106410/22/19, 10/29/19,11/5/19
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Alterations,Sewing and
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Bathtub andTile Refinishing
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Improvement
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Services
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Your Guide to Home Repair and Other Service Professionals
NOTICE TO ALL READERS:California law requires that contractors taking jobs that total $500 or more (labor and/or materials) be licensed by the Contractors
State License Board State law also requires that contractors include their license numbers on all advertising. Check your contractor’s status at www.cslb.ca.gov
or 800-321-CSLB (2752) Unlicensed persons taking jobs that total less than $500 must state in their advertisements that they are not licensed by the Contractors
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B8 BAY AREA NEWS GROUP 111 TUESDAY, OCTOBER 29, 2019
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
46 Daily Post Thursday, October 24, 2019
SUDOKU
Diffi cultEasy
Puzzles on page 45
Amy Knows
Palo Alto
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าے䑣+1.650.468.4834
Amy@AmySung.com
AmySung.com
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Amy Sung
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2020 - 2025 CONSOLIDATED PLAN
NOTICE OF REGIONAL FORUMS
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
Please join the County and Cities of Santa Clara for a series
of Regional Forums to help identify housing and community
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WHY IS THIS IMPORTANT TO YOU?
The County and Cities of Santa Clara receive federal funds to invest in
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REGIONAL FORUMS
The City of Morgan HillZLOOKROGDRegional Meeting on November 4, 2019
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+LOO&$
The City of Palo AltoZLOOKROGDRegional Meeting on November 7, 2019
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The City of CupertinoZLOOKROGDRegional Meeting on November 12, 2019
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The City of San Jose ZLOOKROGDRegional Meeting on November 20, 2019
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Located at the crossroads of Highways 84 and 35 (Skyline)
(650)851-0303 - Open Early till Late!
Only a 10 minute drive
up the hill in Woodside.
Experience Alice’s
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Alice’s Restaurant Serving breakfast, lunch & dinner
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Weinstein hit with
racketeering claim
“Scream” actress Rose McGowan
fi led a federal lawsuit yesterday alleg-
ing that Harvey Weinstein and two of
his former attorneys engaged in rack-
eteering to silence her and derail her
career before she accused him of rape.
The suit fi led in Los Angeles names
as defendants Weinstein, attorneys
David Boies and Lisa Bloom and their
law fi rms, and Black Cube, an Israeli
intelligence fi rm hired by
Weinstein.
The lawsuit alleges that
the defendants conspired
to defraud, smear and
marginalize McGowan
as she was preparing to
name Weinstein during
the run-up to the explosion of the
#MeToo movement late in 2017.
“Harvey Weinstein was able to per-
petrate and cover up decades of vio-
lence and control over women because
he had a sophisticated team working
on his behalf to systematically silence
and discredit his victims,” McGowan,
46, said in a statement. “My life was
upended by their actions, and I refuse
to be intimidated any longer.”
DESCHANEL DIVORCING: Film
producer Jacob Pechenik has fi led for
divorce from “New Girl” star Zooey
Deschanel, who is already dating
“Property Brothers” star Jonathan
Scott, the New York Post reported.
Pechenik, 47, and Deschanel, 39,
have been
married for
four years
and share a
2-year-old
boy and
4-year-old
girl. Peche-
nik fi led the petition on Tuesday in Los
Angeles. They announced last month
that they were separating, saying they
were “better off as friends, business
partners and co-parents.”
RIPA’S SON BROKE: Kelly Ripa,
who makes $20 million a year as a talk
show host, said her 22-year-old son
is struggling to make ends meet after
moving out of her multimillion-dollar
town home in New York City.
The 49-year-old “Live With Kelly
and Ryan” host and husband Mark
Consuelos, 48, are not
helping son Michael with
his fi nances as he lives in
Brooklyn and studies art
at New York University.
“He hates paying
his own rent, and he is
chronically poor,” she
told Jimmy Kimmel. “I don’t think he
ever really experienced … ‘extreme
poverty’ like now.”
She said he has so little money that
he was looking forward to the $20
that his grandparents send him every
Halloween.
MCGOWAN
RIPA
DESCHANELPECHENIK
CELEBRITY FILE
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
Wednesday, February 19, 2020 Daily Post 11
NEWS AN UNWAVERING COMMITMENT
TO EXCELLENCE IN SERVICE
SHELLY POTVIN
(650) 303-7501
shelly@serenogroup.com • shellypotvin.com
DRE# 01236885
Celebrating 21 years of making dreams happen for
my buyers and sellers... while doing what I love.
WWW.SERENOGROUP.COM
PALO ALTO // LOS ALTOS // LOS GATOS // SANTA CRUZ // APTOS
NORTHPOINT LOS GATOS // SARATOGA // WILLOW GLEN
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www.newenglandlobster.net
EATERY (650) 443-1559
MARKET (650) 443-1543
EATERY OPEN: Everyday 11am - 10pm
MARKET OPEN: Everyday 9am - 10pmSFO
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So Fresh It Should
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NOTICE OF PUBLIC REVIEW PERIOD AND
38%/,&+($5,1*6213$/2$/72·6
COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROGRAM
This is to notify the general public and other interested parties that a 30-day
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RUWRFRPPHQWDWWKHSXEOLFKHDULQJVDQGPHHWLQJVGHVFULEHGEHORZ
PUBLIC HEARINGS AND MEETINGS
The City of Palo Alto Human Relations Commission Selection Committee will
hold a Public Meeting on March 4, 2020 to review CDBG funding applications
submitted for Fiscal Year 2020-2021. 7KH6HOHFWLRQ&RPPLWWHHPHPEHUVZLOO
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The City of Palo Alto Human Relations Commission (HRC) will hold a
Public Hearing on March 12, 2020 to review the proposed CDBG funding
allocations recommended by the Selection Committee.7KH+5&ZLOOPDNH
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Upcoming Public Hearings for the CDBG program at meetings of the City
of Palo Alto Finance Committee and the Palo Alto City Council will be
announced soon.
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ADA Coordinator, City of Palo Alto,
650-329-2550 (Voice)
ada@cityofpaloalto.org
Bloomberg spent
$400M on ad blitz
By spending more than $400 million
of his own money on ads and largely
bypassing his opponents by skipping
the early primary states, Democratic
presidential candidate Mike Bloomberg
has rocketed to double-digit support in
enough national polls to qualify for to-
night’s Nevada debate.
But as Bloomberg’s support has ris-
en, so has the criticism from his Demo-
cratic foes as well as the broader scruti-
ny of his past comments and record as
New York City mayor. As he faces his
rivals onstage for the fi rst time, they’ve
made it clear that they’re eager to take
him on.
Warren takes a shot at him
Yesterday, Massachusetts Sen. Eliz-
abeth Warren offered a preview of one
line of attack the billionaire can expect
face to face.
“It’s a shame Mike Bloomberg can
buy his way into the debate,” she tweet-
ed, “but at least now primary voters
curious about how each candidate will
take on Donald Trump can get a live
demonstration of how we each take on
an egomaniac billionaire.”
It will be the fi rst time he’s debat-
ed in over a decade. And it’s the fi rst
time in this campaign that Bloomberg
will have to answer before a national
audience for past racial and sexist com-
ments. Mark Green, the former New
York City public advocate who ran
against Bloomberg for mayor in 2001,
says that could be tough.
“His insulting, wise-guyish com-
ments on race and women and justice
will not be easy to parry if the moder-
ator or rival frames the questions cor-
rectly,” he said.
A new NPR/PBS NewsHour/Marist
poll yesterday showed Bloomberg with
19% support nationally in the Demo-
cratic nominating contest.
Who else is debating?
The former New York City mayor,
who launched his presidential campaign
in November, will appear in Las Vegas
alongside former Vice President Joe
Biden, Sens. Warren, Bernie Sanders
and Amy Klobuchar and former South
Bend, Ind., Mayor Pete Buttigieg. Fel-
low billionaire and philanthropist Tom
Steyer is still hoping to qualify.
While Bloomberg is appearing on
the debate stage in Nevada, he still is
not participating in Saturday’s state
caucus. He’s skipping the fi rst four vot-
ing states — Iowa, New Hampshire,
Nevada and South Carolina — in favor
of focusing on the multitude of states
that vote March 3, Super Tuesday.
To propel him into
tonight’s debate
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
22 Daily Post Saturday, April 25, 2020
SUDOKU
DifficultEasy
Puzzles on page 21
PROFESSIONAL PROPERTY MANAGEMENT
- single-family homes
- condos & town homes
- multi-family residential
- retail, office and industrial properties
Have a property?
LET’S DISCUSS
Family-owned and operated since 1987, Davis & Co. Realtors makes it our mission to preserve
and enhance the value of your property, maximize your income, and minimize your expenses.
www.daviscorealtors.com
JOSH DAVIS
(650) 338-4230
josh@daviscorealtors.com
BRE# 01965341
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Let our experts get the most out of your properties earning potential.
= SALES & PROPERTY MANAGEMENT =
R-10923
FREE BRAKE INSPECTION
15 %From Partsand Labor
Must present coupon at write up. Limit one coupon per visit per customer. Not valid with any other coupon service offers. Plus tax and hazardous waste disposal fees where applicable. For Honda vehicles only. Valid only at Anderson Honda. Expires 7/31/2011.
If You Need Any Brake Work, Take Off...
Make Your Appointment at www.AndersonDirect.com
1766 Embarcadero Road
Palo Alto, CA 94303
650.843.6041
EXIT EMBARCADERO ROAD EAST
101
Optional EndorsementMarc Quality123 Satisfaction WayApt. 345Anytown, USA 12345-6789
321419999
PRSRT STDU.S. PoStagePaid
MaiLed FRoM ZiP Code 32114
Permit No. 647
Oil & Filter Change
Includes Multi-Point Vehicle Inspection.Must present coupon at write up. Limit one coupon per visit per customer. Not valid with any other coupon service offers. Plus tax and hazardous waste disposal fees where applicable. For Hon-da vehicles only. Some models slightly higher. Synthetic oil higher. Valid only at Anderson Honda. Expires 04-30-20.
Up to 5 quarts. Some models slightly higher. For 2008 and older models.
$3295
Reg. $42.95
POS
T
SALES: (650) 856-6000
SERVICE: (650) 843-6041
ANDERSON HONDA
1766 Embarcadero Road l Palo Alto, Ca 94303
(650) 843-6041 l www.AndersonHonda.com
PARTS & SERVICE HOURS:
Monday - Friday l 7:30am-6:00pm
Saturday l 8:00am-5:00pm
ANDERSON CASH
Save on your next service at Anderson Honda’s Service Department
Service of $39.99 to $50.00
$15 off
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$POS
T
POS
T
POS
T
POS
T
Excludes Hybrid & S2000
Honda
“If you want to save a lot of money, that’s our business!”
$10 off
NOTICE OF PUBLIC REVIEW PERIOD AND PUBLIC HEARINGON THE CITY OF PALO ALTOCOMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
This is to notify the general public and other interested parties that
a 30-day public review period of the Draft 2020-2025 Consolidated
Plan and the Draft Annual Action Plan for the allocation of Fiscal
Year 2020-2021 Community Development Block Grant (CDBG) funds, will begin
on May 8, 2020 and end on June 8, 2020. The Draft Consolidated Plan is a five-year
plan which describes community needs, resources, priorities, and proposed activities to
be undertaken under certain HUD programs, including CDBG. The Draft Annual Action
Plan describes the specific activities the City may fund under the 2020-2021 CDBG
Program. Collectively the activities in the Annual Action Plan are intended to meet Palo
Alto’s affordable housing and community development objectives described in the Draft
2020-2025 Consolidated Plan.
Copies of the Draft 2020-2025 Consolidated Plan and the Draft Annual Action Plan
will be available beginning May 8, 2020 on the City’s website: https://cityofpaloalto.
org/gov/depts/pln/long_range_planning/community_development_block_grant/default.
asp, and by contacting Erum Maqbool, CDBG Staff Specialist , at (650) 329-2660 or
Erum.Maqbool@CityofPaloAlto.org. Interested parties may submit written comments on
the Draft Consolidated Plan and the Draft Annual Action Plan during the public review
period, as well as comment at the public hearings and meetings described below. Written
comments can be emailed to Erum Maqbool, CDBG Staff Specialist, at Erum.Maqbool@
CityofPaloAlto.org
PUBLIC HEARING AND MEETING
The City of Palo Alto Finance Committee will hold a Public Hearing on May 5, 2020
to review the Draft 2020-2025 Consolidated Plan and the proposed Fiscal Year
2020-2021 CDBG funding allocations identified in the Draft Annual Action Plan.
Pursuant to the provisions of California Governor’s Executive Order N-29-20, issued on
March 17, 2020, to prevent the spread of COVID-19, this meeting will be held by virtual
teleconference only, with no physical location. The meeting will be broadcast on Midpen
Media Center at https://midpenmedia.org. The agenda and reports will be accessible
online by meeting date via this webpage: https://www.cityofpaloalto.org/gov/agendas/
finance/default.asp. Members of the public who wish to participate by computer or phone
can find the instructions at the end of this agenda. https://www.cityofpaloalto.org/civicax/
filebank/blobdload.aspx?t=60067.06&BlobID=76351
The City of Palo Alto does not discriminate against individuals with disabilities. To request accommodations to access City facilities, services or programs, to participate at public meetings, or to learn more about the City’s compliance with the Americans with Disabilities Act of 1990 (ADA), please contact the City’s ADA Coordinator at 650.329.2550 (voice) or by emailing ada@
cityofpaloalto.org.
Legal Notices
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Contact Brandon Heinrichs at (650) 328-7700 or email: bheinrichs@padailypost.com
CELEBRITY FILEPlayer depicted in
‘Bull Durham’ dies
Steve Dalkowski, a hard-throwing, wild left-hander whose minor league career inspired the creation of Nuke LaLoosh, played by Tim Robbins in the movie “Bull Durham,” has died. He was 80.Dalkowski, who died Sunday in New Britain, Conn., in part from COVID-19, never reached the major leagues but he spawned legends that estimated he could throw the ball 110 mph to 125 mph.“Fastest I ever saw,” then-retired Ted Williams said af-ter facing Dalkowski during batting practice at spring training in 1963,
according to a first-person story by “Bull Durham” director and writer Ron Shelton.Clyde King, the future big league manager and executive who worked with Dalkowski in the Orioles system, wrote in his 1999 autobiography “A King’s Legacy” that Dalkowski had the best fastball among the thousands of pitchers he saw. But Dalkowski’s location was lack-ing. He averaged 17.6 strikeouts and 18.7 walks per nine innings at Class D Kingsport in 1957, throwing 39 wild pitches in 62 innings as he went 1-8. That Aug. 31, he struck out 24 and walked 17 or 18 in an 8-4 loss to Bluefield, hitting four and throwing six wild pitches. At Class C Stockton in 1960, he struck out 262 and walked 262 in 170 innings.
DALKOWSKI
LALOOSH
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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CITY OF PALO ALTO
NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN, that the City Council of the City of Palo Alto will hold a
Public Hearing at the Council Meeting on Monday, June 15, 2020 at 5:00 p.m., or as
near thereafter as possible, via Virtual Teleconference to adopt: the 2020-2025
Consolidated Plan, the Annual Action Plan and the associated proposed Fiscal Year
2020-2021 Community Development Block Grant (CDBG) funding allocations. A 30-day
public review period of the Draft 2020-2025 Consolidated Plan and the Draft Annual
Action Plan for the allocation of Fiscal Year 2020-2021 CDBG funds, began on May 8,
2020 and ends on June 8, 2020. The Draft Consolidated Plan is a five-year plan which
describes community needs, resources, priorities, and proposed activities to be
undertaken under certain HUD programs, including CDBG. The Draft Annual Action
Plan describes the specific activities the City may fund under the 2020-2021 CDBG
Program. Collectively the activities in the Annual Action Plan are intended to meet Palo
Alto’s affordable housing and community development objectives described in the Draft
2020-2025 Consolidated Plan. The electronic copy of the Draft 2020-2025 Consolidated
Plan and the Draft Annual Action Plan is available on the City’s website at
https://cityofpaloalto.org/gov/depts/pln/long_range_planning/community_development_b
lock_grant/default.asp. Written comments can be emailed to Erum Maqbool, CDBG
Staff Specialist, at Erum.Maqbool@CityofPaloAlto.org.
BETH D. MINOR
City Clerk
PUBLISH ON:
May XX, 2020
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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APPENDIX B: APPLICATION FOR FEDERAL
ASSISTANCE FORMS SF424 & SF424-D
ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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APPENDIX C: CERTIFICATIONSATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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APPENDIX D: PUBLIC COMMENTSATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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ATTACHMENT B: DRAFT 2020-25 CONSOLIDATED PLAN AND DRAFT 2020-21 ANNUAL ACTION PLAN
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Program Categories:
1- Public Services
2- Planning and Administration (20% Cap)
3- Economic Development
4- Housing
5- Public Facilities.
Fiscal Year 2020-21 Funds Available for Allocation
On February 25, 2020, HUD notified the City of its Fiscal Year 2020-21 CDBG Entitlement amount
of $501,355. The total amount available for allocation in Fiscal Year 2020-2021 is outlined in Table
1.
Table 1 - Total Amount Available for Allocation in Fiscal Year 2020-21
Fiscal Year 2020-2021 Entitlement Grant $501,355
Reallocated Funds from Previous Years:
CDBG Admin FY 2018-19 $ 2,006.46
Catholic Charities FY 2018-19 $ 421.54
YWCA - FY 2018-19 $ 601.99
Project Sentinel FY2018-19 $ 159.76
DTS - FY 2018-19 $ 9,387.65
Minor Home Repair Program FY2017-18 $ 145,529.00
Minor Home Repair Program FY2018-19 $ 47,735.55
Unprogrammed Excess PI FY 2017-18 $ 7,324.86
$213,167
Estimated Program Income from Palo Alto Housing Corporation that is generated
from loan repayments and rental income in excess of expenses on specific
properties acquired/rehabilitated with CDBG funds
$136,049
TOTAL AVAILABLE FOR ALLOCATION $ 850,571
The United States Congress passed The Coronavirus Aid, Relief, and Economic Security (CARES)
Act (H.R. 748), also known as Stimulus 3 on March 27, 2020. On April 3, 2020, HUD notified the
City of its CARES Supplemental Funding. The total amount allocated to the City is outlined in Table
2.
Table 2 – FY 2020-21 CDBG CARES Supplemental Funding
Fiscal Year 2020-2021 CDBG CARES Grant $294,909
HUD may provide additional funding in future via a new formula to be developed by HUD
(prioritizing risk of transmission of coronavirus, number of coronavirus cases compared to the
national average, and economic and housing market disruption resulting from coronavirus).
Allocations will be made on a rolling basis.
ATTACHMENT C: FUNDING CATEGORIES & AVAILABLE FUNDS
1
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Spending Caps:
Historically, federal regulations limit the amount that can be spent on two of the five categories:
Planning and Administration and Public Services. However, the CARES act eliminates the 15% cap
placed on the amount of funds a grantee can spend on the public services category only if the
services are assisting COVID-19 impacted population, otherwise it remains. The 20% spending
cap placed on the Planning and Administration category also remains.
Of the $850,571 of CDBG funds available, the total amount proposed to be used for public
services and the calculations for funding limitations that is placed on this category is outlined in
Table 3. This money is planned for use to support Catholic Charities, Palo Alto Housing, YWCA –
for counseling and therapy, Silicon Valley Independent Living Center – for housing assistance to
adults with disabilities and LifeMoves - for basic needs day services and case management.
Table 3: Maximum Available for Public Services (Entitlement Grant)
Fiscal Year 2020-2021 CDBG Entitlement Grant: $501,355
Actual Fiscal Year 2019-2020 Program Income: $68,245
Total $569,600
PUBLIC SERVICE CAP (15% OF $569,600) $ 85,440
The allocation for administrative activities is proposed to be at the maximum spending cap in
Fiscal Year 2020-21. No more than 20 percent of the City’s entitlement grant and estimated
program income for the following year can be spent on Planning and Administration. For Fiscal
Year 2020-21, funds available to allocate for this category are $127,480. This money is planned
for use to support the fair housing services program administer by Project Sentinel along with
the cost of administering the City’s CDBG program. Summary of the calculation for funding
limitations that is placed on the Planning and Administration funding category is outlined in Table
4.
Table 4 - Maximum Available for Planning and Administration (Entitlement Grant)
Fiscal Year 2020-2021 CDBG Entitlement Grant $501,355
Estimated Fiscal Year 2019-2020 Program Income $136,049
Total $637,404
PLANNING AND ADMINISTRATION CAP (20% OF $637,404) $ 127,480
The difference between the funding caps ($ 85,440 + $127,480) and the amount proposed to be
allocated ($850,571) during Fiscal Year 2020-2021 yields the amount that can used to fund
projects ($637,651) within the other three funding categories: economic development, housing
rehabilitation, and public facilities as well as to respond to the COVID-19 emergency.
ATTACHMENT C: FUNDING CATEGORIES & AVAILABLE FUNDS
2
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HUD allows 20% of the supplemental funding to be allocated to cover administrative costs
($58,981). However, the staff is recommending to allocate the full $294,909 towards activities
providing COVID-19 assistance. This money is planned to use for providing rental relief
assistance, food aid and COVID-19 testing, the activities mentioned are all eligible costs under
CDBG.
Table 5 - Maximum Available for Planning and Administration (CDBG CARES Supplemental
Funding)
COVID-19 Relief Funding $294,909
PLANNING AND ADMINISTRATION CAP (20% OF $294,909) $ 58,981
ATTACHMENT C: FUNDING CATEGORIES & AVAILABLE FUNDS
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ATTACHMENT D – 2020-2025 DRAFT CONSOLIDATED PLAN GOALS
2020-2025 DRAFT CONSOLIDATED PLAN GOALS
Goal No. 1: Affordable Housing
• Assist in the creation and preservation of affordable housing for low income and special needs
households.
• Goal Outcome Indicator: Rental Units Rehabilitated – 107 units
Homeowner Housing Rehabilitated – 40 units
Goal No. 2: Homelessness
• Support activities to end homelessness.
• Goal Outcome Indicator: Public Service Activities for Low/Mod Income Housing Benefit – 800 persons
Goal No. 3: Community Services and Public Improvements
• Support activities that provide community services and public improvements to benefit low-
income and special needs households.
• Goal Outcome Indicator: Public Service Activities Other Than Low/Mod Income Housing Benefit – 1,500 persons
Goal No. 4: Fair Housing
• Promote fair housing choice.
• Goal Outcome Indicator: Public Service Activities Other Than Low/Mod-Income Housing Benefit – 75 persons
Goal No. 5: Economic Development
• Expand economic opportunities for low-income households.
• Goal Outcome Indicator: Jobs Created or Retained – 150 jobs
DocuSign Envelope ID: 85CF4608-E031-45CF-B1CC-969CDCD978AE
Certificate Of Completion
Envelope Id: 85CF4608E03145CFB1CC969CDCD978AE Status: Completed
Subject: Please DocuSign: RESO 9893 Fiscal Year 2020-21 CDBG Resolution.docx, RESO 9893 Attachment A.pdf...
Source Envelope:
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IP Address: 199.33.32.254
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Albert Yang
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City of Palo Alto
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Erum Maqbool
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City of Palo Alto
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Director, Administrative Services/CFO
City of Palo Alto
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Jonathan Lait
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Interim Director Planning and Community
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City of Palo Alto
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Ed Shikada
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Ed Shikada, City Manager
City of Palo Alto
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Adrian Fine
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Beth Minor
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City Clerk
City of Palo Alto
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