HC Resolution No. 18-04 Recommending Approval of the FY 2018-19 CDBG Annual Action Plan to City Council for Final AdoptionRESOLUTION NO. 18-04
A RESOLUTION OF THE HOUSING COMMISSION OF THE CITY OF CUPERTINO
RECCOMENDING APPROVAL OF THE FY 2018-19 CDBG ANNUAL ACTION PLAN TO
CITY COUNCIL FOR FINAL ADOPTION
WHEREAS, the Housing and Community Development Act of 1974 provides that funds
be made available for the Community Development Block Grant (CDBG) Program; and
WHEREAS, the City of Cupertino will receive a $361,597 CDBG entitlement grant from
the United States Department of Housing and Urban Development (HUD) to be allocated for
fiscal year (FY) 2018-19 and estimates allocating $7,944 in CDBG program income; and
WHEREAS, the City of Cupertino is required to submit a FY 2018-19 Annual Action Plan
(Exhibit 1) to HUD for review and approval prior to being allowed to expend CDBG funds for
FY 2018-19; now, therefore:
BE IT FURTHER RESOLVED that the Housing Commission of the City of Cupertino
hereby recommends approval of the FY 2018-19 Annual Action Plan to City Council for final
adoption; and
PASS ED AND ADOPTED at a regular meeting of the Housing Commission of the City of
Cupertino this 14111 day of Tune, 2018 by the following vote:
Vote Members of the Housing Commission
A YES: Chair Bose, Vice Chair Zhao, Kapil, Daruwalla
NOES: none
ABSENT : Goyal
ABSTAIN: none
Erick Serrano
Associate Planner
1
APPROVED:
~ap.,,-,w ~ fo.e .'
Su~'-'
Chair, Housing Commission
City of Cupertino
FY 2018-19 Annual Action Plan
CUPERTINO
Annual Update of the City 's Consolidated Plan for Period
July 1, 2018 to June 30, 2019
Public Review and Comment Period
June 1, 2018-June 30 , 2018
Prepared by the Department of Community D ev e lopment
10300 Torre Avenue
Cupertino, CA 95014
Approved by City Council
Resolution No. ---
Page 1 of 4 1
Executive Summary
AP-05 Executive Summary -24 CFR 91.200(c), 91.220(b)
Introduction
The City of Cupertino is an entitlement jurisdiction that receives federal funding from the
Department of Housing and Urban Development (HUD) through the Community Development
Block Grant (CDBG) Program.
The purpose of CDBG funding is to help jurisdictions address their community development
needs. CDBG grantees are eligible to use the resources they receive for Public Services,
Community and Economic Development, Capital Improvement Projects (CIP) Public
Facilities/Infrastructure, and CIP Housing Rehabilitation . Public Service projects provide social
services and/or other direct support to individuals and households in need of assistance.
Community and Economic Development projects are focused on assisting businesses and
organizations with small business loans, fa<;ade improvements, and other initiatives. CIP Public
Facilities/Infrastructure projects are those which aim to improve public facilities and
infrastructure. CIP Housing Rehabilitation projects are for housing rehabilitation improvements of
single and multi-unit housing.
Summarize the objectives and outcomes identified in the Plan
The City of Cupertino is a city in Santa Clara County (County), directly west of San Jose on the
western edge of the Santa Clara Valley with portions extending into the foothills of the Santa Cruz
Mountains. The population is 60,297 according to the American Community Survey (2012-2016
5-year Estimate). The City has one of the most educated resident populations in the country and is
one of the most expensive cities to live in with a median home value of $2,358,449. The median
list price per square foot in Cupertino is $1 ,038 (https://www.zillow.com/cupertino-ca/home-
values/).
The Action Plan provides a summary of how the City will utilizes its CDBG allocation to the meet
the needs of the City's lower income population. According to the ACS 2012-2016 data, 4 .5% of
all residents within the City had incomes belo w the federal poverty level. Of those residents, 2.8%
were under the age of 18 while 6 .6% were 65 ye ars or older. Additionally, according to the 2017
Point in Time Homeless Census , there are 127 unsheltered homeless individuals living within the
City of Cupertino. This number represents an increase of 74% from the 73 individuals that were
counted in 2015.
A total of $369 ,541.00 is available for funding projects and programs dming the 2018-19 Program
Year which conelates with the City Fiscal Year (FY) 2019. The City anticipates receiving
$361,597.00 from the federal CDBG program. In addition , the City anticipates appro ximately
$7 ,944.00 in program income.
P age 2 of 41
Cupertino has access to a variety of federal, state, and local resources to achieve its housing and
community development priorities. Table A, FY 2018-19 CDBG Budget, summarizes the uses of
the funds proposed during FY 2018-19 Specific funding resources will be utilized based on the
opportunities and constraints of each particular project or program.
Table A. Fiscal Year 2018-19 Budget
A
CDBG Public Service
wo-Year Fundin C cle, EV 2018-19 & 2019-20
West Valley Community Services -Community Access to
Resource and Education
Live Oak Adult Da Services -Senior Adult Da Care
Subtotal:
Rebuilding Together Silicon Valley -Housing Repair and
Rehabilitation Pro ram
West Valley Community Services -Vista Village Rehabilitation
Pro'ect
Subtotal:
Grand Total
Evaluation of past performance
$35,000.00
$20,431.15
$64,000.00
$176,201.65
$240,201.65
$369,541.00
The City is responsible for ensuring compliance with all rules and regulations associated with the
CDBG and HOME entitlement grant programs. The City's Annual Action Plans and CAPERs
have provided many details about the goals, projects and programs completed by the City.
The City recognizes that the evaluation of past performance is critical to ensure the City and its
subrecipients are implementing activities effectively and that those ac tivities align with the City's
overall strategies and goals. The City evaluates the performance of subrecipients providing public
services on a quarterly basis. Subrecipients are required to submit quaiierly progress reports, which
include client data, perfom1ance objectives, as well as data on outcome measures. Prior to the staii
of the program year, program objectives are developed collaboratively by the subrecipient and the
City, ensuring that they are aligned with the City's overall goals and strategies. The City utili zes
the quarterly repo1ts to review progress towards annual goals.
Cupertino was successful in addressing the goals and objectives cited in the FY 2017-18 (July 1,
2017 -June 30, 2018) Action Plan. The CD BG funds were used to carry out activities th at
benefited low-and moderate-income persons. Only CDBG administration funds did not directly
serve low-and moderate-income persons. E ligible funded public service activities included fair
Page 3 of 41
housing, food , clothing, senior services and emergency housing services. These activities continue
to make a positive impact on identified needs in the community and are providing services that
might otherwise have gone umnet. Eligible funded capital housing projects included a single
family residence minor repair program which served low-income homeowners city-wide by
addressing accessibility and health and safety measures and a multi-family residential
rehabilitation project. As can be expected, community needs continue to exceed the available
resources.
Summary of Citizen Participation Process and Consultation Process
The City, in collaboration with other jurisdictions and a consultant team, launched a
comprehensive outreach strategy to enhance and broaden citizen participation in the preparation
of the Consolidated Plan. The team informed the public that it was in the process of creating the
2015-2020 Consolidated Plan, and encouraged public participation in the process by conducting a
Regional Needs Survey and hosting regional forums in collaboration with other jurisdictions in
the County, and conducting local hearings.
In addition to the extensive consultation conducted for the Consolidated Plan, as noted above, the
City solicited additional input for the FY 2018-19 Annual Action Plan. As required by HUD, the
City provides multiple opportunities for public review and comment on the Action Plan and on
any substantial amendments to it.
Per the City's adopted Citizen Paiiicipation Plan, the City held a 30 day public review comment
period for the Action Plan. The City published notifications of upcoming public hearings and the
30 day public review comment period in the local Cupertino Courier newspaper of general
circulation. The City held two advertised public hearings on June 14, 2018 and July 3, 2018. The
Action Plan 30-day public review period occurred from June 1, 2018 through June 30, 2018 .
Summary of public comments
To date, no comments have been received.
Summary of comments or views not accepted and the reasons for not accepting them
The City accepts and responds to all comments that are submitted. As mentioned above, no public
comments were received regarding the FY 2018 Action Plan.
Summary
Please see discussion above.
Pa ge 4 of 41
PR-05 Lead & Responsible Agencies -91.ZOO(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The City is the Lead and Responsible Agency for the HUD entitlement program in Cupertino . The
Community Development Department is responsible for administering the City's HUD entitlement
grants, including the CDBG grant. By federal law, the City is required to submit to HUD a five-
year Consolidated Plan and Annual Action Plans listing priorities and strategies for the use of
federal funds .
Table 1 -Responsible Agencies
Agency Role Name Department/ Agency
Lead Agency Cupertino
CDBG Administrator Cupertino Community Development
Department
The Consolidated Plan shows how the City plans to use its CDBG funds to rrieet the housing and
community development needs of its residents. To update its 2015-2020 Consolidated Plan, the
City collaborated with the County of Santa Clara (County) and other entitlement jurisdictions in
the County to identify and prioritize housing and community development needs across the region,
and to develop strategies to meet those needs. The FY 2018-19 Annual Action Plan represents the
fourth year of CDBG funding of the 2015-2020 Consolidated Plan.
Consolidated Plan Public Contact Information:
Kerri Heusler
Senior Housing Planner
City of Cupertino
Community Development Department
Senior Housing Planner
10300 Ton-e Avenue
Cupertino, CA 95014
Phone:408-777-3251
Email: KeniH@cupe1iino .org
Page 5 of 4 1
AP-10 Consultation -91.100, 91.200(b), 91.215(1)
Introduction
The Action Plan is a one-year plan which describes the eligible programs, projects and activities
to be undertaken with funds expected during FY 2018-19 (July 1, 2018 -June 30, 2019) and their
relationship to the pri01ity housing, homeless and community development needs outlined in the
2015-20 Consolidated Plan.
Provide a concise summary of the jurisdiction 's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(1))
Dming FY 2018-19, the City will continue to work with non-profit organizations in providing
programs and services for low-income households; private industry, in particular financial and
development groups , to encourage the development of affordable housing opportunities regionally
and in the City; and other local jurisdictions in carrying out and monitoring regional projects in a
coordinated and cost-effective manner. The City will provide technical assistance to the public
service agencies it funds and will continue to attend the Regional CDBG/Housing Coordinators
meeting.
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 Continuum of Care (CoC) is a multi-sector group of stakeholders
dedicated to ending and preventing homelessness in the County. The CoC's primary
responsibilities are to coordinate large scale implementation of efforts to prevent and end
homelessness in the County. The CoC is governed by the Santa Clara CoC Board (CoC Board),
which stands as the driving force committed to supporting and promoting a systems change
approach to preventing and ending homelessness in the County.
The CoC Board is comprised of individuals who also serve on the Destination: Home (D:H)
Leadership Board . D:H is a public-private partnership committed to collective impact strategies to
end chronic homelessness , and leads the development of community wide strategy related to the
CoC's work.
Cunently, the County's Office of Supportive Housing (OSH) is the Collaborative Application for
the CoC. OSH is responsible for implementing by-laws and protocols that govern the operations
of the CoC and ensuring that the CoC meets the requirements outlined under the Homeless
Emergency Assi stance and Rapid Transition to Housing Act of 2009 (HEARTH). In 2015, D:H
an d the CoC released a Community Plan to End Homelessness in the County (the Plan), which
outlined a roadmap for community-wide eff01is to en d homelessness in the County by 2020. The
strategies and action steps included in the plan were informed by members who participated in a
series of community summits designed to address the needs of homeless popul ations from April
to August 2014. The Plan identifies strate gies to address the need s of hom eless persons in the
Page 6 of 4 1
County, including clrronically homeless individuals and families, families with children, veterans,
and unaccompanied youth. Additionally, it also intended to address the needs of persons at risk of
homelessness.
The City participates in the CoC. The City's Senior Housing Planner regularly attends the CoC
meetings. Members of the CoC meet on a monthly basis in various work groups to ensure
successful implementation components of the Plan action steps. A Community Plan
Implementation Team, which includes members of the CoC and other community stakeholders,
meets quarterly to evaluate progress toward the Plan's goals, identify gaps in homeless services,
establish funding priorities, and pursue an overall systematic approach to address homelessness .
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City does not receive ESG funds.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdiction's consultations with housing, social service agencies and other
entities.
The City consulted with various groups and organizations as part of the 2015-2020 Consolidated
Plan process. Table 2, Agencies, groups, organizations who participated in the Consolidated Plan
lists all of those parties who participated in the process.
Table 2 -Agencies, Groups, Organizations who Participated in the 2015-2020 Consolidated
Plan Process
1 Agency/Organization Abilities United
Type of Agency/Organization Service Persons with Disabilities
What section of the Plan was addressed Non-Homeless Special Needs
by Consultation?
Desc1ibe how the Agency/Organization Agency attended Community Fomm as paii
was consulted. What are the anticipated of the 2015 -2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
2 Agency/Organization Afghan Center
Type of Agency/Organization Cultural Organization
Page 7 of 41
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as paii
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
3 Agency/Organization California Housing Odd Fellows
Foundation
Type of Agency/Organization Housing, Services-Children,
Community/Family Services and
Organizations
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
4 Agency/Organization Casa de Clara San Jose Catholic Worker
Type of Agency/Organization Services-Homeless, Services-Health
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Desc1ibe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process .
outcomes of the consultation or areas for
improved coordination?
5 Agency/Organization Catholic Charities of Santa Clara County
Type of Agency/Organization Services-Elderly Persons
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as paii
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
6 Agency/Organization City of Campbell
Pa ge 8 of 41
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organizati on Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
7 Agency/Organization City of Cupertino
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consul ted. What are the anticipated of the 2015-2020 Consolidated Plan process .
outcomes of the consultation or areas for
improved coordination?
8 Agency/Organization City of Gilroy
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
9 Agency/Organization City of Mountain View
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Conununity Forum as part
was consulted . What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
10 Agency/Organization Bill Wilson Center
Type of Agency/Organization Services-Children
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Page 9 of 41
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
11 Agency/O rganization City of Palo Alto-Human Relations
Commission
Type of Agency/Organization Other government -local civic leaders
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015 -2020 Consolidated Plan process .
outcomes of the consultation or areas for
improved coordination?
12 Agency/O rganization City of San Jose
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Des cribe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
13 Agency/Organization City of Santa Clara
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Desc1ibe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process .
outcomes of the consultation or areas for
improved coordination?
14 Agency/Organization City of Sunnyvale
Type of Agency/Organization Other government -local
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
15 Agency/Organization Coldwell Banker
Type of Agency/Organization Business leaders
What section of the Plan was addressed · Needs Assessment and Strategic Plan
by Consultation?
Page 10 of 41
Describe how the Agency/Organization Agency attended Co1mnunity Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
16 Agency/Organization Community School of Music and Arts
Type of Agency/Organization Community Family Services and
Organizations
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted . What are the anticipated of the 2015 -2020 Consolidated Plan process .
outcomes of the consultation or areas for
improved coordination?
17 Community Services Agency of Mountain
Agency/Organization View and Los Altos
Type of Agency/Organization Services-Elderly persons
What section of the Plan was addressed Needs Assessment and Strategic Plan
by Consultation?
Describe how the Agency/Organization Agency attended Community Forum as part
was consulted. What are the anticipated of the 2015-2020 Consolidated Plan process.
outcomes of the consultation or areas for
improved coordination?
. Identify any Agency Types µot consulted and provide rationale for not consulting
There were no agency types that were not consulted as paii of the 2015-2020 Consolidated Plan
process.
Page 11 of 41
Other local/regional/state/federal planning efforts considered when preparing the Plan
Table 3 -Other local/ regional / federal planning efforts
Name of Plan Lead Organization How do the goals of your Strategic Plan
overlap with the goals of each plan?
City of Cupertino City of Cupertino The Housing Element serves as a po licy
General Plan Housing guide to help the City plan for its existing
Element (2014-2022) and future housing needs. This effort
aligns with the Strategic Plan's goal to
assist in the creation and preservation of
affordable housing for low-income and
speci al needs househo lds.
Co nti nuum of Care Continuum of Care The Conti nuum of Care works to all eviate
Regional Council the impact of homelessness in the
community through the cooperation and
collaboration of social service providers.
This effort aligns with the Strategic Plan's
goal to prevent and end homelessness.
Regional Housing Association of Bay Area This plan analyzes the total regional
Needs Assessment Governments housing need for Santa Clara County and
(RHNA) for the San all of the Bay Area. This effort aligns with
Francisco Bay Area: the Strategic Pl an's goal to assist in the
2014-2022 creation and preservation of affordable
housing for low-income and special needs
households.
Community Plan to Destination: Home This plan analyzes the total regional
End Homelessness in housing need for Santa Clara County and
Santa Clara County all of the Bay
2015-2020 Area. This effort aligns with the Strategic
Plan's goal to assist in the creation and
preservation of affordable housing for
low-income
Page 12 of 41
AP-12 Participation -91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The Housing Division of the Community Development Department is the lead agency for
overseeing the development of the Consolidated Plan and Action Plan.
Per the City's adopted Citizen Participation Plan, the City is to allow a 30 day public review
comment period for the Action Plan. The City has published notifications of upcoming public
hearings and the 30 day public review comment period in the local Cupertino Courier newspaper
of general circulation. The City held two advertised public hearings on June 14, 2018 and July 3,
2018. The Action Plan 30-day public review period occurred from June 1, 2018 through June 30,
2018 . The City has not received any public comments to-date.
P age 13 of 4 1
'
Citizen Participation Outreach
Table 4 -Citizen Participation Outreach
Page 14 of 41
Sort Mode of Target of Summary of Summary of Summary of URL
Or d er Outreach Outreach response/atten comments comments not (If
dance received ac cepted applicable)
an d reasons
Public Non The Housing Non-profit Not applicable
Meeting targeted/bro a Commission agencies
1 d community met on discussed
March 22, their funding
2018 to reques t and
discuss the thanked the
FY 18-19 City for its
funding continu ed
allocations. su pport.
2 Publi c N on The City Members of N ot ap plicable
meeting targeted/bro a Council held the pub lic
d community a public discussed
hearing April the fun di ng
17 , 2018 to requested
discuss the and thanked
FY 18 -19 the City for
funding its continued
allocations . support.
3 Public Non A public There were Not applicable
meeting targeted/bro a hearing no public
d community notice was comments
published in received on
the Cupertino the draft
Courier and Action Plan.
the public
comment
period was
held from
Junel,2018
-June 30 ,
2018 .
Page 15 o f 41
Sort M ode of Target of Summary of Summary of Summary of URL
Order Outreach Outreach response/atten comments comments not (If
dance received accepted applicable)
and reasons
4 Public Non The Housing There were Not applicable
Meeting targeted/bro a Commission no public
d community held a public comments
hearing on received on
June 14 , the Action
2018 to Plan.
approve the
FY 18/19
Annual
Action Plan
5 Public Non The City There were Not applicable .
Meeting targeted/bro a Council meet no public
d community on July 3, comments
2018 to received on
approve the the Action
FY 18/19 Plan.
Annual
Action Plan .
AP-15 Expected Resources -91.220(c) (1, 2)
Introduction
In FY 2018-19, the City will allocate approximately $369 ,541 to eligible activities that address the
Pa ge 16 of 4 1
needs identified in the Consolidated Plan.
Table 5 -Expected Resources -Priority Table
Program Source Uses of Expected Amount Available Expected Narrative
of Funds Annual Program Prior Year Total: Amount Description
Funds Allocation: Income: Resources: $ Available
$ $ $ Reminder
of
ConPlan
$
CDBG Public-Acquisition $361,597.00 $7,944.00 $0.00 $369,541. $0 CDBG
Admin and 00 funds will
Federal Planning be used for
Economic the creation Development
and Housing
Public preservation
Improvement of affordable
s housing
Public units and
Services public
services that
benefit low-
income and
special
needs
households.
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
The City leverages financial resources to maximize the reach and impact of the City's HUD
programs. The City joined the S anta Clara County HOME Cons01iium in 2015. HOME funds can
be used to fund eligible affordable housing projects for acquisition, construction, and
rehabilitation. Staiiing in FY 2015-16, developers of affordable housing projects were eligible to
competitively apply through an annual RFP process . Applications are submitted to the County
OSH for the HOME funds to help subsidize affordable housing projects within the City. If the City
receives HOME funds from its pa1iicipation in the HOME Consortium, the required 25% matching
funds will be provided from the City's Below Market Rate Affordable Housing Fund (BMR AHF).
Cun-ently, the BMR AHF had an available balance of approximately $5,000,000. The Veranda,
which will be developed by Charities Housing, applied for and received $500 ,000 in HOME funds
from the HOME Consortium. The prope1iy will provide 18 units low-income senior housing and
Page 17 of 41
one property manager unit to 18 households. The City provided a 25% match for the project.
Other Federal Grant Programs
In addition to the entitlement dollars listed above, the federal government has several other funding
programs for community development and affordable housing activities. These include: the
Section 8 Housing Choice Voucher Program, Section 202, Section 811, the Affordable Housing
Program (AHP) through the Federal Home Loan Bank, and others. It should be noted that, in most
cases, the City would not be the applicant for these funding sources as many of these programs
offer assistance to affordable housing developers rather than local jurisdictions.
County of Santa Clara and Local Housing and Community Development Sources
There are a variety of countywide and local resources that support housing and community
development programs. Some of these programs offer assistance to local affordable housing
developers and community organizations while others provide assistance directly to individuals.
These resources are discussed below:
Below Market-Rate (BMR) Affordable Housing Fund (AHF)
The BMR AHF receives its revenue from the payment of housing mitigation fees from
non-residential (office, commercial, retail, research and development (R&D), hotel and
industrial) and residential development. The non-residential housing mitigation fee
jobs/housing nexus study acknowledges housing needs created by the development of
office, commercial, retail, hotel, R&D and industrial development. A fee is applied to new
square footage of non-residential development in the City. The fees collected are deposited
in the City's BMR AHF and are to be used for the provision of affordable housing.
A portion of the BMR AHF funds will be targeted to benefit extremely low-income
households and persons with specials needs (such as the elderly, victims of domestic
violence, and the disabled, including persons with development disabilities).
General Fund Human Service Grants (HSG) Program
Annually the City Council allocates funds from the General Fund to public and human
service agencies within the City. In 20 18-19, the City will allocate approximately $83,600
to various service providers including: Catholic Charities , Maitri, Senior Adults Legal
Assistance (SALA), and West Valley Community Services.
West Valley Community Services (WVCS)
WVCS is a non-profit organization that adm ini sters affordable housing programs in-house
which include pro viding support services to homeless individuals and managing an
Pa ge 18 of 41
affordable housing property.
Housing Trust Silicon Valley (HTSV)
The HTSV is a public/p1ivate venture, dedicated to increasing affordable housing in the
County. The HTSV makes available funds for developers to borrow for the construction of
the affordable units. Cupertino originally contributed $250,000 to the fund and accessed
the fund to assist in the development of Vista Village, a 24-unit affordable apaiiment
complex constructed by BRIDGE Housing and Cupe1iino Community Services.
Subsequently, the City contributed $25,000 in 2008, 2009, and 2010 and an additional
$1,000 ,000 in 2011. The City's one million dollar contribution has been committed to The
Veranda, an affordable senior development in the City.
M01igage Credit Certificate (MCC) Program
The MCC program provides assistance to first-time homebuyers by allowing an eligible
purchaser to take 20% of their annual mortgage interest payment as a tax credit against
federal income taxes. The County administers the MCC Program on behalf of the
jurisdictions in the County, including Cupe1iino. The program does establish maximum
sales price limits on units assisted in this program and, due to the high housing costs in
Cupertino, there have been few households assisted in Cupertino in recent years.
Santa Clara County Affordable Housing Fund (SCCAHF)
In July 2002, the County Board of Supervisors created an Office of Affordable Housing
and established a housing trust fund in the amount of$18.6 million to be used for affordable
housing developments. The primary goal of the fund is to leverage funding with other
sources and create affordable housing in the County.
Density Bonus Ordinance
The City's Density Bonus Ordinance allows up to a 35% increase in density for
developments greater than 5 units that provide a proportion of units for very low-or low-
income households or housing for senior citizens. In addition to the density bonus, certain
incentives and/or concessions may also be eligible for the developer to apply for.
If appropriate, describe publically owned land or property located within the jurisdiction
that may be used to address the needs identified in the plan
The City has no surplus vacant land th at would be available for the development of housing or
services.
The City of Cupe1iino FY 2018-2019 Action Pl an covers the time period from July 1, 2018 to June
30, 2019 (HUD Program Year 2018). T he City's FY 2 01 8-20 19 enti tlem en t amount is
$36 1,597.00 . Additionally, th e City est im ates approx im atel y $7,9 44.00 in pro gram mc ome,
Page 19 of 41
b1inging the total estimated budget for FY 2018-2019 to $369,541.00
While HUD allocations are critical , the allocations are not sufficient to overcome barriers and
address all needs that low-income individuals and families face in attaining self-sufficiency. The
City will continue to leverage additional resources as described above to provide support and
services to the populations in need within the community.
The City is not eligible to receive direct funding under the HOME Investment Partnership Act
(HOME), Emergency Solutions Grant (ESG), or Housing Opportunities for Persons with AIDS
(HOPWA). These programs are also covered under the Consolidated Plan Regulations.
Discussion
Please see infonnation provided in previous sections.
Page 20 of 41
A nn u al Goals and Objectives
AP-20 Annual Go als and O bjectives -91.420, 91.220 (c)(3)&(e)
Goa ls S ummary Informati on
T abl e 1 -Goa l s Summary
Goal Start End Category Geogra Needs Projected Goal Outcome
Name Year Year phic Addressed Annual Indicator
Area Funding
1 Affordable 2015 2020 Affordabl NIA Affordable CDBG Homeowner
housing e Housing Housing $64,000 .00 housing units
CDBG rehabilitated : 7
$176,20 1.6 Hou sing Units
6 Rental units
rehabi litated : 6
housing units
2 Homelessn 2015 2020 Homeless NIA Homelessness CDBG: Pub lic service
ess $35,000.00 activities other
than for low/mod
income housing
benefit:
100 persons
assisted
3 Strengthen 2015 2020 Non-NIA Community CDBG Public service
Neighborh ho using services and $20,431.15 activities other
oods communit public than for low/ mod
y improvements income housing
developm benefit:
ent 21 persons
Non-assisted
homeless
special
needs
4 Fair 2015 2020 Non-NIA Fair Housing BMR Public service
Housing Housing Funds activities other
communit $43,000.00 than for low/mod
y income hou sing
dev elopm b enefit: 5 persons
ent assi s ted .
Page 21 of 41
Goal Descriptions
Table 2 -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
2 Goal Name Homelessness
Goal Description Support activities to prevent and end homelessness
3 Goal Name Strengthen Neighborhoods
Goal Description Support activities that strengthen neighborhoods through
the prov1s10n of community services and public
improvements to benefit low-income and special needs
households
4 Goal Name Fair Housing
Goal Description Promote fair housing choice
Estimate the number of extremely low-income, low-income, and moderate-income families
to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):
Not applicable.
Pa ge 22 of 41
AP-35 Projects -91.220(d)
The Consolidated Pl an go als below represent high pri01ity needs for the City and serve as the basis
for the strategic actions the City will use to meet these needs. The goals , listed in no particular
order, are:
1. Assist in the creation and preservation of affordable housing for low-income and special
needs housing
2. Support activities to prevent and end homelessness.
3. Support activities that strengthen neighborhoods through the provision of c01mnunity
services and public improvements to benefit low-income and special needs households.
4. Promote fair housing choice.
Table 8 -Project Information
# Pro.iect Name
1 City of Cupertino -Planning & Administration
2 West Valley Community Services -Community Access to Resource and
Education (CARE)
3 Live Oak Adult Day Services -Senior Adult Day Care
4 Rebuilding Together Silicon Valley -Housing Repair and Rehabilitation
Program
5 West Valley Community Services -Vista Village Rehabilitation Project
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs.
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 public service grants (FY 2017-2019), and a one-year cycle for CDBG capital housing
projects (FY 2018-2019). Projects are only considered for funding within the Consolidated Plan
peiiod if they address the goals discussed above. The City's overall allocation piiorities are as
follows:
• CDBG administrative funds will not ex ceed the 20% cap of the estimated entitlement
amount and program income.
• CDBG public service funds will not ex ceed the 15% cap of the estimated entitlement
amount and program income.
• The rem ainder of CDBG funds (65 %) is proposed to be allo ca ted tow ard eligible capital
housing projects.
• Available uncommitted funds from the prior FY is proposed to be alloc ated for addition a l
eli gible CDBG capit al housing proj ect s.
P age 23 of 4 1
AP-38 Projects Summary
Table 3 -Project Summary
Name of
1 Organization: Live Oak Adult Day Services
Project Name : Senior Adult Day Care
Target Area: N IA
Goal Strengthen Neighborhoods.
Supported:
Needs
Addressed: Community services
Funding: CDBG $20,431.15
Provides specialized program of adult day care for frail elderly
Description: dependent adults who are residents of the City of Cupertino.
Target Date: June 30, 2019
Estimated the
number and
type of families 21 unduplicated frail, depended, low-income Cupertino seniors.
that will benefit
from the
proposed
activities
Location
Description: Serves all residents . Services provided at 20920 McClellan Road,
Cupertino.
Provide services for seniors at -risk of being institutionalized. Provide
Planned specialized program such as recreation, mental stimulation,
Activities companionship and meals to seniors.
Name of
2. Organization: West Valley Community Services (WVCS)
Project Name: Community Access to Resource and Education (CARE)
Target Area: NIA
Goal Supported: Strengthen neighborhoods and homeless.
Needs Community Services and Homeless Services Addressed:
Funding: CDBG $35,000.00
Suppo1i activities to prevent and end homelessness and support
Description: activities that strengthen neighborhoods through the provision of
community services and public improvements to benefit lo w-income
and special n eeds households.
Page 24 of 41
Target Date:
Estimated the
number and
type of families
that will benefit
from the
proposed
activities:
Location
Description:
Planned
Activities:
Name of
June 30, 2019
Serve a total of 100 unduplicated households by providing case
management and suppo1i services.
Citywide
The CARE program incorporates both case management and wrap
around services to help at -risk and vulnerable household's manage
crisis and provide stabilization to help them move towards self-
sufficiency. The target population of the CARE program includes low-
income seniors, families with children, at -risk youth and adults. The
CARE program includes case management, access to food pantry and
emergency financial assistance.
3. Organization: Rebuilding Together Silicon Valley (RTSV)
Name of
4.
Program:
Target Area
Goal
Supported:
Needs
Addressed:
Funding:
Description:
Target Date
Location
Desc1iption:
Plam1ed
Activities:
Name of
Organization:
Name of
Program :
Target Area:
Goal Supp01ted:
Housing Repair and Rehabilitation Project
NIA
Affordable housing
Community services, health and safety repairs and affordable housing
CDBG $64,000.00
Preserves affordable housing by transforming homes through critical
repairs, accessibility modifications and energy efficient upgrades for
low-income homeowners and community centers, at no cost to the
service recipient. Tl1e majority of the low-income homeowners
served are elderly seniors and/or people with disabilities, who are
physically and financially unable to maintain safe and warm living
conditions for themselves and their families
June 30, 2019
Citywide
Provide home safety repairs, mobility and accessibility improvements
for low-mcome households m Cupertino with the pnmary
consideration being the conection of safety hazards.
West Valley Community Services
Vista Village Rehabilitation Project
N I A
Affo r dable Housing
Page 25 of 41
Needs Community services, health and safety repairs and affordable housing. Addressed:
Funding: $176,201.65
This project will help revitalize Vista Village affordable housing
Description: complex with various repairs and renovations. This project aligns
with the agency's vision of transforming the lives oflow-income
households by providing a safe and affordable home.
Target Date: June 30, 2019
Location 10104 Vista Drive, Cupertino, CA 95014 . Description
The total project scope includes repairing six housing units:
1. The repairs include laminate flooring, painting, new kitchen
countertops, cabinets, replacing old carpets, and a new
laminate floor for the bathroom.
Planned
Activities: The residents of these units moved into their apartment in 2002 when
the Vista Village complex was first built, and no significant repairs
have been conducted since then. There are three one-bedroom units
and three two-bedroom units that require these repairs. During the
repairs, tenants will be temporarily relocated.
Name of
5. Organization: City of Cupertino
Name of Administration and Planning Project:
Target Area: NIA
Goal Supported Affordable housing, Homelessness, Strengthen Neighborhoods, Fair
Housing
Need Addressed Affordable housing, Homelessness, Strengthen Neighborhoods, Fair
Housing
Funding: CDBG $73,908.20
Description: Planning and administration
Target Date: June 30, 2019
Location City of Cupertino, Community Development
Description: 10300 Torre Avenue, Cupertino, CA 95014
Planned Administer the Administrative costs for the overall management,
Activities: coordination, and evaluation of the CDBG program, and the project
delivery costs associated with bringing projects to completion.
Page 26 of 41
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
Not applicable. The City has not established specific target areas to focus the investment of
CDBG funds.
Table 10 -Geographic Distribution
Tar et Area Percenta e of Funds
Not ap licable Not a plicable
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
Page 27 of 4 1
Affordable Housing
AP-55 Affordable Housing -91.220(g)
The City identified affordable housing as a primary objective for the expenditure of CDBG funds
in the Consolidated Plan. Although CDBG entitlement dollars are limited, the City does anticipate
expending a significant portion of its CDBG funds on the preservation and provision of affordable
housing. A detailed discussion of how HUD entitlements will be used to suppo1i affordable
housing needs within the City is provided in AP-20, with the number of households to be assisted
itemized by goal.
Table 11. One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 13
Special-Needs 0
Total 13
Table 12 -One Year Goals for Affordable Housing by Support Type
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 13
Acquisition of Existing Units 0
Total 13
Discussion
Please see discussion above.
Page 28 of 41
AP-60 Public Housing -91.220(h)
Introduction
The Housing Authority of the County of Santa Clara (HACSC) assists approximately 17,000
households through the federal Section 8 Housing Choice Voucher program (Section 8). HACSC
develops, controls, and manages more than 2,000 affordable rental housing properties throughout
the County. HACSC's programs are targeted toward LMI households and more than 80 percent of
their client households are extremely low-income families, seniors, veterans, persons with
disabilities, and fonnerly homeless individuals.
In 2008, HACSC entered a ten-year agreement with HUD to become a Moving to Work (MTW)
agency. The MTW program is a federal demonstration program that allows greater flexibility to
design and implement more innovative approaches for providing housing assistance.
Actions planned during the next year to address the needs to public housing
Not applicable. HACSC owns and manages four public housing units, which are all located in the
City of Santa Clara.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Although the majority of their units have been converted to affordable housing stock, HACSC is
proactive in incorporating resident input into the agency's policy-making process. An equitable
and transparent policy-making process that includes the opinions of residents is achieved through
the involvement of two tenant commissioners on the HACSC board.
HACSC has been a MTW agency since 2008. In this time the agency has developed 31 MTW
activities. The vast majority of its successful initiatives have been aimed at reducing administrative
inefficiencies, which provides resources for programs aimed at LMI families.
If the PHA is designated as troubled, describe the manner in which financial assistance will
be provided or other assistance
Not applicable.
Discussion
Please see discussion above.
Page 29 of 41
AP-65 Homeless and Other Special Needs Activities -91.220(i)
Introduction
The homeless assistance program planning network is governed by the Santa Clara Continuum of
Care (CoC) and the Destination: Home Leadership Board, who serves as the CoC Board of
Directors. The membership of the CoC is a collaboration of representatives from local jurisdictions
comprised of community-based organizations, the Housing Authority of Santa Clara,
govenm1ental departments, health service agencies, homeless advocates, consumers, the faith
community, and research, policy and planning groups. The homeless services system utilized by
the CoC is referred to as the Homeless Management Information System (HMIS). The HMIS
monitors outcomes and performance measures for all the homeless services agencies funded by
the County. The CoC and its service providers transitioned to a new system referred to as Clarity.
The system provides additional tools and resources to assist the CoC and service providers to track
info1mation regarding clients served.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
The City will provide $35,000 in CDBG funds to West Valley Community Services for the CARE
program. The CARE program supports activities to prevent and end homelessness. The CARE
program incorporates both case management and wrap around services to help at-risk and
vulnerable households manage crisis and provides stabilization to help the clients move towards
self-sufficiency. The target population of the CARE program includes low-income seniors,
families with children, at-risk youth and adults. The CARE program includes case management,
access to food pantry and emergency financial assistance.
Additionally, the City will provide $40,000 in BMR funds to West Valley Co1mnunity Services
(WVCS) Haven to Home program. The goal of the Haven to Home (HTH) is to help currently
un-housed Cupertino individuals and families secure pennanent housing, maintain employment,
enhance income opportunities and financial stability. The suppo1iive services c1itical to the
success of this program are intensive case management, housing search, landlord mediation,
benefits clinic, and financial coaching. HTH aims to end homelessness and prevent homelessness
by coordinating multilevel services and leveraging fu1iher resources in the community in order to
build long-tenn stability and self-sufficiency for participants. Through this funding, WVCS will
serve 50 homeless individuals and families whose last address was in Cupertino by moving them
into pe1manent housing. The target population for this grant will be families or individuals who
have become homeless in the City of Cupe1iino.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
In January 2017 , a Point in Time (PIT) count was conducted for Santa Clara County by the City
of San Jose in conjunction with the County of Santa Clara. The PIT is an intense survey used to
count the number of homeless living throughout Santa Clara County on the streets, in shelters , safe
Page 30 of 41
havens or in transitional housing, or in areas not meant for human habitation. The survey was
conducted by hundreds of volunteers who asked those living on the streets, as well as the residents
of shelters, safe havens and transitional housing, to respond to questions related to their needs. A
portion of the survey addresses the needs of those surveyed. Cupertino financially contiibuted to
this effort. The PIT found 127 unsheltered homeless individuals living within Cupertino. This
number represents an increase of 74% from the 73 individuals that were counted in 2015.
Countywide, the number of homeless increased from 6,556 in 2015 to 7,394 in 2017 -a 13%
increase. The next PIT is scheduled for January 2019.
Addressing the emergency shelter and transitional housing needs of homeless persons
In FY 2018-2019, the City will allocate General Fund dollars to the following transitional housing
programs :
• Maitri -Direct Client Services: Provides transitional housing and related supportive
services to low-income victims of domestic violence who are at high 1isk of becoming
homeless and/or suffering further abuse to themselves and their children.
The City will continue to coordinate services to the homeless through inter-agency such as efforts
through the Collaborative, Help House the Homeless, and the Community Technology Alliance.
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
In FY 2018-2019 the City will allocate CDBG dollars to the following services and programs:
• West Valley Community Services -Community Access to Resource and Education
(CARE) -The CARE program incorporates both case management and wrap around
services to help at 1isk and vulnerable household's mange crisis and provide stabilization
to help them move towards self-sufficiency. The target population of the CARE program
includes low-income seniors, families with children, at-risk youth and adults. The CARE
program includes case management, access to food pantry and emergency financial
assistance.
Additionally, this year, the City will provide BMR funds to West Valley Community Services
Haven to Home program.
o West Valley Community Services -Haven to Home Program -The goal of
the Haven to Home (HTH) is to help cmTently un-housed Cupe1iino individuals and
families secure permanent housing, maintain employment, enhance income oppo1iunities
and financial stability. The supportive services critical to the succes s of this program are
intensive case management, housing search, landlord mediation, benefits clinic , and
Page 31 of 41
financial coaching. HTH aims to end homelessness and prevent homelessness by
coordinating multilevel services and leveraging further resources in the community in
order to build long-term stability and self-sufficiency for participants. Through this
funding, WVCS will serve 50 homeless individuals and families whose last address was
in Cupertino by moving them into pennanent housing. The target population for this
grant will be families or individuals who have become homeless in the City of Cupe1iino.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or,
receiving assistance from public or private agencies that address housing, health, social
services, employment, education, or youth needs .
FY 2018-2019 CDBG and General Fund dollars will also fund the following:
• Live Oak Adult Day Services -Senior Adult Day Care -Provides services for seniors at-
risk of being institutionalized. Provides specialized programs such as recreation, mental
stimulation, companionship and nutritious meals to seniors.
• Catholic Charities of Santa Clara County-Long-Term Care Ombudsman -The program
promotes the rights and well -being of residents in long tenn care facilities in the County
and provides residents with a means by which their complaints can be heard and resolved.
• SALA -Legal Assistance for the Elderly -Provides free legal services to low-income
seniors at the Cupertino Senior Center. Legal services provided are in the area of consumer
complaints, housing, elder abuse, and simple wills.
• West Valley Community Services -Haven to Home (HTH)-The program will assist un -
housed Cupertino individuals and . families secure permanent housing, maintain
employment, enhance income opportunities and financial stability. The supportive services
critical to the success of this program are intensive case management, housing search,
landlord mediation, benefits clinic, and financial coaching. HTH aims to end homelessness
and prevent homelessness by coordinating multilevel services and leveraging further
resources in the community in order to build long-tenn stability and self-sufficiency for
paiiicipants.
Along with the coordinated effo1is desc1ibed above, the City offers affordable housing and other
public services targeted toward low-income families that are the most at-risk of becoming
homeless.
Discussion
Please see above.
Page 32 of 41
AP--75 Barriers to affordable housing -91.2200)
Introduction
The incorporated and unincorporated jurisdictions within the County face baniers to affordab l e
housing that are common throughout the Bay Area . High on the list is the lack of developable land,
which increases the cost of available lands and increases housing development costs . Local
opposition is another common obstacle as many neighbors have strong reactions to infill and
affordable housing developments. Their opposition is often based on misconceptions, such as a
foreseen increase in crime; erosion of property values; increase in parking and traffic congestion;
and overwhelmed schools. However, to ensure a healthy economy the region must focus on
strategies and investment that provide housing for much of the region's workforce -for example,
sales clerks, secretaries, firefighters, police, teachers and health service workers -whose incomes
significantly limit their housing choices .
Even when developments produce relatively affordable housing, in a constrained housing supply
market higher income buyers and renters generally outbid lower income households and a home's
final sale or rental price will generally far exceed the projected sales or rental costs. Public
subsidies are often needed to guarantee affordable homes for LMI households.
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 identified several potential constraints to the development, maintenance, and
improvement of housing and affordable housing, in its 2015-2023 Housing Element update
including:
• General Plan -The General Plan indicates the allowable uses and densities at various
locations in the City. The Land Use/Co1mnunity Design section identifies five categories
of residential uses based on dwelling unit density, expressed as the number of dwelling
units permitted per gross acre. As such, a City's General Plan contains several items that
can affect the development and distribution of housing, such as land -use classifications,
and density and intensity standards.
• Zoning Ordinance -Zoning ordinances and other land -use controls have a direct effect on
the availability and range of housing choices within a community. The Cupertino Zoning
Ordinance establishes development standards and densitie s for new housing in the City.
These regulations include minimum lot si z es, max imum number of dwelling units per acre ,
lot width, setbacks, lot coverage, maximum building height, and minimum parking
requirements.
• Parking Requirements -Parking requirements , wh en excess ive, may serve as a constraint
to hou sing development by increasing development costs and reducing the amount of land
available for project amenities or addition al units. The City 's parking requirement s are
higher th an many other jurisdictions, particularl y fo r single-family homes . Conside1ing the
Page 33 of 41
high cost ofland, the high parking standards may serve as a constraint to housing provision.
• Site Improvements -Site improvement requirements are the responsibility of residential
developers who are responsible for constructing road, water, sewer, and storm drainage
improvements on new housing sites. Where a project has off-site impacts , such as increased
stonn water runoff or added traffic congestion at a nearby intersection, additional developer
expenses may be necessary to mitigate impacts. These expenses may be passed on to
consumers, as increased sales or rental costs.
In general, residential developers interviewed for the 2014-2022 Housing Element update reported
that the Cupertino's public policies do not stand as a constraint to new housing production.
Discussion
As part of the Housing Element Update, the City has identified several strategies to increase
affordable housing:
• Designate sufficient land at appropriate densities to accommodate Cupertino's Regional
Housing Needs Allocation (RHNA) of 1,064 units for the 2014-2022 General Plan Housing
Element planning peiiod. Ensure that all new developments, including market-rate residential
developments help mitigate project-related impacts on affordable housing needs.
• Encourage the development of a diverse housing stock that provides a range of housing types
(including smaller moderate cost housing) with an emphasis on the provision of housing for
lower-and moderate-income households.
• Continue to implement the Non-Residential Housing Mitigation Program that requires
developers of office, hotel, research and development (R&D), retail and industrial space to pay
a mitigation fee, which will be used to support affordable housing in the City. The mitigation
fees are deposited in the City's BMR AHF.
• Continue to implement the Residential Housing Mitigation Program to mitigate the need for
affordable housing created by new market-rate residential development.
• The City will encourage use of density bonuses and incentives , as applicable, for housing
developments .
• Continue to encourage the development of adequate housing to meet the needs of extremely
low-income households and persons with special needs (such as th e elderly, victims of
domestic violence, and the disabled).
• Continue to facilitate housing oppo1iunities for specia l needs persons by allowing emergency
shelters as a pennitted use in the "BQ" Quasi-Public zoning district.
• Continue to retain a fair housing services provider to provide outreach, education, counseling,
and investigation of fair housing complaints .
Additionally, the Ci ty is addressi ng the barriers to affordable hou sing through the following
programs and ordinances:
Below Market Rate Affordab le Housing Fund (BMR AHF)
The City's Below Market Rate (BMR) Affordable Housing Fund (AHF) receives its
revenue from the payment of housing mitigation fees from non-re sidential (office, retail ,
Pa ge 34 of 41
research and development (R&D), hotel and industrial) and residential development. The
residential BMR program applies to new residential developments greater than one unit.
Homeownership developments of one to six units are required to pay an in-lieu fee.
Homeownership developments of seven units are greater are required to designate 15
percent of the total number of units in an ownership development as affordable. Developers
of market-rate rental units, where the units cannot be sold individually, must pay a housing
mitigation fee to the BMR AHF .
For non-residential housing mitigation in the City, a fee is applied to new square footage
of development. The fee is then deposited in the City's BMR AHF and is used for the
provision of affordable housing. The City Council adopted a nexus study on May 5, 2015
that reassessed the housing mitigation fees developers pay to the BMR AHF .
HOME Investment Partnerships Program (HOME)
The City joined the County's HOME Consortium in 2014. HOME funds can be used to
fund eligible affordable housing projects for acquisition, construction and rehabilitation.
Starting in the federal FY 2015, developers of affordable housing projects were eligible to
competitively apply through an annual RFP process directly to the County for HOME funds
to help subsidize affordable housing projects in Cupertino.
Page 35 of 41
AP-85 Other Actions -91.220(k)
Introduction
This section discusses the City's efforts in addressing the underserved needs, expanding and
preserving affordable housing, reducing lead-based paint hazards, and developing institutional
strncture for delivering housing and community development activities.
Actions planned to address obstacles to meeting underserved needs
Actions planned to foster and maintain affordable housing
The City will foster and maintain affordable housing by continuing the following programs and
ordinances:
• The City's Accessory Dwelling Unit Ordinance, which allows an additional unit to be built
on any already developed parcel containing a single family home.
• The City's Density Bonus Ordinance allows an increase in density for developments that
provide a proportion of units for very low or low-income households or for seniors.
• All new developments must either provide BMR units or pay a housing mitigation fee,
which is placed in the City's BMR AHF .
• Homeownership developments between one unit and six units pay an in-lieu °fee which is
deposited into the City's BMR AHF. Homeownership developments greater than six units
must designate at least 15 percent of units within a development at a cost that makes the
units affordable to median and moderate income households.
• The City's participation in the County's HOME Consortium will allow developers of
eligible affordable housing projects in the City to competitively apply through an annual
RFP process directly to the County for HOME funds to help subsidize affordable housing
projects in Cupertino, including acquisition, construction and rehabilitation. The City will
fund its first project through the HOME consortium with the 25% match requirement. The
project , The Veranda, will provide 18 units of low-income affordable housing to seniors
and one prope1iy manager unit.
Actions planned to reduce lead-based paint hazards
Lead-based paint awareness and abatement will be fully integrated b y the City of Cupertino into
its assisted housing programs. Each tenant, landlord and property owner w ill be informed of the
dangers , symptoms , testing, treatment and prevention of lead-based paint poisoning. Lead-based
paint hazard stabilization or abatement will be provided in each and every r ehabilitation project.
Fmihennore, adherence to Federal guidelines for reduction acti v ities with lead-based paint is
provided for in every federally funded rehabilitation loan.
Actions planned to reduce the number of poverty-level families
In a continuing effort to reduce pove1iy, the City will make it a priority t o fund agencies th at
provide dir ect assistance to the homeles s and th ose in danger of b ecomin g h om eless and make a
commitment to improve the communication and serv ic e delivery capabi liti es of agencies and
Page 36 of 41
organizations that provide programs to assist the homeless.
Depending on funding availability, the City will continue to provide assistance to public agencies
and nonprofit organizations providing neighborhood housing services, supportive services to the
homeless, older adults with physical or mental impainnent, the mentally ill, victims of domestic
violence, and households with abused children among others.
Coordinate with public agencies providing job training, life skills trammg, lead poisoning
prevention and remediation and other education programs are listed in the 2015-20 Consolidated
Plan strategies.
As discussed in AP-65, in FY 2018-2019 the City will allocate CDBG dollars to the following
program:
• West Valley Community Services -Community Access to Resource and Education
(CARE) -The CARE program incorporates both case management and wrap around
services to help at risk and vulnerable household's manage crisis and provide stabilization
to help them move towards self-sufficiency. The target population of the CARE program
includes low-income seniors, families with children, at-risk youth and adults. The CARE
program includes case management, access to food pantry and emergency financial
assistance.
• Live Oak Adult Day Services -Senior Adult Day Care -Serve 21 unduplicated frail,
dependent, low-income Cupertino seniors. Provides services for seniors at-risk of being
institutionalized. Provides specialized programs such as recreation, mental stimulation,
companionship and nutritious meals to seniors.
Actions planned to develop institutional structure
City staff will continue the following collaborative efforts to improve institutional structure:
• Regular quarterly meetings between entitlement jurisdictions at the CDBG Coordinators
Meeting and Regional Housing Working Group
• Joint jurisdiction Request for Proposals and project review committees
• Coordination on project management for projects funded by multiple jurisdictions
• HOME Conso1iium meetings between member jurisdictions for affordable housing
projects
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 Regional Housing Working Group and the CoC. To improve
intergovenunental 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 partner with nonprofit agencies to
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host a yearly Housing Fair to provide residents with access to developers , BMR managers , and
housing agencies and programs. The City will also continue to leverage its BMR AHF to assist
nonprofit affordable housing developers.
Discussion
Please see discussion above.
P age 38 of 4 1
Program Specific Requirements
AP-90 Program Specific Requirements -91.220(1)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
1. The total amount of program income that will have been
received before the start of the next program year and $7,944
that ha,s not yet been reprogrammed
2. The amount of proceeds from section 108 loan
guarantees that will be used during the year to address $0
the priority needs and specific objectives identified in
the grantee's strategic plan
3. The amount of surplus funds from urban renewal $0
settlements
4. The amount of any grant funds returned to the line of $0
credit for which the planned use has not been included
in a prior statement or plan.
5. The amount of income from float-funded activities $0
Total Pro~ram Income $7,944
Other CDBG Requirements
1. The amount of urgent need activities $0
2. The estimated percentage of CDBG funds that will be 100%
used for activities that benefit persons of low and
moderate income
3. Overall Benefit -A consecutive period of one, two, or 2018-19
three years may be used to detennine that a minimum
overall benefit of 70 percent of CDBG funds is used to
benefit persons of low and moderate income. Specify
the years that include this Annual Action Plan
Discussion
Please see discussion above.
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Appendix A: Public Comments
City of Cupertino
Citizen Participation Comments
FY 2018-2019 Annual Action Plan
There were no c01runents received during the public review period.
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