HC Resolution No. 19-02 Housing Commission recomending approval of the FY 2019-20 CDBG annual action plan_revised 8-9-23RESOLUTION N0. 19-02
A RESOLUTION OF THE HOUSING COMMISSION OF THE CITY OF CUPERTINg
RECOMMENDING APPROV AL OF THE FY 2019-20 COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG) ANNUAL ACTION PLAN TO CITY COUNCIL FOR FINA[
ADOPTION
WHEREAS, the Housing and Community Development Act of 1974 provides that funds
be made available for the CDBG Program; and
WHEREAS, the City of Cupertino will receive a $369,264 CDBG entitlement grant from
the United States Department of Housing and Urban Development (HUD) to be allocated for
fiscal year (FY) 2019-20 and estimates allocating $7,944 in CDBG program income; and
WHEREAS, the City of Cupertino is required to submit a FY 2019-20 Annual Action Plan
(Exhibit 1) to HUD for review and approval prior to being allowed to expend CDBG funds for
FY 2019-20; now, therefore:
BE IT FURTHER RESOLVED that the Housing Commission of the City of Cupertino
hereby recommends approval of the FY 2019-20 Annual Action Plan to City Council for final
adoption; and
< PASSED AND ADOPTED at a special meeting of the Housing Commission of the City of
Cupertino this 16" day of May,-2019 by the following vote:
Vote
AYES:
NOES:
ABSENT:
ABST AIN:
Members of the Housing Commission
Chair Zhao, Vice Chair Daruwalla, Cunningham, Bose
None
None
None
AffES5k.
Kerri Heusler
Housing Manager
APPROVED:
Chair, Housing Commission
1
City of Cupertino
FY 2019-20 Annual Action Plan
CUPERTINO
Annual Update of tlie City's Consolidated Plan for Period
July 1.; 2019 to June 30, 2020
Public Review and Comment Period
May 1, 2019- June 1, 2019
Prepared by the Department of Community Development
HousingDivision
10300 TorreAvertue
Cvqyertino, CA 95014
Approved by City Council
Resolution No.
Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introauction
The City of Cupertino (City) Fiscal Year (FY) 2019-20 0ne Year Action Plan (FY 2019-20
Action Plan) contains the City's one-year plan to carry out housing and community development
activities funded by Federal formula grant funds received from the U.S. Department of Housing
and Urban Development (HUD), Community Development Block Grant (CDBG) program. This
Action Plan covers the fifth of five program years covered by the City's 2015-2020 Consolidated
Plan approved by the Cupertino City Council on April 7, 2015.
The Housing Division of the Community Development Department is the lead agency for the
Consolidated Plan and submits the Annual Action Plan for the',City's CDBG program. The City
is also a participant in the County of Santa Clara Home Invesffient Partnership Program
(HOME) Consortium.
HUD requires entitlement jurisdictions to submit an annual Action Plan to report the distribution
of federal entitlement grant funds over the Consolidated Plan's five-yearper:od identifyinghow
funding allocations help meet the goals covered in the Consolidated Plan.
The total funds available for the City includes a total of $377,264.00 in CDBG funds. This
includes $369,264.00 in CDBG entitlemint.funds and $7,944.00 in program income.
The City's Action Plan covers the time perioa from July 1, 2019 to June 30, 2020, (HUD
Program Year 2019 (PY2019)). The City's'FY 2019-20 Action Plan reports on the status of
needs and outcomes the City expects to achieve in the coming year. All of the activities
mentioned in this Action Plan are based on current priorities. By 4ddressing these priorities, the
Cityhopes to meet thosa,.objectives ffitated in tlie 2015-2020 Consolidated Plan. All the proposed
projects and activities are: intended to principally benefit residents of the City who have
extremely lpw=,low,- and moderate-income, and populations that have special needs, such as the
elderly, disabled, and homeless'.
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 60,777 according to the U.S. Census "Quickfacts"
(https://ivwiv.census.gov/quickfac €s/fact/table/cupertinocitycalifornia/PSTO45217). The Cityhas
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 $2,210,000. The median list price per square foot in
Cupertino is $1,062 (https://ivivsv.zillow.corn/cu'pertino-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 U.S. Census
"Quickfacts" data, 4.7% of all residents within the City had incomes below the federal poverty
level. Additionally, according to the 2017 Point in Time Homeless Census, there are 127
11nsheltered homeless individuals living within the City of Cupertino. This number represents an
increase of 74% from the 73 individuals that were counted in 2015.
2
As mentioned previously, a total of $377,208.00 is available for funding projects and programs
during the 2019-20 Program Year which correlates with the City's FY 2019- 20 (July 1, 2019 to
June 30, 2020). The City anticipates receiving $369,264.00 from the federal CDBG program and
approximately $7,944.00 in program income.
Cupertino has access to a variety of federal, state, and local resources to achieve its housing and
community development priorities. Table A, FY 2019-20 CDBG Budget, summarizes the uses of
the funds proposed during FY 2019-20. Specific funding resources will be utiIized based on the
opportunities and constraints of each particular project or program.
Applicant Agency Budget
West Valley Community Services (WVCS) - Community Access to Resources
and Education (CARE)
$35,646.16
Live Oak Adult Day Care Services - Senior Adult Day Care $20,935.04
Rebuilding Together Silicon Valley (RTSV) - Ho'4:sing Repair and
Rehabilitation Program
$81,875.00
WVCS - Vista Village Rehabilitation Project .$43,310.20
Maitri- Anjali Transitional House $120,000.00
Administration $75,441.60
0 Budget
3.
The City is responsi
CDBG and HOME
have provided many
The City
City's
provi
progress
measures. Pri
subrecipient and
strategies. The City
regulations associated with the
City's Annual Action Plans and CAPERs
and programs completed by the City.
is critical to ensure the City and its
that those activities align with the
the performance of subrecipients
. Subrecipients are required to submit quarterly
ce objectives, as well as data on outcome
pro objectivesaredevelopedcollaborativelybythe
that they are aligned with the City's overall goals and
y reports to review progress towards annual goals.
Cupertino was the goals and objectives cited in the FY 2018-19 (July 1,
2018-June30,2019)ActionPlan. CDBGfundswereusedtocarryoutactivitiesthatbenefited
low- and moderate-income persons. Only CDBG administration funds did not directly serve low-
and moderate-income persons. Eligible funded public service activities included 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
unrnet. Eligible funded capital liousing 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 an affordable multi-family residential rehabilitation project. As can be
expected, cornrnunity needs continue to exceed the available resources.
3
4.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 2019-20 Annual lan. As required by HUD, the
City provides multiple opportunities for public review and ent on the Action Plan and on
any substantial amendments to it.
public review comment
lic hearings and the
of general
une 18, 2019.
June 1, 2019.
Per the City's adopted Citizen Participation P
period for the Action Plan. The City publish
30-day public review comment period in the l
circulation. The City held two advertised public
The Action Plan 30-day public review period
5. Summary of public comments
To date, no comments have been received. a
Summary of comments or views n and the reasons for not accepting
The City accepts and responds to all comments that are submitted. As mentioned above, no
public comments were received regarding the FY 2019-20 Action Plan.
6.
them
7.
Please see above.
4
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of
each grant program and funding sorirce.
Agency Role Name Department/Agency
CDBG Administrator Cupertino City of Cupertino Cornrnunity
Development Deparhnent
Table 2 - Responsible Agencies
Narrative
The Consolidated Plan shows how the City plans to use its,CDBG fi'inds to meet the housing and community development needs of its
residents. To update its 2015-2020 Consolidated Plan, the City collaborated with the County and other entitlement jurisdictions in the
County to identify and prioritize housing and cotuunity development needs across the region, and to develop strategies to meet those
needs. The FY 2019-20 Annual Action Plan represents the fifth year of CDBG funding of the 2015-2020 Consolidated Plan.
Consolidated Plan Public Contact Information
Kerri Heusler, Housing Manager
City of Cupertino Housing Division
10300 Torre Avenue
Cupertino, CA 95014
Phone: 408-777-3251
Email: KerriH(2,cupertino.org
5
i"--.
AP-10 Consultation - 91.100, 91.200(b), 91.215(1)
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 2019-20 and their relationship to the priority
housing, homeless and cornrnunity development needs outlined in the 2015-20 Consolidated
Plan.
Provide a concise summary of the jurisdiction's activities to enhance coordination behveen
public and assisted housing providers ana private and governmental health, mental health
and service agencies (91.215(1)).
ons in providing
acular financial and
ho opportunities
out a a regional
provide acal assistance to
Regional CDBG/Housing
During FY 2019-20, the City will continue to work
programs and services for low-income househol
development groups, to encourage the devel
regionally and in the City; and other local
projects in a coordinated and cost-effective
the public service agencies it funds and will
Coordinators meeting.
Describe coordination with the Continuum of Care and to address the needs of
homeless persons (particularly chronically homeless in and families, families with
( children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The 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 imple'i'nentation of efforts to prevent and end homelessness in the County.
The CoC is governed by the County 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 cornrnitted to collective impact strategies
to end chronic homelessness, and leads the development of cornrnunity wide strategy related to
the CoC's work.
Currently, 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 Assistance and Rapid Transition to Housing Act of 2009 (HEARTH). In
2015, D:H and the CoC released a Community Plan to End Homelessness in the County (the
Plan), which outlined a roadmap for community-wide efforts to end 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
populations from April to August 2014. The Plan identifies strategies to address the needs of
6
homeless persons in the County, including chronically 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 Housing Manager 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 to address homelessness.
Describe consultation with the Continuum(s) of Care
determining how to allocate ESG funds, develop
outcomes of projects and activities assisted by
and procedures for the operation and "
the jurisdiction=s area in
standards for and evaluate
funding, policies
The City does not receive ESG funds.
2. Agencies, groups, o
consultations
in the process and
7
Table 3 - ,%encies, groups, organizations who participated
I Agency/Group/Organization Abilities United
Agency/Group/Organization Type Services-Persons with Disabilities
What section of the Plan was addressed by Consultation?Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Com_munity Forum as
part of the 2015-2020 Consolidated Plan
, process.
2
I
Agency/Group/Organization Afghan Center
Agency/Group/Organization Type Cultural Organization
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
3 Agency/Group/Organization Casa de Clara San Jose Catholic Worker
Agency/Group/Organization Type
l
Services-homeless
Services-Health
What section of the_Plan was addressed by Consultation?.Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
d A opnrv/(';rnnn/nros*ni'zsitinn CATHOLIC CHARITIES OF SANTA
A k 6--l- J l- - - -p- - - b - - - - - = - =
CLARA COUNTY
Agency/Group/Organization Type Services-Elderly Persons
What section of the Plan was addressed by Consultation?Housing Need Assessment
8
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Cornrnunity Forum as
part of the 2015-2020 Consolidated Plan
process.
5'Agency/Group/Organization CITY OF CAMPBELL
Agency/Group/Organization Type Other governrnent - Local
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process. .
6 Agency/Group/Organization City of Cupertino Community
Development Department Housing
Division
Agency/Group/Organization Type 'Other governrnent - Local
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Cornrnunity Forum as
part of the 2015-2020 Consolidated Plan
process.
7 Agency/Group/Organization City of Gilroy
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by Consultation?Housing Need Assess'inent
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
9
8 Agency/Group/Organization City of Mountain View
Agency/Group/Organization Type Other governrnent - Local
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Cormmuiity Forum as
part of the 2015-2020 Consolidated Plan
process.
9 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
' process.
10 Agency/Group/Organization -City of Palo Alto - Human Relations
Commission
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by Consultation? -Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
11 Agency/Group/Organization City of San Jose
Agency/Group/Organization Type Other governrnent - Local
What section of the Plan was addressed-by Consultation?Housing Need Assessment
10
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination? i
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
12 Agency/Group/Organization City of Santa Clara
Agency/Group/Organization Type Other governrnent - Local
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
13 Agency/Group/Organization City of Sunnyvale
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Or.ganization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Con'imunity Forum as
part of the 2015-2020 Consolidated Plan
process.
14
I
Agency/Group/Organization Coldwell Banker
Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by Consultation?Horising Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomesa of the consulta,iion or areas for improved
coordination?
Agency attended Community Fonim as
part of the 2015-2020 Consolidated Plan
process.
15 Agency/Group/Organization Community School of Music and Arts
Agency/Group/Organization Type Community family services
II
0 S
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
16 Agency/Group/Organization COMMUNITY SERWCES AGENCY OF
MOUNT AIN VIEW AND LOS ALTOS
Agency/Group/Organization Type Services-Elderly Persons
What section of the Plan was addressed by Consultation?Housing Need Assessment
Briefly describe how the Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or areas for improved
coordination?
Agency attended Community Forum as
part of the 2015-2020 Consolidated Plan
process.
Identify any Agency Types not consulted and provide rationale for not consulting
Not applicable.
Other local/regional/state/federal planning efforts consider.ed 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
Continuum of Care
Couiicil '
The Conti_nuum of Care works to alleviate 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.
12
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
City of Cupertino General
Plan Housing Element
City of Cupertino
The Housing Element serves as a policy guide to help the City plan for its
existing and future housiiig needs. This effort aligns with the Strategic Plan's
goal to assist in the creation and preservation of affordable housing for low-
income and special needs households.
Regional Housing Needs
Assessment (RHNA) for the
Santa Clara County
Association of Bay
Area Govein'irnents
This plan analyzes the total regional housing need for Santa Clara County and
all of the Bay-Area. This effort aligns with the Strategic Plan's goal to assist
in the creation and preservation of affordable housing for low-income and
special needs households,
Community Plan to End
Homelessness in Santa Clara
Destination: Home
This plan analyzes the total regional housing need for Santa Clara County and
all of the Bay Area. This effort aligns with the Strategic Plan's goal to assist
in the creation and preservation of affordable housing for low-income
households.
Table 4 - Other lacal / regional /-federal planning efforts
Narrative
Please see discussion above.
AP-12 Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The 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 cornrnent period for the Action Plan. The
City has published notifications of upcorning public hearings and the 30-day public review coinment period in the local Cupertino
Courier newspaper of general circulation. The City held two advertised public hearings on May 16, 2019 and June 18, 2019. The
ActionPlan30-daypublicreviewperiodoccurredfromMayl,20l9'tbro:ughJune,1,2019. TheCityhasnotreceivedanypublic
comments to-date.
Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach , Summary of -
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
l Public Meeting
Non-
targeted/broad
cornrnunity
The Housing
Commission met on
March 14,.2019 to
discuss the FY 19-
20 funding
allocations.
Non-profit
agencies discussed
their funding
request and
thanked the City
for its continued
support.
Not applicable.
2 Public Meeting
Non-
targeted/broad
community
The City Council
held a public
l'iearing April 2,
2019 to discuss the
FY 19-20 funding
allocations.
Members of the
public discussed
the funding
requested and
thanked the City
for its continued
support.
Not applicable.
14
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 Newspaper Ad
Non-
targeted/broad
cornrnunity
A public hearing
notice was
published in the
Cupertino Courier
and the public
comment period
was held from May
1, 2019 tmough
June 1, 2019.
No comments
received. -
Not applicable.
4 Public Meeting
Non-
targeted/broad
community
The Housing
Cornrnission held a
public heamg on
May 16, 2019 to
appr6ve the FY 19-
20 Annual Action
Plan. '
There were no
public comments
received on the
Action Plan.
Not applicable.
5 Public Meeting
Non-
targeted/broad
community
The City Council
meet on June 18,
2019 to approve the
. FY' 19-20 Annual
Action Plan
No comments
received.
Not applicable.
Table 5 - Citizen Participation Outreach
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
In FY 2019-20, the City will allocate approximately $377,208.00 to eligible activities that address the needs identified in the
Consolidated Plan.
a the allocations areIt should be noted that while the HUD CDBG allocations are
address all needs that low-income individuals and families face in
additional resources as described below to provide support and servi
The City is not eligible to receive direct funding under the-HOME
(ESG), or Housing Opportunities for Persons with AIDS (HOPWA), These
ciency.
OnS In
cient to overcome barriers and
City will continue to leverage
a a the community.
Act (HOME), Emergency Solutions Grant
are also covered under the Consolidated Plan
16
Regulations.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amourit Available Year 1 Expected
Amount
Available
Remainder
of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
s
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services $369,264.00 7,944.00 $0 $377,208.00 $0
CDBG funds will be used for
the creation and preservation
of affordable rental units,
i_mprovements in low income
neighborhoods, and public
services that benefit low
income and special needs
households.
Explain how federal funds mu leverage those
how matching requirements wffl be satisfied
Entitlement Funds
Resources - F'riority Table
(private, state and local funds), including a description of
The City leverages financial resources to maximize the reach and impact of the City's HUD programs. The City joined the County
HOME Consortium in 2015 and on June: 15, 2017 extended its participation on the consortium through FY 2020. HOME funds can be
used to fund eligible affordable l':iousing projects fo'r acquisition, construction, and rehabilitation. Starting in FY 2015-16, developers
of affordable housing projects were eligible to competitively apply through an aru'iual 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 participation in the HOME Consortirim, the required 25% matching funds will be provided from the City's Below Market
Rate (BMR) Affordable Housing Fund (AHF). Currently, the BMR AHF has an available balance of approxiinately $6,000,000. The
17
Veranda, which will be developed by Charities Housing, applied for and received $500,000 in HOME funds from the HOME
Consortium in November, 2018. The property will provide 18 units of low-income senior housing and one property manager unit. Tlie
Cityprovideda25%matchfortheproject. Constn'ictionoftheprojectbeganinApril,2018andisexpectedtobecompletedinJune,
2019.
Otlier Federal Grant Programs
In addition to the CDBG entitlement dollars, the federal government has several
and affordable housing activities. These include: Section 8 Housing Choice Voucher
Home Loan Banlc Affordable Housing Program (AHP), and others. It should be noted
applicant for tliese funding sources as many of these programs offer assistance to affordable
jurisdictions.
State Housing and Corninunity Development Sources
programs for cornrn'iinity development
Section 202, Section 811, the Federal
cases the City would not be the
developers rather than local
In California, the Department of Housing and Community CD) and the California Housing Finance Agency
(CalHFA) administer a variety of statewide public affordable that offer assistance to nonprofit affordable housing
developers. Examples of HCD's programs include the (MHP), Affordable Housing Innovation Fund
(AH:[F), Building Equity and Growth in Neighborhoods Pro , OME. Many HCD programs have historically
been fi'inded by one-time State bond issuances and, as such, are to limited availability of funding. CalHFA offers multiple
mortgage loan programs, down payment assistance and a for the constri'iction, acqriisition, and rehabilitation of
affordable ownership units. The State also a ' Housing Tax Credit (LIHTC) program, a widely used
financing source for affordable liousing projects. As with the o grant programs discussed above, the City would not apply
for these funding sorirces. Rather, local affordable housing developers could apply for funding through these programs for particular
developments in the City.
Additionally, the County also receives Mental Healtli Services Act (MHSA) funds from the State for horising.
If appropriate, describe publically oivned 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 that would be available for the development of housing or the provision of services. The City of
Cupertino FY 2019-20 Action Plan covers the time period from July 1, 2019 to June 30, 2020 (HUD Program Year 2019). The City's
18
FY 2019-20 entitlement amount is $369,264.00. Additionally, the City estimates approximately $7,944.00 in program income,
bringing the total estimated budget for FY 2019-20 to $377,208.00. It should be noted that at the time the draft Annual Action Plan
was prepared the final CDBG allocations had not been provided by HUD. The City staff brought forward funding recommendations to
the Housing Commission and City Council with a contingency plan in anticipation of a change in the projected entitlement funding
amount for FY 2019-20. The City put into place a CDBG Contingency Plan because of the uncertainty in the federal budget and the
revised timeline provided by HUD to submit the Action Plan. XVhile 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, ESG, or HOPWA. These programs are also covered under the
Consolidated Plan Regulations.
Discussion
Please see information provided in previous sections.
19
, , X
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Affordable
Housing
2015 2019 Affordable
Housing
Citywide Affordable Housing CDBG:
$245,185.20
Rental units rehabilitated: 5
Household Housing Unit
Homeowner Housing
Rehabilitated:7 Household
Housing Unit
2 Homelessness 2015 2019 Homeless Citywide Homelessness CDBG:
$35,646.16
Public service activities other
than Low/Moderate Income
Housing Benefit: 100 Persons
Assisted
3 Strengthen
Neighborhoods
2015 2019 Non-Homeless
Special Needs
Non-Housing
Cornrnunity
Development
Citywide Comn'i'iinity
Services and Public
Improvements
CDBG:
$20,935.04
Public service activities other
than Low/Moderate hicome
Housing Benefit: 21 Persons
Assisted
4 Fair Housing 2015 2019 Non-Housing
Community
Development
Citywide Fair Housing CDBG: $0 Public service activities other
than Low/Moderate Income
Housing Benefit: 15 Persons
Assisted
Table 7 - Goals Summary
Goal Descriptions
20
1 Goal Name Affordable Housing
Goal
Description
ASSiSt in the creation and preservation of affordable housing for low income and special needs horiseholds.
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 tb_rough the provision 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.
AP-35 Projects - 91.420, 91.220(d)
Introduction
The Consolidated Plan goals below represent high priority 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 households.
2. Support activities to prevent and end homelessness.
3. Support activities that strengthen neighborhoods through the provision of community
services and public improvements to benefit low income and special needs households.
4. Promote fair housing choice.
#Pro,iectName , '-., )
I City of Cupertino Planning & Administration
2 Community Access to Resource and Education (CARE)
3 Senior Adult Day Care
4 Housing Repair and Rehabilitati6ri P;rogram
5 Vista Village Rehabilitation Pr6je'ct ' .
6 MaitriAnjaliTransitionalHouse" . .
Table 8 - Project Inf
to provide public services and housing for
lds. operates on a two-year grant funding cycle
service (FY 2018-19, 20 9-20), and a one-year cycle for CDBG capital
2019- jects are only considered for funding within the Consolidated
address the goals discussed above. The City's overall allocation priorities are
Describe the reaso
needs
any obstacles to addressing underserved
The City
low-a
for CD
housing
Plan period if
as follows:
* CDBG will not exceed the 20% cap of the estimated entitlement
amount and pro
* CDBG public service funds will not exceed the 15% cap of the estimated entitlement
amount and program income.
* CDBG capital housing project funds will not exceed the 65% cap of the estimated
entitlement amount and program income.
* Available uncornrnitted funds from the prior FY is proposed to be allocated for additional
eligible CDBG capital housing projects.
22
AP-38 Project Summary
Project
Summary
Informationl
Pro,ject Name City of Cupertino Planning & Administration
Target Area Citywide
Goals Supported Affordable Housing
Homelessness
Strengthen Neighborhoods
Fair Housing
Needs Addressed Affordable Housing
Homelessness
Community Serviffies and Public Improvements
FairHousing . " '..
Funding CDBG: $75',441.60
Description Funds to':be used by the City for the planning and
admHinistrffition of the CDBG program.
Target Date Junei"30, 2020
Estimate the
number and type of
families that will
benefit from the
proposed activities
Not ajplicable.
Location
Description
Citywide
Planned Actiyities Administer tlie Administrative costs for the overall
management, coordination, and evaluation of the
CDBG progysm, and the project delivery costs
associated with bringing projects to completion.
2 Project Name CommunityAccess to Resource and Education
(CARE) '
Target Area Citywide
Goals Supported Strengthen Neighborhoods
Needs Addr'essed Homelessness
Community Services and Public Improvements
Funding CDBG: $35,646.16
Description Support activities to prevent and end homelessness
and support activities that strengthen neighborhoods
through the provision of community services and
public improvements to benefit low- income and
special needs households.
Target Date June 30, 2020
Estimate the
number and type of
families that wffl
benefit from the
proposed activities
Serve a total of 100 unduplicated households by
providing case management and support services.
23
Location
Description Citywide
Planned Activities 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 emergericy 'financial assistance.
3 Project Name Senior Adult Day'Care
Target Area Citywide '_ a .
Goals Supported Strengthen Ne:ighborhoods
Needs Addressed Community Services arid Public :[mprovements
Funding CDBG': $20,935.04 '
Description Provides specialized program of adult day care for
frail elderly dependent adults who' are residents of
the City of Cupeffiri6.
Target Date June 30, 2020 =
Estimate the = '
number and type of _
families that will
benefit from the
proposed activities
21 unduplicated frail, depended, low-income
Cupertino seniors.
I
Location
Description
Serves all residents. Services provided at 20920
McClellan Road, Cupertino.
Plannea Activities Provide services for seniors at-risk of being
' instihitionalized. Provide specialized program such
as recreation, mental stimulation, companionship
and meals to seniors.
4 Pro,iect Name Housing Repair and Rehabilitation Program
Target Area Citywide
Goals Supported Affordable Housing
Needs Addres'sed Affordable Housing
Community Services and Public hnprovements
Funding CDBG: $81,875.00
Description Preserves affordable housing by transforn'iing
homes through critical repairs, accessibility
modifications and energy efficient upgrades for
low-income homeowners and cornrnunity centers, at
no cost to the service recipient. The 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 wam
living conditions for themselves and their families.
24
Target Date June 30, 2020
Estimate the
number and type of
families that will
benefit from the
proposed activities
7 households
Location
Description
Citywide
Planned Activities Provide home safetyrepairs, mobility and
accessibility improvements for low- income
households in Cuperjijio with the primary
consideration being the correction of safetyhazards.
5 Pro,iect Name Vista Village Rehabilitation Project
Target Area Citywide
Goals Supported Affordable Housing '
Needs Addressed Affordable Housing '
Funding CDBG: $43,310.20
Description This project will help revitalize Vista Village
affordable housing complex with various repairs
and renovations. ',"I'his project aligns with the
agency's vision of transforming the lives of low-
incomeliouseholds byproviding a safe and
affordable home.
Target Date-June 30, 2020
Estimate the
number and type of
families that will
benefit froin the
proposed activities
1 affordable rental h6using unit housing a Iow-
income'household
Location
Description 10104 Vista Drive, Cupertino, CA 95014
Planned Activities :I'he repairs include laminate flooring, painting, new
kitchen countertops, cabinets, replacing old carpets,
and a new laminate floor for the bathroom. The cost
also includes motel relocation expenses for the
residents currently occupying the unit.
Pro,iect Name Maitri - Anjali Transitional House
Target Area Confidential location in Santa Clara County
Goals Supported Affordable Housi_ng and special needs households
Needs Addressed The rehabilitation of the Anjali House will help to
preserve affordable housing for survivors of
domestic violence and their children
Funding $120,000.00
25
Description ' Tb_rough new roofing, updated appliances and
fixtures, new paint and landscaping, and other
eligible rehabilitation activities, Maitri will make
the Anjali House more livable and sustain an
affordable housing opportunity. The rehabilitation
work will make the current facility safer and more
hygienic to protect the clients' needs and to preserve
the building.
Target Date June 30, 2020
Estimate the
number and type of
families that wffl
benefit from the
proposed activities
Four housing units will be repaired. The units house
32 Cupertino residents who are leaving domestic
violence situationi,6f the 32 residents, 26 are
extremely _low-income and 6 are very low income.
12 are youth and 20 are adults.
Location
Description
Confidential location in S'anta Clara County
Planned Activities The planned activities include:
* Roof' Replacement
* Painting all Four Units
* Bathtuband'BathroomFlooringreplacement
* Kitchen and flooring repair
* Landscaping
* Funds will also be used to cover personnel costs
to manage and oversee the project activities,
vendor coordination, project purchases,
compliance and grant requirements, and client
convenience during the renovations.
AP-50 Geographic Distribution - 91.420, 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.
Geographic Distribution
Target Area Percentage of Funds
Citywide 100
Table 9 - Geogiaphic Distribution
Rationale for the priorities for allocating '
Not applicable.
Discussion
ts geographicany
Please see discussion above.
AP-65 Homeless and Other Special Needs Activities - 91.220(i)
Introduction
The homeless assistance program planning network is governed by the CoC and the D:H
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 (HACSC), governrnental departments, health
service agencies, homeless advocates, consumers, the faith community, and research, policy and
planning groups. The homeless services system utilized by the is referred to as the Homeless
Management Information System (HMIS). The HMIS outcomes and performance
measures for all the homeless services agencies funded County. The CoC and its service
providers transitioned to a new system referred to as provides additional tools
and resources to assist the CoC and service provi on regarding clients served,
ns for reducing and ending homelessness
the CARE program. The CARE
The CARE program incorporates
and vulnerablehouseholds manage
self-sufficiency. The target
aes with children, at-risk
access to food pantry and
Additionally, the City will provide $40,000 in BMR funds to WVCS HTH program. The goal of
the HTH is to help currently un-housed Cupertino individuals and families secure permanent
housing, maintain employn'ient, 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 cornrnunity 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 permanent housing. The target
population for this grant will be families or individuals who have become homeless in the City.
Reaching out to homeless persons (especiany unsheltered persons) and assessing their
individual needs
In January 2017, a Point in Time (PIT) count was conducted for the County by the City of San
Jose in conjunction with the County. The PIT is an intense survey used to count the nrimber of
homeless living throughout the County on the streets, in shelters, safe 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
28
addresses the needs of those surveyed. The City financially contributed to this effort. The PIT
found 127 unsheltered homeless individuals living within Cupertino. Tis number represents an
increase of 74% from the 73 individuals that were counted in 2015. Countywide, the number of
homelessincreasedfrom6,556in20l5to7,394in20l7-al3%increase. APITwascompleted
in January, 2019. However, at the time of tis report was drafted, the updated numbers were not
available.
As part of the FY 2019-20 City Work Program, the City Council prioritized Homelessness with a
focus on conducting an audit of services available in Cupertino for the homeless community,
confirmingestimatesofhomelessnessinCupertino,andexpl a solutionsforhomelessstudents.
Addressing the emergency shelter and transitional h
In FY 2019-20, the City will allocate General
programs:
The City will continue to coordinate
through the Collaborative, Help House
eeds of homeless persons
llowing transitional housing
housing and related supportive
are at high risk of becoming
their children.
ugh inter-agency such as efforts
unity TechnologyAlliance.
Helping homeless
with children, v
permanent housing
individuals and famili
and
recen
In FY 2
management,
and families, families
youth) make the transition to
sho ' the period of time that
facilitating access for homeless individuals
a individuals and families who were
dollars to the following services and programs:
urce and Education (CARE) The CARE program
ent andwrap around services to help at risk and vulnerable
provide stabilization to help them move towards self-
on of the CARE program includes low-income seniors,
at-risk youth and adults. The CARE program includes case
food pantry and emergency financial assistance
i'
Additionally, this year, the City will provide BMR AHF to the WVCS HTH program.
* WVCS-HTHProgram-ThegoaloftheHTHistohelpcurrentlyun-housedCupertino
individuals and families sec'ire pen'nanent housing, maintain employment, enhance
income oppoiinities 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
29
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 permanent
housing. The target population for this grant will be families or individuals who have
become homeless in the City.
FY 2019-20 CDBG and General Fund dollars
ces for seniors at-
aon, mental
Care Ombudsman - The program
term care facilities in the County
a can be heard and resolved.
services to low-income
are in the area of consumer
Cupertino individuals and families
yment, enhance income opportunities and
a acal to the success of this program are
landlord mediation, benefits clinic, and
elessness and prevent homelessness by
leveraging further resources inthe comrnunityin order
ciency for participants.
Along with the coordinated described 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.
30
AP-75 Barriers to affoydable housing -91.420, 91.220(j)
Introduction
The incorporated and unincorporated jurisdictions within the County face barriers to affordable
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. To ensure a healthy economy the a must focus on strategies and
investment that provide housing for much of the region's w - for example, sales clerks,
secretaries, firefighters, police, teachers and health servi - whose incomes
sigt'ffficantly limit their housing choices.
a ed housing supply
useholds and a
of public policies that serve
policies affecting land,
' tions, and policies
the le uses and densities at various locations in
gn section identifies five categories of residential uses
the number of dwelling units permitted per gross
acre. As such, ity's several items that can affect the development and
distribution of housing, such as -use classifications, and density and intensity standards.
Zoning Ordinance - a and other land-use controIs have a direct effect on the
availability and range o choices within a community. The Cupertino Zoning Ordinance
establishes development and densities for new housing in the City. These regulations
include minimum lot sizes, maximum number of dwelling units per acre, lot width, setbacks, lot
coverage, maximum building height, and minimum parking requirements.
Parking Requirements - Parking requirements, when excessive, may serve as a constraint to
housing development by increasing development costs and reducing the amount of land available
for project amenities or additional units. The City's parking requirements are higher than many
other jurisdictions, particularly for single-family homes. Considering the high cost of land, the
31
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
storm 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
identified several strategies to increaseAs part of the Housing Element Update, the
affordable housing:
* Designate sufficient land at appropriate
Housing Needs Allocation (RHNA) of 1,
Housing Element planning period. Ensure
rate residential developments hglp'mitigate proj
needs.
* Encourage the development of a
types (in a oderate
housing for l in
* Continue to a -Resi
developers ofo and
to
stock that provides a range of housing
an emphasis on the provision of
ousing Mitigation Program that requires
opment (R&D), retail and industrial space
support affordable housing in the City. The
AHF.
a Mitigation Program to mitigate the need
new market-rate residential development.
a bonuses and incentives, as applicable, for housing
odate 's Regional
2014-2022 Plan
developments, a market-
impacts on affordable housing
for affordable ho new market-rate residential de-velopment.-
The City will enco use o a bonuses and incentives, as applicable, for hous:
developments.
Continue to encourage the development of adequate housing to meet the needs of
extremely low-income horiseholds and persons with special needs (such as the elderly,
victims of domestic violence, and the disabled).
Continue to facilitate housing opportunities for special needs persons by allowing
emergency shelters as a permitted use in the "BQ" Quasi-Public zoning district.
Continue to retain a fair housing services provider to provide outreach, education,
corinseling, and investigation of fair housing complaints.
Additionally, the City is addressing the barriers to affordable housing through the following
programs and ordinances:
Below Market Rate (BMR) Affordable Housing Fund (AHF)
The City's BMR AHF receives its revenue from the payment of housing mitigation fees from
32
non-residential (office, retail, 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 is used for the provision of
affordable housing. The City Council adopted a nexus 5, 2015 that reassessed the
housing mitigation fees developers pay to the BMR AHF
working on an updated nexus study with an anti
HOME Investment Partnersips Program (HO
The City joined the County's HOME
eligible affordable housing projects for
the federal FY 2015, developers of affordable h
apply through an annual RFP process directlyto the
affordable housing projects in Cupertino.
33
AP-85 0ther Actions - 91.420, 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
structure for delivering housing and community development activities.
Actions planned to address obstacles to meeting underserved needs
To address obstacles to meeting underserved needs, the
other resources and funds, such as:
* The City's BMR AHF fund receives its rev
fees from non-residential (office, retail,
development. The Housing Mitigation
by the development of non-residential
deposited in the City's BMR AHF
housing.
* Each year the City allocates
priblic service grants to pub
* Each year the City allocates
Human Service Grants to publi
additional affordable housing
services to homeless individuals
managing
using T (HTSV) is a public/private venture, dedicated to
affordab . The Trust makes available funds for
developers to borrow construction of affordable units.
* The Mortgage Credit cate (MCC) Program provides assistance to first-time
homebuyers by eligible purchaser to take 20 percent of their annual mortgage
interest paym a against federal income taxes. The County administers the
MCC Program on of the jurisdictions, including the City.
* The Santa Clara County Affordable Horising Fund was created in 2002, with an initial
investment by the Board of Supervisors of $18.6 million. The AHF is used for affordable
housing developments and allows the leveraging of its funding with other sources to
create affordable housing in the County. Additionally, a bond measure was passed this
year that will add additional public funds for affordable housing projects in the County.
* The HACSC administers the federal Section 8 program countywide. The program
provides rental subsidies and develops affordable housing for low income households,
34
seniors and persons with disabilities living within 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 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-in useholds or for seniors.
* All new developments must either provide BMR y a housing mitigation fee,
which is placed in the City's BMR AHF.
pay an in-lieu fee which is
ents greater than six
ent at a cost that makes
will developers of
ely app ugh an annual
subsidize le housing
on and rehabilitation. The City
the 25% match requirement.
of lo affordable housing to
integrated by the City into its assisted
wner will be informed of the dangers,
paint poisoning. Lead-based paint
provi each and every rehabilitation
guidelines for reduction activities with lead-based
rehabilitation Ioan.
In a continuing effort erty, the City will make it a priority to fund agencies that
provide direct assistance eless and those in danger of becoming homeless and make a
commitment to improve the communication and service delivery capabilities of agencies and
organizations that provide programs to assist the homeless.
(i"
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 impairment, the mentally ill, victims of domestic
violence, and households with abused children among others.
The City will coordinate with priblic agencies providing job training, life skills training, lead
35
poisoning prevention and remediation and other education programs as listed in the 2015-20
Consolidated Plan strategies.
In FY 2019-20 the City will allocate CDBG dollars to the following program:
* WVCS - CARE - The CARE program incorporates both case management and wrap
around services to help at risk and vulnerable households 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.
erve 21 unduplicated frail,
ces for seniors at-risk of being
on, mental stimulation,
Discussion
Please see discussion above.
36
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(1)(1,2,4)
Introduction
The following providcs additional infon'nation about CDBG progyam income and program
requirements.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
7,944
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
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.
3. The amount of surplus funds from urban renewal settlements
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 0
5. The amount of income 'from float-funded activities 0
TotalProgramIncome: 7,944
Other CDBG Requirements
1. The amgunt of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low and moderate income. Overall Benefit - A
consecutive peiiod of one, two or three years may be used to determine that a
minimum overall benefit of 70% of CDBG funds is used to benefit persons of
low and moderate income. Specify the years covered that include this Annual
Action Plan.100.OO%
Discussion
Please see discussion above.
37
Appendix A: Public Comments
City of Cupertino
Citizen Participation Cornrnents
FY 2019-20 Annual Action Plan
TO BE DETERMINED
Appendix B: Public Hearing Notice
INSERTCOPY HERE
Appendix C: Application for Federal Assistance Form SF-424 and SF-424D
INSERT HERE WHEN AVAIL4BLE
Appendix D: Certifications
INSERT HERE WHEN AVAILABLE