CC Resolution No. 19-070 Adopting the FY 2019-20 Community Development Block Grant (CDBG) Annual Action Plan 1
City of Cupertino
FY 2019-20 Annual Action Plan
Annual Update of the 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
Housing Division
10300 Torre Avenue
Cupertino, CA 95014
Approved by City Council
June 18, 2019
Resolution No. 19-070
2
Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
The City of Cupertino (City) Fiscal Year (FY) 2019-20 One 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 Investment 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-year period identifying how
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 entitlement funds and $7,944.00 in program income.
The City’s Action Plan covers the time period 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 addressing these priorities, the
City hopes to meet those objectives stated in the 2015-2020 Consolidated Plan. All the proposed
projects and activities are intended to principally benefit residents of the City who have
extremely low-, low- and moderate-income, and populations that have special needs, such as the
elderly, disabled, and homeless.
2. 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 Valle y with portions extending into the foothills of the Santa
Cruz Mountains. The population is 60,777 according to the U.S. Census “Quickfacts”
(https://www.census.gov/quickfacts/fact/table/cupertinocitycalifornia/PST045217). 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 $2,210,000. The median list price per square foot in
Cupertino is $1,062 (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 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
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.
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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 utilized 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) - Housing 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
Table 1 - Table A. Fiscal Year 2019-20 Budget
3. Evaluation of past performance
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 activities 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 quarterly
progress reports, which include client data, performance objectives, as well as data on outcome
measures. Prior to the start of the PY, 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 utilizes the quarterly reports to review progress towards annual goals.
Cupertino was successful in addressing the goals and objectives cited in the FY 2018-19 (July 1,
2018 – June 30, 2019) Action Plan. CDBG funds were used to carry out activities that benefited
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
unmet. 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 an affordable multi-family residential rehabilitation project. As can be
expected, community needs continue to exceed the available resources.
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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 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 Participation 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 May 16, 2019 and June 18, 2019.
The Action Plan 30-day public review period occurred from May 1, 2019 through June 1, 2019.
5. Summary of public comments
To date, no comments have been received.
6. 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 2019-20 Action Plan.
7. Summary
Please see above.
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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 source.
Agency Role Name Department/Agency
CDBG Administrator Cupertino City of Cupertino Community
Development Department
Table 2 – Responsible Agencies
Narrative
The Consolidated Plan shows how the City plans to use its CDBG funds 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 community 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@cupertino.org
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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
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 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(l)).
During FY 2019-20, 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 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 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 committed to collective impact strategies
to end chronic homelessness, and leads the development of community 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
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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 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.
2. Agencies, groups, organizations and others who participated in the process and
consultations
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Table 3 – Agencies, groups, organizations who participated
1 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 Community Forum as
part of the 2015-2020 Consolidated Plan
process.
2 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 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.
4 Agency/Group/Organization CATHOLIC CHARITIES OF SANTA
CLARA COUNTY
Agency/Group/Organization Type Services-Elderly Persons
What section of the Plan was addressed by Consultation? Housing Need Assessment
9
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.
5 Agency/Group/Organization CITY OF CAMPBELL
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.
6 Agency/Group/Organization City of Cupertino Community
Development Department Housing
Division
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.
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 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.
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8 Agency/Group/Organization City of Mountain View
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.
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 government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment
11
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.
12 Agency/Group/Organization City of Santa Clara
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.
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/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.
14 Agency/Group/Organization Coldwell Banker
Agency/Group/Organization Type Business Leaders
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.
15 Agency/Group/Organization Community School of Music and Arts
Agency/Group/Organization Type Community family services
12
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 SERVICES AGENCY OF
MOUNTAIN 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 considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
Continuum of Care Continuum of Care
Council
The Continuum 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.
13
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 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 special needs households.
Regional Housing Needs
Assessment (RHNA) for the
Santa Clara County
Association of Bay
Area Governments
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 local / regional / federal planning efforts
Narrative
Please see discussion above.
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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 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 May 16, 2019 and June 18, 2019. The
Action Plan 30-day public review period occurred from May 1, 2019 through June 1, 2019. The City has not received any public
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)
1 Public Meeting
Non-
targeted/broad
community
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
hearing 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.
15
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
community
A public hearing
notice was
published in the
Cupertino Courier
and the public
comment period
was held from May
1, 2019 through
June 1, 2019.
No comments
received. Not applicable.
4 Public Meeting
Non-
targeted/broad
community
The Housing
Commission held a
public hearing on
May 16, 2019 to
approve 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
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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.
It should be noted that while the HUD CDBG 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 below 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
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Regulations.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
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,
improvements in low income
neighborhoods, and public
services that benefit low
income and special needs
households.
Table 6 - Expected Resources – Priority Table
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 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 housing projects for acquisition, construction, and rehabilitation. Starting 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 participation in the HOME Consortium, 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 approximately $6,000,000. The
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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. The
City provided a 25% match for the project. Construction of the project began in April, 2018 and is expected to be completed in June,
2019.
Other Federal Grant Programs
In addition to the CDBG entitlement dollars, the federal government has several other funding programs for community development
and affordable housing activities. These include: Section 8 Housing Choice Voucher Program, Section 202, Section 811, the Federal
Home Loan Bank Affordable Housing Program (AHP), 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.
State Housing and Community Development Sources
In California, the Department of Housing and Community Development (HCD) and the California Housing Finance Agency
(CalHFA) administer a variety of statewide public affordable housing programs that offer assistance to nonprofit affordable housing
developers. Examples of HCD’s programs include the Multifamily Housing Program (MHP), Affordable Housing Innovation Fund
(AHIF), Building Equity and Growth in Neighborhoods Program (BEGIN), and CalHOME. Many HCD programs have historically
been funded by one-time State bond issuances and, as such, are subject to limited availability of funding. CalHFA offers multiple
mortgage loan programs, down payment assistance programs, and funding for the construction, acquisition, and rehabilitation of
affordable ownership units. The State also administers the federal Low-Income Housing Tax Credit (LIHTC) program, a widely used
financing source for affordable housing projects. As with the other federal grant programs discussed above, the City would not apply
for these funding sources. Rather, local affordable housing developers could apply for funding through these programs for particular
developments in the City.
Additionally, the County also receives Mental Health Services Act (MHSA) funds from the State for housing.
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 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
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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. 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, ESG, or HOPWA. These programs are also covered under the
Consolidated Plan Regulations.
Discussion
Please see information provided in previous sections.
20
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
Community
Development
Citywide Community
Services and Public
Improvements
CDBG:
$20,935.04
Public service activities other
than Low/Moderate Income
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
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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 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.
22
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.
# Project Name
1 City of Cupertino Planning & Administration
2 Community Access to Resource and Education (CARE)
3 Senior Adult Day Care
4 Housing Repair and Rehabilitation Program
5 Vista Village Rehabilitation Project
6 Maitri Anjali Transitional House
Table 8 – Project Information
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 2018-19, 2019-20), and a one-year cycle for CDBG capital
housing projects (FY 2019-20). Projects are only considered for funding within the Consolidated
Plan period if they address the goals discussed above. The City’s overall allocation priorities are
as follows:
• CDBG administrative funds will not exceed the 20% cap of the estimated entitlement
amount and program income.
• 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 uncommitted funds from the prior FY is proposed to be allocated for additional
eligible CDBG capital housing projects.
23
AP-38 Project Summary
Project
Summary
Information1
Project Name City of Cupertino Planning & Administration
Target Area Citywide
Goals Supported Affordable Housing
Homelessness
Strengthen Neighborhoods
Fair Housing
Needs Addressed Affordable Housing
Homelessness
Community Services and Public Improvements
Fair Housing
Funding CDBG: $75,441.60
Description Funds to be used by the City for the planning and
administration of the CDBG program.
Target Date June 30, 2020
Estimate the
number and type of
families that will
benefit from the
proposed activities
Not applicable.
Location
Description
Citywide
Planned Activities Administer the Administrative costs for the overall
management, coordination, and evaluation of the
CDBG program, and the project delivery costs
associated with bringing projects to completion.
2 Project Name Community Access to Resource and Education
(CARE)
Target Area Citywide
Goals Supported Strengthen Neighborhoods
Needs Addressed 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 will
benefit from the
proposed activities
Serve a total of 100 unduplicated households by
providing case management and support services.
24
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 emergency financial assistance.
3 Project Name Senior Adult Day Care
Target Area Citywide
Goals Supported Strengthen Neighborhoods
Needs Addressed Community Services and Public Improvements
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 Cupertino.
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.
Location
Description
Serves all residents. Services provided at 20920
McClellan Road, Cupertino.
Planned Activities Provide services for seniors at-risk of being
institutionalized. Provide specialized program such
as recreation, mental stimulation, companionship
and meals to seniors.
4 Project Name Housing Repair and Rehabilitation Program
Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Community Services and Public Improvements
Funding CDBG: $81,875.00
Description 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. 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 warm
living conditions for themselves and their families.
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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 safety repairs, mobility and
accessibility improvements for low- income
households in Cupertino with the primary
consideration being the correction of safety hazards.
5 Project 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. This project aligns with the
agency's vision of transforming the lives of low-
income households by providing a safe and
affordable home.
Target Date June 30, 2020
Estimate the
number and type of
families that will
benefit from the
proposed activities
1 affordable rental housing unit housing a low-
income household
Location
Description
10104 Vista Drive, Cupertino, CA 95014
Planned Activities The 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.
Project Name Maitri - Anjali Transitional House
Target Area Confidential location in Santa Clara County
Goals Supported Affordable Housing 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
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Description Through 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 will
benefit from the
proposed activities
Four housing units will be repaired. The units house
32 Cupertino residents who are leaving domestic
violence situations. Of 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 Santa Clara County
Planned Activities The planned activities include:
• Roof Replacement
• Painting all Four Units
• Bathtub and Bathroom Flooring replacement
• 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.
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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 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
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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), governmental 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 information regarding clients served.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
The City will provide $35,646.16 in CDBG funds to WVCS 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 WVCS HTH program. The goal of
the HTH is to help currently 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-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 (especially 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 number 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
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addresses the needs of those surveyed. The City financially contributed 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. A PIT was completed
in January, 2019. However, at the time of this 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,
confirming estimates of homelessness in Cupertino, and exploring solutions for homeless students.
Addressing the emergency shelter and transitional housing needs of homeless persons
In FY 2019-20, 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 risk 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 2019-20 the City will allocate CDBG dollars to the following services and programs:
• WVCS – 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 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 AHF to the WVCS HTH program.
• WVCS – HTH Program - The goal of the HTH is to help currently 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
30
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.
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 2019-20 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 term 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.
• WVCS – 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-term stability and self-sufficiency for participants.
Along with the coordinated efforts 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.
31
AP-75 Barriers to affordable 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 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 low- and moderate-income
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/Community 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 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
32
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
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 period. 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 low- 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 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,
counseling, 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
33
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 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. In addition, the City is currently
working on an updated nexus study with an anticipated completion date of summer 2019.
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.
34
AP-85 Other 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 City supplements its CDBG funding with
other resources and funds, such as:
• The City’s BMR AHF fund receives its revenue from the payment of housing mitigation
fees from non-residential (office, retail, R&D, hotel and industrial) and residential
development. The Housing Mitigation fee program acknowledges housing needs created
by the development of non-residential and residential projects, and the fees collected are
deposited in the City’s BMR AHF and are to be used for the provision of affordable
housing.
• Each year the City allocates approximately $50,000 from the BMR AHF to provide
public service grants to public and human service agencies within the City limits.
• Each year the City allocates approximately $100,000 from the General Fund to provide
Human Service Grants to public and human service agencies within the City limits.
• HOME Program funds are available on an annual competitive basis through the State of
California HOME program, and the County HOME Consortium.
• The State of California’s Multifamily Housing Program has been a major source of
funding for affordable housing since 2002. This program provides low-interest loans to
developers of affordable rental housing.
• WVCS is a nonprofit organization that administers additional affordable housing
programs in the City, which include providing support services to homeless individuals
and managing a transitional housing facility.
• The Housing Trust Silicon Valley (HTSV) is a public/private venture, dedicated to
increasing affordable housing in the county. The Trust makes available funds for
developers to borrow for the construction of affordable units.
• The Mortgage Credit Certificate (MCC) Program provides assistance to first-time
homebuyers by allowing an eligible purchaser to take 20 percent 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, including the City.
• The Santa Clara County Affordable Housing 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,
35
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-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
funded 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 property manager unit.
Actions planned to reduce lead-based paint hazards
Lead-based paint awareness and abatement will be fully integrated by the City into its assisted
housing programs. Each tenant, landlord and property owner will 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 rehabilitation
project. Furthermore, adherence to Federal guidelines for reduction activities 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 poverty, the City will make it a priority to fund agencies that
provide direct assistance to the homeless 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.
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 public agencies providing job training, life skills training, lead
36
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.
• 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 Consortium 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
intergovernmental and private sector cooperation, the City will continue to participate with other
local jurisdictions and developers in sharing information and resources.
In addition to the actions listed above, the City will continue to partner with nonprofit agencies
to 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.
37
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
The following provides additional information about CDBG program income and program
requirements.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
1. The total amount of program income that will have been received before the start of
the next program year and that has not yet been reprogrammed 7,944
2. The amount of proceeds from section 108 loan guarantees that will be used during
the year to address the priority needs and specific objectives identified in the grantee's
strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
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
Total Program Income: 7,944
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low and moderate income. Overall Benefit - A
consecutive period of one, two or three years may be used to determine that a
minimum overall benefit of 70% of CDBG funds is used to benefit persons of
low and moderate income. Specify the years covered that include this Annual
Action Plan. 100.00%
Discussion
Please see discussion above.
38
Appendix A: Public Comments
City of Cupertino
Citizen Participation Comments
FY 2019-20 Annual Action Plan
TO BE DETERMINED
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Appendix B: Public Hearing Notice
INSERT COPY HERE
40
Appendix C: Application for Federal Assistance Form SF-424 and SF-424D
INSERT HERE WHEN AVAILABLE
41
Appendix D: Certifications
INSERT HERE WHEN AVAILABLE