HomeMy WebLinkAboutMINUTES - 05052015 - C.98RECOMMENDATION(S):
1. APPROVE the Family and Human Services Committee recommendations for the allocation of $602,201 in FY
2015/16 Community Development Block Grant (CDBG) funds in the Public Service category and $265,324 in
Emergency Solutions Grant (ESG) funds (Attachment A); and
2. APPROVE the Internal Operations Committee recommendations for the allocation of $305,636 in FY 2015/16
CDBG funds in the Economic Development category (Attachment B-1); and the allocation of $217,878 in FY
2015/16 CDBG funds in the Infrastructure/Public Facilities category (Attachment B-2); and
3. ADOPT and APPROVE the draft FY 2015-2020 Consolidated Plan (Attachment C); and
4. ADOPT and APPROVE the draft FY 2015/16 Action Plan (Attachment D); and
5. APPROVE the revised Citizen Participation Plan (Attachment E); and
6. APPROVE the designation of Gabriel Lemus, as the County's Certifying Officer for National Environmental
Policy Act (NEPA) environmental reviews under the purview of U.S. Department of Housing and Urban
Development (HUD) programs as of July 1, 2015; and
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 05/05/2015 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I
Supervisor
Candace Andersen, District II
Supervisor
Mary N. Piepho, District III
Supervisor
Karen Mitchoff, District IV
Supervisor
ABSENT:Federal D. Glover, District V
Supervisor
Contact: Gabriel Lemus, 674-7882
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: May 5, 2015
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 98
To:Board of Supervisors
From:John Kopchik, Director, Conservation & Development Department
Date:May 5, 2015
Contra
Costa
County
Subject:Allocation of FY 2015/16 CDBG and ESG Funds, and Approval of FY 2015-2020 Consolidated Plan and FY 2015/16
Action Plan
RECOMMENDATION(S): (CONT'D)
>
7. DETERMINE that the FY 2015-20 Consolidated Plan and the FY 2015/16 Action Plan are exempt from the
California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA guidelines; and
8. DIRECT the Department of Conservation and Development Director to file a Notice of Exemption for the FY
2015-20 Consolidated Plan and the FY 2015/16 Action Plan with the County Clerk; and
9. AUTHORIZE the Department of Conservation and Development Director, or designee, to execute the program
certifications and applications (HDSF-424's) for transmittal to HUD; and
10. AUTHORIZE the Department of Conservation and Development Director, or designee, to execute the
CDBG, HOME Investment Partnerships Act (HOME), and ESG program Agreements as approved in the FY
2015/16 Action Plan by the Board of Supervisors.
FISCAL IMPACT:
No General Fund impact. All funds are provided to the County on a formula basis through the U.S. Department of
Housing and Urban Development.
Catalog of Federal Domestic Assistance Numbers:
Community Development Block Grant (CDBG) Program - 14.218
HOME Investment Partnerships Act (HOME) Program - 14.239
Emergency Solutions Grant (ESG) Program - 14.231
Housing Opportunities for Persons with AIDS (HOPWA) Program - 14.241
BACKGROUND:
The Community Development Block Grant (CDBG) Program is in its forty-first year. The primary objective of
the CDBG program is the development of viable urban communities through the provision of decent housing, a
suitable living environment, and economic opportunity. CDBG funds are allocated annually to eligible
Entitlement Jurisdictions by the U.S. Department of Housing and Urban Development (HUD) on a formula basis.
The County’s Department of Conservation and Development administers CDBG funds on behalf of the Urban
County. The “Urban County” includes the unincorporated County and all cities except Antioch, Concord,
Pittsburg, Richmond, and Walnut Creek, who administer independent CDBG programs.
The purpose of the HOME Investment Partnerships Act (HOME) Program is to increase and maintain the supply
of affordable housing for lower income households. Funds are allocated to eligible Participating Jurisdictions
(PJs) and Consortia on a formula basis by HUD. The Contra Costa Consortium (Consortium) area consists of the
unincorporated County plus all cities except the City of Richmond. The City of Richmond is an independent
HOME PJ. As the Consortium representative, the County is responsible for administration and management of the
HOME program for the Consortium area.
The County receives Emergency Solutions Grant (ESG) funds on an entitlement basis for use in funding
renovation, major rehabilitation, or conversion of buildings for use as emergency shelters for the homeless;
provision of essential services for the homeless; emergency shelter operations and related services; and
homelessness prevention and rapid re-housing activities. The County administers ESG funds on behalf of the
Urban County.
The County also receives Housing for Persons with AIDS (HOPWA) funds, as a sub-grantee of the City of
Oakland, to provide localities with resources and incentives to devise long term strategies for meeting the housing
needs of persons with acquired immunodeficiency syndrome (AIDS) or related diseases and their families.
HOPWA funds may be used for a wide range of housing, social services, program planning, and development
costs. These include, but are not limited to, the acquisition, rehabilitation, or new construction of housing units;
costs for facility operations; rental assistance; and short-term payments to prevent homelessness. The County
administers HOPWA funds on behalf of the Consortium and the City of Richmond.
FY 2015-2020 Consolidated Plan
The Consortium must submit a strategic plan – the Consolidated Plan – every five years to HUD that identifies
local needs and how these needs will be addressed. The Consolidated Plan must also demonstrate how the
Consortium will meet national goals set by the U.S. Congress to develop viable communities by providing decent
housing, a suitable living environment, and economic opportunities, principally for persons of extremely-low,
very-low, and low incomes.
The preparation of the FY 2015-2020 Consolidated Plan began with holding four focus group meetings and one
service provider group meeting during the months of April, May, and June 2014. Individuals and representatives
of various public agencies, community organizations, and service providers throughout the County were invited to
attend these meetings. These focus group meetings covered various topics, including but not limited to:
• Persons with disabilities;
• Single parents/female-headed households;
• Homeless;
• Economic Development (Business assistance and job creation/retention);
• Seniors; and
• Youth and Families
The Consortium also solicited input from community organizations, public agencies, and the general public
through an on-line survey that was accessible beginning in the month of April through the end of July 2014.
CDBG staff has been able to compile and analyze the survey data to come to the following conclusions:
1. Services to low-income individuals and families were high in demand, with support to “Special Needs
Populations” (i.e. Victims of Domestic Violence, Persons with Disabilities, Seniors/Elderly) ranking the highest.
2. Services to the Homeless population or to those at Imminent Risk of Homelessness also ranked high for
continued support.
3. Affordable Housing activities are viewed as very much in need. Of the different eligible activities for affordable
housing, code enforcement in lower income areas, housing for “Special Needs Populations” (especially
seniors/elderly), preservation of existing affordable housing, rehabilitation assistance to existing housing, and
housing counseling rank the highest.
4. Job Training/Placement and Support to Small Businesses ranked the highest in regards to Economic
Development services.
5. General Infrastructure and Public Facilities Improvements are in demand, with improvements and/or
construction of streets and sidewalks, senior centers, youth/neighborhood centers, park and recreational centers,
and childcare centers ranking the highest.
The draft FY 2015-2020 Consolidated Plan proposes priorities for the use of CDBG, HOME, ESG, and HOPWA
funds in the following priority needs: Affordable Housing (AH-1 through AH-4), Homelessness (H-1 through
H-2), Non-Housing Community Development and Administration (CD-1 through CD-7).
FY 2015/16 Action Plan
In addition to the five-year Consolidated Plan, the County must submit an annual Action Plan that specifies what
actions and investments will be carried out in the coming year to implement the Consolidated Plan.
On November 4, 2014, the Board of Supervisors (Board) amended its funding guidelines, originally adopted in
1993 and revised in 2006, for use of CDBG funds as follows: Housing 45 percent; Public Services 17 percent;
Economic Development 10 percent; Infrastructure/Public Facilities 8 percent; and Program Administration 20
percent. Funding recommendations are made by the following Committees:
Family and Human Services Committee – CDBG Public Service and Emergency Solutions Grant categories
Finance Committee or Internal Operations Committee – Economic Development and Infrastructure/Public
Facilities categories
Affordable Housing Finance Committee – Housing category
Family and Human Services (FHS) Committee: The FHS Committee met on April 13, 2015 to consider staff
recommendations for FY 2015/16 Public Service (PS) and Emergency Solutions Grant (ESG) projects. The
meeting was noticed and project applicants were encouraged to attend and provide input into the allocation
process. Various agencies attended the meeting and most thanked the Committee and the Board of Supervisors
for their support. After discussion, the FHS Committee approved staff recommendations as shown in Attachment
A.
Internal Operations (IO) Committee: Typically the Finance Committee considers staff's funding
recommendations for Economic Development (ED) and Infrastructure/Public Facilities (IPF) projects; however,
the Finance Committee was unable to meet within the CDBG program's public participation time-frame.
Therefore, given this circumstance, the IO Committee met on April 13, 2015 to consider staff funding
recommendations for ED and IPF projects. The meeting was noticed and project applicants were encouraged to
attend and provide input into the allocation process. After discussion, the Internal Operations Committee approved
the recommendations as listed in Attachments B-1 and B-2.
Affordable Housing Finance Committee (AHFC): The AHFC is a Board-appointed advisory committee that
develops funding recommendations for the Board concerning the allocation of federal funds for affordable
housing development. The AHFC met on March 16 and March 30, 2015 to consider staff funding
recommendations for CDBG-housing and HOME projects. Members of the public, including project sponsors,
were invited to attend and provide input into the allocation process. Following discussion and comment on each
project, the AHFC developed recommendations for the allocation of CDBG and HOME funds for affordable
housing programs and projects (Attachment F). Because several applicants for CDBG/HOME funds needed to
submit their applications to the State for Affordable Housing and Sustainable Communities funds on April 20,
2015, the AHFC’s funding recommendations were approved by the Board on April 14, 2015. The Board’s
approved funding recommendations in the Affordable Housing category are included again in this Board Order
because they are part of the County’s complete Action Plan to be submitted to HUD.
Citizen Participation Plan
The Citizen Participation Plan (CPP) sets forth the County’s policies and procedures for citizen participation for
the use of funds from HUD funding programs that are allocated to the County and administered by the County's
Department of Conservation and Development (DCD), including the CDBG, HOME, HOPWA, and ESG
programs. The CPP provides an opportunity for the community to work in partnership with the County to identify
needs and to allocate these funds. The CPP is revised periodically to reflect changes in the program. Following is
a summary of the revisions in the attached CPP:
The program priorities are revised to reflect the priorities in the FY 2015-2020 Consolidated Plan
The DCD address/contact information is revised to reflect the most current address/contact information
Certifying Officer for National Environmental Policy Act Reviews
All CDBG, HOME, ESG, and HOPWA funded projects are subject to an environmental review under the
National Environmental Policy Act (NEPA). The County, as the Responsible Entity for any environment review
under the purview of NEPA for HUD funding programs allocated to the County, must designate a Certifying
Officer that formally approves all NEPA reviews and represents the County for HUD NEPA matters. Gabriel
Lemus has had 12 years experience with the County's federal programs and with completing and reviewing NEPA
Lemus has had 12 years experience with the County's federal programs and with completing and reviewing NEPA
environment reviews for DCD. He is considered DCD's NEPA expert. It is recommended that, beginning July 1,
2015, Gabriel Lemus become the County's Certifying Officer for NEPA environmental reviews under HUD
federal programs.
CONSEQUENCE OF NEGATIVE ACTION:
Because the County must submit its application for CDBG, HOME and ESG funding to HUD by May 15, 2015,
delay in approving the recommendations by the Committees, the Consolidated Plan, and the Action Plan may
result in the County not submitting its application on time and jeopardize the County receiving its FY 2015/16
CDBG, HOME, and ESG funds.
CHILDREN'S IMPACT STATEMENT:
Most of the projects and programs funded with CDBG, HOME, and ESG funds address at least one of the five
community outcomes established in the Children's Report Card.
ATTACHMENTS
Attachment A - FHS PS/ESG Recommendations
Attachment B-1 - IOC ED Recommendations
Attachment B-2 - IOC IPF Recommendations
Attachment C - Draft Consolidated Plan
Attachment D - Draft Action Plan
Attachment E - Revised Citizen Participation Plan
Attachment F - Approved Housing Recommendations
Family and Human Services Committee Recommendations: Public Services and Emergency Solutions Grant Projects
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
Family & Human
Services Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond Walnut Creek
15-01-PS Anka Behavioral
Health, Inc.HOPE Plus
Provide basic needs and
mental health and
addiction services for 480
homeless clients.
$15,831 $10,000 $10,000 $6,331 $12,831 $6,331 $12,831 $5,331 $53,655 $188,609 28%
15-02-PS Bay Area Legal Aid
(BayLegal)
Tenant Landlord
Housing Services
Collaborative
Provide landlord/tenant
counseling and legal
services for 550
landlords/tenants.
$63,000 $55,000 $55,000 $15,000 $15,000 $85,000 $194,466 44%
15-03-PS Bay Area Legal Aid
(BayLegal)
Fair Housing Services
Collaborative Project –
Investigate fair housing
complaints, educate
landlords/tenants,
serve 155 clients.
$27,000 $24,000 $25,000 $30,000 $55,000 $105,058 52%
15-04-PS
Community Housing
Development
Corporation of North
Richmond
Multicultural/ Senior
Family Center
Provide 400 persons
with educational,
recreational and
nutritional programs at
community center.
$55,210 $30,000 $55,000 $55,000 $142,193 39%
15-05-PS
Community Housing
Development
Corporation
Contra Costa County
Home Equity
Preservation Alliance
(HEPA)
Provide foreclosure
counseling, education
and legal assistance to
120 clients.
$30,000 $30,000 $25,000 $25,000 $130,536 19%
15-06-PS Community Violence
Solutions (CVS)
CIC Child sexual
assault intervention
Provide forensic
interview, case
management, advocacy
for 70 children and
caregivers.
$20,000 $15,000 $15,000 $8,500 $10,000 $11,500 $12,000 $5,000 $62,000 $448,000 14%
15-07-PS
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Provide 24-hour
shelter/wrap-around
services for 150
homeless adults.
$75,000 $62,056 $54,000 $15,000 $30,000 $10,000 $30,000 $8,000 $147,000 $2,067,741 7%
15-08-PS Contra Costa Crisis
Center
Crisis / 211 Contra
Costa
Provide telephone 24-
hour crisis intervention
and 211 referral
service for 8,200
clients.
$20,000 $18,000 $18,000 $10,000 $10,000 $10,000 $10,000 $58,000 $1,089,509 5%
Public Service Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG/ESG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
Family and Human Services Committee Recommendations: Public Services and Emergency Solutions Grant Projects
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
Family & Human
Services Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG/ESG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
15-09-PS Contra Costa Senior
Legal Services
Legal Services for
Older Americans
Provide legal
counseling services for
200 seniors.
$12,000 $10,000 $12,000 $10,000 $12,000 $10,000 $10,000 $6,500 $60,500 $467,500 13%
15-10-PS
Court Appointed
Special Advocates
(CASA)
Children At Risk
Provide advocacy,
mentoring, and
representation
services for 37 abused
and neglected
children.
$18,000 $18,000 $18,000 $10,000 $28,000 $638,165 4%
15-11-PS Food Bank of Contra
Costa and Solano
Collaborative Food
Distribution
Provide food
distribution services for
9,300 low-income
clients.
$31,500 $31,500 $31,500 $10,000 $15,000 $56,500 $3,641,234 2%
15-12-PS
James Morehouse
Project/YMCA of the
East Bay(fiscal
sponsor)
James Morehouse
Project at El Cerrito HS
(YMCA of the East Bay
fiscal sponsor)
Provide
comprehensive mental
health and support
services for 55
students.
$10,000 $9,000 $10,000 $10,000 $20,000 $239,400 8%
15-13-PS LITA OF CONTRA
COSTA
Love Is The Answer
Music Awakenings &
iPod Compassion
Project
Provide music therapy
for 394 senior/disabled
clients.
$22,000 $0 $10,000 $10,000 $72,200 14%
15-14-PS Lamorinda Spirit - City
of Lafayette
Lamorinda Spirit Van
Senior Transportation
Program
Provide free or low-
cost transportation to
150 seniors living in
Moraga, Orinda and
Lafayette.
$10,000 $0 $10,000 $10,000 $168,199 6%
15-15-PS Lions Center for the
Visually Impaired
Independent Living
Skills for Blind &
Visually Impaired
Adults
Provide in-home
independent living
skills and mobility
training for 42 visually
impaired persons.
$15,000 $10,000 $10,000 $10,000 $12,000 $10,000 $10,000 $52,000 $482,951 11%
15-16-PS Loaves and Fishes of
Contra Costa
Feeding the hungry in
Martinez
Provide hot buffet-style
meal weekdays to 500
low-income/homeless.
$15,000 $15,000 $15,000 $15,000 $13,810 $43,810 $947,263 5%
Family and Human Services Committee Recommendations: Public Services and Emergency Solutions Grant Projects
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
Family & Human
Services Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG/ESG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
15-18-PS
Meals On Wheels and
Senior Outreach
Services
Care Management
Provide long-term care
services case
management for 120
seniors.
$20,000 $10,000 $15,000 $15,000 $20,000 $7,500 $10,000 $67,500 $349,585 19%
15-19-PS
Meals On Wheels and
Senior Outreach
Services
Senior Nutrition - CC
Cafes
Provide hot, weekday
lunches to 303 seniors
at six senior centers.
$20,000 $10,000 $15,000 $20,000 $10,000 $45,000 $278,025 16%
15-20-PS Monument Crisis
Center
Nutrition/Community
Resources for Low
Income Seniors/ Adults
with Disabilities
Provide wrap-around
safety net services for
2,766 low-income
clients.
$50,000 $10,000 $15,000 $20,000 $50,000 $25,000 $20,000 $130,000 $2,014,620 6%
15-21-PS Mount Diablo Unified
School District
CARES After School
Enrichment Program
Provide after-school
programing for 580
elementary and middle
school students.
$10,000 $10,000 $10,000 $10,000 $3,497,797 '0.02%
15-22-PS New Horizons Career
Development Center
Education, Job
Training, Life Skills,
and Job Placement
Services
Provide job
training/placement,
GED prep, and life
skills for 300 clients.
$25,000 $25,000 $25,000 $25,000 $154,000 16%
15-23-PS Northern California
Family Center
Runaway Shelter
Services
Provide runaway
shelter and
mediation/placement
for 6 youth.
$20,000 $0 $0 $10,000 $10,000 $10,000 $30,000 $220,000 14%
15-24-PS Ombudsman Services
of Contra Costa
Ombudsman Services
of Contra Costa
Provide
abuse/compliance
investigation for 775
seniors living in
nursing facilities.
$10,000 $10,000 $10,000 $10,000 $10,600 $6,900 $10,000 $47,500 $292,665 16%
15-25-PS Opportunity Junction Bay Point Career
Development Services
Provide individual
vocational services for
40 low-income clients.
$20,000 $0 $20,000 $10,000 $20,000 $50,000 $174,745 29%
15-27-PS
Pacheco/Mtz Homeless
Outreach, Inc. dba
Central County Homeless
Outreach
Reaching Out to the
Homeless
Provide basic needs,
transportation, shelter
placement, and health
assessment for 200
homeless.
$23,340 $0 $12,626 $11,025 $23,340 $11,025 $23,340 $5,150 $86,506 $193,600 45%
Family and Human Services Committee Recommendations: Public Services and Emergency Solutions Grant Projects
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
Family & Human
Services Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG/ESG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
15-28-PS
Pleasant Hill
Recreation & Park
District
Senior Service
Network
Provide on-site care
management and
crisis intervention for
150 seniors.
$10,000 $10,000 $10,000 $10,000 $48,305 21%
15-29-PS
Rainbow Community
Center of Contra
Costa
Kind Hearts
Community Support
Program
Provide congregate meals,
food pantry, wellness calls,
home visits for 60 LGBT
seniors/ people with
HIV/AIDS.
$10,000 $10,000 $10,000 $6,500 $16,500 $71,786 23%
15-30-PS RYSE, Inc.RYSE Career Pathway
Program
Provide career development,
media arts education, paid
work exp, and academic
support for 115 low-income
youth.
$15,000 $15,000 $15,000 $25,000 $40,000 $249,451 16%
15-31-PS SHELTER, Inc.Homeless Prevention
and Rapid Rehousing
Provide homeless
prevention and rapid
rehousing for 270 low-
income clients.
$27,000 $26,675 $15,075 $10,000 $12,000 $11,000 $10,000 $5,000 $63,075 $792,660 8%
15-32-PS Village Community
Resource Center
Village Community
Resource Center
Program Support
Provide support for
afterschool program
for 115 students.
$13,000 $13,000 $13,000 $13,000 $272,756 5%
15-33-PS
West Contra Costa
Family Justice
Center/Tides Center
Family Justice Center
Provide one-stop center
services for 500 victims
of abuse and domestic
violence.
$30,000 $0 $15,000 $30,000 $40,000 $85,000 $852,904 10%
15-34-PS West County Adult
Day Care
West County Adult
Day/Alzheimer
Respite Center
Provide
comprehensive adult
day care services for
25 seniors with
Alzheimers.
$18,000 $15,000 $18,000 $22,000 $40,000 $230,500 17%
15-35-PS YWCA of Contra
Costa/Sacramento
YWCA Family
Empowerment
Program
Provide mental,
physical, social, and
emotional health skills
training for 125
families.
$12,000 $10,000 $10,000 $10,000 $24,000 42%
$772,881 $512,231 $602,201 $205,856 $287,771 $166,166 $227,071 $101,481 $1,761,226 $20,740,423 8%TOTALS
Family and Human Services Committee Recommendations: Public Services and Emergency Solutions Grant Projects
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
Family & Human
Services Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG/ESG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
15-01-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Emergency shelter beds
and wraparound services
for 150 homeless.
$105,000 $84,025 $105,000 $105,000 $2,067,741 5%
15-02-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Calli House Youth
Shelter
Emergency shelter
beds and support
services for 25
homeless youth.
$10,000 $10,000 $10,000 $10,000 $497,228 2%
15-03-ESG SHELTER, Inc.
Homeless Prevention
and Rapid Rehousing
Program
Homelessness
prevention and rapid
rehousing services to
50 Extremely Low
Income households in
the Urban County
$86,925 $75,000 $86,925 $86,925 $792,660 11%
15-04-ESG STAND! For Families
Free of Violence
Rollie Mullen
Emergency Shelter
Emergency shelter and
support services for 40
women and their
children.
$31,000 $31,000 $31,000 $31,000 $518,718 6%
15-05-ESG Trinity Center Trinity Center
Hygiene/food services
and day-use facility for
100 homeless clients.
$12,500 $10,000 $12,500 $12,500 $444,500 3%
$245,425 $210,025 $245,425 $245,425 $4,320,847 6%TOTALS
Internal Operations Committee Recommendations: Economic Development Projects ATTACHMENT B-1
Project Name
Amount
Requested
Amount
Received FY
2014/15
Internal Operations
Committee
Recommendation
FY 2015/16 &
FY 2016/17 Antioch Concord Pittsburg Richmond WC
15-01-ED Contra Costa Child
Care Council Road to Success
Microenterprise growth
and assistance for 100
FCCH child care
providers.
$70,000 $70,000 $56,000 $15,000 $25,000 $25,000 $10,000 $131,000 $289,651 45%
15-02-ED Open Opportunities,
Inc
Future Build Pre-
Apprenticeship
Training Program
Train and place 8 pre-
apprentices in solar,
energy, and
construction trade jobs.
$9,640 N/A $9,636 $19,280 $4,802 $19,280 $52,998 $349,596 15%
15-03-ED Opportunity Junction Job Training and
Placement Program
Provide 10 participants
with job training and
job placement in
Information Technology
jobs.
$100,000 $100,000 $85,000 $100,000 $21,000 $55,000 $261,000 $853,855 31%
15-04-ED
San Pablo Economic
Development
Corporation
SMaRT Program: Social
Media Resource Training for
Small Business & Workforce
Provide 24 participants
with social media
marketing technical
training.
$40,000 N/A $0 $0 $70,985 %
15-05-ED The Stride Center Tech Job Training/Job
Placement Program
Job training and
placement in
Information Technology
jobs for 10 participants.
$50,000 $45,000 $40,000 $40,000 $180,000 22%
15-06-ED
West Contra Costa
Business Development
Center, Inc
Strengthening
Neighborhood
Economies
Provide technical
assistance, training,
capital, and incubator
services for 60 existing
and prospective
microenterprises.
$96,500 $90,000 $65,000 $65,000 $254,000 26%
15-07-ED
Workforce
Development Board of
Contra Costa County
Small Business
Development Center
(SBDC)
Small business training
and technical
assistnace to 50
existing and
prospective
microenterprises.
$80,000 $61,571 $50,000 $15,000 $30,000 $22,500 $22,500 $30,000 $170,000 $400,000 43%
$446,140 $366,571 $305,636 $149,280 $80,802 $121,780 $22,500 $40,000 $860,502 $2,398,087 36%
Economic Development Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
TOTALS
CCC Project
No.OutcomeApplicant
Internal Operations Committee Recommendations: Infrastructure/Public Facilities Projects ATTACHMENT B-2
Project Name Amount Requested
Internal Operations
Committee
Recommendation
FY 2015/16
Internal Operations
Committee
Recommendation
FY 2016/17 Antioch Concord Pittsburg Richmond WC
15-01-IPF Ambrose Recreation &
Park District
Renovate Ambrose
Community Center public
restrooms
Renovate the public
restrooms that serve the
auditorium and
multipurpose room.
$50,000 $50,000 n/a $50,000 $73,985 68%
15-02-IPF Anka Behavioral Health,
Inc.
Homeless Multi Service
Centers & Mental Health
Services Act (MHSA)
Homes
Install wheelchair lift at
the Homeless Multi-
Service Center in
Concord.
$9,000 $9,000 n/a $35,400 $7,000 $14,700 $100,000 $4,000 $170,100 $320,500 53%
15-03-IPF Bethel Island Municipal
Improvement District
Bethel Island Municipal
Improvement District
(BIMID) Emergency
Response Trailer
Purchase emergency
response trailer for levee
and other emergencies
on the Island.
$13,600 $0 $13,600 $13,600 $17,000 80%
15-04-IPF Martinez Early Childhood
Center, Inc.
Air Conditioning
Installation
Install more efficient air
conditioning system in the
main building of the
Martinez Early Childhood
Center.
$38,878 $38,878 n/a $38,878 $43,198 90%
15-05-IPF Martinez Early Childhood
Center, Inc.
Roof Replacement/Main
building
Replace the roof of the
main building of the
Martinez Early Childhood
Center
$28,350 $0 $28,350 $28,350 $31,500 90%
15-06-IPF Martinez Early Childhood
Center, Inc.Main Kitchen Renovation
Replace kitchen floor,
cabinets, counters, and
install industrial
dishwasher of the
Martinez Early Childhood
Center
$30,825 $30,000 n/a $30,000 $34,250 88%
Infrastructure/Public Facilities Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
Contra Costa County
Internal Operations Committee Recommendations: Infrastructure/Public Facilities Projects ATTACHMENT B-2
Project Name Amount Requested
Internal Operations
Committee
Recommendation
FY 2015/16
Internal Operations
Committee
Recommendation
FY 2016/17 Antioch Concord Pittsburg Richmond WC
Infrastructure/Public Facilities Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
Contra Costa County
15-07-IPF Trinity Center Walnut
Creek
Trinity Center Bathroom
Renovation
Rehabilitate two
bathrooms, including
making them ADA
compliant, of Trinity's
Homeless Day Center
that serves 50-60
homeless clients daily.
$60,000 $40,000 n/a $80,000 $120,000 $150,000 80%
15-08-IPF Ujima Family Recovery
Services
Ujima West
Infrastructure/Public
Facilities Acquisition
Acquisition of site that
houses its West
Outpatient Treatment
Services.
$52,000 $0 $21,875 $131,250 $183,250 $700,000 26%
15-09-IPF
West Contra Costa
Family Justice
Center/Tides Center
Facilities Improvement at
Family Justice Center
Renovate outdoor space
(Peace Plaza), and
replace roof.
$50,000 $50,000 n/a $100,000 $150,000 $168,000 89%
$332,653 $217,878 $63,825 $35,400 $7,000 $14,700 $331,250 $84,000 $805,003 $1,538,433 52%TOTALS
2015-2020
Consolidated Plan
Contra Costa County Consortium
May 5, 2015
City of Antioch, City of Concord, City of Pittsburg, City of Walnut Creek, Contra Costa County
Executive Summary
ES-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
Established in 1850, the County of Contra Costa is one of nine counties in the San Francisco Bay Area.
The County covers 733 square miles and extends from the northeastern shore of San Francisco Bay
easterly to San Joaquin County. The County is bordered on the south and west by Alameda County and
on the north by Suisun and San Pablo Bays. The western and northern communities are highly
industrialized, while the inland areas contain a variety of urban, suburban/residential, commercial, light
industrial and agricultural uses.
Contra Costa County is comprised of large unincorporated areas and the cities and towns of Antioch,
Brentwood, Clayton, Concord, Danville, El Cerrito, Hercules, Lafayette, Martinez, Moraga, Oakley,
Orinda, Pinole, Pittsburg, Pleasant Hill, Richmond, San Pablo, San Ramon, and Walnut Creek. The
unincorporated areas include the following communities: Acalanes Ridge, Alamo, Alhambra Valley,
Bayview, Bay Point, Bethel Island, Blackhawk, Briones, Byron, Canyon, Castle Hill, Clyde, Contra Costa
Centre, Crockett, Diablo, Discovery Bay, East Richmond Heights, El Sobrante, Kensington, Knightsen,
Montalvin Manor, Mountain View, Norris Canyon, North Gate, North Richmond, Pacheco, Port Costa,
Rodeo, Rollingwood, San Miguel, Saranap, Tara Hills, and Vine Hill.
The Consolidated Plan fulfills the requirement that recipients of certain funds administered by the
federal Department of Housing and Urban Development (HUD) create a plan describing how these funds
will be expended over a five-year period. These funds are Community Development Block Grant (CDBG),
Home Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), and Housing for
Persons With AIDS (HOPWA). This Consolidated Plan is for the period of July 1, 2015, to June 30, 2020.
The cities of Antioch, Concord, Pittsburg and Walnut Creek, along with the County of Contra Costa have
formed the Contra Costa HOME Consortium to cooperatively plan for the housing and community
development needs of the County. The County administers HOME funds on behalf of all the Consortia
cities and the Urban County. The Urban County includes all the unincorporated areas of the County and
the communities of Brentwood, Clayton, Danville, El Cerrito, Hercules, Lafayette, Martinez, Moraga,
Oakley, Orinda, Pinole, Pleasant Hill, San Pablo, and San Ramon. The County administers Urban County
CDBG funds, Consortium HOME funds, County ESG funds, and a share of the Alameda/Contra Costa
allocation of HOPWA funds as a sub-grantee to the City of Oakland. The cities of Antioch, Concord,
Pittsburg, and Walnut Creek receive and administer their own allocation of CDBG funds. This
Consolidated Plan was created by the Consortium to assess the needs of all Consortium member
communities and to guide the use of funds within each individual member community.
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2. Summary of the objectives and outcomes identified in the Plan
Below is a brief summary of the overall objectives identified within the Consolidated Plan. For a more
detailed discussion of the priority needs, objectives and strategies, see the Strategic Plan section (page
95).
Priority Need: Affordable Housing
Objectives/Strategies for Affordable Housing:
AH-1: Expand housing opportunities for extremely low-income, very low-income, low-income, and
moderate-income households through an increase in the supply of decent, safe, and affordable rental
housing via new housing construction or rehabilitation.
AH-2: Increase homeownership opportunities: Increase homeownership opportunities via the
construction, acquisition, and/or rehabilitation of housing units for homeownership; and or direct
financial assistance provided to low- to moderate-income homebuyers.
AH-3: Maintain and preserve the existing affordable housing stock, including the stock of "Special
Needs" housing.
AH-4: Increase the supply of appropriate and supportive housing for special needs populations, which
may include short term tenant-based rental assistance.
Priority Need: Reduce/Alleviate Homelessness
Objectives/Strategies for Homelessness:
H-1: Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts,
emergency shelter, transitional housing, and permanent housing with supportive services to help
homeless persons achieve housing stability.
H-2: Expand existing prevention services including emergency rental assistance, case management,
housing search assistance, legal assistance, landlord mediation, money management and credit
counseling.
In addition to these objectives, the affordable housing and non-housing community development
objectives of the Consolidated Plan also address the needs of the homeless and the problem of
homelessness.
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Priority Need: Non-Housing Community Development
Objectives/Strategies for Public Services:
CD-1 General Public Services: Ensure that opportunities and services are provided to improve the quality
of life and independence for low-income persons (below 80 percent of Area Median Income), and
ensure access to programs that promote prevention and early intervention related to a variety of social
concerns such as substance abuse, hunger, and other issues.
CD-2 Non-Homeless Special Needs Population: Ensure that opportunities and services are provided to
improve the quality of life and independence for persons with special needs, such as elderly/frail elderly,
persons with disabilities, battered spouses, abused children, persons with HIV/AIDS, illiterate adults, and
migrant farmworkers.
CD-3 Youth: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for
productive adulthood.
CD-4 Fair Housing: Promote fair housing activities and affirmatively further fair housing.
Objectives/Strategies for Economic Development:
CD-5 Economic Development: Reduce the number of persons with incomes below the poverty level
(annual income below $31,743), expand economic opportunities for extremely low-, very low- and low-
income residents, and increase the viability of neighborhood commercial areas.
Objectives/Strategies for Infrastructure/Public Facilities:
CD-6 Infrastructure and Accessibility: Maintain quality public facilities and adequate infrastructure, and
ensure access for the mobility-impaired by addressing physical access barriers to public facilities.
Administration Priority Need
Priority Need: Administration
Objectives/Strategies for Administration:
CD-7 Administration: Support development of viable urban communities through extending and
strengthening partnerships among all levels of government and the private sector, and administer
federal grant programs in a fiscally prudent manner.
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3. Evaluation of past performance
The Contra Costa HOME Consortium has made significant progress in meeting the goals and objectives
contained in its 2010-15 Five-Year Consolidated Plan. To date, CDBG-funded public service projects
have provided a wide range of social services and housing to nearly 25,000 Urban County residents and
households, including homeless, individuals with mental and physical disabilities, seniors, victims of
domestic violence, and other special needs populations. To date, economic development programs have
offered training and placement services and/or microenterprise assistance to 985 low-income persons
or businesses in the County. The County has, to date, completed 19 Infrastructure/Public Facilities
projects that provide a variety of infrastructure and accessibility improvements benefitting primarily
low-income areas or residents of the County.
The County has continued to focus on outcome-based performance measurements as a means to
ensure that needed services are delivered and that the results can be easily quantified. The County is
currently completing its last year of the 2010-2015 Consolidated Plan period and has exceeded or is on
pace to meet nearly every Consolidated Plan goal and objective. Goals were not met in providing
permanent housing to homeless individuals and families, frail elderly, persons with severe mental
illness, or physical disabilities.
4. Summary of citizen participation process and consultation process
Public Meetings
The Consortium held five public meetings in the Spring of 2014 to solicit input for the 2015-2020
Consolidated Plan. Those attending were asked to comment on the level of housing and community
development needs in the County and the relative priority of those needs. All public meetings were
advertised in the Contra Costa Times.
• April 30, 2014 (evening) – San Pablo, San Pablo Economic Development Corporation
• May 15, 2014 (evening) - Antioch, City Council Chambers
• May 29, 2014 (evening) – Walnut Creek, Assembly Hall
• June 5, 2014 (evening) – Brentwood, Brentwood Community Center
The Consortium also held a meeting with the County’s housing and social services providers at its annual
CDBG and HOME subrecipient meeting on June 12, 2014.
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Online Survey
Recognizing that not all can attend public meetings and that the scope of a one-hour meeting is limited,
the Consortium provided an online survey, available through each Consortium member's website. The
survey was mentioned in all meeting advertisements and at all public meetings.
Consultations
The Consortium consulted with a variety of service providers and stakeholders. These involved both the
public sector and private non-profit sector. These consultations asked those who provide housing and
social services to the residents of Contra Costa County to describe the level of needs in the community,
the relative priority of those needs and what they believe can be done to better meet the needs of the
County’s residents.
Public Review
A draft of the Consolidated Plan was made available for public review and comment from March 20,
2015, to May 4, 2015.
5. Summary of public comments
TBD
6. Summary of comments or views not accepted and the reasons for not accepting them
TBD
7. Summary
TBD
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The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Table 1- Responsible Agencies
Agency Role Name Department/Agency
CDBG Administrator CONTRA COSTA COUNTY Department of Conservation and
Development
HOME Administrator CONTRA COSTA COUNTY Department of Conservation and
Development
ESG Administrator CONTRA COSTA COUNTY Department of Conservation and
Development
Narrative
The Contra Costa HOME Consortium consists of the Contra Costa Urban County and four CDBG
entitlement jurisdictions: Antioch, Concord, Pittsburg, and Walnut Creek. The City of Richmond operates
its own HOME and CDBG programs.
The CDBG Urban County consists of the unincorporated County and the 14 smaller cities.
The ESG area is the same as the CDBG Urban County area.
The County is also a sub-grantee to the City of Oakland (Alameda County) for the Housing Opportunities
for Persons with HIV/AIDs (HOPWA) program. The HOPWA area is the entire County.
Consolidated Plan Public Contact Information
Robert Calkins, CDBG Program Manager (925) 674-7877
Kara Douglas, Affordable Housing Programs Manager (925) 674-7880
Gabriel Lemus, CDBG Program Planner (925) 674-7882
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
Consultation with public and private agencies was conducted on an individual and group basis. The
County notified over 600 individuals representing a variety of public and private agencies, including non-
profit agencies, to provide input on the needs of the neighborhoods and/or residents their agencies
represent or provide services to. The County invited these individuals to attend any of the four
advertised "Community Needs" meetings and workshops that were held on the following dates and
locations:
• April 30, 2014 (evening) - San Pablo, San Pablo Economic Development Corporation
• May 15, 2014 (evening) - Antioch, City Council Chambers
• May 29, 2014 (evening) - Walnut Creek, Assembly Hall
• June 5, 2014 (evening) - Brentwood, Brentwood Community Center
In addition, many of the agencies provided input at the County Consortia's Subrecipient Meeting held on
June 12, 2014.
Some agencies were consulted on an individual basis due to their role in providing services to specific
populations including, but not limited to: the homeless population, non-homeless special needs
population (i.e. elderly/frail elderly, victims of domestic violence, etc.), and public housing residents.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
Contra Costa County works closely with public and private affordable housing providers as well the
County's public health department. The HOME and CDBG staff have frequent conversations with the
County Housing Authority staff and work to coordinate the allocation of project-based Section 8
vouchers to HOME and CDBG-funded developments. This increases the number of households with
extremely-low incomes who can be served.
The County Department of Conservation and Development (DCD) coordinates the allocation of
Emergency Solutions Grant funds with the County's Homeless Program office and the Continuum of Care
(CoC) Board. CDBG funds are frequently used to assist in the development of housing for persons with
special needs including those living with physical and mental health issues. DCD staff consults the
appropriate staff in the Health Services Department (HSD) to confirm the developments will have access
to adequate funding for operations.
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DCD entered into a Memorandum of Understanding with HSD Mental Health Division to administer the
Mental Health Services Act housing capital funds. DCD continues to have periodic conversations with the
Mental Health staff to coordinate funding for permanent supportive housing for persons with mental
illnesses.
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
DCD staff consults with the Contra Costa Interagency Council on Homeless (CCICH), a working group
which is the result of a merger of the Homeless Interdepartmental Interjurisdictional Working Group
and the CoC Board, as well as non-profit community and advocacy groups, the interfaith community,
business organizations and other relevant community groups to implement key strategies identified in
the five-year CoC Plan and the County's Ten Year Plan to End 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 and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The County works closely with the local CoC in the allocation of ESG funds, in developing performance
standards, evaluating outcomes, and in the administration of HMIS. County staff consult with CCICH and
the CCICH Executive Board, which provides advice and input on the operations of homeless services,
program operation and program development efforts in Contra Costa County. The Executive Board has
developed a strategic plan that serves as an update to the Ten-Year Plan to End Homelessness. In
addition, various staff members from multiple HOME Consortium jurisdictions have served or currently
serve on the CCICH Executive Board and are closely involved in homeless services Countywide.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization CONTRA COSTA COUNTY HEALTH SERVICES
Agency/Group/Organization Type Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Other government - County
Grantee Department
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
HOPWA Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Contra Costa County Health Services
Department was consulted to provide information
on various special needs populations, including
Homeless populations, and services provided to
those populations.
2 Agency/Group/Organization RAINBOW COMMUNITY CENTER OF CONTRA COSTA
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with HIV/AIDS
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Rainbow Community Center was consulted to
provide information regarding seniors and those
living with HIV/AIDS residing in the County and the
services provided to those populations.
3 Agency/Group/Organization CONTRA COSTA HOUSING AUTHORITY
Agency/Group/Organization Type Housing
PHA
Other government - County
Other government - Local
Regional organization
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What section of the Plan was addressed by
Consultation?
Public Housing Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
DCD staff consults with the HACCC at least quarterly.
The two agencies coordinate on the Consolidated
Plan, Annual Action Plan, HA Five-year plan, and HA
Annual Plan. In addition, staff coordinates
allocations of HOME, CDBG and project-based
Section 8 certificates whenever possible.
4 Agency/Group/Organization SHELTER INC. OF CONTRA COSTA COUNTY
Agency/Group/Organization Type Services - Housing
Services-homeless
Regional organization
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Shelter, Inc. was consulted to provide information
regarding homelessness and those at risk of
becoming homeless in Contra Costa County and the
services provided to that population.
5 Agency/Group/Organization CONTRA COSTA SENIOR LEGAL SERVICES
Agency/Group/Organization Type Services-Elderly Persons
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Contra Costa Senior Legal Services was consulted to
provide information regarding elderly/frail elderly
residing in the County and the services provided to
that population.
6 Agency/Group/Organization WORKFORCE DEVELOPMENT BOARD - SMALL
BUSINESS DEV. CENTER
Agency/Group/Organization Type Services-Employment
Other government - County
Other government - Local
Regional organization
Grantee Department
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What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Workforce Development Board was consulted
to provide information on the County's economic
market and overall workforce.
7 Agency/Group/Organization STAND! AGAINST DOMESTIC VIOLENCE
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Victims of Domestic Violence
Services - Victims
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
STAND! was consulted to provide information
regarding victims of domestic violence in Contra
Costa County and the services provided to this
population.
8 Agency/Group/Organization Contra Costa Continuum of Care
Agency/Group/Organization Type Services-homeless
Other government - County
Other government - Local
Regional organization
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Contra Costa County Continuum of Care was
consulted to provide information on homelessness
and the County's overall homeless population, and
services provided to that population.
Identify any Agency Types not consulted and provide rationale for not consulting
No agency types were intentionally excluded.
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Organizations were consulted on an individual and group basis, as well as part of public meetings. The
consortium distributed a survey through workshops, public service agencies, and the County website. An
effort was made to reach as many individuals and organizations as possible.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Table 3 – Other local / regional / federal planning efforts
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals
of each plan?
Continuum of
Care
Coalition of
Homeless Services
Providers
Through the outreach process, the Urban County has identified
homelessness and homelessness prevention services as a
priority for the CDBG and ESG programs. These services will
complement the Continuum of Care Strategy.
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
DCD staff reached out to all of the cities in the County, including the four other HOME Consortium
members, and many departments of the County such as Health Services (e.g. Behavioral Health
(Homeless Programs, Mental Health, and Alcohol and Other Drugs), Employment and Human Services
Department, Public Works, and the County Administrator’s Office.
DCD staff also consulted with the Cities of Richmond and Oakland, and Alameda County.
Narrative
DCD staff consultations with other County departments and local agencies enhances DCD staff's
understanding of critical issues facing low income residents in Contra Costa, especially understanding
the needs of extremely-low income and homeless individuals and families. This specialized knowledge
compliments the feedback provided through public participation.
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PR-15 Citizen 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
Citizen Participation Outreach
Table 4 – 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 Newspaper Ad Non-
targeted/broad
community
The Consortium
posted a newspaper
notice announcing
four public
workshops
N/A N/A
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Internet Outreach Non-
targeted/broad
community
The Consortium
released a
"Community Needs"
survey to a variety of
public and private
agencies, non-profit
agencies, and private
citizens who are on
the Consortium's
Interested Parties list.
There are over 600
individuals on the
Consortium's
Interested Parties list.
The Consortium
received over 500
surveys ranking
various community
needs throughout
the County.
Comments and
results from the
survey are included
in Appendix A.
There were many
comments received
that were not
applicable to
Consolidated Plan.
Comments from the
survey are included in
Appendix A.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Public Meeting Non-
targeted/broad
community
On the evening of
April 30, 2014,
County staff
scheduled a Public
Meeting for west
Contra Costa County
in the City of San
Pablo to provide
information on the
Consolidated Plan to
the general public
and to receive
community input.
Unfortunately, no
one from the public
attended the
meeting.
No comments were
received at this
meeting.
N/A
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Public Meeting Non-
targeted/broad
community
On the evening of
May 15, 2014,
Consortia staff held a
Public Meeting for
east Contra Costa
County in the City of
Antioch to provide
information on the
Consolidated Plan to
the general public
and to receive
community input. All
input was collected
via completed hard
copies of the
community needs
survey. Six persons
attended the
meeting.
All input was
collected via
completed hard
copies of the
community needs
survey. See
Appendix A for all
comments
collected from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 Public Meeting Non-
targeted/broad
community
On the evening of
May 29, 2014,
Consortia member
staff held a Public
Meeting for central
Contra Costa County
in the City of Walnut
Creek to provide
information on the
Consolidated Plan to
the general public
and to receive
community input. All
input was collected
via completed hard
copies of the
community needs
survey. Ten persons
attended the
meeting.
All input was
collected via
completed hard
copies of the
community needs
survey. See
Appendix A for all
comments
collected from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
6 Public Meeting Minorities
Municipal Advisory
Committee
Meetings
County staff
presented on the
purpose of the
Consolidated Plan to
the Bay Point
Municipal Advisory
Committee (MAC)
and also to the Rodeo
MAC. Staff informed
the MACs and the
public in attendance
about providing staff
input via the online
survey and left hard
copies of the survey
for those in
attendance to
complete and
distribute to their
neighbors.
There were a
couple of questions
in regards to how
CDBG funds can be
used; but no
specific comments
on the
Consolidated Plan.
There were
comments received
within the surveys
that were
completed. See
Appendix A for
comments received
from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
7 Newspaper Ad Non-
targeted/broad
community
Joint notice of Draft
Consolidated Plan
posted in the Contra
Costa Times on
March 20, 2015
A commenter
noted that Antioch
has affordable
housing and that
more affluent
communities in the
central portion of
the County should
have a greater
responsibility to
develop affordable
housing.
8 Public Services
Agencies
Non-
targeted/broad
community
Hard copies of
Community Needs
survey distributed at
offices of various
public service
agencies throughout
the County to
distribute to the
residents they serve.
There were
comments received
within the surveys
that were
completed. See
Appendix A for
comments received
from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
9 Public Hearing Non-
targeted/broad
community
Board of Supervisors
Hearing to adopt
2015-2020
Consolidated Plan
was held on May 5,
2015.
TBD or none TBD or none
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
10 Public Meeting Non-
targeted/broad
community
On the evening of
June 5, 2014,
Consortia member
staff held a Public
Meeting for far east
Contra Costa County
in the City of
Brentwood to
provide information
on the Consolidated
Plan to the general
public and to receive
community input. All
input was collected
via completed hard
copies of the
community needs
survey.
Unfortunately only
one person attended
the meeting.
The input from the
person who
attended was
collected via a
completed hard
copy of the
community needs
survey. See
Appendix A for all
comments
collected from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan
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OMB Control No: 2506-0117
(exp. 07/31/2015)
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)
11 Public Meeting Non-
targeted/broad
community
The Consortium held
a meeting with the
County’s housing and
social services
providers at its
annual CDBG and
HOME subrecipient
meeting on June 12,
2014. Over 100
persons attended the
meeting.
Input from persons
who attended was
collected via
completed hard
copies of the
community needs
survey. See
Appendix A for all
comments
collected from the
completed surveys.
There were various
comments not
accepted from
completed surveys that
were not applicable to
the Consolidated Plan.
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The "Community Needs" section of the Consolidated Plan provides a community profile that describes
the housing and population characteristics of the County's HOME Consortia area. This section serves as
the basis for determining the housing and community development needs in Contra Costa County.
Housing needs were determined through an analysis of housing problems by income level, tenure, and
households with special needs. The Consolidated Plan uses the Comprehensive Housing Affordability
Strategy (CHAS) data developed by the Census Bureau for HUD. CHAS data is based on the 2007-2011
American Community Survey (ACS) Census and analyzes households with one or more housing problems
(those experiencing overcrowding, lacking adequate kitchen or plumbing facilities), and those
experiencing cost burden (paying more than 30 percent of household income for housing costs) and
extreme cost burden (spending over 50 percent of household income for housing costs). The number
and types of households disproportionately needing assistance includes those in the racial and ethnic
groups of American Indian/Alaskan Native, Black/African American, Pacific Islander, and Hispanic.
Households in all income categories for both homeowners and renters have at least one of the housing
problems listed above. There are 48,000 low income households, or 14 percent of all households, who
are severely overpaying for their housing. Of all households with incomes below the median
income, 99,575, or 70 percent, have at least one of the four housing problems.
In addition to the tables below describing housing needs and problems in the HOME Consortia area,
please see Table 8 in Appendix B for a summary of the prevalence of cost burden by locality in the
County.
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NA-10 Housing Needs Assessment - 24 CFR 91.405, 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
High housing costs reduce economic opportunities, limit access to jobs and services, and restrict the
ability of lower-income households, including the elderly and persons with disabilities, to live in the
communities and neighborhoods of their choice. The gap between what lower income households can
afford, and the median price of homes or rents (an affordability gap) results in households paying more
than 30 percent of their income for housing, and in overcrowding.
Of 335,053 households in the HOME Consortia area, there are 142,353 households or 42 percent of all
households that are at 100 percent of Area Median Income (AMI) or below. Of these households, nearly
70 percent experience at least one or more housing problems as defined by HUD, with most housing
issues experienced disproportionately by renters. Renters make up 35 percent of total households and
50 percent of those experiencing one or more housing problems.
The area of greatest need is among renters in the extremely low-income category: 18,455 households,
or 50 percent, experience substandard housing, overcrowding, or cost burden. Of those, 73 percent
suffer from a cost burden of greater than 50 percent of income.
Cost burden is a significant issue for homeowners earning less than 100 percent of AMI. Of those with a
housing problem, 93 percent are cost burdened; 36.5 percent are paying more than 50 percent of their
incomes in housing costs and 56.5 percent are paying more than 30 percent.
Households with at least one person over age 75 make up the largest proportion of extremely-low
(18.7%), and low income (18%) households. Households with at least one child under the age of six have
the next highest proportion of extremely-low (14.4%) and low income (14%) households.
Note: The acronym of HAMFI used in a table below stands for HUD Area Median Family Income. This is
the median family income calculated by HUD for each jurisdiction, in order to determine Fair Market
Rents (FMRs) and income limits for HUD programs.
Table 5 - Housing Needs Assessment Demographics
Demographics Base Year: 2000 Most Recent Year: 2011 % Change
Population 849,600 934,656 10%
Households 318,533 335,041 5%
Median Income $0.00 $0.00
Alternate Data Source Name:
2000 Census, 2007 - 2011 ACS (from CPD Maps)
Data Source Comments:
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Number of Households Table
Table 6 - Total Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households * 36,760 32,108 43,355 30,130 192,700
Small Family Households * 11,989 11,297 17,059 12,918 107,090
Large Family Households * 3,142 3,968 5,200 3,058 18,593
Household contains at least one
person 62-74 years of age 6,832 6,411 8,581 5,711 36,348
Household contains at least one
person age 75 or older 7,145 6,877 6,477 4,200 13,413
Households with one or more
children 6 years old or younger * 6,759 6,600 8,062 4,833 20,726
* the highest income category for these family types is >80% HAMFI
Data Source: 2007-2011 CHAS
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Table 7 – Housing Problems Table
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen facilities 545 294 300 290 1,429 134 146 100 135 515
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 430 385 405 60 1,280 125 135 314 95 669
Overcrowded -
With 1.01-1.5
people per
room (and none
of the above
problems) 1,725 1,551 1,120 525 4,921 277 419 847 598 2,141
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems)
13,48
5 6,933 2,355 280
23,05
3 8,985 6,946 9,485 4,614
30,03
0
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 2,270 5,307 8,577 3,594
19,74
8 1,515 2,997 5,025 6,252
15,78
9
Zero/negative
Income (and
none of the
above
problems) 1,550 0 0 0 1,550 1,165 0 0 0 1,165
Data
Source:
2007-2011 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
or complete plumbing, severe overcrowding, severe cost burden)
Table 8 – Housing Problems 2
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems 16,185 9,173 4,180 1,155 30,693 9,525 7,657 10,729 5,429 33,340
Having none
of four
housing
problems 5,063 7,198 13,907 9,034 35,202 3,257 8,050 14,510 14,490 40,307
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Household has
negative
income, but
none of the
other housing
problems 1,550 0 0 0 1,550 1,165 0 0 0 1,165
Data
Source:
2007-2011 CHAS
3. Cost Burden > 30%
Table 9 – Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 7,225 6,244 4,898 18,367 2,879 3,389 6,454 12,722
Large Related 2,190 1,965 989 5,144 795 1,478 2,694 4,967
Elderly 4,257 2,433 1,697 8,387 5,277 4,462 3,903 13,642
Other 4,492 3,610 3,784 11,886 1,994 1,094 2,263 5,351
Total need by
income
18,164 14,252 11,368 43,784 10,945 10,423 15,314 36,682
Data
Source:
2007-2011 CHAS
4. Cost Burden > 50%
Table 10 – Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 6,200 3,223 969 10,392 2,729 2,742 4,404 9,875
Large Related 1,890 861 155 2,906 682 1,099 1,555 3,336
Elderly 3,410 1,394 603 5,407 4,024 2,653 2,176 8,853
Other 4,008 2,095 705 6,808 1,915 770 1,739 4,424
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Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Total need by
income
15,508 7,573 2,432 25,513 9,350 7,264 9,874 26,488
Data
Source:
2007-2011 CHAS
5. Crowding (More than one person per room)
Table 11 – Crowding Information - 1/2
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 1,900 1,532 1,314 485 5,231 273 474 722 392 1,861
Multiple,
unrelated family
households 230 393 175 60 858 129 98 432 308 967
Other, non-family
households 40 50 30 55 175 0 0 0 0 0
Total need by
income
2,170 1,975 1,519 600 6,264 402 572 1,154 700 2,828
Data
Source:
2007-2011 CHAS
Table 12 – Crowding Information – 2/2
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present 5,778 14,001 45,988 65,767 0 5,759 18,090 23,849
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Data Source
Comments:
Describe the number and type of single person households in need of housing assistance.
There are 77,851 single-person households in the Contra Costa HOME Consortium. There are 38,112
households with at least one member 75 years or older. Of these households, 54 percent are low-
income, and 78 percent are homeowners. Because many elderly live alone, it is probable that many one-
person households are elderly. In addition, most of the elderly homeowners live in older homes with
deferred maintenance and in need of rehabilitation. See Table 1 in Appendix B for more information on
percentages of single-person households (including percentages of single-person households that are
headed by a senior) within the County, including individual cities within the County.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
There are 92,148 individuals in the County with a disability. Approximately 38 percent of those living
with a disability have an independent living difficulty. Nearly 53 percent of persons with disabilities have
an ambulatory difficulty. These individuals are disproportionately low-income and do not have the
resources to modify their homes or apartments to improve accessibility.
What are the most common housing problems?
According to Table 6 above, the most common housing problem is a cost burden of greater than 50
percent of household income. Cost burden is an issue for both renters and homeowners across income
groups. A Cost burden of over 30 percent is the second most common problem. Less common housing
problems include zero/negative income, severe overcrowding, and substandard housing.
Are any populations/household types more affected than others by these problems?
The data indicate that small related families, both renters and homeowners, experience cost burden
problems at both the 30 percent and 50 percent of income level to a significantly greater degree than
other income groups. The next groups most impacted are elderly homeowners and “other” renters.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
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Shelter, Inc. of Contra Costa County, a non-profit organization providing services to households who are
at risk of becoming homeless provided general information of the at-risk population based on their
statistics for fiscal year 2013-14. Of all the “at risk” households served by Shelter, Inc., 69 percent of the
households were families with children under the age of 18, and 74 percent of all the households served
were racial/ethnic minorities. Nearly 60 percent of all the households served were extremely low-
income. Single-parent households made up 45 percent of the total at-risk population, two-parent
households made up 25 percent, single adults made up 21 percent, and couples with no children made
up 9 percent. See Table 7 in Appendix B for a breakdown of the County’s single-parent households by
locality and the percentage living in poverty.
Economic issues like the loss of a job or lower income were the top reasons households sought
assistance with their rent payments. Reasons for requesting help in 2013-14 were as follows:
27% Income not enough to pay for housing and need to move
21% Lost job or reduced hours at work
12% Illness, injury or death in the family
7% Asked to move by landlord or family
7% Loss of public benefits
4% Foreclosure (3% on tenant’s rented unit, 1% on homeowner’s unit)
4% Delay in receiving income (e.g. unemployment benefits)
3% Divorce
2% Domestic violence
2% Car Repairs
11% other reasons such as: rent increase, problems with roommates, paying other necessary bills, etc.
(each less than 2%).
The scarcity of affordable housing (paying no more than 30% of income towards rent) is especially acute
in California. A person earning minimum wage ($9.00/hour) in the San Francisco Bay Area has to work
the equivalent of 3 full-time jobs to have an income high enough to afford this rent. For the working
poor, a temporary job loss, a medical crisis or unexpected car repair may mean choosing between
paying the rent and becoming homeless. Recently, rent has been rising more quickly than the pay of
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low-income households living in Contra Costa County, resulting in an increase in rental housing that is
out of reach for those that have very-low to extremely-low incomes.
While rapid re-housing provides formerly homeless families and individuals opportunities to move into
housing through assistance with security deposits and rent, once the rental assistance ends, the
household will typically pay more than 50 percent of their income to rent their housing. The demand for
Housing Vouchers and affordable housing units typically far outstrips the supply or availability. As a
result, families and individuals continue to be at risk of eviction, or are faced with making very difficult
decisions in regards to their housing situation, such as living with other friends and relatives, which can
lead to an overcrowded housing situation or being forced to move out of the County to more affordable
communities out of the County and Bay Area.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The County uses HUD's criteria for definition of "being at-risk of becoming homeless" as its operational
definition: The criteria for this definition has three categories: Category 1: Individuals and Families; 2)
Unaccompanied Children and Youth; and 3) Families with Children. The criteria definition for each is the
following:
Individuals and Families:
(i) Has/have an annual income below 30 percent of the area median family income for the area; AND
(ii) Does not have sufficient resources or support networks immediately available to prevent them
from moving to an emergency shelter or another place defined in Category 1 of the “homeless”
definition; AND
(iii) Meets one of the following conditions:
(A) Has moved because of economic reasons 2 or more times during the 60 days immediately preceding
the application for assistance; OR
(B) Is living in the home of another because of economic hardship; OR
(C) Has been notified that their right to occupy their current housing or living situation will
be terminated within 21 days after the date of application for assistance; OR
(D) Lives in a hotel or motel and the cost is not paid for by charitable organizations or by Federal,
State, or local government programs for low-income individuals; OR
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(E) Lives in a Single Room Occupancy (SRO) unit or efficiency apartment unit in which there reside more
than 2 persons or lives in a larger housing unit in which there reside more than one and a half persons
per room; OR
(F) Is exiting a publicly-funded institution or system of care; OR
(G) Otherwise lives in housing that has characteristics associated with instability and an increased risk
of homelessness.
Unaccompanied Children and Youth:
A child or youth who does not qualify as homeless under the homeless definition, but qualifies
as homeless under another Federal statute.
Families with Children:
An unaccompanied youth who does not qualify as homeless under the homeless definition, but
qualifies as homeless under section 725(2) of the McKinney-Vento Homeless Assistance Act, and
the parent(s) or guardian(s) of that child or youth is living with him or her.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
The economic recovery in the Bay Area, especially the very strong job market in Silicon Valley, has
resulted in increasing rents throughout the Bay Area. Households who are being priced out of the
southern and western portions of the Bay Area are looking for homes to the north and east of Silicon
Valley and San Francisco. Rents for high-quality apartments in the County, especially those that are close
to major freeways or transit hubs, are rapidly increasing. Typical rent for a two bedroom apartment
ranges between $1,400 and $2,000 depending on the region of the County. On the high end, Avalon Bay
Walnut Creek at Contra Costa Centre has studio apartment rents starting at $2,190. A very-low income
small family can afford to pay $1,035 in rent.
The gap between market rents and a low income family's ability to pay leads to substantial instability
and an increased risk of homelessness. In order to afford rent, families may live in substandard or
overcrowded housing.
Discussion
Cost burden numbers show need for additional affordable housing. There are not sufficient resources to
meet the need. The expenditure of State bond funds, the elimination of redevelopment, and decreasing
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allocations of CDBG and HOME funds will severely constrain affordable housing development over the
next five years.
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NA-15 Disproportionately Greater Need: Housing Problems - 91.405, 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
According to HUD, disproportionate need refers to any need that is more than ten percentage points
above the need demonstrated for the total households. The Contra Costa Consortium has 335,053
households, 142,353 of which have incomes below AMI. The number of households below AMI with
a housing problem is 99,575, which represents about 70 percent of below-AMI households. While all
racial/ethnic groups at particular income levels experience housing problems, there are three groups
experiencing disproportionate housing need throughout the income spectrum. At the extremely low-
income range (0-30 percent AMI) 84 percent of all households have a housing need, while 100 percent
of American Indian/Alaska Natives experience a disproportionate need. At the low-income range (30-50
percent AMI), 74 percent of all households experience a housing need, while 88 percent of Black/African
American and 85 percent of Hispanics experience a disproportionate housing need. At the moderate-
income range (50-80 percent AMI), 64 percent of all households have a housing need, and 83 percent of
Pacific Islanders experience a disproportionate housing need. At median income (80-100 percent AMI),
53 percent of all households have a housing need, while both Pacific Islanders (85 percent) and
Hispanics (67 percent) experience a disproportionate housing need. For more information on the
race/Hispanic ethnicity demographic information within the County and individual cities in the County,
please see Table 2 and Table 3 in Appendix B. See Maps 1 through 5 in Appendix C for racial/ethnic
minority concentrations in the County and the individual HOME Consortium cities.
The four housing problems are 1) lacking a complete kitchen, 2) lacking complete plumbing facilities, 3)
more than one person per room, and 4) cost burden greater than 30 percent.
0%-30% of Area Median Income
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 29,715 5,373 2,363
White 14,754 3,422 1,252
Black / African American 3,940 494 500
Asian 3,001 488 338
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 35
OMB Control No: 2506-0117
(exp. 07/31/2015)
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
American Indian, Alaska Native 140 0 4
Pacific Islander 185 25 0
Hispanic 6,641 824 214
Data Source: 2007-2011 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 24,762 8,626 0
White 12,095 6,032 0
Black / African American 2,394 334 0
Asian 1,858 643 0
American Indian, Alaska Native 160 50 0
Pacific Islander 124 45 0
Hispanic 7,599 1,369 0
Data Source: 2007-2011 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 36
OMB Control No: 2506-0117
(exp. 07/31/2015)
50%-80% of Area Median Income
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 23,555 13,282 0
White 12,414 8,290 0
Black / African American 1,989 768 0
Asian 2,850 1,085 0
American Indian, Alaska Native 84 95 0
Pacific Islander 150 30 0
Hispanic 5,588 2,727 0
Data Source: 2007-2011 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 16,337 14,439 0
White 8,704 9,247 0
Black / African American 1,054 1,198 0
Asian 2,092 1,404 0
American Indian, Alaska Native 45 164 0
Pacific Islander 80 14 0
Hispanic 4,073 2,018 0
Data Source: 2007-2011 CHAS
*The four housing problems are:
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 37
OMB Control No: 2506-0117
(exp. 07/31/2015)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Discussion
A disproportionate housing need impacts different minority populations in different income brackets. Of
the households in the 0-30 percent of AMI range, 100 percent of American Indian/Alaska Natives have
disproportionate housing problems (there are 140 households in this category or 0.4 percent of all
extremely low income households).
Of the households in the 31-50 percent of the AMI range, 87.8 percent (334 households) of the
Black/African American, and 84.7 percent (1,369 households) of Hispanic households have a
disproportionate housing problem.
Of the households in the 51-80 percent of the AMI range, 83.3 percent (30 households) of the Pacific
Islander households have a disproportionate housing problem.
The least affected across all income levels are White households, although 70 percent have a housing
need.
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 38
OMB Control No: 2506-0117
(exp. 07/31/2015)
NA-20 Disproportionately Greater Need: Severe Housing Problems - 91.405,
91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
The number of Contra Costa HOME Consortium households with a severe housing problem is 59,340,
which represents about 43 percent of all households below 100 percent AMI. While all racial/ethnic
groups experience housing problems at particular income levels, there are three groups experiencing
disproportionate housing need throughout the income spectrum. At the extremely low-income range (0-
30 percent AMI), 81 percent of all households have a severe housing need, and 88 percent (185
households) of Pacific Islanders experience a disproportionate need. At the low-income range (30-50
percent AMI), 48 percent of all households experience a housing need, while 58 percent of Hispanics
experience a disproportionate severe housing need. At the moderate-income range (50-80 percent
AMI), 32 percent of all households experience a housing need, while 46 percent of Pacific Islanders
experience a disproportionate housing need. At the median income range (80-100 percent AMI), 20
percent of all households have a housing need, and an incredible 74 percent of Pacific Islanders
experience a disproportionate severe housing need.
0%-30% of Area Median Income
Table 17 – Severe Housing Problems 0 - 30% AMI
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 25,010 10,080 2,363
White 12,244 5,912 1,252
Black / African American 3,145 1,294 500
Asian 2,576 930 338
American Indian, Alaska Native 115 25 4
Pacific Islander 185 25 0
Hispanic 5,816 1,652 214
Data Source: 2007-2011 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 39
OMB Control No: 2506-0117
(exp. 07/31/2015)
30%-50% of Area Median Income
Table 18 – Severe Housing Problems 30 - 50% AMI
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 16,142 17,236 0
White 7,557 10,580 0
Black / African American 1,608 1,130 0
Asian 1,264 1,247 0
American Indian, Alaska Native 115 95 0
Pacific Islander 84 85 0
Hispanic 5,214 3,774 0
Data Source: 2007-2011 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Table 19 – Severe Housing Problems 50 - 80% AMI
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 11,869 24,960 0
White 5,974 14,703 0
Black / African American 774 1,979 0
Asian 1,635 2,316 0
American Indian, Alaska Native 29 150 0
Pacific Islander 80 100 0
Hispanic 3,204 5,127 0
Data Source: 2007-2011 CHAS
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 40
OMB Control No: 2506-0117
(exp. 07/31/2015)
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Table 20 – Severe Housing Problems 80 - 100% AMI
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 6,319 24,449 0
White 2,928 15,018 0
Black / African American 490 1,763 0
Asian 942 2,558 0
American Indian, Alaska Native 0 209 0
Pacific Islander 70 24 0
Hispanic 1,735 4,356 0
Data Source: 2007-2011 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Discussion
Severe housing needs disproportionately impacts below moderate income Pacific Islanders (64 percent,
419 households). However, 28,703 White and 15,969 Hispanic below moderate income households are
experiencing at least one severe housing impact. As incomes increase, both the percentage and number
of households experiencing a severe housing impact decreases.
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 41
OMB Control No: 2506-0117
(exp. 07/31/2015)
NA-25 Disproportionately Greater Need: Housing Cost Burdens - 91.405, 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
Cost burden is defined as paying more than 30 percent of a household's income for housing. Severe cost
burden is paying more than 50 percent of the household income for housing costs. In Contra Costa, 44
percent of all households are either cost burdened, or severely cost burdened. Pacific Islanders (473
households, or 37 percent) have a disproportionate cost burden. Both Black/African Americans (6,459
households, 28.8 percent) and Hispanics (14,343 households, 28.9 percent) experience disproportionate
severe cost burden.
Housing Cost Burden
Table 21 – Greater Need: Housing Cost Burdens AMI
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 180,725 82,472 63,933 2,408
White 125,795 47,749 33,584 1,297
Black / African American 8,990 6,460 6,459 500
Asian 21,049 10,424 7,239 343
American Indian, Alaska
Native 669 373 260 4
Pacific Islander 454 473 345 0
Hispanic 19,833 15,217 14,343 214
Data Source: 2007-2011 CHAS
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 42
OMB Control No: 2506-0117
(exp. 07/31/2015)
NA-30 Disproportionately Greater Need: Discussion - 91.205 (b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
There are 29,715 households with incomes at or less than 30 percent of the AMI with a housing
problem. American Indians, Alaska Natives (140 households) have a disproportionate need. There are
24,762 households with incomes between 30 and 50 percent of the AMI with a housing problem.
Black/African American (2,394 households) have a disproportionate need. There are 23,555 households
with incomes between 50 and 80 percent of the AMI with a housing problem. Pacific Islanders (150
households) have a disproportionate need.
There are 25,010 households with incomes at or less than 30 percent of the AMI with a severe housing
problem. Pacific Islanders (185 households) have a disproportionate need. There are 16,142 households
with incomes between 30 and 50 percent of the AMI with a housing problem. Hispanics (5,214
households) have a disproportionate need. There are 11,869 households with incomes between 50 and
80 percent of the AMI with a housing problem. Pacific Islanders (80 households) have a disproportionate
need.
If they have needs not identified above, what are those needs?
On the whole, low income households face similar housing problems in addition to those discussed
above regardless of race or ethnicity. Low income households are disproportionately displaced by
increasing rents, they were disproportionately impacted by the foreclosure crisis, and they live in
neighborhoods that are less safe with fewer amenities than high income residents. Discrimination in
housing based on race persists.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Based on the number of household affected, Hispanic and Black/African American households are more
affected by disproportionate need. Countywide, the population is 24 percent Hispanic and 8.8 percent
Black/African American. The cities/communities with more than the countywide percentage of Hispanic
households are Antioch, Concord, Brentwood, Pinole, Richmond, North Richmond, Montalvin Manor,
San Pablo, and Bay Point. The cities/communities with more than the countywide percentage of
Black/African American households are Antioch, Hercules, Pinole, Pittsburg, Richmond, North Richmond,
San Pablo, and Bay Point. See Tables 2 and 3 in Appendix B and Maps 1 through 5 in Appendix C for
more information.
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Consolidated Plan_DRAFT CONTRA COSTA COUNTY 44
OMB Control No: 2506-0117
(exp. 07/31/2015)
NA-35 Public Housing - 91.405, 91.205 (b)
Introduction
There are two Housing Authorities in the Contra Costa Consortia area: the Housing Authority of Contra Costa County (HACCC) and the Pittsburg
Housing Authority. The HACCC has jurisdiction throughout the County with the exception of the cities of Pittsburg and Richmond. The mission of
the HACCC is to provide high quality affordable housing solutions and promote self-sufficiency for low-income people of Contra Costa County.
The HACCC provides rental subsidies and manages and develops affordable housing for low income families, seniors and persons with disabilities
in Contra Costa County. The HACCC administers 1,168 public housing units in 14 developments from as far west as San Pablo to as far east as
Brentwood. The Pittsburg Housing Authority manages a housing choice voucher program. The City of Richmond also has its own Housing
Authority, but the City of Richmond is not part of the Contra Costa County HOME Consortia.
HACCC has 2,737 applicants on the Housing Voucher waiting list and 2,045 applicants on the public housing waiting list.
Totals in Use
Table 22 - Public Housing by Program Type
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 983 7,394 194 7,112 77 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Alternate Data Source Name:
Contra Costa Housing Authority
Data Source Comments:
Mod-Rehab - 28Public Housing Units - 1,174(Number of Accessible Units - 28)Total Vouchers - 6,518Project Based - 302 (including 5 for HOPWA)Tenant Based -
6,212Veterans Affairs Supportive Housing - 0Family Unification Program - 18Disabled - 0Shelter Plus Care (administered on behalf of County COC) - 331
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 45
OMB Control No: 2506-0117
(exp. 07/31/2015)
Characteristics of Residents
Table 23 – Characteristics of Public Housing Residents by Program Type
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# Homeless at admission 0 0 0 22 0 0 22 0
# of Elderly Program Participants
(>62) 0 0 299 1,568 141 1,416 10 0
# of Disabled Families 0 0 378 2,111 15 2,047 45 0
# of Families requesting accessibility
features 0 0 983 7,394 194 7,112 77 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center)
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 46
OMB Control No: 2506-0117
(exp. 07/31/2015)
Race of Residents
Table 24 – Race of Public Housing Residents by Program Type
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 437 2,740 99 2,599 39 0 0
Black/African American 0 0 449 3,986 52 3,892 36 0 0
Asian 0 0 67 521 27 492 0 0 0
American Indian/Alaska
Native 0 0 19 64 1 62 1 0 0
Pacific Islander 0 0 11 83 15 67 1 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 47
OMB Control No: 2506-0117
(exp. 07/31/2015)
Ethnicity of Residents
Table 25 – Ethnicity of Public Housing Residents by Program Type
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 189 667 26 636 4 0 0
Not Hispanic 0 0 794 6,727 168 6,476 73 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 48
OMB Control No: 2506-0117
(exp. 07/31/2015)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible
units:
Twenty-five percent of the applicants on the HACCC waiting list are noted as having a disability. Not all applicants disclose their disability, or the
accommodations that they need. Ten percent of the applicants have requested accommodations for the hearing impaired. One percent of the
applicants need units appropriate for persons with mobility impairments.
What are the number and type of families on the waiting lists for public housing and section 8 tenant-based rental assistance?
Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of
residents of public housing and Housing Choice voucher holders?
There are 2,737 households on the HACCC Housing Voucher waiting list. Of those, 704 (25.7 percent) are noted as having a disability. An
additional 39 (1.4 percent) are listed as elderly and disabled. There are 263 applicants who have requested accommodations for the hearing
impaired. Twenty applicants have declared they are in need of accommodations for mobility impairments. There are 2,045 applicants on the
public housing waiting list with 162 (8 percent) noted as having a disability. Forty-one of the families on the waiting list are requesting
accessibility features.
How do these needs compare to the housing needs of the population at large
Compared to the population at large, there is a disproportionate number of persons with disabilities on the HACCC Housing Voucher waiting list.
Countywide, approximately ten percent of the population has a disability (See Table 4 in Appendix B). Over 25 percent of those on the HACCC
Housing Voucher waiting list have a disability. Of those with disabilities, 52.8 percent have an ambulatory disability, 38.6 have an independent
living disability, 35.9 percent have a cognitive difficulty, and 27.2 percent have a hearing difficulty. The HACCC Housing Voucher waiting list does
not have any applicants that have sought housing to accommodate cognitive or independent living needs. This may be that the applicants have
not reported their specific disabilities, or persons with these disabilities are not seeking housing voucher or public housing assistance.
Discussion
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OMB Control No: 2506-0117
(exp. 07/31/2015)
There is a significant need in Contra Costa County for housing affordable to families with extremely low-income. There is a disproportionately
high number of applicants with disabilities on the housing voucher waiting list indicating a lack of appropriate housing for low-income persons
with disabilities. Many of these applicants have additional challenges such as a lack of job skills, inconsistent or no income, mental illness, or
substance abuse.
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OMB Control No: 2506-0117
(exp. 07/31/2015)
NA-40 Homeless Needs Assessment - 91.405, 91.205 (c)
Introduction:
The Contra Costa Continuum of Care conducted a count of sheltered and unsheltered homeless persons in the County in January 30, 2013. The
tally of total sheltered and unsheltered persons was 3,798. The tables below provide a summary of sub-populations of the 2013 count, with one
exception. The "Nature and Extent of Homelessness by Race" table and "Nature and Extent of Homelessness by Racial and Ethnic Group"
narrative is based on 2014 Point-In-Time Count information as this was the first year that race and ethnicity information was required as part of
the Point-In-Time Count questions. Because of the limitations of the count methodology, certain groups and/or persons may have been
undercounted.
Homeless Needs Assessment
Table 26 - Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s)
and Child(ren) 0 349 1,423 298 248 675
Persons in Households with Only
Children 13 0 78 21 2 9
Persons in Households with Only
Adults 1,316 331 4,805 2,049 600 1,179
Chronically Homeless Individuals 573 143 1,584 431 253 1,095
Chronically Homeless Families 21 38 88 36 24 615
Veterans 135 41 507 256 123 607
Unaccompanied Child 84 41 75 21 2 9
Persons with HIV 10 4 69 23 6 1,683
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 51
OMB Control No: 2506-0117
(exp. 07/31/2015)
Alternate Data Source Name:
2014 Point-In-Time Count
Data Source Comments:
The 2014 Point-In-Time Count was the most recent Count that included a count of unsheltered and sheltered individuals/families.
Indicate if the homeless population is: Has No Rural Homeless
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of
days that persons experience homelessness," describe these categories for each homeless population type (including chronically
homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Data is available for the categories "number of persons becoming and exiting homelessness each year" and "number of days that persons
experience homelessness." Please see the table above for information on those categories.
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 52
OMB Control No: 2506-0117
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Nature and Extent of Homelessness: (Optional)
Table 27 – Nature and Extent of Homelessness
Race: Sheltered: Unsheltered (optional)
White 242 0
Black or African American 200 0
Asian 7 0
American Indian or Alaska
Native 79 0
Pacific Islander 9 0
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 167 0
Not Hispanic 447 0
Alternate Data Source Name:
2014 Point-In-Time Count
Data Source
Comments: The 2014 Point-In-Time Count was the first time HUD required race/ethnicity information for the Point-In-Time Count.
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
It is estimated that there are 1,150 families in need of housing assistance. The estimate of veteran
families in need of housing assistance is 100. These estimates are based on the 2013 HMIS data for
number of families with children and number of veteran families served with housing assistance in
2013. The actual 2013 HMIS data for these categories are the following:
• Total number of families with children served in 2013: 1,144
• Total number of veteran families served in 2013: 93
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The information regarding nature and extent of homelessness by racial and ethnic group comes from
the 2014 Point-In-Time Count for the County. HUD did not start requiring race/ethnicity information for
the homeless population until the 2014 Point-In-Time Count. The racial/ethnic breakdown of the
County's homeless population is the following:
• Black/African-American: 38 percent
• Hispanic/Latino: 36 percent
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 53
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• White: 20 percent
• Muti-racial: 6 percent
Note: The race/ethnicity percentages included here do not correspond to the race/ethnicity numbers
indicated in the table above. The reason for this is that the percentages acknowledges those who are at
risk of becoming homeless which includes those who were in incarcerated, in the hospital, in treatment,
or indicated be "at imminent risk" on the 2014 Point-In-Time Count. The percentages also include any
families that reported as "couch surfing" or "doubling-up" with other households. These categories are
not included in HUD's definition of homelessness, but were collected for the County's Point-In-Time
Count for the County's "Community Report".
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
The 2014 Point-in-Time Count breaks down the homeless population into three categories: 1) Families;
2) Single Adults; and 3) Unaccompanied Youth. Based on the 2014 Point-In-Time tally, Families with
children were primarily sheltered. Single Adults make up 82 percent of the overall total homeless
population (sheltered and unsheltered). Based on the 2014 count, two-thirds of the homeless persons
tallied were unsheltered Single Adults. Further information collected indicated the following:
• 51 percent of the homeless population is female and 49 percent is male;
• 54 percent indicated having substance abuse issues;
• 38 percent indicated having mental health issues;
• 7 percent were Veterans.
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 54
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(exp. 07/31/2015)
NA-45 Non-Homeless Special Needs Assessment - 91.405, 91.205 (b,d)
Introduction
Certain groups may have more difficulty finding housing and may require specialized services or
assistance. These groups include the elderly, frail elderly, persons with disabilities (mental, physical, and
developmental), persons with alcohol or other drug addiction, and victims of domestic violence. HUD
also requires an analysis of the needs of persons with HIV/AIDS and their families.
Some of the housing needs and the various social service needs have been addressed by the County and
other County Consortium jurisdictions by funding various activities used to meet multiple needs. The
County Consortium jurisdictions have provided HOME, CDBG, and ESG funds on various housing and
public service activities that serve various non-homeless special needs populations throughout County
Consortium area. The City of Oakland is the HUD grantee for HOPWA and distributes funds to Contra
Costa County on a formula basis. The County administers these funds on behalf of the unincorporated
County and its cities. The County has provided HOPWA funds for acquisition, rehabilitation and new
construction of housing, supportive services, housing information services, and other housing related
activities for low-income persons living with HIV/AIDS throughout the County Consortium area.
Describe the characteristics of special needs populations in your community:
Elderly/Frail Elderly: According to 2010 U.S. Census Data, the population of seniors 65 and older from
2000 to 2010 increased from 107,272 to 130, 432 in Contra Costa County, an increase of 21.5
percent. According to the American Community Survey (2008-12), 21.3 percent of households were
headed by seniors. The three jurisdictions with the largest share of senior households are Walnut Creek
(37.5 percent), Moraga (33.3 percent), and Orinda (30.9 percent) (ACS Data 2008-2012). Of the total
County’s senior population, nearly 35 percent have a disability limitation. Of all the jurisdictions in the
County, San Pablo (51.1 percent), Pittsburg (46 percent), and Oakley (46.2 percent) have the highest
share of senior populations living with disabilities. Please see Table 5 in Appendix B for more details on
the Senior population in the County and individual cities within the County.
Persons with Disabilities: Approximately 10 percent of Contra Costa County’s population has a
disability. Of the jurisdictions in Contra Costa County, Antioch, Pittsburg, and Pinole have the greatest
share of the persons with a disability, each reporting 12 percent or more of their total population. San
Ramon (5 percent) has the smallest share of persons with a disability, followed by Clayton (6.4
percent). Table 4 in Appendix B presents data from the 2008-2012 American Community Survey for
persons with disabilities in the County and individual cities within the County.
Alcohol/Other Drug Abuse: Although there is no absolute number of the total population in the County
that suffer from alcohol/other drug abuse, it is estimated that 8.7 percent of those who are between the
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ages of 12 and 17 years of age in Contra Costa County have a dependence on illicit drugs or alcohol
within a twelve month period. It is estimated that approximately 21 percent of the population between
the ages of 18 and 25 years of age have a dependence on illicit drugs or alcohol within a twelve month
period. The lowest estimated percentage share of the population who have a dependence on illicit
drugs or alcohol is with those who are 26 years and older, estimated at 7.13 percent of that age
group. County AOD reported that from 2010 to 2013, 1,582 persons between the ages of 12 and 18
years of age were admitted to County-funded substance use disorder treatments. During that same
time period, 9,060 persons between 19 and 54 years of age were admitted to County-funded substance
use disorder treatments and 889 persons who were 55 years of age or older entered into County-funded
treatment.
Victims of Domestic Violence: Domestic violence is one the most underreported crimes in the County
and in the nation. One organization providing domestic violence related services, STAND! For Families
Free of Violence (STAND) based in Concord, received a total of 5,780 phone calls to their crisis line
between July 2012 and June 2013. During the same time period, STAND also provided shelter to 180
women and their children who were victims of domestic violence and provided in-person services (non-
shelter related) to approximately 10,000 victims of domestic violence. Between 2012 and 2013, STAND
received the greatest number of calls to their crisis line from residents of Antioch, Concord, Richmond,
and Pittsburg. In 2012 (the most recent year for which statistics are available), there were 3,286
domestic violence calls for assistance to law enforcement in Contra Costa County (countywide), and 839
of those involved weapons. There were 2,976 domestic violence related law enforcement reports
received by the County District Attorney’s Office in 2012, and 2,449 in 2013.
What are the housing and supportive service needs of these populations and how are these
needs determined?
Due to the circumstances of the special needs groups identified in this section, many have difficulty
maintaining housing, finding affordable housing, and accessing various supportive services to maintain
or improve their quality of life. The County and the Consortium Cities support a variety of housing
services and supportive services including, but not limited to, the following providers:
• STAND! (Shelter and Supportive Services to victims of domestic violence)
• Community Violence Solutions (Supportive Services to youth who are victims of domestic
violence)
• Shelter, Inc. (Shelter and supportive services to various Special Needs populations)
• Bay Area Legal Services (Legal services to various Special Needs populations)
• Contra Costa Senior Legal Services (Legal Services to Elderly/Frail Elderly)
• Meals On Wheels - Senior Outreach Services (Supportive Services to Elderly/Frail Elderly)
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• Contra Costa Ombudsman (Supportive Services to Elderly/Frail Elderly and Persons with
Disabilities)
• Lion's Center for the Visually Impaired (Supportive Services to Persons with Disabilities)
• Court Appointed Special Advocates (Supportive Services to Neglected/Abused Children)
• Rainbow Community Center (Supportive Services to Persons Living with HIV/AIDS and
Elderly/Frail Elderly)
• Contra Costa Health Services Department (Supportive Services to Persons with Alcohol and
Other Drug Addictions)
The needs of the special needs populations were determined by consulting with many of the service
providers noted above. In addition, a “Community Needs” survey was conducted and sent to various
stakeholders, public agencies, non-profit agencies, and residents to identify the top priorities for these
special needs populations in the County Consortia area. The survey asked those to consider populations
that are in need. "Non-Homeless Special Needs" populations ranked the highest. Victims of Domestic
Violence, Elderly/Frail Elderly, and Persons with Disabilities ranked the highest within the sub-
populations of the overall Non-Homeless Special Needs population. The survey also asked those to
consider services to low-income individuals/households. The weighted score of the responses to this
question had services to "Non-Homeless Special Needs" populations ranking the highest.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Throughout many communities, persons living with HIV/AIDS risk losing their housing, due to
compounding factors, such as increased medical costs and limited incomes or reduced ability to keep
working due to HIV/AIDS related illnesses. Due to these factors, persons living with HIV/AIDS are
presumed to have low- to moderate-incomes by HUD. In addition to housing needs, persons with
HIV/AIDS may also have additional needs to maintain their health, such as food/nutritional services and
counseling services.
Persons with HIV/AIDS are another group especially adversely impacted by decreases in public benefits
and public health services. Reductions in funding for in-home support services, meal delivery services,
and bill paying assistance services, among others, have increased the need among persons with
HIV/AIDS for financial assistance, food banks, nursing home care, emergency room visits, and paratransit
services.
The Centers for Disease Control and Prevention (CDC) estimates that more than one million Americans
are living with HIV/AIDS. As of December 31, 2012 there were 1,290 Contra Costa County residents living
with AIDS (255 females and 1,035 males). There were also 693 Contra Costa County residents who were
living with a positive HIV test (112 females and 581 males).
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Broken down by County region (west, central, east Contra Costa County), the following persons were
living with HIV/AIDS as of December 31, 2012:
West Contra Costa County: 704 Persons
Central Contra Costa County (including Concord and Walnut Creek): 784 Persons
East Contra Costa County (including Antioch and Pittsburg): 479 Persons
Other (no specific Region): 16 persons
Individual Consortia Jurisdictions (minus the County)
Antioch: 184 Persons
Concord: 282 Persons
Pittsburg: 165 Persons
Walnut Creek: 168 Persons
Discussion:
Overall, special needs groups such as elderly/frail elderly, persons with disabilities, persons who suffer
from alcohol and other drug addictions, persons who are victims of domestic violence, and persons
living with HIV/AIDS live throughout the County Consortia area. Due to their special needs and/or
circumstances, they have difficulty accessing affordable housing and various services. Many are
presumed to be low-income, as it becomes difficult obtaining employment due to their special needs or
circumstances. The lack of income tends to create obstacles in finding affordable housing,
transportation, and many medical and social services that can affect their quality of life. Given that
these special needs populations have various obstacles to accessing housing and various services, all the
County Consortia jurisdictions will continue to provide CDBG, HOME, ESG, and HOPWA funds to various
housing activities, public facility improvement activities, and public service activities that improve the
quality of life for the various non-homeless special needs populations, as is addressed in the Strategic
Plan section of this Consolidated Plan.
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NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
There is continuing need within the County for public facilities to serve growing populations in special-
needs areas or to rehabilitate aging facilities. Many low- and moderate-income areas (low-mod areas) in
the County are within older neighborhoods that either do not have proper facilities or their existing
facilities suffer from heavy use and deferred maintenance leading to disrepair. Many of these areas are
located where CDBG infrastructure and capital improvement funding can be concentrated for maximum
leveraging opportunities to provide the greatest impact to the largest number of residents.
How were these needs determined?
The County consulted with County and City government departments including Parks and Recreation
Departments, Neighborhood Advisory Committees, Planning and Economic Development Departments,
among others, and solicited input from the public and elected officials on public facility needs. The
County conducted a "Community Needs" survey (web-based and in-person survey) that was provided to
a wide range of County and City agencies, nonprofit organizations, and private citizens, to establish non-
housing community development needs, such as public facilities. Improvements to public facilities
ranked high as a result of the survey. In addition, the County held a series of meetings and consulted
with various governmental departments and nonprofit agencies to assess the nature and extent of
community development needs, as described in the Citizen Participation section.
Describe the jurisdiction’s need for Public Improvements:
There is a continuing need within the County for Public Improvements or Public Infrastructure. Many of
the older neighborhoods in the County do not have adequate sidewalks, curbs/gutters, proper drainage,
utilities, etc., or they suffer from old age, heavy use, or deferred maintenance which makes the existing
infrastructure inefficient and/or unreliable and in need of repair or replacement. Infrastructure
improvements along transit corridors, in conjunction with housing development and community
facilities in designated neighborhoods, has been proven to lead to increased opportunities for low-mod
residents to live closer to their place of work and enjoy greater interaction with their surrounding
community and amenities.
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How were these needs determined?
The County consulted with various departments within the County and Cities within the County,
including Public Works Departments, Neighborhood Advisory Committees, Planning and Economic
Development Departments, among others, and solicited input from the public and elected officials on
public facility needs. The County conducted a "Community Needs" survey (web-based and in-person
survey) that was provided to a wide range of County and City agencies, nonprofit organizations, and
private citizens, to establish non-housing community development needs, such as public facilities.
Improvements to public infrastructure ranked high as a result of the survey. The County also held a
series of meetings and consulted with various governmental departments and nonprofit agencies to
assess the nature and extent of community development needs, as described in the Citizen Participation
section. In addition, on February 1, 2012, per Assembly Bill AB 26, all redevelopment agencies
throughout the State of California were dissolved. Due to the dissolution of redevelopment and the
corresponding depletion of local tax increment dollars, there is less funding for capital improvement
projects. Through this State action, a significant source of leverage funding was lost and the project
pipeline has been reduced considerably.
Describe the jurisdiction’s need for Public Services:
There is continuing need within the County for public services to serve low-income populations and
areas within the County, in which access to services may be limited due to being low-income or due to
circumstances of being part of a special need population. This includes the elderly/frail elderly, at-risk
youth, persons with physical and developmental disabilities, those who are homeless or at risk of being
homeless, persons with HIV/AIDS, and victims of domestic violence. The provision and access to a
variety of services is imperative to assist low-income residents and families within the County with the
various obstacles they encounter due to their economic situation.
How were these needs determined?
The County consulted with various public and private agencies providing essential services to low-
income families and individuals throughout the County. Many non-profit agencies that provide essential
services to low-income families and individuals participated in completing the "Community Needs"
survey that the County Consortium conducted. The provision of Public Services to low-income
individuals and families ranked high in demand, with support to “Special Needs Populations” (i.e. Victims
of Domestic Violence, Persons with Disabilities, Seniors/Elderly) ranking the highest. In addition, the
County held a series of meetings and consulted with various governmental departments and nonprofit
agencies to assess the nature and extent of community development needs, as described in the Citizen
Participation section.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Contra Costa County encompasses several housing sub-markets, which are determined by a
combination of topography, historical development patterns, and social and economic phenomena. In
general, the County can be divided into three primary subregions -- West, Central, and East. West
County is urbanized with a developed industrial base. Central County is a developed urbanized area with
extensive office and light industrial development. East County has historically been primarily agricultural
but is now experiencing considerable residential development. Map 1 in Appendix D illustrates the
geographic relationship between the cities, towns and the unincorporated areas within the subregions
of the County.
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MA-10 Housing Market Analysis: Number of Housing Units - 91.410, 91.210(a)
&(b)(2)
Introduction
Single-family homes are the predominant housing type in the County at 68 percent of all housing units.
Multi-family units account for nearly 30 percent of the housing units, while the remaining 2 percent are
mobile homes. Although home prices are more affordable in Contra Costa County than in most areas in
the Bay Area, housing affordability is still an important issue affecting many residents in the
County. Forty-four percent of lower- and moderate-income households spend more than one-third of
their incomes on housing costs. This level of housing payment is typically considered as burdensome to
lower- and moderate-income households and suggests that income growth has not kept pace with the
increase in housing costs.
The County has a very high homeownership rate with homeowners making up 67 percent of all
households, and renters are 33 percent of the households. For more detailed tenure information
(including information on vacancy rates and the age of the housing stock) broken down by locality,
please see Table 10 in Appendix B.
Single family detached homes typically have three or bedrooms. While most rental units are two-
bedroom (38%) followed by three bedroom (33%) and one-bedroom (25%) units. Approximately 11
percent of the County's housing stock is rental units with three or more bedrooms.
All residential properties by number of units
Table 28 – Residential Properties by Unit Number
Property Type Number %
1-unit detached structure 242,248 68%
1-unit, attached structure 28,940 8%
2-4 units 22,193 6%
5-19 units 27,457 8%
20 or more units 30,111 8%
Mobile Home, boat, RV, van, etc 7,187 2%
Total 358,136 100%
Data Source: 2007-2011 ACS
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Unit Size by Tenure
Table 3 – Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 407 0% 3,479 3%
1 bedroom 4,712 2% 25,229 25%
2 bedrooms 35,201 15% 38,489 38%
3 or more bedrooms 193,837 83% 33,687 33%
Total 234,157 100% 100,884 99%
Data Source: 2007-2011 ACS
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Over the past 15 years, the County has targeted its housing funds to extremely-low and very-low income
renter households and homeowners. Funds for rental programs have included both new construction
and rehabilitation of existing housing. Homeowner programs include both first-time homebuyer
programs, typically Habitat for Humanity projects, and owner-occupied rehabilitation. In addition, CDBG
funds have been used to purchase and improve the Central County shelter, to construct respite housing
for medically fragile homeless individuals, construct a residential substance abuse treatment facility, and
rehabilitate group homes. Please see Maps 1 through 4 and Maps 5 through 9 in Appendix E for
information on where Low-Income Housing Tax Credit Properties and HUD-Assisted Multifamily Housing
Properties are located in the County and the individual HOME Consortium cities.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Contra Costa County has affordable rental stock which is owned by non-profit housing developers. These
owners are mission driven to maintain their units as affordable housing in perpetuity. Therefore, even
though many projects face expiring use contracts, the non-profit owners generally restructure the
financing, rehabilitate the project, and continue to provide affordable housing.
There is a risk of affordable units converting to market rate that were financed with tax exempt bonds
and HUD mortgage guarantee programs.
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Does the availability of housing units meet the needs of the population?
Based on the low incidence of overcrowding, it appears that the availability of housing units is adequate
to meet the needs of the population. However, because the census did not count household members
who had not lived at an address for at least three months, the count likely missed 'couch surfers' and
individuals who are not on the tenant lease.
As shown by the high incidence of cost burden (66 percent of all low-income households), there are not
enough affordable units.
Describe the need for specific types of housing:
The greatest need for housing is affordable apartment units. Single family homes make up nearly 80
percent of the County's housing stock. Multi-family (15.7 percent) and mobile homes (4.5 percent) make
up the remainder of housing units. The median home price is $473,000 (November 2014), which is not
affordable to households earning less than 120 percent of the median income. The median rent
(November 2014) is $2,000. This rent is not affordable to households earning less than the median
income.
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MA-15 Housing Market Analysis: Cost of Housing - 91.410, 91.210(a)
Introduction
Contra Costa County has nearly recovered from the Great Recession. In 2008 at the peak of the
foreclosure crisis, 11,679 homes were lost through foreclosure. In 2014, 834 homes were lost through
foreclosure. While some communities have recovered more quickly than others, all areas have seen
increases in home values and rents. Zillow.com reports that home values have increased by 9.9 percent
in the last year and are estimated to increase by 4 percent in the next year. However, prices have not
returned to the pre-recession highs.
Cost of Housing
Table 4 – Cost of Housing
Base Year: 2009 Most Recent Year: 2014 % Change
Median Home Value 384,000 473,000 23%
Median Contract Rent 1,970 2,300 17%
Alternate Data Source Name:
Contra Costa County Price and Rent Values
Data Source Comments:
Table 5 - Rent Paid
Rent Paid Number %
Less than $500 9,814 9.7%
$500-999 22,342 22.2%
$1,000-1,499 36,989 36.7%
$1,500-1,999 20,500 20.3%
$2,000 or more 11,239 11.1%
Total 100,884 100.0%
Data Source: 2007-2011 ACS
Housing Affordability
Table 6 – Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 5,778 No Data
50% HAMFI 14,001 5,759
80% HAMFI 45,988 18,090
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% Units affordable to Households
earning
Renter Owner
100% HAMFI No Data 30,202
Total 65,767 54,051
Data Source: 2007-2011 CHAS
Monthly Rent
Table 7 – Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 892 1,082 1,361 1,901 2,332
High HOME Rent 892 1,082 1,347 1,547 1,706
Low HOME Rent 818 876 1,052 1,215 1,356
Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels?
There is not sufficient housing for households at all income levels. As discussed in Section NA-10
Housing Needs Assessment above, there are significant numbers of lower income households who are
cost burdened. Fifty percent of extremely-low income households experience a housing problem. Of
those, 73 percent are extremely cost burdened. There are 53,083 households with incomes below the
median who are paying more than 50 percent of their income for housing costs (extremely cost
burdened). An additional 35,537 households are paying more than 30 percent of their income on
housing costs.
How is affordability of housing likely to change considering changes to home values and/or
rents?
The affordability of both for-sale and rental housing is rapidly declining. Contra Costa home prices have
increased by 23 percent in the last five years, and rents have increased by 17 percent in the same
period. According to Zillow.com, prices are higher in the San Francisco Metro area than in Contra Costa
County. The median home price in the metro area is $697,500 vs $473,000 in Contra Costa County. The
metro area median rent is $2,750 versus $2,000 in Contra Costa County. The Center for Continuing
Study of the California Economy reports that the Oakland metro area (including Contra Costa County)
added 8,700 new jobs in November. The increasing number of jobs, and low affordability in surrounding
communities, will result in increasing prices, and decreasing affordability in Contra Costa.
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How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
The 2014 Low HOME rent for a two-bedroom apartment is $1,035. The High HOME rent is $1,345. In
some communities (such as North Richmond, and Bay Point) the High HOME rent is close to the market
rent. However, the Low HOME rent is well below market rents in all areas of the County. Due to the high
cost of construction and the continual cuts to the CDBG and HOME programs, it may be more feasible
over the next five years to preserve existing affordable housing than to construct new affordable
housing. This approach will assist those already housed, but will not be able to assist cost burdened
households.
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MA-20 Housing Market Analysis: Condition of Housing - 91.410, 91.210(a)
Introduction
Maintenance and improvements of current housing stock is an important component of an overall
housing strategy. The cost to maintain existing housing is significantly less than constructing new units.
Homes, including older homes, in the more affluent areas of the County are well maintained. Older
homes in lower income neighborhoods have deferred maintenance that include items such as roof,
foundation, electrical, plumbing, and heating repairs. In addition, older neighborhoods have failing
infrastructure such as sewer and water service. Nearly half of the homes in the County are more than 35
years old.
Describe the jurisdiction's definition for "substandard condition" and "substandard condition
but suitable for rehabilitation:
Contra Costa uses the HUD definition of "substandard condition: Lacks complete kitchen or plumbing
facilities." In addition, the County's owner-occupied rehabilitation program considers code violations to
be substandard housing, and incipient conditions to be precursors to substandard housing.
"Substandard condition but suitable for rehabilitation" includes repair and replacement of code
violations and incipient conditions. Homes that are not suitable for rehabilitation are those suffering
from extensive damage from fire, flood, or other structural damage that requires demolition and/or
reconstruction of a significant portion of the building.
Condition of Units
Table 8 - Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 96,682 41% 49,435 49%
With two selected Conditions 2,779 1% 5,265 5%
With three selected Conditions 91 0% 113 0%
With four selected Conditions 37 0% 0 0%
No selected Conditions 134,568 57% 46,071 46%
Total 234,157 99% 100,884 100%
Data Source: 2007-2011 ACS
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Year Unit Built
Table 9 – Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 29,189 12% 11,359 11%
1980-1999 68,870 29% 30,635 30%
1950-1979 113,750 49% 47,997 48%
Before 1950 22,348 10% 10,893 11%
Total 234,157 100% 100,884 100%
Data Source: 2007-2011 CHAS
Risk of Lead-Based Paint Hazard
Table 10 – Risk of Lead-Based Paint
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 136,098 58% 58,890 58%
Housing Units build before 1980 with children present 18,554 8% 9,224 9%
Data Source: 2007-2011 ACS (Total Units) 2007-2011 CHAS (Units with Children present)
Vacant Units
Table 11 - Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 5,627 0 5,627
Abandoned Vacant Units 0 0 0
REO Properties 132 0 132
Abandoned REO Properties 0 0 0
Alternate Data Source Name:
USPS Vacant Unit Data, Foreclosure Radar
Data Source Comments:
Describe the need for owner and rental rehabilitation based on the condition of the
jurisdiction's housing.
Three percent of the County's housing stock are vacant units. This represents a fairly strong market
where vacancies are a result of move in/move out of apartments, and home sales. This vacancy rate
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indicates that few, if any, homes are abandoned. In the current market, even the most dilapidated
properties are either demolished and rebuilt, or renovated and returned to the market.
Current rehabilitation needs include general maintenance including roof repair and replacement,
window replacement and upgrades, plumbing and electrical improvements, foundation repair, siding
repair (moisture barrier), and accessibility improvements.
Estimate the number of housing units within the jurisdiction that are occupied by low or
moderate income families that contain lead-based paint hazards. 91.205(e), 91.405
There are 195,000 homes and apartments that were built prior to 1978 and could have lead-based paint.
This represents 59 percent of the County's housing stock. Low and moderate income families are more
likely to live in older housing, which is generally less expensive than newly built homes. Half of all older
housing, or 97,500 units could be occupied by lower-income households. However, not all housing built
prior to 1978 contains lead paint. Homes built prior to 1950 are more likely to contain lead paint. There
are 33,241 homes that were built in 1950 or earlier.
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MA-25 Public And Assisted Housing - 91.410, 91.210(b)
Introduction
There are two Housing Authorities in the Contra Costa Consortium: the Housing Authority of Contra Costa County (HACCC) and the Pittsburg
Housing Authority. The HACCC has jurisdiction throughout the County with the exception of the cities of Pittsburg and Richmond. The mission of
the HACCC is to provide high-quality affordable housing solutions and promote self-sufficiency for low-income people of Contra Costa County.
The HACCC provides rental subsidies and manages and develops affordable housing for low-income families, seniors and persons with disabilities
in Contra Costa County. The HACCC administers 1168 public housing units in 14 developments from as far West as San Pablo to as far East as
Brentwood. The Pittsburg Housing Authority manages a housing choice voucher program. Maps 1 through 5 in Appendix F indicate areas of
Section 8 voucher concentration within the County and the individual Consortia cities.
Totals Number of Units
Table 12 – Total Number of Units by Program Type
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 0 2,350 15,640 438 13,128 662 370 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Alternate Data Source Name:
Contra Costa Housing Authority
Data Source Comments: Mod-Rehab - 28Public Housing Units - 1,174(Number of Accessible Units - 28)Total Vouchers - 6,518Project Based - 302 (including 5 for HOPWA)Tenant Based -
6,212Veterans Affairs Supportive Housing - 0Family Unification Program - 18Disabled - 0Shelter Plus Care (administered on behalf of County COC) - 331
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Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an
approved Public Housing Agency Plan:
The HACCC administers 1175 public housing units in 13 developments in 9 communities from San Pablo to Brentwood. In general, the units are
in good condition; however, there are two developments with below average inspection scores. The Las Deltas project in North Richmond, and
El Pueblo in Pittsburg both have substantial rehabilitation needs.
HACCC has begun a long-term project to reposition and rehabilitate its public housing portfolio in the face of ever-decreasing federal, state and
local funding. As part of this process HACCC has been approved for a RAD grant that will remove 90 long-term vacant units at Las Deltas in North
Richmond. These units will be removed from the public housing portfolio and converted to project-based voucher assistance that will be used to
help fund construction or rehabilitation of more affordable housing units.
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Public Housing Condition
Table 13 - Public Housing Condition
Public Housing Development Average Inspection Score
Bridgemont, Antioch, 36 units 81
Elder Winds, Antioch, 100 units 81
Casa de Serena, Bay Point, 50 units 87
Los Nogales, Brentwood, 44 units 70
Alhambra Terrace, Martinez, 52 units 79
Hacienda, Martinez, 50 units 79
Los Arboles, Oakley, 30 units 70
Casa de Mañana, Oakley, 40 units 70
El Pueblo, Pittsburg, 176 units 57
Las Deltas, North Richmond, 211 units 61
Bayo Vista, Rodeo, 244 units 70
Kidd Manor, San Pablo, 41 units 89
Vista del Camino, San Pablo, 100 units 89
Bridgemont, Antioch
Extraordinary Maintenance (window, electrical,
flooring upgrades and restoration.
Elder Winds, Antioch
Select Unit Modernization (foundation restoration, fire damage, and plumbing infrastructure
restoration)
Casa de Serena, Bay Point
Exterior Lighting Upgrades
Los Nogales, Brentwood
Unit Interior Electrical System Upgrades
Alhambra Terrace, Martinez
Site Electrical System Upgrade
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Hacienda, Martinez
Non-routine & Extraordinary Maintenance work items
(window, electrical and flooring upgrades or replacement)
Los Arboles, Oakley
Select Unit Modernization (foundation, fire damage reconstruction, plumbing infrastructure rehab)
Casa de Manana, Oakley
Non-routine & deferred maintenance (window, electrical, flooring replacement)
El Pueblo, Pittsburg
Exterior Lighting Upgrades
Las Deltas, North Richmond
Non-routine & Deferred Maintenance (window, electrical, flooring upgrades &replacement)
Bayo Vista, Rodeo
Select Unit Modernization (Reconstruction of fire damage units, plumbing infrastructure reconstruction
throughout development)
Kidd Manor, San Pablo
Non-routine & Extraordinary Maintenance (window, electrical upgrades, flooring replacement)
Vista del Camino, San Pablo
Playground upgrades.
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
Public housing modernization projects are based upon a 2011 physical needs assessment (PNA)
performed by EMG Corporation. HUD requires Housing Authorities to conduct a physical needs
assessment every five years. Based on the 2011 PNA, HACCC has approximately $14.2 million in
immediate capital and modernization needs. While the level of need at individual properties varies, all
developments face significant, age-related infrastructure and modernization needs. As with most
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housing authorities, funding does not match need. HACCC received only $1.6 million in Capital Funds for
federal FY 2014-15.
Describe the public housing agency's strategy for improving the living environment of low-
and moderate-income families residing in public housing:
The HACCC utilizes approximately $1.6 million annually in Capital Funds to provide a variety of physical
and social improvements at all its properties. A sample of specific improvements include modernization
and rehabilitation of vacant units at three of the Authority's sites, rehabilitation of building foundations
at another site and replacements and upgrades of exterior safety lighting at several sites. HACCC has
also begun a study to determine what other funding sources, if any, are available to provide funding that
would address the outstanding short- and long-term capital needs of each individual property.
HACCC has a pending RAD application with HUD that would provide for the removal of 90 vacant and
dilapidated units at the agency's Las Deltas public housing sites in North Richmond. If approved, the RAD
application would provide replacement funding that could be used to project-base new units or
rehabilitate existing units. Additionally, HACCC is preparing a disposition application to HUD for Las
Deltas. If approved for RAD, the disposition application will cover all remaining units at the Las Deltas
public housing sites in North Richmond. If HACCC is not approved for RAD, either due to the fact that
Congress does not give HUD the additional authority needed to include new units in the demonstration
or due to a deficiency in the agency's application, then HACCC will seek removal of all public housing
units at Las Deltas in North Richmond. If Las Deltas is removed from the public housing inventory,
HACCC will seek replacement vouchers. If awarded, HACCC will seek to project-base these vouchers in
order to fund new affordable housing units via construction or rehabilitation. HACCC may also using the
project-based vouchers to rehabilitate and preserve existing affordable housing units.
In addition to improving the physical condition of resident's living environments, HACCC continues to
fund safety activities beyond the base services provided by local law enforcement.
Discussion:
The HACCC is facing significant challenges in maintaining its public housing. Annually, Capital Fund
allocations have not been sufficient to repair and maintain all of the public housing units. The HACCC is
seeking to remove all 221 Las Deltas units in North Richmond.
HACCC also funds services that promote self-sufficiency and community programs for residents. For
example:
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Additional Law Enforcement Services
HACCC currently contracts with the County Sheriff’s department for two additional deputies. One
deputy provides additional law enforcement services for the Las Deltas development in the North
Richmond community. The other serves the Bayo Vista development in the Rodeo community. Within
the City of Pittsburg, at HACCC's El Pueblo property, the agency currently contracts with the City’s Police
department for one additional police officer. To provide additional support for law enforcement HACCC
also provides and maintains law enforcement substations at each of these developments for use by law
enforcement officers when they are at the development.
Resident Services Strategy
The creation of Resident Councils is an important means of obtaining resident input and participation.
Resident Council input assists in the identification of appropriate resident services, the participation of
residents in the resolution of safety issues, and provides outreach assistance when implementing
activities designed to move households from welfare to work and greater independence. HACCC
currently has one active Resident Council. However, over the past few months, there has been a
renewed interest at several other developments to create new Resident Councils there (most had
Resident Councils in the past). HACCC is working with tenants in an attempt to create active Resident
Councils at three more public housing properties.
HACCC continues to operate two youth programs at the Las Deltas and Bayo Vista properties. The
programs provide youth-oriented activities, which include arts and crafts, homework club, movie time,
spelling bees and cooking classes. Also, staff are instrumental in providing field trips to museums,
baseball games and the Discovery Kingdom amusement park. Both programs have around 50 children
enrolled in their summer program, most of whom will continue in the after-school program during the
fall.
The Young Adult Empowerment Center (YAEC) provides residents and neighbors in North Richmond
with a variety of services designed to improve their lives. Staff provide job training, counseling, and
other services and classes on-site, while also providing links to more comprehensive resources off-site.
Staff help residents identify their goals and needs and then focus on linking them with the resources
necessary to reach their goals. When necessary, YAEC staff will advocate on behalf of a client to obtain
needed resources.
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MA-30 Homeless Facilities and Services - 91.410, 91.210(c)
Introduction
Facilities Targeted to Homeless Persons
Table 14 - Facilities Targeted to Homeless Persons
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren) 140 40 245 734 4
Households with Only Adults 318 51 182 863 0
Chronically Homeless Households 0 0 0 401 0
Veterans 24 0 12 160 0
Unaccompanied Youth 24 0 23 15 0
Alternate Data Source Name:
Contra Costa County 2014 Housing Inventory Count
Data Source Comments:
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Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons
Mainstream Benefits: To improve accessing and documenting mainstream benefits, Contra Costa
Interagency Counsel on Homelessness (CCICH) is committed to the following practices: 1) Improve HMIS
data collection procedures for mainstream benefits, 2) identify and implement best practices; 3) provide
thorough outreach and enrollment assistance for local, state and federal healthcare options; 4)
undertake ongoing training regarding most effective federal/state benefits programs; and 5) conduct
ongoing monitoring of Continuum of Care (CoC)-funded programs’ performance to identify system-wide
trends or program-specific changes in performance.
Housing First: By emphasizing Housing First and intensive case management, CCICH has accomplished a
96% housing stability rate among our CoC-funded permanent supportive housing projects. CCICH will
work to maintain/improve housing stability by: 1) training providers on and implement best practices
including Housing First best practices, eviction prevention strategies, and motivational interviewing, and
for increasing income and improving access to mainstream benefits; and 2) Deliver integrated mental
health, substance abuse, and homeless services and case management to our permanent housing
clients, increasing stability and ability to remain housed.
Health Care: Contra Costa’s Health Care for the Homeless program actively participates in CCICH
meetings, and coordinates with providers to connect clients to enrollment and outreach activities being
offered. This fall, HCH distributed FAQ flyers in English, Spanish, Russian, Vietnamese, Arabic, Farsi, and
Chinese, explaining the impact of health care reform, Medi-Cal expansion and enrollment, Covered
California, the plans offered to Contra Costa residents, and important phone numbers and websites for
health care reform information. ACA implementation is a significant factor in the County’s Behavioral
Health Division integration efforts. The ACA has also been identified as a topic of interest for coverage in
an upcoming CCICH quarterly meeting.
Employment: Contra Costa’s new REACH Plus Family Rapid Re-Housing and Tenant-Based Rental
Assistance projects will ensure that employment and other economic opportunities are directed to low-
and very low-income persons. As with all projects by these sponsoring agencies (SHELTER, Inc. and
Contra Costa Health Services), these projects will prioritize low- and very low-income persons by posting
accessible job applications with targeted recruitment. One source of such persons is the Homies for the
Homeless project of the CCICH Consumer Advisory Board, which offers mentoring and training services
provided by formerly homeless persons. Providers also connect to mental health consumers through the
Service Provider Individualized Recovery Intensive Training (SPIRIT) program, which provides training
and education to become self-advocates and mental health service providers.
Employment Income: Persistently high unemployment rates and the proliferation of low-wage service
jobs have made it difficult to raise employment income among our clients. CCICH is committed to the
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following: 1) Improve availability of our employment services inventory by building closer relationships
with the Workforce Investment Board, WIA One Stops, employment agencies, and financial/vocational
education centers, 2) ensure vocational rehab counseling is available to all CoC projects; 3) ensure that
each One Stop location has a homeless liaison; 4) ensure that up to 3 SSVF-funded case managers are
housed at One Stops; 5) identify and document best practices for CoC-wide training curricula; and 6)
review how to improve data quality to better capture the increases in income we are achieving.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,
describe how these facilities and services specifically address the needs of these populations.
• 2-1-1: Works with Contra Costa Crisis Center to refer those at-risk of homelessness or already
homeless.
• Anka Behavioral Health: A grouping of different projects including ACCESS, ACCESS Plus, PCH-
AAA, Project Choice, and Project Step. They provide homeless services including housing to
individuals.
• Bay Area Rescue Mission: Provide single male veterans emergency shelters, transitional housing,
recovery programs, job-skills training, and food pantry.
• Central County Homeless Outreach: Countywide overnight homeless
referral/transportation/outreach service that provides basic necessities in the field.
• Concord Police Department: Provide protection to the homeless population and homeless
outreach team.
• Contra Costa County Behavioral Health: Provides homeless services including permanent
housing for youth.
• Contra Costa County Homeless Programs: A grouping of different projects including Brookside
Interim Housing Facility Veterans Beds, Philip Dorn Respite Center, Respite Interim Housing, Calli
House Youth Shelter, and the Concord and Brookside Adult Interim Housing. They provide
homeless services to veterans, families, emergency shelters, and unaccompanied youth.
• Contra Costa County Housing Authority: Provide homeless services including housing for
families, and individuals.
• Contra Costa Crisis Center: Provides motel vouchers and a hotline for referrals.
• Department of Veteran’s Affairs: Provides homeless services including shelter for veterans and
their families, including HUD-VASH assistance.
• East Bay Community Recovery Project: Provides homeless services including rapid rehousing to
individuals.
• Garden Park Apartments Community: Provides homeless services including permanent housing
for individuals and families.
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• Greater Richmond Interfaith Program: Provides homeless services by providing permanent
housing for individuals.
• Greater Richmond Interfaith Program: Provides homeless services including permanent housing
for individuals.
• GRIP/Souper Center: Provides food for the homeless population.
• Health Care for the Homeless: A subsidiary to Contra County Health Services. They provide
homeless services including health care services for the homeless.
• Interfaith Council of Contra Costa County Social Justice Alliance: Provides homeless services
including shelter for individuals and families.
• Interfaith Council of Contra Costa: Provide homeless services by providing seasonal beds.
• Loaves & Fishes: Provides food for the homeless population.
• Monument Crisis Center: Provides food for the homeless population.
• Office of Consumer Employment: Provides civil legal advice for protection against businesses.
• Pittsburg Housing Authority: Provides housing to low-income residents.
• Rainbow Center: Provides services to the LGBT community including HIV testing and youth
programs.
• Resources for Community Development: Provides homeless services including permanent
housing for individuals and families.
• Richmond Housing Authority: Provides housing to low-income residents.
• Rubicon Programs Inc.: Provides homeless services including permanent housing for individuals
and families.
• SHELTER Inc.: Provides emergency shelter, permanent supportive housing, and transitional
housing.
• STAND! Against Domestic Violence: Provides homeless services including shelter for women and
children.
• Swords to Plowshares: Provides homeless services including rapid rehousing to individuals.
• Trinity Center: Provides showers, food, clothes, mail, and social services for the homeless
population.
• West Contra Costa Family Justice Center: Provides case management services for the homeless
population.
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MA-35 Special Needs Facilities and Services - 91.410, 91.210(d)
Introduction
There are 102,971 persons with disabilities living in the Contra Costa HOME Consortium area: 38 percent
(39,746) have an independent living difficult; and 52 percent have an ambulatory difficulty.
For more detailed information, see Table 4 in Appendix B
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
There is a great variety of supportive housing needs, which varies based on the type and intensity of the
disability. The elderly, especially the frail elderly, often need assistance with activities of daily living. This
includes bathing, dressing, meal preparation, and housekeeping. These needs may be accommodated
through a range of housing options including in-home care givers, assisted living, board and care homes,
and skilled nursing facilities.
Children and young adults may receive care at their parents’ home, or in an institutional facility.
Depending on the disability, and the need for services, adults may live in licensed residential care
facilities (i.e. group homes), or independently.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
Clients treated by the County Behavioral Health Division are regularly reviewed for readiness and
prepared for discharge into environments that provide stepped-down levels of care. The Department
holds a weekly Bed Committee where all institutionalized consumer’s discharge plans are prepared.
Discharge planning responsibilities fall to the Clinic managers for those consumers currently receiving
services and to the Mental Health Transition Team (consisting of managers, a psychiatrist, RNs, clinicians
and peer providers) for those patients not otherwise connected to the County system.
State hospitals discharge to Institutes for Mental Disease (IMD)/Skilled Nursing Facilities (SNF) and not
to HUD CoC funded programs. Dischargees from IMDs/SNFs are placed in Crisis Residential/Transitional
Residential Services (CR/TRS), and those discharged from Acute Inpatient Facilities (AIFs) are released to
appropriate settings, such as the Respite Center at the County’s Adult Emergency Shelter. Those exiting
CR/TRS are discharged to independent, shared or supported (e.g. Board & Care) housing. State Mental
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Health Services Act (MHSA) funds also pay for 79 housing units for homeless discharges with severe
mental illness.
In 2009 the County used CDBG funding to construct the Philip Dorn Respite Center within the Concord
Homeless Shelter. The center provides semi-private rooms for medically fragile homeless adults who are
discharged from local hospitals.
Owners of apartment units funded with HOPWA or Mental Health Services Act funds continue to receive
operating subsidies for up to two months while a tenant is undergoing treatment in a medical facility.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
Not applicable.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless but
have other special needs. Link to one-year goals. (91.220(2))
Special needs groups with priority housing and supportive needs within the County include the
elderly/frail elderly, persons with HIV/AIDS, victims of domestic violence (which includes
abused/neglected children), and persons with physical/mental disabilities. Many of the supportive
needs are addressed strategically through CDBG funding of Public Service activities for non-homeless
special needs populations, which includes elderly/frail elderly, persons with HIV/AIDS, victims of
domestic violence, and persons with physical/mental disabilities. In addition, the Consolidated Plan goal
of “CD-6 Infrastructure/Public Facilities”, includes funding activities with CDBG funds to construct or
improve public facilities and infrastructure including, but not limited to, providing and improving access
to facilities for persons with disabilities. This may include directly improving or constructing facilities or
infrastructure in low-income areas or providing assistance to nonprofit agencies that serve low-income
populations, including non-homeless special needs populations.
To the extent that other funds, especially low-income housing tax credits, are available, the County will
use CDBG, HOME, and HOPWA funds to assist in the development of new units of affordable housing for
seniors (including frail elderly), persons with HIV/AIDS, and persons with physical and mental disabilities.
TBD based on FY 2015-16 allocations
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MA-40 Barriers to Affordable Housing - 91.410, 91.210(e)
Describe any negative effects of public policies on affordable housing and residential
investment
The most significant impact to affordable housing development was the State law which eliminated
redevelopment in 2012. Redevelopment agencies facilitated the development of affordable housing
through land acquisition and transfer, and provision of predevelopment funding. Redevelopment funds
provided significant leverage for CDBG and HOME funds.
In addition, federal changes to the Section 202 and 811 programs further reduced affordable housing
development funds. The budget reductions to CDBG and HOME have further reduced development
capacity. The 2013 HOME Final Rule placed additional time constraints on the expenditure of HOME
funds, which means HOME funds cannot be 'patient' funding while additional financing is secured.
Other governmental constraints include local development standards for height limits, lot coverage
maximums, and parking requirements which reduce the number of units on a given site.
Lengthy development application and permit processing add costs to a project. Local development
impact fees can add $50,000 to each multi-family unit and $50,000 to $100,000 to single-family units.
Contra Costa County has an urban limit line to concentrate development in urban areas and protect
open space. This policy increases the costs of land, which increases the cost of development.
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MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)
Introduction
Contra Costa County is considered part of the "East Bay" region of the San Francisco Bay area (Alameda County is also part of the "East Bay"
region) and, like many other regions across the country, the East Bay significantly was impacted by one of the worst economic downturns,
known as the "Great Recession" from the years of 2008 to 2012. The unemployment rate in Contra Costa County more than doubled from 5.1
percent in April 2008 to 11.1 percent in October 2009, subsequently staying at or above 10 percent for another two years. Virtually every
industry and occupation was negatively impacted during this period, with job losses outpacing gains across the board. Based on an East Bay
Economic Development Alliance report, "Building on our Assets: Economic Development and Job Creation in the East Bay", the result of the
"Great Recession" was the loss of one out of ten jobs in the East Bay since 2007. Fortunately, the economy in the East Bay has seen an upswing
over the last two years due to its strength as a high growth region. More recently, according to the California Employment Development
Department, the unemployment rate has been dropping and now stands at 7 percent, and we are seeing solid job growth across a range of
sectors in the region, forming what we hope and expect is a strong foundation that is revitalizing the region’s economy. In a recent East Bay
Economic Development Alliance report, in which the Contra Costa Workforce Development Board was a key partner, a number of important
assets were identified that provide a solid base for economic growth. These assets include: 1) a highly diversified workforce; 2) world-class
research and development institutions; and 3) growing innovation industries.
The 2007-2011 ACS information below indicates that just under 300,000 residents of the Urban County make up the total population of the
civilian workforce, with approximately 91.5 percent being employed. The County's unemployment rate during the ACS 2007-2011 period was
8.52 percent; however the sub-population of those who are between 16 and 24 years of age had an unemployment rate of nearly 18
percent. For more information regarding the labor force and unemployment rate for the County as whole and each for each individual city/town
within the County, please see Table 6 in Appendix B and Maps 1 through 5 in Appendix H.
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Economic Development Market Analysis
Business Activity
Table 15 - Business Activity
Business by Sector Number of
Workers Number of Jobs Share of Workers
% Share of Jobs
% Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 3,195 3,700 2 3 1
Arts, Entertainment, Accommodations 22,373 18,232 11 14 3
Construction 11,048 9,380 6 7 1
Education and Health Care Services 34,983 19,320 18 15 -3
Finance, Insurance, and Real Estate 17,145 10,718 9 8 -1
Information 7,501 6,622 4 5 1
Manufacturing 16,844 9,789 9 7 -2
Other Services 12,535 9,071 6 7 1
Professional, Scientific, Management Services 31,645 17,554 16 13 -3
Public Administration 2 0 0 0 0
Retail Trade 24,091 19,367 12 15 3
Transportation and Warehousing 6,064 3,167 3 2 -1
Wholesale Trade 9,897 4,167 5 3 -2
Total 197,323 131,087 -- -- --
Data Source: 2007-2011 ACS (Workers), 2011 Longitudinal Employer-Household Dynamics (Jobs)
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Labor Force
Table 16 - Labor Force
Total Population in the Civilian Labor Force 299,910
Civilian Employed Population 16 years and over 274,365
Unemployment Rate 8.52
Unemployment Rate for Ages 16-24 17.97
Unemployment Rate for Ages 25-65 5.90
Data Source: 2007-2011 ACS
Table 17 – Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 93,568
Farming, fisheries and forestry occupations 10,398
Service 22,447
Sales and office 69,170
Construction, extraction, maintenance and
repair 18,734
Production, transportation and material moving 10,059
Data Source: 2007-2011 ACS
Travel Time
Table 18 - Travel Time
Travel Time Number Percentage
< 30 Minutes 124,393 50%
30-59 Minutes 83,215 33%
60 or More Minutes 41,587 17%
Total 249,195 100%
Data Source: 2007-2011 ACS
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Education:
Educational Attainment by Employment Status (Population 16 and Older)
Table 19 - Educational Attainment by Employment Status
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 13,869 2,503 9,702
High school graduate (includes
equivalency) 34,503 4,009 12,166
Some college or Associate's degree 69,955 6,457 20,426
Bachelor's degree or higher 117,974 5,994 23,838
Data Source: 2007-2011 ACS
Educational Attainment by Age
Table 20 - Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 424 2,783 3,174 6,823 4,738
9th to 12th grade, no diploma 5,052 3,253 3,886 6,155 4,690
High school graduate, GED, or
alternative 12,536 11,836 13,006 25,836 16,959
Some college, no degree 18,277 15,683 16,793 37,624 14,976
Associate's degree 2,063 5,629 6,745 14,438 4,951
Bachelor's degree 4,029 18,179 28,342 47,375 15,436
Graduate or professional degree 175 7,089 15,178 31,709 11,152
Data Source: 2007-2011 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Table 21 – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 22,065
High school graduate (includes equivalency) 33,383
Some college or Associate's degree 43,085
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Educational Attainment Median Earnings in the Past 12 Months
Bachelor's degree 64,697
Graduate or professional degree 87,587
Data Source: 2007-2011 ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
Half of the jobs in the "East Bay" region are in four regional serving industries/sectors: health care,
retail, education and food services. It is expected that health care and educational services jobs are
expected to grow faster in Contra Costa County than in the rest of the East Bay. The Business Activity
table above further confirms the strength of these sectors in Contra Costa County. Based on the
Business Activity table above, the major employment sectors are Education and Health Care Services
(18% of the share of workers), Professional, Scientific, Management Services (16% of the share of
workers), and Retail Trade (12% of the share of workers).
Describe the workforce and infrastructure needs of the business community:
The County, via its Workforce Development Board (WDB) has utilized a sector approach to address
workforce and business needs in the region since 2004, and identified construction, healthcare,
manufacturing, and retail as priority sectors during the early/mid 2000s. As part of its sector
engagement process, the WDB has bundled quantitative analysis with anecdotal information gathered
through business engagement efforts (e.g. interviews, surveys, and conversations), in order to better
ascertain business needs, validate labor market projections, and identify skills gaps in the workforce.
The WDB has been able to effectively group occupations and skill requirements into functional clusters
across businesses and/or industries. Following roughly one year of research and analysis, in July 2012,
the WDB adopted a policy to prioritize and target investments in the following four industry sectors: 1)
Advanced Manufacturing; 2) Health and Life Sciences; 3) Energy; and 4) Information Communication
Technology (ICT) and Digital Media. These four industry sectors typically require a highly skilled and/or
trained workforce.
Therefore, the primary workforce need is the provision of education/training programs in which the
County's workforce population can participate. The WDB's vision to fulfill the workforce needs of the
business community within these four sectors is to create a highly skilled workforce, prepared through
targeted training programs and dynamic education/training systems. The WDB works towards the
realization of this vision by building a workforce development network that includes strategic
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partnerships with a wide range of organizations and businesses, the use of industry sector strategies,
leveraging of investments to increase impact, a data-driven approach that includes using economic
intelligence in decision-making, and shared accountability for results.
The infrastructure needs of the County's overall business community is largely met due to the County's
location within the San Francisco Bay Area. The County has two major interstate highways, an extensive
existing freight railway system, waterfronts and ports that provide connectivity to regional, national, and
global markets. In addition to the two major interstate highways, the County is served by the Bay Area
Rapid Transit (BART) passenger light rail system, which connects County residents and workers to east,
central, and west Contra Costa County, in addition to the greater Bay Area. Given the County's
geographic and demographic diversity, there are specific areas of the County with their own unique
characteristics that affect the County's economic system. The area of west Contra Costa and east Contra
Costa, are housing-rich places with a high number of households compared to jobs, and relatively lower
connectivity to the East Bay’s dense employment nodes, such as central Contra Costa County. These
subareas have a business mix that serves the area households, and therefore do have lower
concentrations of driving industry sectors. The area of central Contra Costa has a higher ratio of jobs to
residents, stronger regional accessibility, and specific industry concentrations in driving sectors like
Advanced Manufacturing, Health and Life Sciences, Energy, and ICT and Digital Media. However, in
lower-income communities of the County, there is a continual need for various infrastructure
improvements, where the current infrastructure is antiquated and in need of replacement or in need of
a major upgrade to address efficiency and accessibility concerns.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The biggest potential change will be the initiative to develop and expand the Northern Waterfront of
Contra Costa County. This initiative will examine the necessary infrastructure required to develop the
waterfront area that stretches from the City of Hercules to the City of Oakley so that the industrial lands
will be marketable for companies looking to expand and/or move into this area. In addition, the land will
be used to support complimentary industries that will help to increase skilled, high wage jobs in East
Contra Costa County. This initiative would lead to an increase need of expanding or creating new
business supportive services and workforce training initiatives depending on the type of
sectors/industries that these businesses belong to.
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How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
Generalizations about the skills and knowledge needed to find employment in the priority sectors are
difficult to make. However, an analysis of the available economic and workforce data makes a number
of things clear. First, in many of the industry sectors that are expected to grow and provide high-quality
employment opportunities, scientific and technical skills and knowledge are required. Jobs in the priority
sectors mentioned above, including PSTS (Professional, Scientific and Technical Services), advanced
manufacturing, and clean energy and biosciences, will largely require these kinds of skills and
knowledge. This points to the importance of providing educational and career pathways in the STEM
(Science, Technology, Engineering, Math) fields for local residents. Second, many of the jobs being
created by new and growing industries will require at least some post-secondary education. A recent
report by the California Employment Development Department (EDD) estimates that eight out of ten of
the fastest growing job categories in the state will require at least a bachelor’s degree. According to the
Labor Force table above, the total civilian labor force population in the Urban County is 299,910, of
which 274,365 is employed, with nearly 50 percent having a bachelor's degree or higher. However, the
proportion of residents of Contra Costa County who are above the age of 55 (25.4 percent) is nearly 3
percent higher than the statewide average for California (22.7 percent). For employers, highly educated
and/or skilled older workers who are aging out of the workforce will need to be replaced. Yet the
challenge is the upcoming younger generations, especially those between 16-24 years of age are not
meeting the educational and or skill level necessary to fill many of the jobs that are being vacated by the
older workforce. Addressing the education and training needs of the younger population is critically
important for a number of reasons. Disconnected youth are more likely to engage in illegal behavior and
become dependent on public aid. In addition, a lack of connection with school and work during these
critical years can interfere with the transition to a productive and self-sufficient adulthood. Finally, lack
of education and work experience results in reduced employability and earning potential.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
There are currently two major workforce training initiatives occurring in Contra Costa County. The first
one is the East Bay Biomedical Manufacturing Network, and the second is the Design it- Build it- Ship it
(DBS). The East Bay Biomedical Manufacturing Network is building a regional innovation ecosystem for
technology transfer, economic development, and workforce development in medical device and
bioscience manufacturing along the I-80/880 Corridor of the Inner San Francisco East Bay Area. This
region includes Western Alameda and Contra Costa Counties from San Pablo/Richmond in the North to
Fremont/Newark in the South and is home to world-class innovation assets such as UC Berkeley and
Lawrence Berkeley National Laboratory. </div><div></div><div>DBS is a regional workforce initiative
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that represents an unprecedented opportunity for the San Francisco East Bay Area to build accelerated,
intensive, and regionally articulated programs of study so that TAA eligible, dislocated workers or
unemployed adults can earn degrees or credentials of value and enable them to enter the workforce in
industries with growing occupational demand and opportunities for career and wage advancement. DBS
will create a regional workforce system that includes 1. A regional career path system with stackable
certificates across the 10 DBS community colleges coordinated through an East Bay Skills Alliance that
includes higher education, industry, WIBs, labor, national research labs, and economic development
partners; 2. Stronger training, referral and placement systems that integrate the colleges and WIA One
Stop Career Center System with jointly supported aptitude and career inventories, digitally mapped
career pathways, electronic referral/enrollment, and systems for leveraging WIA, TAA, ETP and other
training resources within the community colleges; 3. Development of career transfer pathways from the
community colleges into the University of California and the California State University systems that
articulate between CTE pathways in the community colleges and STEM-centered pathways in the 4-year
system.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
The County, at this time, does not have a comprehensive economic development plan. The County's
Workforce Development/Investment Board has a Five-Year Strategic Plan that addresses economic
growth as it relates to the County's overall workforce.
Discussion
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
Households with incomes at 30 percent and 50 percent of AMI experience a greater degree of housing
problems than other income groups. Seventy percent of households with incomes below AMI
experience a housing problem. In addition, low-income Black/African American and Hispanic households
have disproportionate housing needs. (See the discussion in Section NA-15.)
The communities of San Pablo, North Richmond, Montalvin Manor, Tara Hills, Bay View, and Bay Point
all have a concentration of minority populations (more than 78.3%) in Low Mod Census tracts. Much of
the housing in these areas is more than 60 years old and suffers from deferred maintenance.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (Include a definition of "concentration")
In addition to the communities listed above, Hercules, and portions of San Ramon have racial/ethnic
concentrations (more than 78.3 percent); and Rodeo and portions of Martinez have Low-Mod Census
tracks (see Maps 1 through 5 in Appendix C for racial/ethnic minority concentrations by census tract and
Maps 1 through 5 in Appendix G for low- to moderate- income areas by census tract).
What are the characteristics of the market in these areas/neighborhoods?
With the exception of San Ramon, all of the above areas have homes and apartments that are priced at
or below median prices and rents.
Are there any community assets in these areas/neighborhoods?
Community assets typically are facilities such as schools, libraries, community centers, parks, and
access/proximity to commercial centers or establishments that include grocery stores, general
merchandise stores, and pharmacy retailers. The communities listed above all have a combination of
community assets that include parks, community centers, and schools (elementary, middle, and high
schools). San Pablo, North Richmond, Montalvin Manor, Tara Hills, Bay View, Bay Point, Hercules,
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Rodeo, Martinez, and San Ramon all have a number of parks, community centers, and schools
(elementary, middle, and high schools). The communities of San Pablo, Hercules, Rodeo, Martinez, Bay
Point, and San Ramon all have a public library. Some of these areas have existing large grocery markets,
such as Safeway, Riley’s, or Grocery Outlet; but most are served by small businesses that serve these
areas.
Areas that have low-income concentrations, such as North Richmond, Montalvin Manor, Rodeo, and Bay
Point, tend to have a scarcity of traditional grocery stores, which requires many of the residents of these
areas to travel outside their immediate neighborhood to grocery shop. Given the scarcity of grocery
stores within low-income areas, residents tend to have limited food options and therefore only have
poor food choices, such as fast food. As part of the “Non-Housing Community Development” priority
within the Strategic Plan section of this Consolidated Plan, there are two strategies that can address this
problem within low-income neighborhood: 1) Improving Infrastructure and Public Facilities; and 2)
expanding economic development opportunities. Assisting with infrastructure/public facilities along
major transportation corridors or roadways within low-income neighborhoods can improve accessibility
for residents to get to grocery stores or can open opportunities for new food retailers that provide
healthy food choices to locate in or near these neighborhoods. In addition, expanding economic
opportunities to new or current small food oriented businesses through the provision of technical
assistance or access to financial assistance can entice residents of these neighborhoods, who have been
operating an informal food business, to formalize and possibly locate within their neighborhood.
Are there other strategic opportunities in any of these areas?
The communities of San Pablo, Montalvin Manor, Tara Hills, Bay View, and Rodeo are all located along
San Pablo Avenue: a major arterial stretching from downtown Oakland in Alameda County to Rodeo in
Northwestern Contra Costa County. The full length of San Pablo Avenue in Contra Costa County is
identified as a Priority Development Area (PDA) through the Association of Bay Area Governments. San
Pablo Avenue has a mixed-use planning designation along the entire Contra Costa segment. PDAs are
identified in local and regional planning documents as the priority areas for in-fill development with a
focus on jobs, housing, and access to transit.
Another strategic opportunity is the County’s Northern Waterfront Economic Development
Initiative. The Northern Waterfront Economic Development Initiative is a regional cluster-based
economic development strategy with a goal of creating 18,000 new jobs by 2035. The Initiative focuses
on advanced manufacturing sub-sectors in five targeted clusters (advanced transportation fuels, bio-
tech/bio-medical, diverse manufacturing, food processing, and clean tech) and leveraging existing assets
to retain existing firms. In cooperation with public and private stakeholders, the Initiative will retain
existing business, help them expand, and attract new businesses. The Northern Waterfront area
consists of approximately 50 miles of Contra Costa County’s northern waterfront, from Hercules to
Oakley and is an important economic asset to the San Francisco Bay Area region. This waterfront has
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several unique features such as a deep ship channel, marine terminals, and it is served by two Class-1
railroad lines, Union Pacific Railroad and Burlington Northern Santa Fe Railroad. The communities of
Hercules, Rodeo, Martinez, and Bay Point are all within the Initiative area.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan discusses the priority housing and community development needs of Contra Costa
County as a whole and establishes objectives intended to meet those needs as well as strategies to
implement the objectives.
Priority needs have been determined as the result of the needs assessment process. Assessment
consisted of an analysis of the community setting including housing and population characteristics,
consultations, public workshops, and an online survey.
Priority needs have been grouped into four major categories: Housing, Homeless, Non-housing
Community Development, and Administration. Housing needs are further divided into affordable
housing and special needs housing. Non-housing Community Development is divided into public
services, economic development, and infrastructure/public facilities. Administration refers to the
general administration of the CDBG, HOME, and ESG Programs.
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SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
Table 22 - Geographic Priority Areas
1 Area Name: Contra Costa
County
Area Type: Countywide
Other Target Area Description: Countywide
HUD Approval Date:
% of Low/ Mod:
Revital Type:
Other Revital Description:
Identify the neighborhood boundaries for this target area.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify
this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area?
Are there barriers to improvement in this target area?
General Allocation Priorities
Describe the basis for allocating investments geographically within the state
The Contra Costa County HOME Consortium area is comprised of the unincorporated areas and
incorporated cities/towns of the County, with the exception of the City of Richmond. The City of
Richmond receives its own allocation of HOME Program funds from HUD and therefore is not part of the
Contra Costa County HOME Consortium area. In terms of geographic distribution of investment of
HOME funds, HOME housing activities will go towards all eligible areas of the HOME Consortium area to
benefit low-income households.
Contra Costa County also receives an allocation of CDBG funds from HUD to benefit residents of the
Urban County. The Urban County area is comprised of all the unincorporated areas and incorporated
cities/towns of the County, minus the Cities of Antioch, Concord, Pittsburg, Richmond, and Walnut
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Creek. These five cities receive their own allocation of CDBG funds from HUD and therefore are not part
of the Urban County area. In terms of specific geographic distribution of investments, infrastructure
improvements and public facilities will be focused primarily in areas with concentrations of low- to
moderate-income populations within the Urban County area. Maps 1 through 5 in Appendix G illustrate
the low- to moderate-income areas in the Urban County and the other HOME Consortium jurisdictions
(defined as a block group where at least 41.2 percent of the population has income not exceeding 80
percent of the AMI). Investments in CDBG housing activities may occur in any Urban County
area. Investments in public facilities and services serving special needs populations and primarily low
and moderate income persons will be made throughout Contra Cost County as long as the facility and/or
service is benefiting a reasonable percentage of residents that reside in the Urban County area.
Contra Costa County also receives an allocation of ESG funds from HUD. The ESG area for the County is
all unincorporated areas and all incorporated cities/towns of Contra Costa County. In terms of
Geographic investment of ESG funds, ESG funds will be distributed throughout the County to provide
assistance to the homeless population or those at risk of becoming homeless in all of Contra Costa
County.
Contra Costa County is also a sub-grantee to the City of Oakland (Alameda County) for the HOPWA
program. Contra Costa County’s HOPWA area is the entire unincorporated areas and incorporated
cities/towns of the County.
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SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 23 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with HIV/AIDS and their Families
Geographic
Areas
Affected
Associated
Goals
AH-1 New Construction of Affordable Rental Housing
AH-2 Homeownership Opportunities
AH-3 Maintain and Preserve Affordable Housing
AH-4 New Supportive Housing - Special Needs
Description The Affordable Housing Priority Need addresses the need to preserve existing
affordable housing units and develop new units of affordable housing for low-
income families and individuals, including special needs populations in the Contra
Costa County HOME Consortium area. This priority is further divided into various
objectives to address this priority, which are found in the "Goals" section of the
Strategic Plan.
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Basis for
Relative
Priority
NOT COMPLETED
2 Priority Need
Name
Homelessness Prevention
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
H-1 Permanent Housing for the Homeless
H-2 Prevention Services for Homeless
Description The Homelessness Priority is to address the need to expand and preserve shelter
and housing for the homeless or those at imminent risk of becoming homeless, and
to expand and preserve services to assist the homeless and those that are at
imminent risk of becoming homeless.
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Basis for
Relative
Priority
NOT COMPLETED
3 Priority Need
Name
Non-Housing Community Development
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Public Housing Residents
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
CD-1 General Public Services
CD-2 Non-Homeless Special Needs Population
CD-3 Youth
CD-4 Fair Housing
CD-5 Economic Development
CD-6 Infrastructure/Public Facilities
Description The Non-Housing Priority is to address the need of providing various public
services, infrastructure/public facilities, and economic development opportunities
to extremely low-, low-, and moderate-income persons, including non-homeless
special needs populations of the County.
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Basis for
Relative
Priority
NOT COMPLETED
4 Priority Need
Name
Administration
Priority Level High
Population Other
Geographic
Areas
Affected
Associated
Goals
CD-7 Administration
Description General Administration of the Community Development Block Grant (CDBG), HOME
Investment Partnership Act (HOME), and Emergency Solutions Grant (ESG)
Programs.
Basis for
Relative
Priority
NOT COMPLETED
Narrative (Optional)
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SP-30 Influence of Market Conditions - 91.415, 91.215(b)
Influence of Market Conditions
Table 24 – Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Contra Costa has a lack of housing affordable to lower income households. There
is significant need for new housing units, as well as rehabilitation and
preservation of existing housing. Therefore, the County uses HOME, CDBG, and
HOPWA funds for construction and rehabilitation. The Consortium does not
provide tenant-based rental assistance (TBRA) with HOME funds. However, the
Consortium is considering using HOPWA funds to assist tenants for one year to 18
months while the eligible member finishes his/her education or a job
training program. The Housing Authority of Contra Costa County provides TBRA
through its Section 8 Housing Choice Voucher program, through Veteran's
Assistance (VASH), and McKinney-Vento Shelter Plus Care.
TBRA for Non-
Homeless Special
Needs
As stated above, TBRA is provided through the Housing Authority. HOPWA funds
are being considered for a limited TBRA program.
New Unit
Production
Historically, the Consortium has used most of its HOME and HOPWA funds for
new unit production. However, with the new HOME rule definition of
'commitment', the Consortium may need to consider more rehabilitation projects.
CDBG funds cannot be used for new construction, but may be used to support
new construction through site acquisition, or infrastructure improvements.
Rehabilitation The Urban County uses 47 percent of its CDBG funds for housing activities. Nearly
half of those funds are used to support owner-occupied single family home
rehabilitation and accessibility improvements. Additional funds are used for multi-
family rehabilitation and energy efficiency improvements.
As mentioned above, more HOME funds may be used for rehabilitation over the
next five years. As many early HOME-funded projects are reaching the end of the
HOME compliance period, some will be seeking a new allocation of HOME funds
for major systems replacement (i.e. roofs, furnace, energy efficiency upgrades)
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Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Acquisition,
including
preservation
Most HOME funded projects in the Consortium were financed with low income
housing tax credits. As the tax credit and HOME regulatory periods expire, some
general partners will seek funds to buy out their limited partners, and many will
re-syndicate to rehabilitate and improve their properties. These property owners
often seek HOME and CDBG funds to assist with acquisition and rehabilitation
activities.
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SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
Contra Costa anticipates that over the course of the Strategic Plan it will have CDBG, HOME, ESG, HOPWA (pass through from the City of
Oakland), and NSP program income available. These federal funds will be used to leverage public and private resources in all program areas.
Anticipated Resources
Table 25 - Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Reminder
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 2,996,848 650,000 1,230,000 4,876,848 18,883,392
Expected amount available based on
recent allocation
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Reminder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 1,792,838 0 600,000 2,392,838 9,571,352
Expected amount available based on
recent allocation
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Reminder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing 265,000 0 0 265,000 1,060,000
Expected amount available based on
recent allocation
Other public -
federal
Acquisition
Housing
Multifamily rental
new construction
Multifamily rental
rehab 533,761 0 0 533,761 2,135,044
The County is a sub-grantee to the
City of Oakland (Alameda County) for
the Housing Opportunities for Persons
with HIV/AIDs (HOPWA) program. The
HOPWA area is the entire County.
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
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County policy requires projects funded with CDBG funds to provide a minimum match as follows: 10 percent required from non-profit
organizations, 25 percent from local government agencies, and 100 percent from for-profit entities. Public service and economic development
projects (sponsored by non-profit organizations and public agencies) receiving multiple year funding are further required to increase the level of
match for each year of funding up to 50 percent match after year five.
In accordance with federal regulations, all projects funded with Consortium HOME funds are required to provide a minimum 25 percent
permanent match to the project from non-federal sources.
In accordance with federal regulations, all projects funded with ESG funds are required to provide a minimum 100 percent match from non-
federal sources.
HOPWA regulations do not require matching funds. However, housing development projects using HOPWA funds must provide HOPWA-assisted
units in proportion to the amount of HOPWA funds in the project.
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 County, as the Housing Successor Agency to the former redevelopment agency, owns land that will be used for affordable housing
development in Bay Point, North Richmond, Rodeo, and Walnut Creek.
North Richmond - A HOME CHDO developer has submitted plans to the County planning department for a 42-unit affordable family project on
Fred Jackson Way. This project is included in the FY 2015/16 Action Plan.
The Housing Successor (to the former Redevelopment Agency) will issue requests for proposals to develop the Rodeo and Bay Point parcels
during the Consolidated Plan period.
The parcel in Walnut Creek will be sold to an affordable housing developer. The Housing Successor is considering using the proceeds of that sale
to support the North Richmond, Rodeo, and Bay Point developments.
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Discussion
The sale and transfer of the above parcels will be the last of new affordable housing initiatives in the former redevelopment areas.
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SP-40 Institutional Delivery Structure - 91.415, 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Table 26 - Institutional Delivery Structure
Responsible Entity Responsible Entity
Type
Role Geographic Area Served
Contra Costa County
Department of
Conservation &
Development
Government Economic
Development
Homelessness
Non-homeless special
needs
Ownership
Planning
Public Housing
Rental
neighborhood
improvements
public facilities
public services
Jurisdiction
Contra Costa
Continuum of Care
Government Homelessness Jurisdiction
City of Antioch Government Ownership
Planning
Rental
Jurisdiction
CONCORD Government Ownership
Planning
Rental
Jurisdiction
City of Pittsburg Government Ownership
Planning
Rental
Jurisdiction
WALNUT CREEK Government Ownership
Rental
Jurisdiction
CONTRA COSTA
HOUSING AUTHORITY
PHA Public Housing Jurisdiction
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Assess of Strengths and Gaps in the Institutional Delivery System
At the County level, the Department of Conservation and Development (DCD) is responsible for the
administration and management of the CDBG, HOME, ESG and HOPWA programs. The Department is
responsible for the County's lead administrative duties (ESG, HOPWA, and HOME [The City of Richmond
administers their own HOME program]) as well as for the Urban County programs and projects (CDBG).
The County is the lead agency for the Contra Costa HOME Consortium.
Antioch's Community Development Department has responsibility for CDBG activities occurring in the
City of Antioch carried out under this Strategic Plan. The City also has a redevelopment agency with
several active project areas.
The Community and Recreation Services Department of the City of Concord implements the CDBG
program in the City of Concord.
In the City of Pittsburg, the CDBG program is implemented by the Community Access Department. The
City of Pittsburg has its own autonomous Housing Authority.
The City of Walnut Creek's Community Development Department implements its CDBG program,
primarily through the Housing division.
Although Contra Costa County is the lead agency of the Contra Costa County Consortium, all the
Consortium jurisdictions take a much more collaborative approach in administering and implementing
goals and objectives in their respective programs. The Consortium members coordinate Consolidated
Planning efforts. The County Consortium developed a streamlined process for applying for program
funds that allows applicants to complete one application for multiple jurisdictions and, once funded,
complete one periodic performance report for all jurisdictions if funded by multiple Consortium
jurisdictions. This joint effort has eased the administrative burden for subrecipients and allows
jurisdictions to easily share information. The Consortium also developed a joint monitoring process,
eliminating duplicative and repetitive monitorings for many of the CDBG/HOME funded programs within
the County. Furthermore, the Consortia established a 2-year funding cycle for the first two years of the
five-year Consolidated Plan period, and a 3-year funding cycle to complete the last three years of the
five-year Consolidated Plan period. The multiple-year funding cycles have greatly reduced the time
spent on completing and reviewing applications for both subrecipient and CDBG/HOME program staff
respectively.
Each entitlement jurisdiction in the Consortia, however, completes its own annual planning and
allocation process, including preparation and completion of its annual Action Plan, as well as its
Consolidated Annual Performance Evaluation Report (CAPER). The annual Action Plan and CAPERs are
subsidiary documents to the Consolidated Plan. These planning efforts have a high degree of
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coordination. Where appropriate, countywide services and efforts that have a countywide impact are
coordinated.
The Contra Costa Interjurisdictional Council on Homelessness (formerly known as the Continuum of Care
Board), in which County Consortium staff are members of, implements the County's Ten-Year Plan to
End Homelessness.
The majority of the Consortia jurisdictions goals and objectives within the Consolidated Plan and Annual
Action Plans are met through activities that are carried out by subrecipients that are primarily public
agencies and private nonprofit agencies within the County. There is ongoing concern about the long-
term capacity of the nonprofit community providing services in Contra Costa County, particularly during
these severe budgetary times, and their ability to comply with often complex federal regulations and
requirements in implementing federally-funded programs. Contributing factors include the relatively
low pay scale associated with nonprofits leading to high staff turnover and a severe lack of resources for
ongoing training and professional development.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Table 27 - Homeless Prevention Services Summary
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement
Mobile Clinics X
Other Street Outreach Services X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X
Employment and Employment
Training X X
Healthcare X X X
HIV/AIDS X X X
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Supportive Services
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Other
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
In addition to providing direct medical care, testing and immunization services, the County's Countywide
Health Care for the Homeless Program uses its mobile healthcare van for outreach. The bilingual
Healthcare for the Homeless Team assesses client's needs, provides social support, and links clients to
appropriate services and programs, including mental health and substance abuse programs, Medi-Cal,
the County's Basic Adult Care program, and the Covered California healthcare insurance exchange.
In cooperation with the local Veterans Affairs office, Contra Costa's CoC has worked to increase its
capacity to house and serve homeless veterans, including the distribution of HUD-VASH vouchers and
rental assistance for permanent housing units provided to homeless veterans and their families under
the Supportive Services for Veteran Families (SSVF) program.
When foster youth age out of the foster care system, they are linked to the Independent Living Skills
Program (ILSP). ILSP includes workshops that prepare youth for emancipation (money management,
education, computer skills, home management, and social skills), employment assistance, non-
McKinney-Vento housing and retention services, and an individualized transition plan out of foster care.
In addition, foster youth can elect to remain in foster care or return to care after emancipation (but
before turning 21) to receive a two-year housing subsidy, which can be used in a market-rate unit,
student housing, or congregate living. This is a State program that all foster youth and former foster
youth are able to access.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
Many of the services provided to special needs populations are provided by various nonprofit agencies
that provide services to specific special needs populations, including those experiencing homelessness.
 Many of these agencies provide "in-home" services to better serve their clients, especially those who
have physical disabilities. In addition to the nonprofit service providers, the County provides various
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services to special needs populations as well. In addition to providing shelter and shelter related service
to the homeless, the County's Health Services Department provides treatment and counseling services
to those who are suffering with alcohol/other drug addictions and those who are HIV positive or who
are living with AIDS.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
As mentioned above, there is ongoing concern about the long-term capacity of the non-profit
community to provide services in Contra Costa County, particularly during severe budgetary times, and
their ability to comply with often complex federal regulations and requirements to implement federally-
funded programs. Factors that contribute include the relatively low pay scale associated with non-profits
leading to high staff turnover and a severe lack of resources for ongoing training and professional
development. In an effort to address this issue, the County Consortium jurisdictions provide technical
assistance to non-profit organizations that receive County CDBG and HOME funds, to build capacity and
assist in the development of programs/projects designed to meet the Consortium's Consolidated Plan
goals and objectives.
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SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
Table 28 – Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 AH-1 New Construction
of Affordable Rental
Housing
2015 2020 Affordable Housing Contra
Costa
County
Affordable
Housing
CDBG: $0
HOME:
$5,135,000
ESG: $0
Rental units constructed:
250 Household Housing
Unit
2 AH-2 Homeownership
Opportunities
2015 2020 Affordable Housing Contra
Costa
County
Affordable
Housing
CDBG: $0
HOME:
$820,000
Homeowner Housing
Added:
40 Household Housing Unit
3 AH-3 Maintain and
Preserve Affordable
Housing
2015 2020 Affordable Housing
Non-Homeless Special
Needs
Contra
Costa
County
Affordable
Housing
CDBG:
$3,600,000
HOME:
$2,050,000
Rental units rehabilitated:
125 Household Housing
Unit
Homeowner Housing
Rehabilitated:
75 Household Housing Unit
4 AH-4 New Supportive
Housing - Special Needs
2015 2020 Affordable Housing
Homeless
Non-Homeless Special
Needs
Contra
Costa
County
Affordable
Housing
CDBG:
$1,050,000
HOME:
$1,000,000
Rental units constructed:
50 Household Housing Unit
Rental units rehabilitated:
30 Household Housing Unit
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
5 H-1 Permanent Housing
for the Homeless
2015 2020 Affordable Housing
Homeless
Contra
Costa
County
Homelessness
Prevention
ESG:
$1,225,625
Homelessness Prevention:
1400 Persons Assisted
6 H-2 Prevention Services
for Homeless
2015 2020 Homeless Contra
Costa
County
Homelessness
Prevention
CDBG:
$650,000
7 CD-1 General Public
Services
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$1,617,500
Public service activities
other than Low/Moderate
Income Housing Benefit:
25000 Persons Assisted
8 CD-2 Non-Homeless
Special Needs
Population
2015 2020 Non-Homeless Special
Needs
Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$515,000
Public service activities
other than Low/Moderate
Income Housing Benefit:
6740 Persons Assisted
9 CD-3 Youth 2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$332,500
Public service activities
other than Low/Moderate
Income Housing Benefit:
9000 Persons Assisted
10 CD-4 Fair Housing 2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$120,000
Public service activities
other than Low/Moderate
Income Housing Benefit:
200 Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
11 CD-5 Economic
Development
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$1,510,424
Public service activities
other than Low/Moderate
Income Housing Benefit:
40 Persons Assisted
Jobs created/retained:
8 Jobs
Businesses assisted:
80 Businesses Assisted
12 CD-6
Infrastructure/Public
Facilities
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$1,208,339
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
1250 Persons Assisted
13 CD-7 Administration 2015 2020 General
Administration of the
CDBG, HOME, ESG,
and HOPWA
Programs
Contra
Costa
County
Administration CDBG:
$2,996,850
HOME:
$1,000,000
ESG:
$92,863
HOPWA:
$175,000
Other:
4 Other
Goal Descriptions
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Table 55 – Goal Descriptions
1 Goal Name AH-1 New Construction of Affordable Rental Housing
Goal
Description
Expand housing opportunities for extremely low-income, very low-income, and low-income households through an increase
in the supply of decent, safe, and affordable rental housing via new construction or rehabilitation.
2 Goal Name AH-2 Homeownership Opportunities
Goal
Description
Increase homeownership opportunities via the construction, acquisition, and rehabilitation of housing units for
homeownership; and/or direct financial assistance provided to prospective low- to moderate-income homebuyers.
3 Goal Name AH-3 Maintain and Preserve Affordable Housing
Goal
Description
Maintain and preserve the existing affordable housing stock, including the stock of "Special Needs" housing.
4 Goal Name AH-4 New Supportive Housing - Special Needs
Goal
Description
Increase the supply of appropriate and supportive housing for special needs populations, which may include short term
tenant-based rental assistance.
5 Goal Name H-1 Permanent Housing for the Homeless
Goal
Description
Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts, emergency shelter,
transitional housing, and permanent housing with supportive services to help homeless persons achieve housing stability.
6 Goal Name H-2 Prevention Services for Homeless
Goal
Description
Expand existing prevention services including emergency rental assistance, case management, housing search assistance,
legal assistance, landlord mediation, money management and credit counseling.
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7 Goal Name CD-1 General Public Services
Goal
Description
Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income
persons, and ensure access to programs that promote prevention and early intervention related to a variety of social
concerns such as substance abuse, hunger, housing stability, and other issues.
8 Goal Name CD-2 Non-Homeless Special Needs Population
Goal
Description
Ensure that opportunities and services are provided to improve the quality of life and independence for persons with
special needs, such as elderly/frail elderly, persons with disabilities, victims of domestic violence, abused/neglected
children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers.
9 Goal Name CD-3 Youth
Goal
Description
Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood.
10 Goal Name CD-4 Fair Housing
Goal
Description
Continue to promote fair housing activities and affirmatively further fair housing.
11 Goal Name CD-5 Economic Development
Goal
Description
Reduce the number of persons with incomes below the poverty level, expand economic opportunities for very low- and
low-income residents, and increase the viability of neighborhood commercial areas. Strategies include:
• Support job training, retraining, and employment search services for low-income persons; and
• Provide technical assistance and capital (loan or grant) to small businesses/micro-enterprises to develop and/or
expand capacity and produce jobs for low-income persons.
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12 Goal Name CD-6 Infrastructure/Public Facilities
Goal
Description
Maintain quality public facilities and adequate infrastructure and ensure access to public facilities for the disabled.
Strategies include:
• To construct or improve public facilities and infrastructure including, but not limited to, providing and improving
access to facilities for persons with disabilities. This may include directly improving or constructing facilities or
infrastructure in low-income areas or providing assistance to non-profit agencies that serve low-income
populations.
• To remove barriers to the safe travel of persons with disabilities that exist in the public right-of-way.
• To make improvements to the public right-of-way to enhance public safety and accessibility, and to improve public
health, and to promote the provision of a “complete streets program.” Improvements will be targeted to areas
where the current level of improvements is less than the current standard.
13 Goal Name CD-7 Administration
Goal
Description
Support development of viable urban communities through extending and strengthening partnerships among all levels of
government and the private sector, and administer federal grant programs in a fiscally prudent manner. Strategies include:
• To continue the collaborative administration with the other Consortia jurisdictions for the County’s housing and
community development programs undertaken under this Strategic Plan. This effort will include common policies
and procedures for requests for the use of funds, subrecipient reporting, record-keeping, and monitoring.
• To support the efforts of the housing authorities of the City of Pittsburg and Contra Costa County. Members will
also cooperatively further the efforts of the Contra Costa Inter-jurisdictional Council on Homelessness (CCICH).
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
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Based on the current HOME grant, and the expected HOME grant over the five-year planning period, the Contra Costa Consortium anticipates
providing 80 units of affordable housing. Unless additional subsidies are identified, the housing will be affordable to very-low and low income
households. Providing permanent supportive housing for homeless, and other extremely-low income households is a priority, but may not be
achievable with current funding sources.
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SP-50 Public Housing Accessibility and Involvement - 91.415, 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
N/A. The Housing Authority of Contra Costa County does not have a voluntary compliance agreement.
Activities to Increase Resident Involvements
Resident Advisory Board (RAB): HACCC holds three to five meetings a year with approximately 10
members of the Resident Advisory Board (RAB). The RAB is comprised of members of active Resident
Councils, resident leaders from other public housing developments without a Resident Council and a
Section 8 Housing Choice Voucher participant. The RAB is very active and participatory in the planning of
the 5 Year/Annual Plan, Capital Fund Program, and all other related Resident Initiatives.
Resident Councils: The creation of Resident Councils is an important means of obtaining resident input
and participation in public housing programs and activities, including the identification of appropriate
resident services, resolution of safety issues, and implementation of activities designed to move
households from welfare to work and greater independence. HACCC currently has active Resident
Councils at two of the thirteen Public Housing Developments owned by HACCC (Bayo Vista in Rodeo and
Elder Winds in Antioch). In addition to office facilities and materials, HACCC provides technical
assistance and sponsors quarterly town hall meetings at each development in an effort to develop
resident leaders. Over the past few months, there has been renewed interest at other developments to
create Resident Councils. Plans have been initiated to create active Resident Councils at El Pueblo
(Pittsburg), Los Arboles (Oakley), and Casa de Mañana (Oakley).
The Bayo Vista Resident Council is particularly active. Board training has been provided to this Resident
Council in the past as it will going forward. The Bayo Vista Resident Council Board of Directors supports
the YMCA of the East Bay which operates an after-school program for families at the Bayo Vista
Development. In addition, the Bayo Vista Resident Council members operate a lunch program for school
age children during the summer months when children are not attending school.
HACCC continues to operate two youth programs at the Las Deltas and Bayo Vista properties. The
programs provide youth oriented activities, which include arts and crafts, homework club, movie time,
spelling bees and cooking classes. Staff are also instrumental in providing field trips to museums,
baseball games and the Discovery Kingdom amusement park. Both programs have around 50 children
enrolled in their summer program, most of whom continue in the after-school program during the fall.
The Young Adult Empowerment Center (YAEC) provides residents and neighbors ay Las Deltas in North
Richmond with a variety of services designed to improve their lives. Staff provide job training,
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counseling, and other services and classes on-site, while also providing links to more comprehensive
resources off-site. Staff help residents identify their goals and needs and then focus on linking them with
the resources necessary to reach their goals. When necessary, YAEC staff will advocate on behalf of a
client to obtain needed resources.
HACCC has applied to HUD for a Resident Opportunity Self Sufficiency (ROSS) Grant to further enhance
services and programs provided at all Public Housing sites.
Is the public housing agency designated as troubled under 24 CFR part 902?
No
Plan to remove the ‘troubled’ designation
N/A
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SP-55 Strategic Plan Barriers to Affordable Housing - 91.415, 91.215(h)
Barriers to Affordable Housing
The most significant impact to affordable housing development was the State law which eliminated
redevelopment in 2012. Redevelopment agencies facilitated the development of affordable housing
through land acquisition and transfer, and provision of predevelopment funding. Redevelopment funds
provided significant leverage for CDBG and HOME funds.
In addition, federal changes to the Section 202 and 811 programs further reduced affordable housing
development funds. The budget reductions to CDBG and HOME have further reduced development
capacity. The 2013 HOME Final Rule placed additional time constraints on the expenditure of HOME
funds, which means HOME funds cannot be 'patient' funding while additional financing is secured.
Other governmental constraints include local development standards for height limits, lot coverage
maximums, and parking requirements which reduce the number of units on a given site.
Lengthy development application and permit processing add costs to a project. Local development
impact fees can add $50,000 to each multi-family unit and $50,000 to $100,000 to single-family units.
Contra Costa County has an urban limit line to concentrate development in urban areas and protect
open space. This policy increases the costs of land, which increases the cost of development.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
Strategies to remove or ameliorate the barriers to affordable housing include eliminating minimum
acres required for P1 zoning, encouraging in-fill development in "Priority Development Areas",
encouraging dense development adjacent to transit hubs and requiring residential developers to pay
fees or include affordable units in housing developments. Some jurisdictions are charging commercial
linkage fees for affordable housing.
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SP-60 Homelessness Strategy - 91.415, 91.215(d)
Describe how the jurisdiction's strategic plan goals contribute to:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Contra Costa Inter-jurisdictional Council on Homelessness (CCICH), was created as a result of a
merger between the Contra Costa County's Continuum of Care Board and the County's Homeless
Interdepartmental Interjurisdictional Working Group to assist and provide guidance in the development
and implementation of long range planning and policy formulation of homeless issues in Contra Costa
County. The CCICH general membership includes a broad spectrum of individuals in the community,
from elected officials to consumers, interested in the topic of homelessness. The CCICH Executive
Committee is appointed by the Board of Supervisors and consists of 13 seats representing homeless or
formerly homeless persons, county government, health care, law enforcement, the faith community,
nonprofit homeless service providers, and housing providers.
CCICH provides a forum for communication and coordination of the County’s Strategic Plan to End
Homelessness, educate the community on homeless issues, and advocate on federal, state and local
policy issues affecting people who are homeless or at-risk of homelessness.
Contra Costa County’s ten-year plan to end homelessness establishes a "Housing First" approach and
lays out a set of priorities and an action plan to end homelessness in the County, including within
individual jurisdictions. The plan establishes the following five priorities to address homelessness:
• Help homeless people (re)gain housing as soon as possible.
• Provide integrated, wraparound services to facilitate long-term residential stability.
• Help people to access employment that pays a “housing wage.”
• Conduct outreach to link chronically homeless people with housing, treatment, and services.
• Prevent homelessness from occurring in the first place.
In October 2014, CCICH updated its ten-year plan to further establish the "Housing First"
approach. Using the 2004 ten-year plan as a foundation, the update identifies and describes two goals
and three strategies for the implementation of the "Housing First" guiding principle:
This Consolidated Plan incorporates the ten-year plan priorities and also the goals/strategies of the
update to the ten-year plan, which are found within the "Priority Needs" section and "Goals" section of
the Strategic Plan.
Addressing the emergency and transitional housing needs of homeless persons
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The Contra Costa Health Services Department (HSD) provides emergency and transitional shelter as well
as supportive services designed to enable homeless persons to achieve greater economic independence
and a stable living environment. Emergency shelters and permanent supportive housing designed to
meet the needs of those who are homeless or formerly homeless are permitted in all residential zones
subject to a land use permit. The purpose of the land use permit is to ensure compatibility with
surrounding land uses, and not to constrain their development. The land use permit for an emergency
shelter and a transitional housing facility requires only an administrative review unless the decision is
appealed. If the administrative decision is appealed, a hearing on the permit may be held before the
Zoning Administrator or the County Planning Commission, as necessary.
In 2014, the County revised its zoning code to allow homeless shelters and transitional housing 'by right'
in one zoning district: the "C: - General Commercial District".
The Goal of "H-1: Shelter for Homeless and At-Risk Populations" includes the provision of operational
support for existing emergency shelters and to assist existing emergency shelters with the capital costs
of repair, maintenance, or expansion of capacity. Goal H-1 also incorporates support for the increase of
shelter beds and housing for homeless families with children.
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.
The Goal of "H-1: Shelter for Homeless and At-Risk Population" incorporates production of new
transitional or permanent supportive housing units. These units can be stand-alone developments
dedicated to housing the homeless or units dedicated to the homeless integrated into larger
developments. Activities under this goal include:
• Land acquisition
• Construction and development
• Acquisition and rehabilitation
In addition, both Goals of "H-1: Shelter for Homeless and At-Risk Populations" and "H-2: Services for
Homeless" includes services that will meet the following objectives:
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• Help homeless people (re)gain housing as soon as possible.
• Provide integrated, wraparound services to facilitate long-term residential stability.
• Help people to access employment that pays a “housing wage.”
• Conduct outreach to link chronically homeless people with housing, treatment, and services.
• Prevent homelessness from occurring in the first place.
• Increase permanent supportive housing opportunities for the homeless.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
Goal H-2 includes support for housing crisis intervention services which prevent homelessness for all
low- to extremely-low income populations, including those who are being discharged from health care
facilities, mental health care facilities, foster care, etc. Goal H-2 further includes services to the
homeless or those at risk of becoming homeless that will meet the following objectives.
• Help homeless people (re)gain housing as soon as possible.
• Provide integrated, wraparound services to facilitate long-term residential stability.
• Help people to access employment that pays a “housing wage.”
• Conduct outreach to link chronically homeless people with housing, treatment, and services.
• Prevent homelessness from occurring in the first place.
• Increase permanent supportive housing opportunities for the homeless.
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SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The County will continue to protect young children from lead-based paint hazards in housing funded
with CDBG, HOME, ESG, and HOPWA resources through the implementation of 24 CFR Part 35. The
purpose of this regulation is to reduce or eliminate lead-based paint hazards in federally-owned housing
and housing receiving federal funds. All developers enter into legal agreements that include
requirements for compliance with the lead-based paint regulation. The Neighborhood Preservation
Program has developed a program-specific lead hazard reduction implementation plan. All other
projects will develop plans appropriate to the project type and level of funding received. Adherence to
the County's Lead-based Paint Plan allows for both new construction and rehabilitated properties to be
free of lead-based paint.
In addition, the County Health Department has a website with information on lead hazards, including
common sources of lead in homes. http://cchealth.org/lead-poison/
How are the actions listed above related to the extent of lead poisoning and hazards?
The County Health Department has identified house paint containing lead as one of several potential
sources of lead in homes. Other sources include recreational and do-it-yourself activities (e.g. radiator
repair, soldering, casting fishing sinkers), consumer products (e.g. imported or old dishes, pottery, or
pewter), and home remedies (e.g. Azarcon, Greta, or Surma).
The Health Department educates County residents on the hazards of lead, the sources of lead, and
encourages lead testing for children under six who may have been exposed to lead.
House paint containing lead was commonly used in homes built prior to 1978. The older the home, the
more lead in the paint. In Contra Costa County, approximately 45% of homes were built before 1970,
making them likelier sources of lead-based paint. In some areas of the county, over 80% of the homes
were built before 1970, putting these areas at a greater risk for lead exposure from house paint. More
than half of all cases of lead poisoning in Contra Costa County have been linked to lead-based paint.
The risk of lead-based paint prevalent in older homes varies throughout the County depending on
geographic area and even census tracts within certain areas. In the western part of the County, the
communities of Kensington, Crockett, Richmond, and El Cerrito had over 50% of their housing stock built
before 1960. In the central and eastern parts of the County the communities of Concord, Lafayette,
Martinez, Orinda, and Pleasant Hill had over 25% of their housing stock built before 1960.
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Because of the risk of lead-based paint, especially in certain areas of the County where housing stock is
older and with certain populations (such as children), the County has developed a Lead-Based Paint
Hazard Implementation Plan that is implemented through 24 CFR Part 35.
How are the actions listed above integrated into housing policies and procedures?
All applicants for housing rehabilitation loans are informed of the County's Lead-based Paint Plan during
the application stage. The applicant must submit its plan on how it will comply with the County
requirements. Prior to rehabilitation activities, paint is tested for lead. If lead is found, it must be
remediated pursuant to the Lead-based Paint Plan. Following remediation activities, the unit is tested
again to ensure all work was completed correctly.
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SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The County and cities within it employ a variety of strategies to help alleviate poverty, including efforts
to stimulate economic growth and job opportunities, and to provide County residents with the skills and
abilities required to take advantage of those opportunities. This also includes implementation of Section
3 strategies to ensure employment and contracting opportunities for low- and very-low income persons
or businesses residing within the community where a HUD-funded project is located. The County, and a
majority of cities actively work to attract and retain businesses. Many are involved in revitalization
efforts for their downtown areas utilizing a variety of strategies such as infrastructure and façade
improvement programs, the State Main Street Program, and the preparation of revitalization plans to
guide future development. The County, through its various departments, provides services and supports
programs that promote personal responsibility, independence and self-sufficiency. For a summary of the
prevalence of poverty among certain sub-groups and the overall population, see Table 9 in Appendix B.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The County's anti-poverty goals and policies coordinate with the affordable housing plan through
several housing goals. Expanding housing opportunities for extremely-low income households will
reduce cost burden, which will allow these households to spend additional funds on other necessities
such as food, transportation, and medical care.
Funding requirements for tax credits and other State funds encourage urban infill with affordable
housing located near jobs and transit. Most affordable housing developers offer on-site computer
learning labs, and access to service coordinators. Together, these efforts support low income tenants in
obtaining job skills. Locations proximate to jobs and transit ease commute burden and cost.
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SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Housing: All applications are reviewed to ensure consistency with federal regulations, the Consolidated
Plan, the Analysis of Impediments to Fair Housing Choice, and the County Housing Element. In addition,
the County Board of Supervisors adopted a MBE/WBE outreach program as a component of the
Consortium HOME Program and the County's Affordable Housing Program.
Project sponsors are required to meet with County staff to discuss the project funding, applicable
federal regulations, and County restrictions including the County's MBE/WBE policies. The County and
project sponsor then enter into project agreements which specify project objectives, scope of work,
eligible activities, performance targets, project budget, implementation time frame, federal regulatory
requirements, and monitoring and reporting requirements. All housing development funds are provided
to projects in the form of a loan or grant with regulations, use restrictions, and term incorporated into
the legal documents. Requirements concerning MBE/WBE participation have been incorporated into all
HOME project agreement and loan documents.
The County has developed a Performance Outcome Measurement System. Each project will be
monitored and evaluated on meeting the performance measurement outcome indicator.
During project implementation, project sponsors are required to submit periodic progress reports
detailing project progress, significant development problems, project funding and expenditures,
outreach to women and minority-owned businesses, Section 3 Plan progress and affirmative marketing
activity. Projects are monitored for compliance with federal accounting and procurement standards,
labor and construction standards, relocation, affirmative marketing, equal opportunity, fair housing, and
other federal requirements.
At project completion, project sponsors submit project completion reports identifying: project
accomplishments; population served, data on household characteristics (e.g., size, income, and
ethnicity); rent and/or housing affordability; and total sources and uses of funds.
Affordable housing development projects submit annual compliance (including financial) reports
throughout the period of required affordability. These reports ensure continued compliance with federal
regulations, affordability and use restrictions, and other requirements as specified in project loan
documents. HOME and CDBG-assisted rental projects will be subject to periodic onsite inspections.
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Financial reports and tenant rosters are reviewed on an annual basis. Projects that show financial or
physical weaknesses are monitored annually until the properties show significant improvement.
Monitoring procedures for non-housing projects and programs include:
Review of applications for consistency with federal regulations, the Consolidated Plan, and Board of
Supervisors policies. New Subrecipients attend a mandatory meeting to learn program standards,
County requirements, and federal regulations. Subrecipients are required to enter into agreements that
specify objectives, scope of work, applicable timelines and performance targets, budget, federal, state
and local regulatory requirements, and monitoring and reporting requirements.
The County and the other entitlement jurisdictions within the County have developed a Performance
Outcome Measurement System. Applicants are required to develop a work plan including program
components, outcomes, and performance measurements.
Subrecipients submit quarterly progress reports, with one being a Close-Out report, detailing progress
toward objectives, problems and/or resolution to meeting goals, quantitative participation data by
ethnicity, income, and household status. Subrecipients provide sources and uses budgets with each
quarterly payment demand. Projects are subject to an onsite performance and financial audit review.
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Grantee Unique Appendices
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Appendix - Alternate/Local Data Sources
1 Data Source Name
2013 Point-In-Time Count
List the name of the organization or individual who originated the data set.
Contra Costa County Health Services Department-Behavioral Health Division/Contra Costa Intra
Jurisdictional Council on Homelessness
Provide a brief summary of the data set.
The PIT count survey is a snap shot count/estimate of the homeless population on a given day/night
in Contra Costa County
What was the purpose for developing this data set?
The U.S. Department of Housing and Urban Development (HUD) requires each Continuum of Care
(CoC) to conduct a biannual census of sheltered and unsheltered people experiencing homelessness.
The count is conducted on one day/night during the last week of January. As such, the data collected
is a "Point in Time” (PIT) count and is therefore not meant to represent the number of individuals
who experience homelessness over the course of a year.
Provide the year (and optionally month, or month and day) for when the data was collected.
This 2013 count took place on the night of January 29, 2013 and the morning of January 30, 2013.
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Briefly describe the methodology for the data collection.
<div>For the sheltered homeless population, Contra Costa County conducted a single day PIT
count through HMIS reports, supplemented by a survey administered to all service providers in the
County. Each provider was asked to report how many people were sheltered in their program that
night, broken down by age category and household type:</div><div> </div><div>Age
Categories:</div><div>o The number of children under age 18</div><div>o The number of adults
ages 18 to 24</div><div>o The number of adults over age 24</div><div></div><div>Household
Categories:</div><div>o Households with at least one adult and one child</div><div>o Households
without children</div><div>o Households with only children (including one child households and
multi-child households)</div><div></div><div>The surveys and HMIS reports also captured
subpopulation data for chronically homeless individuals and families, male and female veterans,
severely mentally ill persons, chronic substance abuse, persons with HIV/AIDS, and victims of
domestic violence (optional reporting).</div><div></div><div><div>For the unsheltered homeless
count, a combination of two sources was used: a PIT headcount by community volunteers, and an
Outreach Team survey of encampments. The count was held <font size="1">from 6:30 am to 8:30
am on January 30, 2013, a short time frame to reduce the chances of</font></div><div><font
size="1">counting persons twice. The county was divided into small sections easily covered by
teams of </font>volunteers, who were trained on the use of highlighted maps of their counting
areas. Outreach Teams also received training, and coordinated outreach efforts to all of the
known encampment areas in the county. In addition to a head count of homeless persons,
the Outreach Teams conducted subpopulation data surveys with approximately every fifth
person they encountered.</div></div>
Describe the total population from which the sample was taken.
The total population surveyed were homeless individuals and families who were sheltered and
unsheltered.
Describe the demographics of the respondents or characteristics of the unit of measure, and the
number of respondents or units surveyed.
2 Data Source Name
Contra Costa Housing Authority
List the name of the organization or individual who originated the data set.
Contra Costa Housing Authority
Provide a brief summary of the data set.
2014 data provided by the Contra Costa Housing Authority
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 311
OMB Control No: 2506-0117
(exp. 07/31/2015)
What was the purpose for developing this data set?
Ongoing record maintenance
How comprehensive is the coverage of this administrative data? Is data collection concentrated in
one geographic area or among a certain population?
Data is for the Contra Costa Housing Authority.
What time period (provide the year, and optionally month, or month and day) is covered by this
data set?
Data is from July, 2014.
What is the status of the data set (complete, in progress, or planned)?
Complete
3 Data Source Name
Contra Costa County 2014 Housing Inventory Count
List the name of the organization or individual who originated the data set.
Provide a brief summary of the data set.
What was the purpose for developing this data set?
Provide the year (and optionally month, or month and day) for when the data was collected.
Briefly describe the methodology for the data collection.
Describe the total population from which the sample was taken.
Describe the demographics of the respondents or characteristics of the unit of measure, and the
number of respondents or units surveyed.
4 Data Source Name
2000 Census, 2007 - 2011 ACS (from CPD Maps)
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 312
OMB Control No: 2506-0117
(exp. 07/31/2015)
List the name of the organization or individual who originated the data set.
U.S. Census - American Community Survey
Provide a brief summary of the data set.
2007 - 2011 ACS (from CPD Maps)
What was the purpose for developing this data set?
Some auto filled data in the Housing Needs Assessment was wrong or incomplete
Provide the year (and optionally month, or month and day) for when the data was collected.
2007 - 2011 ACS
Briefly describe the methodology for the data collection.
Describe the total population from which the sample was taken.
Describe the demographics of the respondents or characteristics of the unit of measure, and the
number of respondents or units surveyed.
5 Data Source Name
USPS Vacant Unit Data, Foreclosure Radar
List the name of the organization or individual who originated the data set.
United States Postal Service and Foreclosure Radar
Provide a brief summary of the data set.
The USPS collects data on vacant units.
Foreclosure Radar (now Property Radar) collects and sells foreclosure, property, and neighborhood
information
What was the purpose for developing this data set?
HUD did not load the data into IDIS. Alternate sources were identified to complete this section of
questions.
Provide the year (and optionally month, or month and day) for when the data was collected.
USPS data is from June 2014.
Foreclosure Radar data is from June 2014
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 313
OMB Control No: 2506-0117
(exp. 07/31/2015)
Briefly describe the methodology for the data collection.
Describe the total population from which the sample was taken.
Describe the demographics of the respondents or characteristics of the unit of measure, and the
number of respondents or units surveyed.
6 Data Source Name
2014 Point-In-Time Count
List the name of the organization or individual who originated the data set.
Contra Costa County Health Services Department-Behavioral Health Division/Contra Costa Intra
Jurisdictional Council on Homelessness
Provide a brief summary of the data set.
The PIT count survey is a snap shot count/estimate of the homeless population on a given day/night
in Contra Costa County.
What was the purpose for developing this data set?
The U.S. Department of Housing and Urban Development (HUD) requires each Continuum of Care
(CoC) to conduct a biannual census of sheltered and unsheltered people experiencing homelessness.
The count is conducted on one day/night during the last week of January. As such, the data collected
is a "Point in Time” (PIT) count and is therefore not meant to represent the number of individuals
who experience homelessness over the course of a year.
Provide the year (and optionally month, or month and day) for when the data was collected.
The 2014 Count took place on January 31, 2014.
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 314
OMB Control No: 2506-0117
(exp. 07/31/2015)
Briefly describe the methodology for the data collection.
For the sheltered homeless population, Contra Costa County conducted a single day PIT count
through HMIS reports, supplemented by a survey administered to all service providers in the County.
Each provider was asked to report how many people were sheltered in their program that night,
broken down by age category and household type:
Age Categories:
o The number of children under age 18
o The number of adults ages 18 to 24
o The number of adults over age 24
Household Categories:
o Households with at least one adult and one child
o Households without children
o Households with only children (including one child households and multi-child households)
The surveys and HMIS reports also captured subpopulation data for chronically homeless individuals
and families, male and female veterans, severely mentally ill persons, chronic substance abuse,
persons with HIV/AIDS, and victims of domestic violence (optional reporting).
For the unsheltered homeless count, a combination of two sources was used: a PIT headcount by
community volunteers, and an Outreach Team survey of encampments. The count was held on
January 31, 2014. The county was divided into small sections easily covered by teams of volunteers,
who were trained on the use of highlighted maps of their counting areas. Outreach Teams also
received training, and coordinated outreach efforts to all of the known encampment areas in the
county. In addition to a head count of homeless persons, the Outreach Teams conducted
subpopulation data surveys with approximately every fifth person they encountered.
Describe the total population from which the sample was taken.
The population surveyed were homeless individuals/families who were sheltered and unsheltered.
Describe the demographics of the respondents or characteristics of the unit of measure, and the
number of respondents or units surveyed.
7 Data Source Name
Contra Costa County Price and Rent Values
List the name of the organization or individual who originated the data set.
Department of Conservation and Development using ACS 2008-2012, and commercial sources such
as DQNews and Zillow.com
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 315
OMB Control No: 2506-0117
(exp. 07/31/2015)
Provide a brief summary of the data set.
Median home values from 2000 and 2013
What was the purpose for developing this data set?
HUD did not pre-populate this date in the IDIS Consolidated Plan template. The data is needed to
discuss housing affordability.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in
one geographic area or among a certain population?
The data is Countywide
What time period (provide the year, and optionally month, or month and day) is covered by this
data set?
What is the status of the data set (complete, in progress, or planned)?
Consolidated Plan_DRAFT CONTRA COSTA COUNTY 316
OMB Control No: 2506-0117
(exp. 07/31/2015)
CONTRA COSTA COUNTY
FY 2015/16
ACTION PLAN
Community Development Block Grant
HOME Investment Partnerships Act
Emergency Solutions Grants
Housing Opportunities for Persons with AIDS
May 5, 2015
DRAFT
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
Contra Costa anticipates that over the five year course of the Strategic Plan it will have CDBG, HOME, ESG, HOPWA (pass through from the City
of Oakland), and NSP program income available. These federal funds will be used to leverage public and private resources in all program areas.
The Annual Action Plan budgets reflect one-fifth of the anticipated resources.
Anticipated Resources
Table 1 - Expected Resources – Priority Table
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 2,996,848 650,000 1,230,000 4,876,848 18,883,392
Expected amount available based on
recent allocation
Annual Action Plan
2015
1
OMB Control No: 2506-0117 (exp. 07/31/2015)
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:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 1,792,838 0 600,000 2,392,838 9,571,352
Expected amount available based on
recent allocation
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing 265,000 0 0 265,000 1,060,000
Expected amount available based on
recent allocation
Annual Action Plan
2015
2
OMB Control No: 2506-0117 (exp. 07/31/2015)
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:
$
Other public -
federal
Acquisition
Housing
Multifamily rental
new construction
Multifamily rental
rehab 533,761 0 0 533,761 2,135,044
The County is a sub-grantee to the
City of Oakland (Alameda County) for
the Housing Opportunities for Persons
with HIV/AIDs (HOPWA) program. The
HOPWA area is the entire County.
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
County policy requires projects funded with CDBG funds to provide a minimum match as follows: 10 percent required from non-profit
organizations, 25 percent from local government agencies, and 100 percent from for-profit entities. Public service and economic development
projects (sponsored by non-profit organizations and public agencies) receiving multiple year funding are further required to increase the level of
match for each year of funding up to 50 percent match after year five.
In accordance with federal regulations, all projects funded with Consortium HOME funds are required to provide a minimum 25 percent
permanent match to the project from non-federal sources.
In accordance with federal regulations, all projects funded with ESG funds are required to provide a minimum 100 percent match from non-
federal sources.
HOPWA regulations do not require matching funds. However, housing development projects using HOPWA funds must provide HOPWA-assisted
units in proportion to the amount of HOPWA funds in the project.
Annual Action Plan
2015
3
OMB Control No: 2506-0117 (exp. 07/31/2015)
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 County, as the Housing Successor Agency to the former redevelopment agency, owns land that will
be used for affordable housing development in Bay Point, North Richmond, Rodeo, and Walnut Creek.
North Richmond - A HOME CHDO developer has submitted plans to the County planning department for
a 42-unit affordable family project on Fred Jackson Way. This project is included in the FY 2015/16
Action Plan.
The Housing Successor (to the former Redevelopment Agency) will issue requests for proposals to
develop the Rodeo and Bay Point parcels during the Consolidated Plan period.
The parcel in Walnut Creek will be sold to an affordable housing developer. The Housing Successor is
considering using the proceeds of that sale to support the North Richmond, Rodeo, and Bay Point
developments.
Discussion
The sale and transfer of the above parcels will be the last of new affordable housing initiatives in the
former redevelopment areas.
Annual Action Plan
2015
4
OMB Control No: 2506-0117 (exp. 07/31/2015)
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 CD-1 General Public
Services
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$254,500
Public service activities other
than Low/Moderate Income
Housing Benefit: 5000
Persons Assisted
2 CD-2 Non-Homeless
Special Needs
Population
2015 2020 Non-Homeless
Special Needs
Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$163,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 1530
Persons Assisted
3 CD-3 Youth 2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$35,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 860 Persons
Assisted
4 CD-4 Fair Housing 2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$25,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 40 Persons
Assisted
Annual Action Plan
2015
5
OMB Control No: 2506-0117 (exp. 07/31/2015)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
5 CD-5 Economic
Development
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$305,636
Public service activities other
than Low/Moderate Income
Housing Benefit: 16 Persons
Assisted
Jobs created/retained: 2 Jobs
Businesses assisted: 200
Businesses Assisted
6 CD-6
Infrastructure/Public
Facilities
2015 2020 Non-Housing
Community
Development
Contra
Costa
County
Non-Housing
Community
Development
CDBG:
$217,878
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit: 500
Persons Assisted
7 CD-7 Administration 2015 2020 General
Administration of the
CDBG, HOME, ESG,
and HOPWA
Programs
Contra
Costa
County
Administration CDBG:
$599,370
HOME:
$217,500
ESG:
$19,899
Other: 4 Other
8 H-1 Permanent Housing
for the Homeless
2015 2020 Affordable Housing
Homeless
Contra
Costa
County
Homelessness
Prevention
CDBG:
$109,626
ESG:
$158,500
Public service activities other
than Low/Moderate Income
Housing Benefit: 3200
Persons Assisted
Annual Action Plan
2015
6
OMB Control No: 2506-0117 (exp. 07/31/2015)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
9 H-2 Prevention Services
for Homeless
2015 2020 Homeless Contra
Costa
County
Homelessness
Prevention
CDBG:
$15,075
ESG:
$86,925
Tenant-based rental
assistance / Rapid
Rehousing: 30 Households
Assisted
Homelessness Prevention: 30
Persons Assisted
10 AH-1 New Construction
of Affordable Rental
Housing
2015 2020 Affordable Housing Contra
Costa
County
Affordable
Housing
CDBG:
$690,000
HOME:
$2,175,000
Rental units constructed: 121
Household Housing Unit
11 AH-2 Homeownership
Opportunities
2015 2020 Affordable Housing Contra
Costa
County
Affordable
Housing
Homeowner Housing Added:
35 Household Housing Unit
12 AH-3 Maintain and
Preserve Affordable
Housing
2015 2020 Affordable Housing
Non-Homeless
Special Needs
Contra
Costa
County
Affordable
Housing
CDBG:
$925,000
Homeowner Housing
Rehabilitated: 86 Household
Housing Unit
13 AH-4 New Supportive
Housing - Special Needs
2015 2020 Affordable Housing
Homeless
Non-Homeless
Special Needs
Contra
Costa
County
Affordable
Housing
Public Facility or
Infrastructure Activities for
Low/Moderate Income
Housing Benefit: 10
Households Assisted
Table 1 – Goals Summary
Goal Descriptions
Annual Action Plan
2015
7
OMB Control No: 2506-0117 (exp. 07/31/2015)
1 Goal Name CD-1 General Public Services
Goal
Description
Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income
persons, and ensure access to programs that promote prevention and early intervention related to a variety of social
concerns such as substance abuse, hunger, and other issues.
2 Goal Name CD-2 Non-Homeless Special Needs Population
Goal
Description
Ensure that opportunities and services are provided to improve the quality of life and independence for persons with
special needs, such as elderly/frail elderly, persons with disabilities, victims of domestic violence, abused/neglected
children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers.
3 Goal Name CD-3 Youth
Goal
Description
To increase opportunities for children/youth to be healthy, succeed in school and prepare for productive adulthood.
4 Goal Name CD-4 Fair Housing
Goal
Description
To continue to promote fair housing activities and affirmatively further fair housing.
5 Goal Name CD-5 Economic Development
Goal
Description
Reduce the number of persons with incomes below the poverty level, expand economic opportunities for very low- and
low-income residents, and increase the viability of neighborhood commercial areas. Strategies include:
• Support job training, retraining, and employment search services for low-income persons; and
• Provide technical assistance and capital (loan or grant) to small businesses/micro-enterprises to develop and/or
expand capacity and produce jobs for low-income persons.
Annual Action Plan
2015
8
OMB Control No: 2506-0117 (exp. 07/31/2015)
6 Goal Name CD-6 Infrastructure/Public Facilities
Goal
Description
Maintain quality public facilities and adequate infrastructure and ensure access to public facilities for the disabled.
Strategies include:
• To construct or improve public facilities and infrastructure including, but not limited to, providing and improving
access to facilities for persons with disabilities. This may include directly improving or constructing facilities or
infrastructure in low-income areas or providing assistance to non-profit agencies that serve low-income
populations.
• To remove barriers to the safe travel of persons with disabilities that exist in the public right-of-way.
• To make improvements to the public right-of-way to enhance public safety and accessibility, and to improve public
health, and to promote the provision of a “complete streets program.” Improvements will be targeted to areas
where the current level of improvements is less than the current standard.
7 Goal Name CD-7 Administration
Goal
Description
Support development of viable urban communities through extending and strengthening partnerships among all levels of
government and the private sector, and administer federal grant programs in a fiscally prudent manner. Strategies include:
• To continue the collaborative administration with the other Consortia jurisdictions for the County’s housing and
community development programs undertaken under this Strategic Plan. This effort will include common policies
and procedures for requests for the use of funds, subrecipient reporting, record-keeping, and monitoring.
• To support the efforts of the housing authorities of the City of Pittsburg and Contra Costa County. Members will
also cooperatively further the efforts of the Contra Costa Inter-jurisdictional Council on Homelessness (CCICH).
8 Goal Name H-1 Permanent Housing for the Homeless
Goal
Description
Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts, emergency shelter,
transitional housing, and permanent housing with supportive services to help homeless persons achieve housing stability.
Annual Action Plan
2015
9
OMB Control No: 2506-0117 (exp. 07/31/2015)
9 Goal Name H-2 Prevention Services for Homeless
Goal
Description
Expand existing prevention services including emergency rental assistance, case management, housing search assistance,
legal assistance, landlord mediation, money management and credit counseling.
10 Goal Name AH-1 New Construction of Affordable Rental Housing
Goal
Description
The Contra Costa Consortium has used HOME funds primarily for new construction of affordable rental and for-sale
housing. The 2013 HOME final rule effectively tightened the HOME commitment and expenditure timelines. The County
is allocating funds for new construction in FY 2015/16. However, the County may need to adjust the HOME program in
future years and fund rehabilitation and energy efficiency improvements in existing structures in order to meet the tight
expenditure deadlines.
CDBG funds are used to support new construction through land acquisition.
11 Goal Name AH-2 Homeownership Opportunities
Goal
Description
Homeownership opportunities are primarily provided through self-help programs such as Habitat for Humanity.
12 Goal Name AH-3 Maintain and Preserve Affordable Housing
Goal
Description
Maintaining and preserving affordable housing is a growing need as existing affordable housing reaches the end of
affordability terms. Increasing market rate rents are an incentive for private owners to convert their affordable units to
market rate units. Affordable housing developers purchase existing buildings when feasible in an effort to maintain existing
affordable housing.
13 Goal Name AH-4 New Supportive Housing - Special Needs
Goal
Description
Include units for persons with disabilities in new multi-family developments. Support development of appropriate
permanent supportive housing, which may be multi-family developments, single room occupancy facilities, or group homes.
Annual Action Plan
2015
10
OMB Control No: 2506-0117 (exp. 07/31/2015)
Annual Action Plan
2015
11
OMB Control No: 2506-0117 (exp. 07/31/2015)
AP-35 Projects - 91.420, 91.220(d)
Introduction
The projects below all meet specific Consolidated Plan priorities and goals. The 2015-2020 Consolidated
Plan establishes the priorities for affordable housing and non-housing community development (Public
Service, Infrastructure/Public Facilities, and Economic Development) programs and projects funded with
CDBG, HOME, ESG, and HOPWA funds.
In addition to the Consolidated Plan priorities, the Board has established a priority for housing projects
which include units affordable to extremely-low income households. The project summary below
provides information on specific housing projects and non-housing funded with FY 2015/16 CDBG,
HOME and HOPWA funds. Additional HOPWA funds may be allocated later in the year through separate
competitive application process.
The annual goal is to construct 165 units of affordable rental housing, construct and/or assist 58 units of
affordable owner-occupied housing, assist 20 homeless individuals and 30 homeless families, and assist
77 non-homeless special needs individuals. For FY 2015/16 there are 4 multi-family (283 units) and 2
single family (86 units) projects funded. Also funded is one group home which will serve 10 adults.
Table 3 – Project Information
# Project Name
1 Bay Area Legal Aid: Tenant/Landlord Housing Services Collaborative
2
Community Housing Development Corporation of North Richmond: Home Equity Preservation
Alliance
3
Community Housing Development Corporation of North Richmond: Multicultural/Senior Family
Center
4 Community Violence Solutions: CIC Child Sexual Assault Intervention
5 Food Bank of Contra Costa and Solano
6 Monument Crisis Center
7 New Horizons Career Development Center, Inc.
8 Opportunity Junction: Bay Point Career Development Services
9 Village Community Resource Center
10 YWCA of Contra Costa County: Family Empowerment Program
11 Contra Costa Senior Legal Services
12 Court Appointed Special Advocates
13 Lamorinda Spirit Van Senior Transportation Program
14 Lion's Center for the Visually Impaired
15 LITA of Contra Costa
16 Meals on Wheels and Senior Outreach Services: Care Management
Annual Action Plan
2015
12
OMB Control No: 2506-0117 (exp. 07/31/2015)
# Project Name
17 Meals on Wheels and Senior Outreach Services: Senior Nutrition - CC Cafes
18 Ombudsman Services of Contra Costa
19 Pleasant Hill Recreation & Park District: Senior Service Network
20 Rainbow Community Center of Contra Costa
21 West Contra Costa Family Justice Center/Tides Center
22 West County Adult Day Care
23 Mt. Diablo Unified School District
24 RYSE Center: Career Pathway Program
25 YMCA/James Morehouse Project
26 Bay Area Legal Aid: Fair Housing Services Collaborative
27 Anka Behavioral Health, Inc.
28 Central County Homeless Outreach
29 Contra Costa County Health Services
30 Contra Costa Crisis Center
31 Loaves & Fishes of Contra Costa
32 Shelter Inc. of Contra Costa County
33 Contra Costa Child Care Council
34 Open Opportunities: Future Build Pre-Apprenticeship Training Program
35 Opportunity Junction
36 The Stride Center
37 West Contra Costa Business Development Center, Inc.
38 Workforce Development Board
39 Ambrose Recreation & Park District: Improvements to Restrooms
40 Anka Behavioral Health, Inc.: Wheelchair Lift Installation
41 Martinez Early Childhood Center: Air Conditioning Installation
42 Martinez Early Childhood Center: Kitchen Renovation
43 Trinity Center: Improvements/renovations to two bathrooms
44 West Contra Costa Family Justice Center Improvements
45 CHDC: Heritage Point
46 Domus Development LLC: Laurel Terrace Apartments
47 Eden Housing, Inc.: San Pablo Mixed-Use Apartments
48 RCD: Riviera Family Apartment
49 CESC: Home Repair Program
50 CCC DCD: Neighborhood Preservation Program
51 Bonita House, Inc. Knightsen Farm Project
52 ESG15 Contra Costa County
53 CDBG Program Administration
54 HOME Program Administration
Annual Action Plan
2015
13
OMB Control No: 2506-0117 (exp. 07/31/2015)
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The established Priority Needs and Goals of the FY 2015-2020 Consolidated Plan form the basis for
allocating investments geographically within the Urban County and HOME Consortium area during the
next five-year period. The Priority Needs and Goals are a result of community outreach efforts,
consultations with various public and private non-profit agencies, and an on-line "Community Needs"
survey conducted during the Citizen Participation process of the FY 2015-2020 Consolidated Plan.
The Urban County has extensive housing and community development needs. For further discussion of
the obstacles of addressing underserved needs see "AP-85: Other Actions". However, the lack of
adequate funding is one of the most critical obstacles to addressing underserved needs. Therefore, only
eligible activities that meet a Priority Need and fit within one of the Goals (AH-1 thru AH-4; H-1 thru H-2,
and CD-1 thru CD-7) established in the FY 2015-2020 Consolidated Plan will be funded during the next
five years.
Annual Action Plan
2015
14
OMB Control No: 2506-0117 (exp. 07/31/2015)
AP-38 Project Summary
Project Summary Information
Annual Action Plan
2015
15
OMB Control No: 2506-0117 (exp. 07/31/2015)
1 Project Name Bay Area Legal Aid: Tenant/Landlord Housing Services Collaborative
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $55,000
Description Provide landlord/tenant counseling and legal assistance to 550 lower-
income Urban County households.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Bay Area Legal Aid will provide landlord/tenant counseling and legal
assistance to 550 lower-income Urban County households.
Location Description 1025 MacDonald Ave.
Richmond, CA 94801
Planned Activities Bay Area Legal Aid will provide landlord/tenant counseling services and
legal assistance to lower-income Urban County residents/households.
2 Project Name Community Housing Development Corporation of North Richmond: Home
Equity Preservation Alliance
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $25,000
Description Provide the following services: a) Foreclosure counseling and case
management (including legal advice and representation); b) Foreclosure
clinics and referrals; and c) Foreclosure rescue scam and predatory
lending education.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
120 low-income Urban County residents will benefit.
Annual Action Plan
2015
16
OMB Control No: 2506-0117 (exp. 07/31/2015)
Location Description 1535-A Third Street
Richmond, CA 94801
Planned Activities Provide the following services: a) Foreclosure counseling and case
management (including legal advice and representation); b) Foreclosure
clinics and referrals; and c) Foreclosure rescue scam and predatory
lending education to 120 low-income Urban County residents.
3 Project Name Community Housing Development Corporation of North Richmond:
Multicultural/Senior Family Center
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $50,000
Description Operate and maintain a community center for residents of North
Richmond providing nutrition programs, senior services, educational,
social and multi-cultural programs. it is expected that the Center will
provide services to at least 400 residents of North Richmond.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
It is expected that the Center will provide services to at least 400 residents
of North Richmond, mostly seniors.
Location Description 515 Silver Street
Richmond, CA 94801
Planned Activities Operate and maintain a community center for residents of North
Richmond providing nutrition programs, senior services, educational,
social and multi-cultural programs. it is expected that the Center will
provide services to at least 400 residents of North Richmond.
4 Project Name Community Violence Solutions: CIC Child Sexual Assault Intervention
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $15,000
Annual Action Plan
2015
17
OMB Control No: 2506-0117 (exp. 07/31/2015)
Description Forensic interview, case management, and advocacy for 70 children and
their non-offending parents/caregivers.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
70 children and their non-offending parents/caregivers from the Urban
County.
Location Description Confidential due to the client population.
Planned Activities Forensic interview, case management, and advocacy for 70 children and
their non-offending parents/caregivers.
5 Project Name Food Bank of Contra Costa and Solano
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $31,500
Description Provide food to over 9,300 lower-income persons.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Provide food to over 9,300 lower-income persons from the Urban County.
Location Description The Food Bank has various distribution sites throughout the County. The
Food Bank's main warehouse is located at 4010 Nelson Avenue, Concord.
Planned Activities Provide food to over 9,300 lower-income persons.
6 Project Name Monument Crisis Center
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide nutritious food, information and referral, and support to 2,766
lower-income persons.
Annual Action Plan
2015
18
OMB Control No: 2506-0117 (exp. 07/31/2015)
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The center serves all ages and entire families.
Many clients come from within just a few miles of the Center, from
throughout Concord, throughout the Central Urban County and East
Contra Costa County.
Program proposes to serve 2,766 individuals from the Urban County.
Location Description 1990 Market Street, Concord, CA 94520
Planned Activities The Monument Crisis Center offers wrap-around safety net services
through on-site food distribution, direct referrals to shelter, referrals and
workshops for financial assistance, referrals and access to health care and
health care services, basic employment workshops, court-mandated
community service programs, onsite legal and crisis support services.
7 Project Name New Horizons Career Development Center, Inc.
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $25,000
Description New Horizons provides ongoing job training, job placement, life skills, GED
prep as well as other job search related services in the West Contra Costa
County community.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
New Horizons targets community members who suffer from
unemployment and underemployment as well as low-income families and
individuals. Program proposes to serve 300 people total.
Location Description 199 Parker Avenue, Rodeo, CA 94572
Annual Action Plan
2015
19
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities Job Search – Allows the client to independently search for job
opportunities on various online resources, such as CALJOBS America's Job
Bank, federal, state and regional governments, newspaper classifieds on-
line, and other job listing sites. Also the clients are able to post resumes
and complete applications online.
Life Skills Development - An introductory course focusing on acquiring
essential skills to enhance one's ability to succeed in life. When one
considers all the skills that go into maintaining a job, it becomes clear that
life skills are as important as job skills. The benefits associated with
practicing successful life skills are multiplied and lead to positive
behavioral qualities and how one interacts and feels about others.
BATC Class - Bay Area Training Corporation, a credential that permits
employees and contractors to enter an oil refinery in the San Francisco
Bay Area. A BATC card is presented to the individual upon completion of
the 'Contractors Process Safety Orientation Program.'
Resume Class - The purpose of this class is to teach students how to write
a resume, which will be updated throughout their working life. The
Resume class covers such topics as components of a resume, different
styles of a resume, examples of completed resumes, how to write a cover
letter and thank you letter. Also, each student will leave this class with a
printed resume, cover letter and thank you letter.
Master Application Preparation – The job application is far more
important than most people think! Students will learn to master the
element of completing a job application and be successful! They will
create a master application form that is already completed PERFECTLY,
checked and rechecked for accuracy, spelling, correct addresses, hire and
termination dates for previous employment.
Interview Techniques Class - Students learn about the importance of
interviews, and also learn the basic steps and techniques for preparing for
and having a successful interview.
GED - General Educational Development is actually the process of earning
the equivalent of your high school diploma, which is called a GED
certificate or credential. GED candidates are required to study for, take,
and pass tests that measure high-school level skills and knowledge. It's a
chance to feel a great sense of accomplishment. It's the path to college or
employment. The GED as a credential improves an individual's economic
opportunities above those for dropouts.
8 Project Name Opportunity Junction: Bay Point Career Development Services
Target Area
Annual Action Plan
2015
20
OMB Control No: 2506-0117 (exp. 07/31/2015)
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $20,000
Description The Bay Point Career Development Services program brings the only set of
intensive, individualized vocational services in the area directly to the
high-need community of Bay Point. The program provides deep,
personalized services, including assessment and development of
employment plans, case management and service referrals, connections
to in-demand vocational training, and one-on-one career skills
development.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The Bay Point Career Development Services program targets low-income
Contra Costa County adults who are unemployed or underemployed and
who need career development support or case management in order to
enter or re-enter the workforce. Program will serve 40 Urban County
residents, some of whom are single parents with one child.
Location Description SparkPoint Contra Costa -- East
Ambrose Community Center
3105 Willow Pass Road
Bay Point, CA 94565-3217
Planned Activities The program provides a full range of services including:
• Assessment and development of employment plans
• Case management and service referrals
• Connection to vocational training
• One-on-one career skills development
• Resume and cover letter review
• Employment referrals, job placement and tracking
9 Project Name Village Community Resource Center
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $13,000
Description VCRC will provide crucial core support for family focused, bilingual, after-
school tutoring programs and community-school partnership
programming at the only center of its kind serving the low- and very low-
income Latino residents in the city of Brentwood.
Annual Action Plan
2015
21
OMB Control No: 2506-0117 (exp. 07/31/2015)
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
VCRC’s After School Academy primarily serves low-income Latino families
in East Contra Costa County who are isolated by culture, language,
geography, and economic classification. The majority of clients live in the
neighborhoods surrounding the Center. Clients generally have multiple
risk factors (poverty, single parent head-of-household, crowded living
conditions, parent(s) with some/no elementary level education, mono-
lingual parent(s), unemployed, receiving public assistance). Program will
serve 100 Urban County residents.
Location Description The After School Academy is currently run at one site: 633 Village Drive;
Brentwood, CA 94513.
Annual Action Plan
2015
22
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities VCRC provides key educational links between parents and K-8 school sites;
help families navigate the school system, understand policies and
procedures, and advocate for students when necessary.
Require all parents of registered students to attend monthly parent
meetings which cover educational topics and train parents how to best
provide academic support for their children. Parents are also required to
complete volunteer hours each trimester as well as participate in one
community or fundraising event annually.
VCRC staff meets with students’ classroom teachers, attends select
parent-teacher conferences, and participates in school site Student Study
Teams (SST) when a particular student is in need of additional academic
support.
The Afterschool Academy (consisting of 5 sessions separated by grade
level throughout the day) provides both small group and one-on-one
academic assistance for our K-8 students.
The literacy program, Read to Succeed, uses the Reading Revolution
curriculum to provide intensive support for Kindergarten through 3rd
grade students through phonics, sound blending, and reading
comprehension.
The Homework Club and Study Sessions provide a safe space for 4th-8th
grade students to do their homework, receive academic assistance, and
use computers and other resources that families often cannot provide for
their children.
The Drop-in Study Session (for middle school students) provides students
with a quiet environment in which to receive assistance with difficult
subjects while gaining familiarity with study techniques.
Monthly life skills class for middle school students. This class is designed
to improve students’ day-to-day lives both now and in the future by
focusing on a particular skill (including goal setting, note-taking,
organization, work ethic, responsibility, and budgeting) at each meeting.
10 Project Name YWCA of Contra Costa County: Family Empowerment Program
Target Area
Goals Supported CD-1 General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Annual Action Plan
2015
23
OMB Control No: 2506-0117 (exp. 07/31/2015)
Description Provide mental health, physical health, and social/emotional skills training
services to 125 families who have children in the YWCA's day care
program. At the end of the school year, all children will have passed the
Desired Results Development Profile Assessment tool.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The program will serve low-income families living in the Bay Point
community who have children enrolled in the YWCA child-care programs,
over 15% who are considered abused children. Program will serve 125
Urban County youth and their families.
Location Description Bay Point Child Care
225 Pacifica Avenue
Bay Point, CA 94565
Planned Activities Education, group therapy, and parental behavioral sessions twice a year.
11 Project Name Contra Costa Senior Legal Services
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $12,000
Description Provide free legal advice to 200 seniors resulting in the retention of
housing and protection from physical and financial abuse.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
200 seniors from the Urban County.
Location Description
Planned Activities Provide free legal advice to 200 seniors resulting in the retention of
housing and protection from physical and financial abuse.
12 Project Name Court Appointed Special Advocates
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Annual Action Plan
2015
24
OMB Control No: 2506-0117 (exp. 07/31/2015)
Funding CDBG: $18,000
Description Provide advocacy and representation services to 37 Urban County abused
and neglected children who are wards of the County's Juvenile
Dependency Court as a way to improve access to health and social
services and a safe and permanent living situation.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
37 Urban County abused and neglected children who are wards of the
County's Juvenile Dependency Court.
Location Description 2020 N. Broadway, Suite 204
Walnut Creek, CA 94596
Planned Activities Provide advocacy and representation services to 37 Urban County abused
and neglected children who are wards of the County's Juvenile
Dependency Court as a way to improve access to health and social
services and a safe and permanent living situation.
13 Project Name Lamorinda Spirit Van Senior Transportation Program
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description This program provides transportation for Lafayette, Moraga, and Orinda
older adults to medical and personal appointments; grocery and sundry
shopping; errands; exercise and other classes; lunch at the Congregate
Cafe, Walnut Creek Senior Center; Sunday church; and social outings so
they may age in their own homes. Destinations are located in Lafayette,
Moraga, Orinda, Concord, Martinez, Walnut Creek, and Pleasant Hill. The
majority of the drivers are volunteers.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
150 seniors living in the Orinda, Moraga and Lafayette area will benefit
from the program.
Annual Action Plan
2015
25
OMB Control No: 2506-0117 (exp. 07/31/2015)
Location Description Destinations are in Concord, Lafayette, Martinez, Moraga, Orinda,
Pleasant Hill, and Walnut Creek.
Planned Activities Transportation for Lafayette, Moraga, and Orinda older adults to medical
and personal appointments; grocery and sundry shopping; errands;
exercise and other classes; lunch at the Congregate Cafe, Walnut Creek
Senior Center; Sunday church; and social outings.
14 Project Name Lion's Center for the Visually Impaired
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide in-home independent living skills instruction and training to 40
visually impaired adults throughout the Urban County so they will
maintain their independence and avoid institutionalization.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
40 visually impaired adults throughout the Urban County, most are
elderly.
Location Description Most services are provided at the clients' home, but Lion's main office is
located at 175 Alvarado Avenue, Pittsburg.
Planned Activities Provide in-home independent living skills instruction and training to 40
visually impaired adults throughout the Urban County so they will
maintain their independence and avoid institutionalization.
15 Project Name LITA of Contra Costa
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Annual Action Plan
2015
26
OMB Control No: 2506-0117 (exp. 07/31/2015)
Description Improve quality of daily life for 394 residents in four Contra Costa County
skilled nursing facilities. This program consists of Music Therapy including
Live Music performances, to stimulate and engage each resident,
supplemented by personal playlists, programmed for individuals on iPod,
to enliven, enrich and improve their quality of daily life.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
394 seniors and persons with disabilities living in skilled nursing
homes will benefit.
Location Description 1. Greenridge Senior Care. 2150 Pyramid Drive, El Sobrante, CA 94805
2. Windsor Rosewood Care Center, 1911 Oak Park Blvd., Pleasant Hill, CA
94523
3. Creekside Care Center 1900 Church Lane , San Pablo, CA 94806
4. Legacy Nursing and Rehabilitation, 1790 Muir Road, Martinez, CA 94553
Planned Activities Increasing the number of live music performances from the current
average number of performances in all facilities and adding a variety
based on resident choices in all facilities. The emphasis will be on
presenting participatory music events.
Provide recorded personal playlists on iPods for eligible residents, made
regularly available by the staff to stimulate positive emotions, ease
general anxiety and improve their quality of life on a daily basis. A LITA
Music Awakenings On-Site Coordinator will be present 2 hours a day, 3
days a week, at each facility in 4 Urban County facilities. LITA Will work in
collaboration with Activity & Nursing & Social Services staff to discover
musical preferences and history of a resident, taking the time and care
necessary to reach the most withdrawn and least responsive residents.
16 Project Name Meals on Wheels and Senior Outreach Services: Care Management
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $15,000
Description The Care Management Program provides an array of services geared to
help older adults and their families meet long-term care needs. Care
Managers assist seniors to resolve critical issues affecting their health and
wellness while aiming to help them live as independently as possible.
Annual Action Plan
2015
27
OMB Control No: 2506-0117 (exp. 07/31/2015)
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Older adults age 62 years and older who live in the Urban County. Many
are also severely disabled, retired, and/or veterans who fall in the
extremely low- to lower-income categories.
Location Description Home visits are made throughout Contra Costa County.
Other service delivery sites include:
- Antioch Senior Center at 415 W. 2nd St., Antioch, CA 94509.
- City of Concord Senior Center, 2727 Parkside Circle, Concord, CA 94519.
Planned Activities Client Intake, assessment, case management, care planning provide
effective solutions such as: Helping provide a home environment that is
free of safety hazards; Resolving Social Security issues; Resolving
Medicare concerns; Resolving and preventing fraud; Helping seniors to
save their homes from foreclosure; Transportation options; Home Care
Services for seniors who don't qualify for In-Home Support Services but
have limited funds; Providing crisis intervention; Assisting moving older
person to or from a retirement facility, assisted care home, or nursing
home; Reviewing financial, legal, or medical issues; Providing credit and
financial counseling.
Reassessment is also provided as necessary.
17 Project Name Meals on Wheels and Senior Outreach Services: Senior Nutrition - CC
Cafes
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $15,000
Description Hot, weekday lunches provided to 303 seniors at 6 senior centers.
Target Date 6/30/2016
Annual Action Plan
2015
28
OMB Control No: 2506-0117 (exp. 07/31/2015)
Estimate the number
and type of families
that will benefit from
the proposed
activities
Meal service to 303 seniors from the Urban County. Program serves
seniors age 60 and over, but most seniors are over 75 years of age.
Location Description Bay Point Cafe is located at 3105 Willow Pass Rd., Bay Point, CA 94565
Concord Cafe is located at 2727 Parkside Circle, Concord, CA 94521
Crockett Cafe is located at 850 Pomona St., Crockett, CA 94525
Pittsburg Cafe is located at 300 Presidio, Pittsburg, CA 94565
Rodeo Cafe is located at 189 Parker Ave., Rodeo, CA 94572
Walnut Creek Cafe is located at 1375 Civic Dr., Walnut Creek, CA 94596
Planned Activities The CC Cafes offer nutritious and balanced meals Monday through Friday
at midday at Concord, Pittsburg, Bay Point, Crockett, Rodeo and Walnut
Creek. The program encourages adults 60 years of age and older to leave
their homes, where they are often isolated, and enjoy a meal with other
seniors in the community. Outgoing volunteers at the Cafes help ease the
pressure of initial socialization.
The Cafes also recruit and train volunteers to help with the various
aspects of the operation of the Cafes. These activities connect seniors
with one another, volunteers, and the community at large while building
goodwill with the jurisdiction host. They also have access to programs at
the senior center like computers or hula dancing that help keep their mind
and body active.
Each CC Café provides special activities. They work toward getting new
people through special events, entertainment, giveaways of small
freebies, etc.
18 Project Name Ombudsman Services of Contra Costa
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provides 775 dependent adults and elderly residing in long term care
facilities with access to safe and secure environments through the
advocacy of trained and certified Ombudsmen for the purpose of creating
a suitable living environment.
Target Date 6/30/2016
Annual Action Plan
2015
29
OMB Control No: 2506-0117 (exp. 07/31/2015)
Estimate the number
and type of families
that will benefit from
the proposed
activities
775 dependent adults and elderly residing in long term care facilities.
Location Description Services are provided at various locations (i.e. convalescent homes)
throughout the County. Ombudsman's offices are located at 1601 Sutter
Street - Suite A, Concord.
Planned Activities Provides 775 dependent adults and elderly residing in long term care
facilities with access to safe and secure environments through the
advocacy of trained and certified Ombudsmen for the purpose of creating
a suitable living environment.
19 Project Name Pleasant Hill Recreation & Park District: Senior Service Network
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide on-site care management services and crisis intervention to 150
Urban County seniors resulting in the prevention of displacement and/or
premature institutionalization.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
150 Low-income seniors 62 and over from the Urban County.
Location Description Pleasant Hill Senior Center 233 Gregory Lane Pleasant Hill, CA 94523
Planned Activities This program will provide a care manager (approximately 60 hours per
month) to low-income seniors to deliver on-site care management
services that include one-on-one counseling, needs assessment, personal
plan of action, and monitoring of the plan.
20 Project Name Rainbow Community Center of Contra Costa
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Annual Action Plan
2015
30
OMB Control No: 2506-0117 (exp. 07/31/2015)
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide home/friendly visitor services and wellness calls to 54 Urban
County People with AIDS and Lesbian, Gay, Bisexual and Transgender
seniors to decrease isolation and improve quality of life.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
54 Urban County People with AIDS and Lesbian, Gay, Bisexual and
Transgender seniors.
Location Description 3024 Willow Pass Road
Concord, CA 94553
Planned Activities Provide home/friendly visitor services and wellness calls to 54 Urban
County People with AIDS and Lesbian, Gay, Bisexual and Transgender
seniors to decrease isolation and improve quality of life.
21 Project Name West Contra Costa Family Justice Center/Tides Center
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $25,000
Description The Family Justice Center (the Center) is a one-stop center for victims of
domestic violence, sexual assault, child abuse, elder abuse and human
trafficking.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The Family Justice Center serves victims of domestic violence, sexual
assault, child abuse, elder abuse and human trafficking, regardless of their
income, immigration status or location. They support not only victims, but
their children and families. 500 Urban County residents will be served.
Vast majority of the Center’s clients are low-income, and about half of
clients receive services in a language other than English, mostly Spanish.
95% of clients are female, and close to 90% of clients have children.
Annual Action Plan
2015
31
OMB Control No: 2506-0117 (exp. 07/31/2015)
Location Description The West County Family Justice Center (the West Center) started
operating in 2011 at a temporary site in the police substation at
Richmond’s Hilltop Mall. The address is 1210 Hilltop Mall Road, Suite
110D, Richmond, CA. In 2015, the West Center will move to its permanent
home on 24th Street off Macdonald Avenue in Richmond.
Planned Activities Wrap-around services include:
Assessment, case management, referrals from law enforcement,
counseling, children's programs/activities, monitoring, social gatherings,
and financial education program.
22 Project Name West County Adult Day Care
Target Area
Goals Supported CD-2 Non-Homeless Special Needs Population
Needs Addressed Non-Housing Community Development
Funding CDBG: $18,000
Description Provide day care services six days per week for 25 seniors with
Alzheimer's/dementia resulting in retention of housing and delay of
institutionalization.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Program serves 25 families caring for at-risk frail elders at home.
Low-income caregivers who work outside the home drop their relatives
off in the morning and pick them up in the late afternoon or early evening.
Location Description 1015 Nevin Ave., Suite 108, Richmond, CA
Planned Activities Individual care and therapeutic activities, educational programs,
nutritional meals.
23 Project Name Mt. Diablo Unified School District
Target Area
Goals Supported CD-3 Youth
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide after school enrichment classes for 700 K-8 students in Bay Point
resulting in improved academic performance of 200 students measured
through evaluations completed by students, parents, and teachers.
Annual Action Plan
2015
32
OMB Control No: 2506-0117 (exp. 07/31/2015)
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
700 K-8 students in Bay Point (an area benefit community).
Location Description Bel Air Elementary 663 Canal Road, Bay Point.
Rio Vista Elementary 611 Pacifica Road, Bay Point.
Riverview Middle 205 Pacifica Ave, Bay Point.
Shore Acres Elementary 351 Marina Road, Bay Point.
Planned Activities Provide after school enrichment classes for 700 K-8 students in Bay Point
resulting in improved academic performance of 200 students measured
through evaluations completed by students, parents, and teachers.
24 Project Name RYSE Center: Career Pathway Program
Target Area
Goals Supported CD-3 Youth
Needs Addressed Non-Housing Community Development
Funding CDBG: $15,000
Description Career development, media arts education, paid work experience,
academic support for 115 low-income youth.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
RYSE serves low-income West Contra Costa County youth between the
ages of 13 and 21. Program will serve 115 Urban County youth.
Location Description RYSE Center - 205 41st Street, Richmond, CA 94805
Gompers Continuation High School - 715 Chanslor Ave, Richmond, CA
94801
Planned Activities 1) career development and soft skills support, 2) media arts skill
development, 3) paid work experience opportunities, along with 4)
academic enrichment and interventions.
25 Project Name YMCA/James Morehouse Project
Target Area
Goals Supported CD-3 Youth
Annual Action Plan
2015
33
OMB Control No: 2506-0117 (exp. 07/31/2015)
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide comprehensive mental health and student support services to 55
students attending El Cerrito High School resulting in improved well-being
and an increase in school connectedness measured by student pre- and
post-evaluations.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
55 students attending El Cerrito High School.
Location Description 540 Ashbury Ave.
El Cerrito, CA 94530
Planned Activities Provide comprehensive mental health and student support services to 55
students attending El Cerrito High School resulting in improved well-being
and an increase in school connectedness measured by student pre- and
post-evaluations.
26 Project Name Bay Area Legal Aid: Fair Housing Services Collaborative
Target Area
Goals Supported CD-4 Fair Housing
Needs Addressed Non-Housing Community Development
Funding CDBG: $25,000
Description Investigate alleged cases of housing discrimination and educate
landlords/tenants. Serve 155 clients.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The project estimates to serve 155 clients. Particularly racial and ethnic
minorities, and seniors and persons with disabilities.
Location Description 1025 MacDonald Ave.
Richmond, CA 94801
Planned Activities Investigate alleged cases of housing discrimination and educate
landlords/tenants. The project estimates to serve 155 clients.
Annual Action Plan
2015
34
OMB Control No: 2506-0117 (exp. 07/31/2015)
27 Project Name Anka Behavioral Health, Inc.
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description Provide 480 homeless Urban County clients suffering from mental health
and substance abuse disorders with access to integrated health, mental
health, an substance abuse services and to living environments which
support their recovery.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
480 homeless Urban County clients suffering from mental health and
substance abuse disorders.
Location Description Anka's outreach teams go to various sites, such as homeless
encampments, throughout the County to provide the services. Anka's
offices are located at 1875 Willow Pass Road - Suite 300, Concord.
Planned Activities Provide 480 homeless Urban County clients suffering from mental health
and substance abuse disorders with access to integrated health, mental
health, an substance abuse services and to living environments which
support their recovery.
28 Project Name Central County Homeless Outreach
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding CDBG: $12,626
Description Homeless outreach services providing basic necessities as well as initial
physical/mental assessments and referral and transport to additional
services, such as County homeless shelters.
Target Date 6/30/2016
Annual Action Plan
2015
35
OMB Control No: 2506-0117 (exp. 07/31/2015)
Estimate the number
and type of families
that will benefit from
the proposed
activities
Program proposes to provide services to 200 homeless individuals living
within the Urban County.
Location Description Services will be provided county-wide.
Planned Activities Distribution of food, toiletries and basic medical supplies;
Initial assessment of physical and mental health of individuals;
Transport to County homeless shelters;
Assistance with intake at homeless shelters
29 Project Name Contra Costa County Health Services
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding CDBG: $54,000
ESG: $105,000
Description Provide shelter and supportive services to 150 homeless men and women
to help them regain housing.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
175 homeless men and women from the Urban County.
Location Description 2047-A Arnold Industrial Drive, Concord
Planned Activities Provide shelter and supportive services to 150 homeless men and women
to help them regain housing.
30 Project Name Contra Costa Crisis Center
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding CDBG: $18,000
Annual Action Plan
2015
36
OMB Control No: 2506-0117 (exp. 07/31/2015)
Description Provide information and referrals to 2,000 Urban County residents
including homeless persons, abused children, seniors, battered spouses,
persons with HIV/AIDS, and the disabled.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
2,000 Urban County residents including homeless persons, abused
children, seniors, battered spouses, persons with HIV/AIDS, and those
living with disabilities.
Location Description Services are provided over the phone.
Planned Activities Provide information and referrals to 2,000 Urban County residents
including homeless persons, abused children, seniors, battered spouses,
persons with HIV/AIDS, and the disabled.
31 Project Name Loaves & Fishes of Contra Costa
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding CDBG: $15,000
Description Provide emergency food assistance to 500 people, resulting in improved
nutrition.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
500 people; 98% of clients served are low- to very low-income individuals
recently out of work, homeless, unemployed, underemployed or disabled.
Location Description 1802 Alhambra Avenue, Martinez CA
Planned Activities Provide emergency food assistance in the form of daily hot lunch and
pantry items to 500 people, resulting in improved nutrition.
32 Project Name Shelter Inc. of Contra Costa County
Target Area
Goals Supported H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding CDBG: $15,075
Annual Action Plan
2015
37
OMB Control No: 2506-0117 (exp. 07/31/2015)
Description Provide homelessness prevention and rapid rehousing services to 60 low-
income (30% - 80% of AMI) Urban County households to prevent
homelessness and to help them quickly regain housing following an
episode of homelessness.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
60 low-income (30% - 80% of AMI) Urban County households will benefit.
Location Description
Planned Activities Provide homelessness prevention and rapid rehousing services to 60 low-
income (30% - 80% of AMI) Urban County households to prevent
homelessness and to help them quickly regain housing following an
episode of homelessness.
33 Project Name Contra Costa Child Care Council
Target Area
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $56,000
Description Provide recruitment, training, and ongoing support services to 105 low-
and moderate income persons so they can receive a child care license and
open/operate a licensed family day care business (microenterprise).
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
105 low- and moderate-income persons who already own a licensed
family day care business or would like to start such a business.
Location Description
Planned Activities Provide recruitment, training, and ongoing support services to 105 low-
and moderate income persons so they can receive a child care license and
open/operate a licensed family day care business (microenterprise).
34 Project Name Open Opportunities: Future Build Pre-Apprenticeship Training Program
Target Area
Annual Action Plan
2015
38
OMB Control No: 2506-0117 (exp. 07/31/2015)
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $9,636
Description Job training and job placement in the construction trades to 8 Urban
County residents
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
At least 8 Urban County residents will be provided job training and job
placement within jobs of the construction trades.
Location Description 2555 Harbor Street, Pittsburg, CA 94565
Planned Activities Job training and job placement to at least 8 Urban County low-income
residents
35 Project Name Opportunity Junction
Target Area
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $85,000
Description Provide training and job placement assistance to 10 low-income persons
that leads to economic self-sufficiency through careers in the field of
information technology.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
10 low-income persons that are unemployed or under-employed.
Location Description 3102 Delta Fair Blvd., Antioch, CA 94509
Planned Activities Provide training and job placement assistance to 10 low-income persons
that leads to economic self-sufficiency through careers in the field of
information technology.
36 Project Name The Stride Center
Target Area
Annual Action Plan
2015
39
OMB Control No: 2506-0117 (exp. 07/31/2015)
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $40,000
Description Provide job training, career development, and job placement services to
10 low-income persons that leads to economic self-sufficiency, of which
two FTEs will be placed in jobs within the business that the agency is
obligated to place in.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
10 low-income persons.
While 100% of Stride students are low income, the majority being
extremely low-income, many also face challenging and complicated
barriers to employment. Up to 15% of Stride students are formerly
incarcerated. 20% are transition age youth. 95% have no college
degree. Nearly 50% face housing issues and over 40% have experienced
disabilities. 43% are African American; 21% are White; 16% are Hispanic;
11% are Asian.
Location Description 2300 El Portal Drive, San Pablo, CA 94806
2699 Monument Blvd., Concord, CA 94520
1212 Broadway, Suite 400, Oakland, CA 94612
Planned Activities Provide job training, career development, and job placement services to
10 low-income persons that leads to economic self-sufficiency, of which
two FTEs will be placed in jobs within the business that the agency is
obligated to place in.
37 Project Name West Contra Costa Business Development Center, Inc.
Target Area
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $65,000
Description Provide technical assistance and support to 60 existing businesses or
persons wishing to open a business as a way to create or retain jobs.
Target Date 6/30/2016
Annual Action Plan
2015
40
OMB Control No: 2506-0117 (exp. 07/31/2015)
Estimate the number
and type of families
that will benefit from
the proposed
activities
60 existing businesses or persons wishing to open a business.
BDC clients typically lack a formal education, face language barriers,
insufficient or lack of credit, and difficulty in navigating the permitting and
licensing process.
In 2014 alone, 71% of BDC’s clients were minority, 61% low-income, and
62% women.
Location Description 812 San Pablo Avenue, Suite 2, Pinole, CA 94564
1000-C Macdonald Avenue, Richmond, CA 94801
Planned Activities Provide technical assistance and support to 60 existing businesses or
persons wishing to open a business as a way to create or retain jobs.
38 Project Name Workforce Development Board
Target Area
Goals Supported CD-5 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $50,000
Description Provide business management training and consulting services to 50 new
or existing businesses as a way to create or retain jobs.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
50 new or existing businesses owned by low- to moderate-income
persons in the Urban County.
Location Description 300 Ellinwood Dr. Suite 300, Pleasant Hill, California 94523
4071 Port Chicago Highway, Suite 250 Concord, California 94520
4545 Delta Fair Blvd Antioch, California 94509
330 25th Street Richmond, California 94804
1275 Hall Ave, Richmond, California 94804
2300 El Portal Drive, Suite B San Pablo, California 94806
13830 San Pablo Ave. Suite D San Pablo, California 94806
281 Pine Street Brentwood, California 94513
1015 Nevin Avenue, Suite 105 Richmond, California 94801
101 Waldie Plz Ste 4, Antioch, California 94509
150 City Park Way, Brentwood, California 94513
985 Railroad Ave, Pittsburg, California 94565
310 Central Ave., Pittsburg California 94565
Annual Action Plan
2015
41
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities Provide business management training and consulting services to 50 new
or existing businesses as a way to create or retain jobs.
39 Project Name Ambrose Recreation & Park District: Improvements to Restrooms
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $50,000
Description Renovate/improve the public restrooms that serve the auditorium and
multipurpose room of the Ambrose Community Center in Bay Point.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Typically over 4,600 individuals utilize the restrooms annually, from
infants to the elderly.
Location Description 3105 Willow Pass Road, Bay Point, CA 94565
Planned Activities Renovate/improve the public restrooms that serve the auditorium and
multipurpose room of the Ambrose Community Center in Bay Point.
40 Project Name Anka Behavioral Health, Inc.: Wheelchair Lift Installation
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $9,000
Description Installation of a wheelchair lift in Anka's Homeless Multi-service Center in
Concord.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Persons with physical disabilities will benefit from the wheelchair lift.
Location Description Central County MSC - 2047 Arnold Industrial Way, Suite A, Concord,
CA 94520
Annual Action Plan
2015
42
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities Installation of a wheelchair lift in Anka's Homeless Multi-service Center in
Concord.
41 Project Name Martinez Early Childhood Center: Air Conditioning Installation
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $38,878
Description Installation of an efficient air conditioning system at one of the buildings
in the Martinez Early Childhood Center.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
90 Children, ages 0 to 5 years old, from low-income working families. The
families work and/or live in Contra Costa County, primarily in the Martinez
area.
Location Description 615 Arch Street, Martinez, CA 94553
Planned Activities Installation of an efficient air conditioning system at one of the buildings
in the Martinez Early Childhood Center.
42 Project Name Martinez Early Childhood Center: Kitchen Renovation
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $30,000
Description Renovation of Martinez Early Childhood Center's kitchen. Improvements
include floor replacement, cabinets, counters, and installation of a new
dishwasher.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
The kitchen renovation will improve services provided to 90 children of
low-income parents.
Location Description 615 Arch Street, Martinez, CA 94553
Annual Action Plan
2015
43
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities Renovation of Martinez Early Childhood Center's kitchen. Improvements
include floor replacement, cabinets, counters, and installation of a new
dishwasher.
43 Project Name Trinity Center: Improvements/renovations to two bathrooms
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $40,000
Description Renovate Trinity Center's two bathrooms that serve approximately 60
Urban County homeless persons per year.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
60 Urban County homeless persons.
Location Description 1924 Trinity Avenue, Walnut Creek, CA 94596
Planned Activities Renovate Trinity Center's two bathrooms that serve approximately 60
Urban County homeless persons per year.
44 Project Name West Contra Costa Family Justice Center Improvements
Target Area
Goals Supported CD-6 Infrastructure/Public Facilities
Needs Addressed Non-Housing Community Development
Funding CDBG: $50,000
Description The project will create an outdoor plaza, improve the site's landscape, and
replace the roof of the building for the West Contra Costa Family Justice
Center in Richmond.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Vast majority of clients are low-income, and about half of clients receive
services in a language other than English, mostly Spanish. 95% of clients
are female, and close to 90% of clients have children. Serves
approximately 500 Urban County clients.
Location Description 246 24th Street, Richmond, CA 94801
Annual Action Plan
2015
44
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities The project will create an outdoor plaza, improve the site's landscape, and
replace the roof of the building for the West Contra Costa Family Justice
Center in Richmond.
45 Project Name CHDC: Heritage Point
Target Area
Goals Supported AH-1 New Construction of Affordable Rental Housing
Needs Addressed Affordable Housing
Funding CDBG: $150,000
Description Site clearance in preparation for new construction of 42 rental
units/mixed-use affordable to and occupied by very-low income families.
Target Date 6/30/2018
Estimate the number
and type of families
that will benefit from
the proposed
activities
Forty-two rental units affordable to and occupied by very-low income
families.
Location Description 1500 Fred Jackson Way, Richmond (North Richmond) CA
Planned Activities Site clearance in preparation for new construction of 42 rental
units/mixed-use affordable to and occupied by very-low income families.
46 Project Name Domus Development LLC: Laurel Terrace Apartments
Target Area
Goals Supported AH-1 New Construction of Affordable Rental Housing
Needs Addressed Affordable Housing
Funding CDBG: $540,000
Description Acquisition of vacant land to support the new construction of 120 rental
units affordable to and occupied by low and very-low income senior
households.
Target Date 6/30/2018
Estimate the number
and type of families
that will benefit from
the proposed
activities
120 rental units affordable to and occupied by low and very-low income
senior households.
Location Description San Pablo Ave at Church Lane, San Pablo CA
Annual Action Plan
2015
45
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities Acquisition of vacant land to support the new construction of 120 rental
units affordable to and occupied by low and very-low income senior
households.
47 Project Name Eden Housing, Inc.: San Pablo Mixed-Use Apartments
Target Area
Goals Supported AH-1 New Construction of Affordable Rental Housing
Needs Addressed Affordable Housing
Funding HOME: $1,225,000
Description New construction of 63 rental units affordable to and occupied by low and
very-low income senior households.
Target Date 6/30/2018
Estimate the number
and type of families
that will benefit from
the proposed
activities
Sixty-three rental units affordable to and occupied by low and very-low
income senior households.
Location Description 10848 & 10860 San Pablo Avenue, El Cerrito CA
Planned Activities New construction of 63 rental units affordable to and occupied by low and
very-low income senior households.
48 Project Name RCD: Riviera Family Apartment
Target Area
Goals Supported AH-1 New Construction of Affordable Rental Housing
Needs Addressed Affordable Housing
Funding HOME: $950,000
Description New Construction of 58 rental units affordable to and occupied by very-
low income families and/or special needs households.
Target Date 6/30/2018
Estimate the number
and type of families
that will benefit from
the proposed
activities
Fifty-eight rental units affordable to and occupied by very-low income
families and/or special needs households.
Location Description 1511-1515 & 1716-1738 Riviera Avenue, Walnut Creek CA
Annual Action Plan
2015
46
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities New Construction of 58 rental units affordable to and occupied by very-
low income families and/or special needs households.
49 Project Name CESC: Home Repair Program
Target Area
Goals Supported AH-3 Maintain and Preserve Affordable Housing
Needs Addressed
Funding CDBG: $125,000
Description To provide free safety home repairs to 70 low-income residents.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Seventy low-income homeowners in the Urban County.
Location Description Various sites throughout the County
Planned Activities Home repairs to 70 homes owned/occupied by low-income residents of
the Urban County.
50 Project Name CCC DCD: Neighborhood Preservation Program
Target Area
Goals Supported AH-3 Maintain and Preserve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $400,000
Description Sixteen low and very-low income homeowners, including senior and
disabled households.
Target Date 6/30/2015
Estimate the number
and type of families
that will benefit from
the proposed
activities
Provision of 16 zero and low interest loans and grants for rehabilitation of
housing owned and occupied by very-low and low-income households.
Location Description Various sites throughout the County
Planned Activities Provision of 16 zero and low interest loans and grants for rehabilitation of
housing owned and occupied by very-low and low-income households.
Annual Action Plan
2015
47
OMB Control No: 2506-0117 (exp. 07/31/2015)
51 Project Name Bonita House, Inc. Knightsen Farm Project
Target Area
Goals Supported AH-4 New Supportive Housing - Special Needs
Needs Addressed Affordable Housing
Funding CDBG: $707,000
Description Rehabilitation of an existing single-family home for up to 10 adults with
mental health disabilities.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Ten adults with mental health disabilities.
Location Description 2950 Penny Lane, Knightsen CA
Planned Activities Rehabilitation of an existing single-family home for up to 10 adults with
mental health disabilities.
52 Project Name ESG15 Contra Costa County
Target Area
Goals Supported H-1 Permanent Housing for the Homeless
H-2 Prevention Services for Homeless
Needs Addressed Homelessness Prevention
Funding ESG: $265,324
Description For FY 2015/16, Contra Costa County will use ESG funds to provide
essential services and emergency shelter services to the homeless and to
victims of domestic violence, to provide rental assistance to prevent
homelessness and to quickly rehouse the homeless, and for program
administration.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Victims of domestic violence, persons experiencing homelessness, and
those at risk for becoming homeless.
Location Description Urban County.
Annual Action Plan
2015
48
OMB Control No: 2506-0117 (exp. 07/31/2015)
Planned Activities For FY 2015/16, Contra Costa County will use ESG funds to provide
essential services and emergency shelter services to the homeless and to
victims of domestic violence, to provide rental assistance to prevent
homelessness and to quickly rehouse the homeless, and for program
administration.
53 Project Name CDBG Program Administration
Target Area
Goals Supported CD-7 Administration
Needs Addressed Administration
Funding CDBG: $664,370
Description Provide oversight and administration for the FY 2015/16 CDBG program.
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Not applicable. This project is to provide oversight and administration for
the FY 2015/16 CDBG program.
Location Description 30 Muir Road, Martinez CA 94553
Planned Activities Provide oversight and administration for the FY 2015/16 CDBG program.
54 Project Name HOME Program Administration
Target Area
Goals Supported CD-7 Administration
Needs Addressed
Funding HOME: $179,284
Description Administration of HOME program
Target Date 6/30/2016
Estimate the number
and type of families
that will benefit from
the proposed
activities
Not applicable. This project is for the administration of the HOME
program.
Location Description 30 Muir Road, Martinez CA 94553
Planned Activities This project is for the administration of the HOME program.
Annual Action Plan
2015
49
OMB Control No: 2506-0117 (exp. 07/31/2015)
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
The County's CDBG entitlement area is the entire area of the County except for the Cities of Antioch,
Concord, Pittsburg, Richmond, and Walnut Creek. The County administers the HOME Program for the
Contra Costa HOME Consortium, which includes the Urban County and the cities of Antioch, Concord,
Pittsburg, and Walnut Creek. The County also administers the Emergency Solutions Grant (ESG)
Program. The County's ESG entitlement area is the entire area of the County, except for the Cities of
Antioch, Concord, Pittsburg, Richmond, and Walnut Creek. Contra Costa County is also a sub-grantee to
the City of Oakland (Alameda County) for the Housing Opportunities for Persons with HIV/AIDs
(HOPWA) program. The County's HOPWA entitlement area is the entire County.
Low-income census tracts can be found throughout the County; however, many communities in west
and east Contra Costa County, such as San Pablo, North Richmond, Montalvin Manor, Tara Hills, Bay
View, and Bay Point all have a concentration of minority populations (more than 78.3% of the
population) that are also in low/mod-income census tracts.
Geographic Distribution
Table 5 - Geographic Distribution
Target Area Percentage of Funds
Contra Costa County
Annual Action Plan
2015
50
OMB Control No: 2506-0117 (exp. 07/31/2015)
Rationale for the priorities for allocating investments geographically
Though projects may serve the entire Urban County, as is the case with many Public Service projects, it
is the intent of the program to target services to areas with the highest need such as a revitalization
strategy area or a census tract that meets “area benefit” criteria (an area, typically a census tract or a
contiguous group of census tracts, where at least 41.2 percent of the population is low/mod-income). In
all cases, Subrecipients must demonstrate that they will be able to serve a minimum of 51 percent very-
low and low-income persons or households. However, it has been the County’s practice to fund projects
that serve a minimum of 75 percent extremely low, very low- and low-income persons or households.
Further, established policy gives priority to housing projects that provide units affordable to and
occupied by households with extremely low-income. These policies and practices have ensured that
projects/programs serve those areas with the highest need.
Housing activities to meet Consolidated Plan priorities include new construction, rehabilitation, and
preservation of existing affordable housing. These housing projects have the potential to either assist in
neighborhood revitalization or provide de-concentration of low-income and/or minority populations by
locating in areas with little supply of affordable housing.
Discussion
Given the size of the entitlement areas of the CDBG, HOME, ESG, and HOPWA for the County, Contra
Costa County's CDBG, HOME, ESG, and HOPWA funds are awarded to projects and programs on a
competitive allocation basis. The projects/programs, as in the case of many Public Service projects,
typically serve more than just one specific area or neighborhood of the County; however it is the intent
of the programs to target services to areas with highest need, such as a revitalization strategy area or a
census tract that has a high percentage of low/mod-income households.
The highest numbers of low income and minority households are in west Contra Costa County, followed
by east Contra Costa County and central Contra Costa County (see Appendix C and Appendix G of the FY
2015-2020 Consolidated Plan). All projects funded with CDBG, HOME, ESG, and HOPWA funds are
targeted to low income households throughout the County.
Annual Action Plan
2015
51
OMB Control No: 2506-0117 (exp. 07/31/2015)
Affordable Housing
AP-55 Affordable Housing - 91.420, 91.220(g)
Table 5 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 0
Special-Needs 10
Total 10
Table 7 - One Year Goals for Affordable Housing by Support Type
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 241
Rehab of Existing Units 51
Acquisition of Existing Units 0
Total 292
Annual Action Plan
2015
52
OMB Control No: 2506-0117 (exp. 07/31/2015)
AP-60 Public Housing - 91.420, 91.220(h)
Introduction
The Housing Authority of the County of Contra Costa (HACCC) owns and manages 1,175 public housing
units in 13 developments scattered throughout 9 communities in the County. HACCC also provides
housing to families via approximately 6,800 housing choice vouchers, 275 Shelter Plus Care certificates,
nearly 150 VASH vouchers and 250 tax credit units. HACCC has project-based 396 of its vouchers to help
fund construction of new, long-term affordable housing in the County as well.
Actions planned during the next year to address the needs to public housing
HACCC has begun a long-term project to reposition and rehabilitate its public housing portfolio in the
face of ever-decreasing federal, state and local funding. The planning portion of this process is expected
to be completed this year and implementation has actually begun on portions of the plan. As part of this
process HACCC has been approved for a RAD grant that will remove 90 long-term vacant units at Las
Deltas in North Richmond. These units will be removed from the public housing portfolio and converted
to project-based voucher assistance that will be used to help fund construction or rehabilitation of more
affordable housing units.
HACCC anticipates utilizing up to $1.5 million of HUD funding for a variety of modernization
improvements at all of its public housing developments. Specific improvements include:
• · $196,000 - Emergency infrastructure repairs as needed at all developments.
• · $191,000 - Phased Unit Interior Modernization of Hacienda in Martinez.
• · $140,000 - Phased Unit Interior Modernization of Alhambra Terrace in Martinez.
• · $140,000 - Phased Unit Interior Modernization of Elder Winds in Antioch.
• · $132,000 - Non routine maintenance repairs at all developments.
• · $120,000 - Roofing replacement at Vista del Camino in San Pablo.
• $96,000 - Exterior door lockset replacement at El Pueblo in Pittsburg.
• · $85,000 - Landscape and site improvements at Alhambra Terrace in Martinez.
• · $81,000 - Electrical system upgrades at Los Nogales in Brentwood.
• · $75,000 - Phased Unit Exterior Modernization of Casa de Mañana in Oakley.
• · $67,000 - Phased Unit Exterior Modernization of Kidd Manor in San Pablo.
• · $60,000 - Accessibility improvements as needed at all developments.
• · $40,000 - Phased Unit Interior Modernization of Bridgemont in Antioch.
• · $30,000 - Lead-based paint abatement as needed at all developments.
Actions to encourage public housing residents to become more involved in management and
Annual Action Plan
2015
53
OMB Control No: 2506-0117 (exp. 07/31/2015)
participate in homeownership
HACCC actively encourages public housing residents to become involved in the community in which they
are living. Quarterly town hall meetings are organized at each property in an effort, to develop resident
leaders and to solicit participation in resident service programs. HACCC believes that it is important to
provide links to service providers in every community in order to enable families the opportunity to
pursue employment, job training and educational opportunities that will lead them toward self-
sufficiency. HACCC has active resident services at four of its thirteen public housing properties. These
resident services provide office and meeting facilities for resident councils and training programs, child
care or after school programs for children of working parents, computers, office equipment and
materials and technical assistance from non-profit or governmental agencies along with other
miscellaneous services.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable. The Housing Authority of the County of Contra Costa is not designated as troubled.
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AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Introduction
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The County is providing CDBG funds for homeless outreach teams through Anka Behavioral Health’s
"Hope Plus" program and through Contra Costa Homeless Outreach's "Reaching Out to the Homeless"
program (both projects are listed in the list of Projects in AP-38). The teams are augmented by interns
from nursing and social services programs at California State University, East Bay. The teams seek out
individuals on the street and in encampments and provide clients with access to food and shelter, and to
integrated health, mental health and substance abuse services. Assessments are done in the field to
provide clients with referrals to safety net services. Anka and Contra Costa Homeless Outreach staff
work closely with law enforcement and other local entities, providing intervention services to advise the
homeless of available options and to help them avoid incarceration.
Contra Costa 211: CDBG funds also support the Contra Costa Crisis Center for the 211 line (see Project
summary in AP-38 for more information). The line provides a single point of contact for homeless
individuals seeking services throughout the County. Phone counselors complete an intake assessment to
determine the needs of each caller then provide referrals to a variety of community programs including
shelter, food pantries and mental health services. Contra Costa Crisis Center has been participating in
the Coordinated Intake and Assessment subcommittee and will be a key partner in piloting and
implementation.
Health Care for the Homeless: In addition to providing direct medical care, testing and immunization
services, the County-funded Health Care for the Homeless Program uses its mobile healthcare van
for outreach. The bilingual Healthcare for the Homeless Team assesses client’s needs, provides social
support, and links clients to appropriate services and programs, including mental health and substance
abuse programs, Medi-Cal, the County's Basic Adult Care program, and the Covered California
healthcare insurance exchange.
Addressing the emergency shelter and transitional housing needs of homeless persons
County Emergency Shelter Funding: Of the funds received by the County for FY 2015/16, $158,500 (ESG)
and $54,000 (CDBG) was allocated to local emergency shelters to provide shelter and case management
services to homeless adults, families and youth and to victims of domestic violence and their children.
Upon entry to one of the shelters, each resident or family is assigned a case manager to assist the
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individual in determining an appropriate service plan that will help them regain housing as soon as
possible. The shelters are part of the County’s Continuum of Care and enables individuals and families
the opportunity to work on stabilizing their lives and moving toward a permanent housing solution.
Transitional Housing Development: In October, 2011, under the working name “Synergy House” and
using both CDBG and State funds, the County began to rehabilitate an existing vacant residential
building in Martinez and convert it to a sober living transitional housing program for homeless single
men completing substance abuse treatment programs. The new facility is directly adjacent to a recently
constructed treatment facility, Discovery House. The facility opened in August, 2013 and was newly
designated as “Uilkema House”. The Uilkema House program added 12 new beds to the homeless
continuum of care and allows Contra Costa homeless, single men completing treatment programs such
as Discovery House to transition back into the community with the skills and resources necessary to
maintain their sobriety.
Multi-Service Centers: Anka Behavioral Health provides services at three multi-service centers (MSC),
each located in a specific region of the County (West, Central and East). The MSC’s are drop in centers
designed to offer basic survival needs as well as case management, life skills, referral and linkage,
employment assistance, assistance accessing healthcare and mainstream resources, alcohol and other
drug counseling and treatment, and crisis intervention. The centers serve as a place of respite from the
larger community and provide a sense of belonging and connection to those within the homeless
community. The MSC also serves families who are experiencing homelessness, educating them about
their rights to services that enable their children to continue their education and connecting them to a
variety of services focused on serving families.
Project Homeless Connect: Project Homeless Connect is a one-day, one-stop event that provides a wide
range of services, including outreach, healthcare, social services and housing resources, to people
experiencing homelessness in Contra Costa County. Project Homeless Connect events are held annually
and rotate to each of the three major regions of the County - specifically, to the cities of Richmond,
Concord, and Antioch. Project Homeless Connect 11 (PHC11) is anticipated to take place by October,
2015, in Concord. It expected that over 800 homeless individuals will attend the event and access a
variety of health and social services, including health care, dental exams/cleanings, haircuts, manicures
and pedicures, state-issued identification cards, homeless court, and Project Clean Slate.
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
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Transitional Housing Development: As noted above, The Uilkema House facility opened in August, 2013
and added 12 new beds to the homeless continuum of care and allows Contra Costa homeless, single
men completing treatment programs such as Discovery House to transition back into the community
with the skills and resources necessary to maintain their sobriety.
Veterans: In cooperation with the local Veterans Administration office, Contra Costa's CoC continues to
work to increase its capacity to house and serve homeless veterans, including the distribution of 160
HUD-VASH vouchers and rental assistance for 113 permanent housing units provided to homeless
veterans and their families under the Supportive Services for Veteran Families (SSVF) program.
Shortening Period of Time Homeless: The County will continue to pursue increasing the capacity of its
Rapid Rehousing program, despite the end of the HPRP program. For FY 2015/16, $102,000 ($86,925 in
ESG and $15,075 in CDBG funds) is allocated to provide rapid rehousing services to individuals and
families experiencing homelessness. Rapid rehousing provides housing relocation/stabilization services
and financial assistance in paying deposits, rent and utility bills to help homeless individuals and families
quickly regain and maintain housing and self-sufficiency. In order to reach those most in need, outreach
includes health-care and mental health facilities, foster care and other youth programs, veteran’s
services and social services agencies, and churches and other religious organizations.
Reducing Recidivism: The Contra Costa County's Health Services Department has integrated the County's
Mental Health, Alcohol and Other Drug Services and Homeless Programs into a single Behavioral Health
Division to continue addressing the mental health and substance abuse issues that are common barriers
to long-term housing success for homeless individuals and families.
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.
Foster Care: When foster youth age out of the foster care system, the County links them to the
Independent Living Skills Program (ILSP). ILSP includes workshops that prepare youth for emancipation
(money management, education, computer skills, home management, and social skills), employment
assistance, non-McKinney-Vento housing and retention services, and an individualized transition plan
out of foster care. In addition, foster youth can elect to remain in foster care or return to care after
emancipation (but before turning 21) to receive a two-year housing subsidy, which can be used in a
market rate unit, student housing, or congregate living. This is a State program that all foster youth and
former foster youth are able to access.
Health Care: Hospital discharge protocol, adopted by the CoC and by all hospitals in the County, states:
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1) Hospitals will not discharge people who are not ambulatory or not capable of caring for themselves;
2) prior to discharge, the hospital will seek a pre-discharge assessment from a Healthcare for the
Homeless (HCH) nurse; 3) the HCH nurse will assess the viability of a respite placement and make a
recommendation accordingly; 4) prior to discharge, the hospital will ensure that a patient has an
appointment for follow-up medical care; 5) the hospital will discharge the patient with enough
medications and/or supplies for at least 7 days; and 6) the hospital will ensure that the patient leaves
with all of their belongings and is appropriately clothed.
Mental Health: Clients treated by the County Behavioral Health Division are regularly reviewed for
readiness and prepared for discharge into environments that provide stepped-down levels of care. The
Department holds a weekly Bed Committee where all institutionalized consumer’s discharge plans are
prepared. Discharge planning responsibilities fall to the Clinic managers for those consumers currently
receiving services and to the Mental Health Transition Team (consisting of managers, a psychiatrist, RNs,
clinicians and peer providers) for those patients not otherwise connected to the County system.
State hospitals discharge to Institutes for Mental Disease (IMD)/Skilled Nursing Facilities (SNF) and not
to HUD CoC funded programs. Dischargees from IMDs/SNFs are placed in Crisis Residential/Transitional
Residential Services (CR/TRS), and those discharged from Acute Inpatient Facilities (AIFs) are released to
appropriate settings, such as the Respite Center at the County’s Adult Emergency Shelter. Those exiting
CR/TRS are discharged to independent, shared or supported (e.g. Board & Care) housing. State Mental
Health Services Act (MHSA) funds also pay for 79 housing units for homeless discharges with severe
mental illness.
AB 109: In 2012, Contra Costa County Interjurisdictional Council on Homelessness (CCICH) helped
develop and implement two discharge plans for former inmates - the County Reentry Strategic Plan and
the Public Safety "Realignment Plan." The Reentry Strategic Plan focuses on: 1) housing-focused
discharge planning prior to release; 2) formalized pre-release planning that identifies service needs &
connects prisoners with community-based service providers; and 3) enrollment in public benefits at
least 90 days prior to release. The Realignment Plan, under which low-level offenders in State prisons
are transferred to County custody, provides: 1) pre-release "reach-in" assessments, case management
and referrals to housing resources, and 2) individualized treatment plans for mental health/substance
abuse issues, linked with housing services. CCICH also coordinates with the Parole and Community Team
(PACT), comprised of service providers, police & the California Department of Corrections Regional
Parole Board, to link newly released ex-offenders with resources like housing, education, employment,
job training, substance abuse treatment & childcare.
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AP-75 Barriers to affordable housing -91.420, 91.220(j)
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
During FY 2015/16, the County will continue its efforts to remove or ameliorate public policies, which
negatively impact affordable housing development in the Urban County. Specific efforts to be
undertaken include the following:
• In conformance with the General Plan, the County will initiate zoning changes for residential and
designated agricultural sites from current zoning designations to Planned Unit Development (P-
1) in order to streamline the entitlement process for development applications and increase
design flexibility.
• The County’s Density Bonus Ordinance is fully consistent with the State Density Bonus Law. The
County is required to grant one density bonus and incentives or concessions when an applicant
for a housing development seeks and agrees to construct a housing development, excluding any
units permitted by the density bonus that will contain at least one of the following: ten (10)
percent of the total units of a housing development for lower income households; five (5)
percent of the total units of a housing development for very low income households; a senior
citizen housing development, or a mobile home park that limits residency based on age
requirements for housing older persons; or ten (10) percent of the total dwelling units in a
common interest development for persons and families of moderate income, provided that all
units in the development are offered to the public for purchase.
• The Board of Supervisors adopted an Inclusionary Housing Ordinance (IHO). The IHO requires all
developers of five or more units to provide 15 percent of the units at affordable costs to
moderate, low or very-low income households depending on the type of project. Developers
may pay a fee in lieu of providing the affordable units. Effective in 2009, the rental in lieu fee is
suspended.
• The County will review and develop new regulations to permit the development of agriculturally
related structures on agriculturally zoned land without a use permit in order to encourage the
provision of onsite farmworker housing.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
This section discusses the County's Department of Conservation and Development's efforts in
addressing underserved needs, developing the institutional structure for delivering housing and
community development activities, and expanding and preserving affordable housing opportunities
within the Urban County and HOME Consortium areas.
Actions planned to address obstacles to meeting underserved needs
Obstacles to meeting underserved needs are the following:
• Accessibility of services
• Awareness of services
• Coordination of services
• Resources appropriate to the level of need
Accessibility of Services: Lack of accessibility to services can be the result of lack of transportation for
those in need, services that are not delivered in a culturally appropriate manner or in the appropriate
language, burdensome prerequisites to accessing services (“red tape”), and services that are not
provided in proximity to those in need. Lack of transportation is a particular challenge for those who do
not drive, do not have a car, or are elderly and for persons with disabilities. Most if not all of the public
service projects listed in AP-38 provide are located within the neighborhoods or communities of the
target population to provide easy accessibility to their services. Some of the public service projects
serving the elderly or persons with disabilities provide transportation to their services or provide "in-
home" services.
Awareness of Services: The lack of awareness of the availability of services by those in need and a lack
of knowledge about how to access services are significant obstacles to the provision of services. All
agencies receiving CDBG, HOME, ESG, or HOPWA funds from the County will must provide significant
outreach to those in need. County DCD staff will continue to monitor CDBG/HOME/ESG/HOPWA funded
agencies to verify if an agency's outreach is adequate and that outreach materials are available in
various languages.
Coordination of Services: Those in need must often access services from several points; similar services
may also be provided by more than one agency. Those being served by one agency may have needs that
are not being addressed by the particular agency currently serving that person or family. County DCD
staff advocates that CDBG/HOME/ESG/HOPWA funded agencies to collaborate and coordinate with
other agencies in the community or serving their target population. DCD staff will continue to encourage
agencies to collaborate and coordinate to avoid duplication and to provide more efficient services to
their clients or target populations.
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Resources: Resources are generally less than required to meet the level of need. The
CDBG/HOME/ESG/HOPWA funds that are available are prioritized to the high Priority Needs and Goals
established in the 2015-2020 Consolidated Plan. Funding is also prioritized to those undertakings that
represent the most efficient use of funds, are delivered by the most qualified persons, and serve the
broadest geography.
Actions planned to foster and maintain affordable housing
The County uses 45 percent of its CDBG funding to support affordable housing preservation activities.
For over 30 years, the Neighborhood Preservation Program has been providing low interest loans and
grants to low-income homeowners for rehabilitation, and accessibility and energy efficiency
improvements. This program improves living conditions for the recipients, and helps maintain viable
neighborhoods. In addition to CDBG funds, HOME funds are available and utilized in coordination with
the County's CDBG funds to support the development of affordable housing.
CDBG funds are also used to support acquisition and rehabilitation of existing affordable apartments as
well as the conversion of market rate housing to affordable housing.
Actions planned to reduce lead-based paint hazards
The County will continue to protect young children from lead-based paint hazards in housing funded
with CDBG, HOME, ESG, and HOPWA resources through the implementation of 24 CFR Part 35. The
purpose of this regulation is to reduce or eliminate lead-based paint hazards in federally owned housing
and housing receiving federal funds. All developers enter into legal agreements that include
requirements for compliance with the lead-based paint regulation. The Neighborhood Preservation
Program has developed a program specific lead hazard reduction implementation plan. All other
projects will develop plans appropriate to the project type and level of funding received .
Actions planned to reduce the number of poverty-level families
The County and cities within it employ a variety of strategies to help alleviate poverty, including efforts
to stimulate economic growth and job opportunities, and to provide County residents with the skills and
abilities required to take advantage of those opportunities. This also includes implementation of Section
3 strategies to ensure employment and contracting opportunities for low and very low income persons
or businesses residing within the community where a HUD-funded project is located. The County, and a
majority of cities actively work to attract and retain businesses. Many are involved in revitalization
efforts for their downtown areas utilizing a variety of strategies such as infrastructure and façade
improvement programs, the State Main Street Program, and the preparation of revitalization plans to
guide future development. The County, through its various departments, provides services and supports
programs that promote personal responsibility, independence and self-sufficiency.
One of the responsibilities of the County’s Department of Conservation & Development (DCD) is the
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management of the CDBG, HOME, ESG and HOPWA programs. Many CDBG and HOME funded programs
are geared toward helping lower-income persons find and maintain stable housing, receive training for
jobs that provide a livable wage, and access support services that are needed to attain self-
sufficiency. By Board guidelines, 10 percent of the annual grant amount is set aside for economic
development activities. Programs funded under the Economic Development category are intended to
assist businesses with expanding economic opportunities for lower-income persons and to increase the
viability of neighborhood commercial areas. As listed in the list of projects of this Action Plan, job
training and placement projects have been approved for funding. In addition to economic development
activities, the County works with other jurisdictions and local non-profits to provide emergency and
transitional housing, and support services necessary to assist the homeless in achieving economic
independence.
The County's Employment and Human Services Department (EHSD) is responsible for providing services
to adults, children, families, and the elderly. Bureaus within EHSD that directly relate to the reduction of
poverty include the Workforce Services, Children and Family Services, and the Workforce Development
bureaus. Other programs administered by EHSD, that indirectly support economic self-sufficiency and
are intended to provide assistance to families and persons to lead productive lives include, but are not
limited to: 1) the Family Preservation Program, which emphasizes keeping families together in a safe,
nurturing environment and providing them with skills that will last when they leave the program; and 2)
Service Integration Teams that provide services to increase the economic self-sufficiency of families,
improve family functioning, and expand community capacity to support children and families.
The Workforce Development Board (WDB) of Contra Costa is a public policy body appointed by the
County Board of Supervisors to oversee the strategic planning and policy development of the County’s
workforce development system. The Board is composed of business, labor, economic development,
public agencies, education, and community-based organizations. The Board has also designated the
WDB as the oversight body for the County’s CalWORKS policy to ensure full integration of the area’s
workforce development system. The WDB has responsibility to oversee the provision of workforce
services through its four One-Stop Business and Career Centers, and Affiliate Sites throughout the
County.
Actions planned to develop institutional structure
During FY 2015/16, the County will continue to work with the cities and other public and private
agencies and organizations to implement strategies designed to accomplish the affordable housing and
community development objectives identified in the FY 2015-2020 Consolidated Plan. Specific actions to
be undertaken by the County include the provision of resources and technical assistance to public
agencies and the non-profit and for-profit community in developing, financing and implementing
programs and projects consistent with the County’s annual and five-year plans. In addition, the County
will work with the cities and other agencies to establish an informal cooperative network to share
resources and facilitate development in the Urban County and Consortium area.
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Actions planned to enhance coordination between public and private housing and social
service agencies
The County’s efforts to coordinate activities and strategies for affordable housing development and the
provision of emergency and transitional housing and supportive services include cooperative planning
efforts as well as participation in a number of countywide housing and service provider organizations.
Planning efforts to be undertaken during the current program year include the following:
• Contra Costa Consortium members continue to work on strategies and actions designed to
overcome identified impediments and eliminate problems of housing discrimination in Contra
Costa.
• The CCICH advisory board works with Contra Costa jurisdictions, public and private agencies, the
interfaith community, homeless advocacy groups and other community organizations to
implement the Continuum of Care Plan, which includes strategies and programs designed to
alleviate homelessness, and the Ten Year Plan to End Homelessness.
In addition to the above, the County participates in a number of countywide housing and service
provider organizations, which are intended to share resources and coordinate strategies and programs
for affordable housing and community development activities. These organizations include the
Association of Homeless and Housing Service Providers, the Tri-Valley Affordable Housing
Subcommittee, the Contra Costa HIV/AIDS Consortium, the Children and Families Policy Forum, Non-
Profit Housing Association, and the Workforce Development Board.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
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 322,045
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: 322,045
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. 80.00%
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
The Contra Costa HOME Consortium does not provide HOME funds in any form not identified in
Section 92.205. HOME funds are typically provided as low interest deferred residual receipt loans
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(multi-family housing), deferred shared appreciation loans (single-family housing), and small grants
(specific project related program delivery).
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
HOME funds used for homebuyer activities are secured through deferred residual receipt loans to
homebuyers. The loans are due on sale or transfer of the property. Purchasers are required to
occupy the home as their principal residence. Not complying with the terms of the loan is a default
and the loan is immediately due. The loans are not assumable. In addition, most HOME funded
homeownership programs are Habitat for Humanity developments. Habitat for Humanity requires
all of its homeowners to enter into resale restriction agreements. These agreements provide
additional assurance that the HOME term of affordability will be met.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
HOME funds used for homebuyer activities are secured through deferred residual receipt loans to
homebuyers. The loans are due on sale or transfer of the property. Purchasers are required to
occupy the home as their principal residence. Not complying with the terms of the loan is a default
and the loan is immediately due. The loans are not assumable. In addition, most HOME funded
homeownership programs are Habitat for Humanity developments. Habitat for Humanity requires
all of its homeowners to enter into resale restriction agreements. These agreements provide
additional assurance that the HOME term of affordability will be met.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
The HOME Consortium is not currently using HOME funds to refinance existing debt.
Emergency Solutions Grant (ESG)
1. Include written standards for providing ESG assistance (may include as attachment)
Written standards for providing ESG assistance have been identified in accordance with 24 CFR
576.400(e)(1) and (e)(3). The following standards will be used to help homeless persons and
families and those at risk of homelessness, especially unaccompanied youth and veterans, obtain or
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maintain permanent housing:
A. Eligibility Requirements
Participation in Homeless Prevention/Rapid Rehousing requires that program participants meet the
following:
1. Meet the HUD definition of homelessness or at risk of homelessness as amended by the HEARTH
Act;
2. No appropriate alternative housing option;
3. Does not have an annual income that exceeds 30% of the median family income;
4. Lacks sufficient resources and support networks necessary to secure or maintain housing
without ESG assistance;
5. Agree to meet with a case manager for stabilization/relocation services.
6. Provide verification of homelessness or imminent loss of housing.
B. Provider Coordination
Recipients of ESG funds will coordinate with other service providers throughout the County by the
following means:
1. Through participation in the Contra Costa Interjurisdictional Council on Homelessness (CCICH0,
which is charged with providing a forum for communication and coordination among providers;
and
2. By maintaining direct relationships and referral agreements with other service providers.
C. Determination of Services
Rapid Rehousing: Eligible clients must meet HUD definition of homelessness; priority will be given
to unaccompanied youth and veterans and to those individuals/families that can provide
documentation of reasonable ability to maintain housing when the ESG subsidy ends.
Homeless Prevention: Eligible clients must meet HUD definition of at risk of homelessness; priority
will be given to unaccompanied youth and veterans and to those individuals/families that can
provide documentation of reasonable ability to maintain housing when the ESG subsidy ends.
D. Determination of Financial Assistance
Eligible clients will complete both a current and a projected budget with a case manager. The case
manager will help to identify the amount of the deficit in obtaining and maintaining housing and
help develop a basic outline of what steps are necessary to reach a sustainable income or expense
reduction that will allow the household to achieve stability in housing. The plan will be reviewed to
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determine whether it is within the framework of available assistance. The client will receive the
minimum assistance required to obtain/maintain housing.
E. Length of Assistance
Due to the limited funds available for Homeless Prevention and Rapid Rehousing services, clients
will receive short-term rental assistance of three months or less. Clients will meet with a case
manager monthly who will review income documentation. Any increase in income will result in a
matching decrease in the amount of rental assistance provided.
F. Stabilization/Relocation Services
All clients will receive case management and stabilization/relocation services. These services may
include counseling; developing, securing and coordinating services; monitoring and evaluating
program participant progress; assuring that program participant’s rights are protected; or
developing an individualized housing and service plan, including a path to permanent housing
stability.
2. If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system.
County staff coordinates with the Continuum of Care (CoC) in developing standards and procedures
for activities assisted by ESG funds through CCICH and the CoC executive committee. Outcomes are
currently standardized with the use of the Homeless Management and Information System (HMIS)
by all homeless services providers. All homeless service providers in the County use HMIS to collect
and analyze information gathered from homeless persons accessing services. HMIS uses a
standardized intake form to collect information including demographics, income and outcomes. The
system adheres to HUD HMIS data standards. The County’s victim service provider is transitioning to
a software system called Efforts-to-Outcomes (ETO). This new database will allow the provider to
record and track a much broader range of indicators and provide reports that indicate client success
in a more detailed manner.
Additional requirements for the allocation of ESG funds, performance goals and the evaluation of
outcomes are determined in conjunction with the COC board and CCICH.
3. Identify the process for making sub-awards and describe how the ESG allocation available to
private nonprofit organizations (including community and faith-based organizations).
The County allocates ESG funds through a competitive application process. The RFP is posted on the
Conservation and Development Department’s website and notice is mailed or emailed to the
“Interested Persons” contact list. This list includes local social service agencies, homeless service
providers and other interested individuals, as well as other County departments. Applications are
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reviewed by staff for completeness and for compliance with program requirements. Technical
assistance is provided to applicants as needed by County staff. Funds are allocated based on the
requirements of ESG regulations and the need for services within the County. ESG funding
recommendations are presented to the CoC through the Contra Costa Interjurisdictional Council on
Homelessness (CCICH) and CoC executive committee and then approved by the County's Board of
Supervisors. ESG applicants are invited and encouraged to attend these meetings. Three out of the
five ESG funded activities for FY 2015/16 are carried out by nonprofit organizations.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
The County meets the requirement for homeless participation in the provision of services by
consulting and coordinating services with the Contra Costa Interjurisdictional Council on
Homelessness (CCICH). CCICH provides a forum for communication and coordination among
agencies and as a group provides advice and input on the operations of homeless
services. Consumer input is incorporated into the development of local services through the
ongoing participation of consumers in local meetings where they are given the opportunity to
provide specific feedback on their needs and experiences with the existing system. In addition, each
funded project is required to outline how homeless persons are involved in the operation of shelters
and provision of services.
5. Describe performance standards for evaluating ESG.
A performance measurement outcome statement is included in all ESG contracts between the
County and subrecipients and the projects are monitored and evaluated on meeting the
requirements detailed in the statement. Subrecipients are also required to submit periodic progress
reports detailing project progress toward objectives, problems and/or resolution to meeting goals,
quantitative participation data by ethnicity, income, and household status. The projects are also
subject to financial audit review by County staff. Additional requirements for performance goals and
the evaluation of outcomes are determined in conjunction with the CoC board and CCICH.
Annual Action Plan
2015
68
OMB Control No: 2506-0117 (exp. 07/31/2015)
1
Revised May 2015
CONTRA COSTA COUNTY
Community Development Block Grant (CDBG) Program
HOME Investment Partnerships Act (HOME) Program
Emergency Solutions Grants (ESG) Program
Housing Opportunities for Persons with AIDS (HOPWA) Program
Neighborhood Stabilization Program (NSP)
Citizen Participation Plan
Consistent with the U.S. Department of Housing and Urban Development (HUD)
Consolidated Plan requirements, Contra Costa County (the “County”) has revised its
Citizen Participation Plan (the “Plan”). Implementation of the Plan will enable the
community to discuss housing and community development needs, and the proposed
allocation of funds available to address those needs.
Through the Plan, the County hopes to obtain a broad perspective of housing and
community development needs from citizens and organizations involved in affordable
housing and community development activities. It is intended to provide for and
encourage citizen participation with particular emphasis on participation by persons of
very low- and low-income who are residents of the Urban County1. The County will
consult with other public and private agencies that provide emergency housing for
homeless, assisted housing for special needs populations, transitional housing, health
services, social services, and infrastructure needs. The County will also consult with
participating Urban County and Consortium2 cities, particularly concerning problems and
solutions that go beyond a single jurisdiction.
I. Goals
The five major goals of the County citizen participation process are as follows:
1The Urban County consists of all of Contra Costa with the exception of the cities of Antioch, Concord, Pittsburg,
Richmond and Walnut Creek. These cities are separate entitlement jurisdictions under the CDBG program.
2 For the purposes of the HOME program, the Consortium includes the Urban County and the cities of Antioch,
Concord, Pittsburg, and Walnut Creek. The City of Richmond operates its own HOME program.
2
1. To provide citizens with adequate and timely information about the range of
activities that may be undertaken through its CDBG, HOME, ESG , HOPWA and
NSP programs (“Programs”), the kinds of activities previously funded in the
County, the level of funding available to carry out these activities, and the
estimated amount of funds that will benefit very low- and low-income persons;
2. To provide an appropriate means to ensure the involvement of very low and
low-income residents most likely to be affected by the programs and to provide
reasonable efforts to ensure continuity of involvement of citizens or citizen
organizations throughout all stages of the programs.
3. To provide citizens with an adequate opportunity to articulate needs, express
preferences about proposed activities, assist in the selection of priorities, and the
development of the programs;
4. To provide citizens with the opportunity to assess and submit comments on all
aspects of program performance; and
5. To conduct meetings and respond to information requests in a manner consistent
with the County’s Better Government Ordinance.
II. Process
The County, in its citizen participation process, has instituted a variety of activities to
accomplish the above-stated goals:
1. The program year begins with an annual public meeting. This meeting is
designed to encourage very low- and low-income persons, members of minority
groups, members of non-English speaking groups, and other residents to express
their views and ideas of what they perceive as community development and
housing needs in the County. The widely-publicized public meeting is held to
advise residents and nonprofit organizations of program requirements and
processes to be followed in developing and approving applications. Information
about the amount of program funds to be available for housing and community
development activities, and for planning and administrative activities is
provided. In addition, the range of activities that may be undertaken with these
funds and the kinds of projects previously funded are explained. Participants are
invited to discuss community needs in the areas of affordable housing, economic
development, infrastructure/public facilities, and public services. The discussion
3
is structured to identify unmet needs of very low- and low-income households
that can be addressed through the Programs, and to identify appropriate projects
and programs to meet those needs. The application, evaluation and approval
process are also explained as well as the process timeline to facilitate citizen
participation.
2. Citizens, public agencies, and other interested parties are provided information
that includes the specific amount of assistance the jurisdiction expects to receive
and the range of eligible activities that may be undertaken. This information is
published in the non-legal section of one or more newspapers of general
circulation at least thirty (30) days prior to the date applications for funding are
due.
3. To facilitate the involvement of very low- and low-income persons, non-English
speaking persons, and residents in areas most likely to be affected by the
Programs, staff provides technical assistance in developing project proposals.
Information and technical assistance is also provided to community
organizations so they may adequately develop project proposals and participate
in planning and assessing the Programs.
4. Additional public meetings may be held at various stages of the funding process.
Meetings are scheduled at times and locations that permit broad participation by
very low and low-income persons. When needed or upon request, translators are
made available for non-English speaking attendees and the hearing-impaired.
Any notice of action by the Board of Supervisors to the Action Plan or
Consolidated Plan will be published in the non-legal section of the local
newspaper(s) and posted on the County’s website at least thirty (30) days prior
to the date of the meeting. For other public meetings (that are not Board of
Supervisors meetings) pertaining to the allocation of Program funds, an agenda
notice will be posted on the County’s website and at 30 Muir Road in Martinez at
least ninety-six (96) hours prior to the date of the meeting. All notices will
indicate the date, time, place, and topics to be considered at the meeting.
5. The County has a formal proposal and evaluation process to guide the
evaluation, prioritization, and selection of project proposals for funding. This
process is used by staff to evaluate each proposal according to the following
criteria: (1) eligibility, (2) ability to meet one of the national objectives, (3) target
population and demonstrated need, (4) financial analysis, (5) experience and
4
capacity, (6) project readiness and timeliness, (7) past performance, and (8)
environmental, historical preservation, relocation, and prevailing wage issues.
Staff reports are made available to all applicants prior to funding
recommendations by the responsible Board-appointed committee or sub-
committee of the Board of Supervisors.
6. Citizens are provided a thirty (30) day review period prior to the submission of
the Consolidated Plan, Action Plan, or Substantial Amendment (See Section III
below) to HUD. Notice of the availability of the Consolidated Plan or Action
Plan is published in the non-legal section of one or more local newspapers.
Notices are also posted on the County website. All verbal or written comments
are included with the final Consolidated Plan, Action Plan, or Substantial
Amendment submission to HUD.
7. Citizens can register comments or complaints by letter, facsimile, telephone,
email, or in person regarding any aspect of the operation of the programs at the
following address: Contra Costa County Department of Conservation &
Development 30 Muir Road, Martinez, California, 94553, by calling (925) 674-
7883, or emailing dcd.housing@dcd.cccounty.us . All written complaints will be
answered in writing within 15 working days.
8. The following information will be available to the public at DCD during normal
working hours:
a. All mailing and promotional materials.
b. Records of public meetings.
c. All key documents, including applications, letters of approval,
performance reports, and any other reports required by HUD.
d. Copies of the regulations and issuances governing the Programs.
e. Explanation of important Program requirements, such as contracting
and operations procedures, environmental policies, fair housing, and
other equal opportunity requirements, and relocation provisions.
f. A copy of the Citizen Participation Plan.
g. Copies of each written comment or complaint about the Programs’
performance, and a description of any actions taken and/or written
response.
Copies of the Consolidated Plan, Action Plan, and any Substantial Amendments. Copies
shall also be made available at the Pleasant Hill (Main), Antioch, and Pinole libraries. A
5
summary of the public meetings, noticing, and publishing schedule is attached in
Appendix A. A sample calendar is attached in Appendix B.
III. Substantial Amendments to the Consolidated Plan or Action Plan
If after the Consolidated Plan or Action Plan has been submitted to HUD, changes are
proposed in the use of Program funds (provided the proposed change in funding is greater
than $10,000 or 10 percent of a project’s total allocation, whichever is greater) from one
eligible activity to another, this shall constitute a Substantial Amendment. A change in
project/program scope, location and/or beneficiaries will be considered a change in eligible
activity. Citizens will be given reasonable notice and an opportunity to comment on
Substantial Amendments made to the Consolidated Plan or Action Plan.
There will be a public review period of thirty (30) days during which written or verbal
comments on the Substantial Amendment may be made before the Board of Supervisors
take action on the amendment. A public notice will be published in the non-legal section of
at least one local newspaper, and posted 30 Muir Road in Martinez, CA thirty (30) days
prior to the meeting. The notice shall describe the proposed amendment and provide the
date for Board of Supervisor action on the amendment. The notice will be made available
in formats accessible to persons with disabilities, upon request. Any comments received
will be presented to the Board of Supervisors prior to their taking action. A summary of the
comments will be attached to the Substantial Amendment upon submission to HUD.
IV. Eligible Activities
Non-housing Community Development – The Board of Supervisors adopted the
following goals for programs/projects funded with CDBG and ESG funds:
(a) CD-1: General Public Services: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower-income
persons, and ensure access to programs that promote prevention and early
intervention related to a variety of social concerns such as substance abuse,
hunger and other issues.
(b) CD-2: Non-Homeless Special Needs Population: Ensure that opportunities
and services are provided to improve the quality of life and independence
for persons with special needs, such as elderly/frail elderly, persons with
6
disabilities, battered spouses, abused children, persons with HIV/AIDS,
illiterate adults, and migrant farmworkers.
(c) CD-3: Youth: Increase opportunities for children/youth to be healthy,
succeed in school, and prepare for productive adulthood.
(d) CD-4: Fair Housing: Continue to promote fair housing activities and
affirmatively further fair housing.
(f) CD-5: Economic Development: Reduce the number of persons with incomes
below the poverty level, expand economic opportunities for very low- and
low- income residents, and increase the viability of neighborhood
commercial areas.
(g) CD-6: Infrastructure and Accessibility: Maintain quality public facilities and
adequate infrastructure, and ensure access for the mobility-impaired by
addressing physical access barriers to public facilities.
(h) CD-7: Administration/Planning: Support development of viable urban
communities through extending and strengthening partnership among all
levels of government and the private sector, and administer federal grant
programs in a fiscally prudent manner.
Housing –The Consolidated Plan establishes the following priorities for affordable
housing programs and projects funded with Program funds:
Affordable Housing
(a) AH-1: Expand housing opportunities for extremely low-income and
moderate-income households through an increase in the supply of decent,
safe and affordable rental housing and rental assistance.
(b) AH-2: Increase homeownership opportunities.
(c) AH-3: Maintain and preserve the existing affordable housing stock, including
the stock of “Special Needs” housing.
7
(d) AH-4: Increase the supply of appropriate and supportive housing for
special needs populations, which may include short term tenant-based rental
assistance.
Homelessness
(a) H-1: Further “Housing First” approach to ending homelessness by
supporting homeless outreach efforts, emergency shelter, transitional
housing, and permanent housing with supportive services to help homeless
persons achieve housing stability.
(b) H-2: Expand existing prevention services including emergency rental
assistance, case management, housing search assistance, legal assistance,
landlord mediation, money management and credit counseling.
V. Residential Antidisplacement and Relocation Assistance Plan
DCD has established the Residential Antidisplacement and Relocation Assistance Plan to
minimize displacement of persons or businesses as a result of projects funded with
Program funds.
VI. Complaint Process
Citizens have an opportunity to register complaints by letter, telephone, email, or in person
directly to DCD. Citizens are encouraged to initially register complaints by telephone,
directly to the program staff involved in the relevant program, since oftentimes complaints
can be resolved satisfactorily at this level. Staff will investigate complaints and respond as
quickly as possible. Staff will respond in writing to all written citizen complaints within
fifteen (15) working days of their receipt, where practicable.
Any citizen not satisfied by the response of Program staff, may request further review of
their complaint by the DCD Director. The Director will respond in writing to all written
complaints within thirty (30) working days of their receipt, where practicable.
Citizens may also file complaints directly to HUD. Per HUD procedures, HUD will forward
the complaint to the County Administrator’s Office. A copy of the letter accompanying the
complaint will be sent to complainant. The County Administrator’s Office has fifteen (15)
working days from the date of the HUD letter to respond directly to the complainant and
must forward a copy of the response to HUD for their review.
8
All documentation including final disposition of the complaint will be retained by DCD
for a period of no less than three years from the date of disposition.
9
APPENDIX A
Summary of Public Meetings, Noticing, and Publishing
1. 5-Year Consolidated Plan
(a) At least one focus group meeting
Noticing: By invitation
(b) At least two public meetings
i. During development
Noticing: Letters (regular U.S. mail and/or email) to interested
party mailing list and published in non-legal section of at least
one local newspaper at least fourteen (14) days prior to the date
of the meeting.
ii. Board of Supervisors Meeting to approve Consolidated Plan
Noticing: Letters (regular U.S mail and/or email) to interested
party mailing list and published in non-legal section of at least
one local newspaper at least thirty (30) days prior to the date of
the meeting. Posting 30 Muir Road, Martinez, CA. Notice must
include a summary of the proposed plan.
(c) Publishing: A copy of the Consolidated Plan will be made available at
one library in each of the three regional areas of the County, as well as
the DCD office.
2. Annual Action Plan – 1st Year of Two-Year and Three-Year Funding Cycles
(“Non-housing” and “Housing” Community Development priorities)
(a) Notice of funding availability (NOFA)
Noticing: Letters (regular U.S mail and/or email) to interested party
mailing list and published in non-legal section of at least one local
newspaper at least thirty (30) days prior to application due date.
(b) At least two public meetings
i. During development
Noticing: Letters (regular U.S mail and/or email) to all
CDBG/HOME/ESG/HOPWA applicants and meeting notice
10
posted on the County’s website and at 30 Muir Road, Martinez
at least ninety-six (96) hours prior to the date of the meeting.
ii. Board of Supervisors Meeting to approve Action Plan
Noticing: Published in non-legal section of at least one local
newspaper at least thirty (30) days prior to the date of the
meeting, and posted at 30 Muir Road, Martinez, CA.
Website: Notice is also posted on DCD’s website.
(c) Publishing: A copy of the Action Plan will be made available at one
library in each of the three regional areas of the County, as well as on
the DCD website and in the DCD office.
3. Annual Action Plan – Renewal Years of the Two-Year and Three-Year
Funding Cycles (“Housing” Community Development priorities only)
(a) Notice of funding availability (NOFA)
Noticing: Letters (regular U.S mail and/or email) to interested party
mailing list (housing related categories) and published in non-legal
section of at least one local newspaper at least thirty (30) days prior
to application due date.
Website: Notice is also posted on DCD’s website.
(b) At least two public meetings
i. During development
Noticing: Letters (regular U.S mail and/or email) to all
CDBG/HOME/ESG/HOPWA applicants and meeting notice
posted on the County’s website and at 30 Muir Road, Martinez
at least ninety-six (96) hours prior to the date of the meeting.
ii. Board of Supervisors Meeting to approve Action Plan
Noticing: Published in non-legal section of at least one local
newspaper at least thirty (30) days prior to the date of the
meeting, and posted at 30 Muir Road,, Martinez, CA.
Website: Notice is also posted on DCD’s website.
4. Substantial Amendment
(a) At least one public meeting
i. Board of Supervisors Meeting to approve Amendment
11
Noticing: Published in non-legal section of at least one local
newspaper and posted at 30 Muir Road, Martinez, CA at least
thirty (30) days prior to the date of the meeting.
Website: Notice is also posted on DCD’s website.
(b) Publishing: A copy of the Action Plan will be made available at one
library in each of the three regional areas of the County, as well as on
the DCD website and in the DCD office.
5. Consolidated Annual Performance and Evaluation Report (CAPER)
(a) Board of Supervisors Meeting to approve CAPER
Noticing: Published in non-legal section of at least one local newspaper
at least fifteen (15) days prior to the date of the meeting.
Website: Notice is also posted on DCD’s website.
Publishing: A copy of the CAPER will be made available at one library
in each of the three regional areas of the County, as well as on the
DCD website and in the DCD office.
12
APPENDIX B
Sample Calendar
September Issue Request for Proposals (Funding Availability)
October/November Conduct Funding Kickoff Meeting
December Applications due
January/February Applicant Interviews
March/April Applications / Staff Recommendations considered by Committees
May Board of Supervisor’s review and approval of Action Plan
Submit Action Plan to HUD
June Subrecipient Meeting, and Contract Negotiations
July Start of new Fiscal Year
August Program monitoring (ongoing through May)
Public Notice of CAPER
September CAPER submitted to HUD
October Semi-annual labor standards report
MBE/WBE Report
Community Development Block Grant and HOME Investment Partnerships Act
FY 2015/16 Affordable Housing Program and CDBG/HOME Administration
Attachment F
Project ID#Sponsor/
Sponsor's Website Project Name/Location Description/Purpose
HUD Matrix-
Eligibility/National
Objective
CDBG HOME Total Project
Cost
15-01-HSG
Satellite Affordable
Housing Associates
1521 University Ave.
Berkeley, CA 94703
www.sahahomes.org
Tabora Gardens
3557 Tabora Drive
Antioch
New construction of 85 rental units
affordable to and occupied by very-low
income senior households.
Project received previous allocation of
$700,000 in HOME, $650,000 in
HOPWA, $1,100,000 in Summer Lake
Trust and $550,000 in NSP funds.
24 CFR 92.205; 92.206 $0 $0 $25,471,852
15-02-HSG
Resources for
Community Development
2220 Oxford Street
Berkeley, CA 94596
www.rcdhousing.org
Riviera Family Apartments
1511-1515 & 1716-1738
Riviera Avenue
Walnut Creek
New construction of 58 rental units
affordable to and occupied by very-low
income family and special needs
households.
Project received previous allocation of
$50,000 in HOME and $500,000 in
HOPWA funds.
RCD is a HOME CHDO (a)
24 CFR 92.205; 92.206 $0 $950,000 $33,607,516
15-03-HSG
Eden Housing, Inc.
22645 Grand St.
Hayward, CA 94541
www.edenhousing.org
San Pablo Mixed-Use Apt
10848 & 10860 San Pablo
Ave
El Cerrito
New construction of 63 rental units
affordable to and occupied by low and
very-low income seniors households.
Project received previous allocation of
$625,000 in CDBG and $150,000 in
HOME funds.
24 CFR 92.205; 92.206 $0 $1,225,000 $26,813,846
15-04-HSG
Community Housing
Development
Corporation, NR
1535A Fred Jackson
Way
Richmond, CA 94801
www.chdcnr.com
Heritage Point
1500 Fred Jackson Way
North Richmond
New construction of 42 rental
units/mixed-use affordable to and
occupied by very-low income families.
CHDC is a HOME CHDO (a)
24 CFR 92.205; 92.206 $150,000 $0 $17,083,066
Board Allocations
Consolidated Plan Objective AH-1 - Rental Housing: Expand housing opportunities for extremely low-income, very-low income, and low-income, households through an increase in
the supply of decent, safe and affordable rental housing.
Tabora Gardens No additional funds allocated. Confirmation of contingencies: SAHA must meet a commitment deadline of June 30, 2016 by entering into legally binding funding
agreements with the County by that date. Funds will be recaptured by February 2016 if significant progress is not being made to meet the June 30, 2016 commitment deadline.
Riviera Family Apartments Contingencies: RCD must meet a commitment deadline of June 30, 2016 by entering into legally binding funding agreements with the County by that date.
Funds will be recaptured by February 2016 if significant progress is not being made to meet the June 30, 2016 commitment deadline.
El Cerrito Mixed Use Senior Apartments Contingencies: Eden must meet a commitment deadline of June 30, 2016 by entering into legally binding funding agreements with the County by
that date. Funds will be recaptured by February 2016 if significant progress is not being made to meet the June 30, 2016 commitment deadline.
Community Development Block Grant and HOME Investment Partnerships Act
FY 2015/16 Affordable Housing Program and CDBG/HOME Administration
Attachment F
Project ID#Sponsor/
Sponsor's Website Project Name/Location Description/Purpose
HUD Matrix-
Eligibility/National
Objective
CDBG HOME Total Project
Cost
Board Allocations
15-05-HSG
Domus Development
LLC
9 Cushing, Suite 200
Irvine, CA 92618
www.domusd.com
Laurel Terrace
San Pablo Ave. at Church
Lane
San Pablo
New construction of 120 rental units
affordable to and occupied by low and
very-low income seniors households.
24 CFR 92.205; 92.206 $540,000 $0 $39,291,334
15-07-HSG
CCC Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
www.cccounty.us/dcd
Neighborhood Preservation
Program
Urban County
Provision of 16 zero and low interest
loans & grants for rehab of housing
owned and occupied by very-low and
low-income HHs.
Total budget includes $300,000 in
anticipated program income.
24 CFR 570 201 ( c);
570.208(2)$400,000 $0 $0
15-08-HSG
Community Energy
Services Corporation
1013 Pardee St. # 201
Berkeley, CA 94710
www.ebenergy.org
Home Repair
Urban County
To provide free safety home repairs to
70 low income residents.24 CFR 570.208 (a)(3)$125,000 $0 $198,000
Consolidated Plan Objective AH-2 - Homeownership: Increase homeownership opportunities.
Consolidated Plan Objective AH-3 - Preservation: Maintain and preserve the affordable housing stock, including housing for persons with special needs.
Hertiage Point Contingencies: Allocation of up to $150,000 in CDBG funds are for potential site acquisition and clearance activities. Funds are contingent on identification of CDBG eligible costs.
The loan terms for the above projects are as follows: Between one and three percent simple interest; payment deferred until end of term, or on sale or transfer of property; 20 year term.
Subordinate to first mortgage.
Laurel Terrace Contingencies: Funds are contingent on a purchase and sales agreement between the seller and Affordable Housing CDC and allocation of all funds needed for this
development by December 31, 2016. CDBG funds for acquisition will not be expended until all sources are ready to close on construction financing.
Community Development Block Grant and HOME Investment Partnerships Act
FY 2015/16 Affordable Housing Program and CDBG/HOME Administration
Attachment F
Project ID#Sponsor/
Sponsor's Website Project Name/Location Description/Purpose
HUD Matrix-
Eligibility/National
Objective
CDBG HOME Total Project
Cost
Board Allocations
15-09-HSG
Community Energy
Services Corporation
1013 Pardee St. # 201
Berkeley, CA 94710
www.ebenergy.org
Healthy Homes
West County
To provide multi-trigger asthma
assessment, remediation, and
education to 35 low-income
households where people with asthma
reside.
24 CFR 570.202;
570.208(a)(3)
$0
Extend
current
contract thru
2015/16
$0 $99,000
15-10-HSG
Bonita House Inc.
6333 Telegraph Ave.
Oakland, CA 94609
Knightsen Farm
2950 Penny Lane
Knightsen
Rehabilitation of an existing single-
family home for up to 10 adults with
mental health disabilities.
24 CFR 570.208 (a)(2)(i)(A)$707,000 $0 $791,291
CCC Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
Program Administration 24 CFR 570.206;
24 CFR 92.207 $65,000 $179,284
CCC Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
www.cccounty.us/dcd
Program Delivery
Project Legal and Davis Bacon
compliance costs to be added to
project allocations, total project
allocation may be increased to
$30,000 each for CDBG and HOME
with program income.
24 CFR 570.201 thru
570.240;
24 CFR 92.206
$30,000 $70,000
CCC DCD
30 Muir Road
Martinez, CA 94553
www.cccounty.us/dcd
Housing Development
Assistance Funds (HDAF)
HDAF includes unallocated and
recaptured funds, and loan payments.
HUD eligibility and National
Objective will be determined
in the future when funds are
allocated to projects.
$759,582 $13,554
See Public Service table Fair Housing (a)Fair housing counseling and legal
services $52,000 $0 $0
APPLICATION TOTAL FY 2015/16 $2,828,582 $2,437,838 $143,355,905
Consolidated Plan Objective AH-4 - Special Needs Housing: Increase the supply of appropriate and supportive housing for special needs populations, which may include short term
tenant-based rental subsidies.
Program Administration, Program Delivery, and Housing Development Assistance Funds
Objective CD-4 - Landlord/Tenant Counseling and Fair Housing Services: Continue to promote fair housing activities and affirmatively further fair housing.