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HomeMy WebLinkAboutCDBG FY1819 5yr Consolidated and Annual Action PlansSTAFF REPORT CITY OF PALM DESERT HOUSING DEPARTMENT MEETING DATE: May 10, 2018 PREPARED BY: Jessica Gonzales, Senior Management Analy 4!�� REQUEST: Approve Outside Agency Funding Committee Recommendations for FY 2018/2019 Community Development Block Grant (CDBG) and use of funding, Five -Year Consolidated Plan (FY 2018/2019 thru FY 2022/2023) and Annual Action Plan for FY 2018/2019. Recommendation That the City Council, 1) Conduct a public hearing and accept public comment related to the Community Development Block Grant ("CDBG") Program proposed Final 5-Year Consolidated Plan (FY 2018/19 thru 2022/23), Annual Action Plan (FY 2018/19), FY 2018/2019 Funding Award Recommendations and related items stipulated therein; and 2) Following public testimony, close the public hearing, and request that the City Council waive further reading. By Minute Motion, that the City Council, 1) Approve Outside Agency Funding Committee ("Committee") recommendations for FY 2018/2019 CDBG award of subrecipients, Programs and/or Projects and funding amounts as proposed; and 2) Approve the use of the FY 2018/2019 CDBG funding allocation awarded to the City of Palm Desert ("City") by the U.S. Department of Housing and Urban Development ("HUD") for the proposed funding of subrecipient's Programs and/or Projects as recommended by the Committee; and 3) Approve the City's FY 2018/2019 CDBG Annual Action Plan ("Annual Plan"); and 4) Approve the City's CDBG Five-year Consolidated Plan ("Consolidated Plan"); and May 10, 2018 — STAFF REPORT FY 2018/2019 Community Development Block Grant Awards and Plans Page 2 of 2 5) Authorize staff to submit the City's CDBG Consolidated Plan and Annual Plan to HUD; and 6) Authorize the Mayor and/or the City Manager to execute any documents necessary to effectuate the actions taken herewith. Strategic Plan This request does not apply to a specific strategic plan goal. Executive Summary The City, as a recipient and administrator of CDBG funds, has prepared the City's Consolidated Plan and Annual Plan ("Plans") to meet the program funding requirements as set forth by HUD. Upon approval of the City's Community Development Block Grant Consolidated Plans, the Plans will be forwarded to HUD to undertake a 45 day review process. The proposed Plans, subrecipients ("Subrecipients"), programs and/or projects, and funding amounts to be awarded, noted in the tables below, or as modified by City Council, will be presented to HUD for its review and final approval. Once the City has received a funding agreement from HUD, staff will notify Subrecipients of award or denial. Background Analysis In order to qualify and receive CDBG funding, the participating jurisdictions must comply with the regulatory requirements and submit reports to HUD, including the Consolidated Plan (a five year planning document) and the Annual Plan (one year action plan). The Consolidated Plan identifies specific Housing and Community Development needs, priorities, goals, and strategies. The Consolidated Plan must also stipulate how CDBG funding will be allocated to address these stated housing and community development needs for the jurisdiction. The purpose of the Annual Plan is to review and update those assessments presented in the Consolidated Plan; to inventory resources that will be available during a given program year (fiscal year); and to identify the specific actions that will be taken in that program year to meet the jurisdiction's Housing and Community Development needs, and to implement the strategies set forth in the Consolidated Plan. The City's Consolidated Plan identifies goals for the CDBG program administered by the City. The goals are to provide decent housing, a suitable living environment for the city's low- and moderate -income residents, and economic opportunities for low - moderate income residents. In order to strive to meet these goals, the City solicited applications from outside agencies that conduct housing and community development activities. The projects and/or programs considered for award of CDBG funding must meet one of the following three national objectives as identified by HUD: 1) to benefit May 10, 2018 — STAFF REPORT FY 2018/2019 Community Development Block Grant Awards and Plans Page 3 of 3 low- and moderate- income persons (51 % or more must be low income); 2) to aid in the prevention of or elimination of slum or blight; or 3) to meet an urgent need such as a natural disaster. The City's Committee met on February 21, 2018 to review and make recommendations on CDBG applications received for FY 2018/2019. The recommendations are outlined in the tables below. These tables include all prospective Subrecipients that submitted CDBG applications, the original amount requested and the recommendation for each prospective Subrecipient. HUD has not announced Palm Desert's FY 2018/2019 allocation; therefore, recommendations are based on the FY 2017/2018 allocation in the amount of $322,867. In addition to the City's awarded annual allocation, the City has an estimated $29,005 in un-programmed CDBG funds making $351,872 the basis for the proposed recommendations. It should be noted that the City, as well as many other communities, received a significant increase in funding for FY 2017/18. This increase was unexpected, as previous years' allocations were continually reduced. Unfortunately, since HUD has not yet released the FY 2018/2019 allocations, it is not known if this was a one-time increase. As a result, the FY 2018/19 allocation could be reduced significantly; however, the City will increase/decrease awards proportionately for each proposed Subrecipient based on the actual funding allocation awarded to the City. The CDBG Program award distribution formula established by HUD is as follows: HUD ESTABLISHED CDBG PROGRAM FUNDING CATEGORIES Award Distribution Table Table No. Funding Categories Maximum % Per Category Established by HUD Maximum Amount Based on Estimated FY 2018/2019 Allocation 1 Capital Improvement Projects 65% $209,864 2 Administration Costs 20% $64,573 3 Public Service Projects 15% $48,430 Subtotal 100 % $322,867 Un-programmed Funds $29,005 TOTAL $351,872 Note: If the administration funds are not spent, then the administration funds percent may be used for capital improvement projects making the total percentage up to 85% maximum. The only category that may exceed the maximum cap is capital improvement project. May 10, 2018 — STAFF REPORT FY 2018/2019 Community Development Block Grant Awards and Plans Page 4 of 4 The Committee based its funding recommendations on prospective Subrecipients with projects and/or programs that provide the most benefit to the Palm Desert community and residents, addressed identified needs within the community (e.g. homelessness, food, counseling, persons with disabilities, etc.), previous funding history and if the programs qualified for CDBG funding. The amount of funding requests for capital improvement projects were less than the estimated CDBG FY 2018/19 allocation. As a result, staff contacted each prospective Subrecipient with a public facilities improvement application to determine if estimated project budget would cover the cost(s) of the project. Every prospective Subrecipient indicated that additional funding would probably be required, which would typically be the portion that each prospective Subrecipient contributes to the project. Staff therefore proposed increasing funding awards to each prospective Subrecipient to ensure that all CDBG allocated funds are utilized. CAPITAL IMPROVEMENT PROJECTS Table 1 No. Organization Original Request Recommend for Approval Amount Not Recommended or Denied 1 Desert AIDS Project $25,000 $30,000 N/A 2 Desert Arc $50,000 $70,000 N/A 3 JFK Memorial Foundation $22,500 $27,500 N/A 4 Joslyn Center $20,000 $25,000 N/A 5 Martha's Village & Kitchen $40,750 $60,750 N/A 6 Neuro Vitality Center $20,846 $25,619 N/A TOTAL $179,096 $238,869 N/A Note: The amounts listed in the "Recommended for Approval" column and the "Original Request Amount' column are different as a result of the requests being less than potential available CDBG funding allocation. ADMINISTRATIVE COSTS Table 2 No. Organization Allocation 1 Fair Housing Council $37,100 2 City of Palm Desert, Administrative Costs Davis -Bacon, NEPA, Analysis of Impediment Issues (AI) and staff costs) $27,473 TOTAL $64,573 May 10, 2018 — STAFF REPORT FY 2018/2019 Community Development Block Grant Awards and Plans Page 5 of 5 PUBLIC SERVICE PROJECTS Table 3 Original Recommend Amount Not No. Organization Request for Approval Recommended or Denied 1 Coachella Valley Rescue Mission $10,000 $10,000 N/A 2 Council on Aging Southern $17,500 $10,000 $7,500 California 3 Desert Ability Center $17,000 $10,000 $7,000 4 Martha's Village & Kitchen $20,430 $10,430 $10,000 5 Operation SafeHouse $8,000 $8,000 N/A g Riverside County Office on Aging $10,000 $0 $10,000 TOTAL $82,930 $48,430 $34,500 Note: The amounts listed in the "Recommended for Approval" column and the "Original Request Amount" column are different as a result of the requests being less than potential available CDBG funding allocation. Staff will monitor each funded Subrecipient through various means such as on -site visits; monthly, quarterly, and annual reports; and phone calls and emails until programs and/or projects have been completed as required by HUD. For capital improvement projects, staff will be on -site throughout the project to monitor the progress of work, as well as to conduct random employee interviews of contractors and subcontractors, which is required under Davis -Bacon Act. A Notice of Public Hearing and 30-day public input period on the approval of the Plans that include the FY 2018/2019 CDBG applicants and awards, was published in the local newspaper on April 4, 2018 and April 11, 2018. The Plans were made available during the 30-day period by request and on the City's webpage. In addition, the City Council was provided a copy of the Plans for review with their agenda packet. No comments have been received to date. Staff recommends approval of the Committee's FY 2018/2019 CDBG funding recommendations, approval of the Five -Year Consolidated Plan (FY 2018/2019 through 2022/2023) and One -Year Action Plan that includes the FY 2018/2019 CDBG applicants and awards as submitted. Once approved, staff will remit the Plans to HUD for review and approval. Fiscal Analysis Approval of staff's recommendation would result in an expenditure of FY 2018/2019 CDBG funding award and will not impact the general fund. May 10, 2018 - STAFF REPORT FY 2018/2019 Community Development Block Grant Awards and Plans Page 6 of 6 LEGAL REVIEW DEPT. REVIEW FINANCIAL CITY MANAGER REVIEW N/A --��' (5y,4, ic' Robert W. Hargreaves Jint' Moore a 'et Moore aun Aylaian City Attorney Director of Finance I Director of Finance City Manager ATTACHMENTS: The City of Palm Desert's Five Year (2018-2022) Consolidated Plan The City of Palm Desert's One Year (2018/2019) Action Plan Presentation of the Palm Desert 2018-2022 Consolidated Plan Outside Agency Funding Committee Meeting Minutes of February 21, 2018 CITY COUNCIL AMION APPROVED DENIED RECEIVED OTHER MEET G D C?- l AYES 7 .7- F 774 NOES: ABSENT'. ABSTAIN: VERIFIED BY: Original on File with City CI",s Office THE CITY OF PALM DESERT’S 2018-2022 CONSOLIDATED PLAN         Final Report May 3, 2018    TABLE OF CONTENTS   Executive Summary      ES‐05 Executive Summary 1    The Process     PR‐05 Lead & Responsible Agencies 3     PR‐10 Consultation 4     PR‐15 Citizen Participation 13    Needs Assessment     NA‐05 Overview 14     NA‐10 Housing Needs Assessment 15        NA‐15 Disproportionately Greater Need: Housing Problems 29        NA‐20 Disproportionately Greater Need: Severe Housing Problems 32        NA‐25 Disproportionately Greater Need: Housing Cost Burdens 35        NA‐30 Disproportionately Greater Need: Discussion 36        NA‐35 Public Housing 37     NA‐40 Homeless Needs Assessment 41     NA‐45 Non‐Homeless Special Needs Assessment 43     NA‐50 Non‐Housing Community Development Needs 46    Market Analysis     MA‐05 Overview 48     MA‐10 Number of Housing Units 49     MA‐15 Cost of Housing 53     MA‐20 Condition of Housing 59     MA‐25 Public and Assisted Housing 64     MA‐30 Homeless Facilities 66     MA‐35 Special Needs Facilities and Services 68     MA‐40 Barriers to Affordable Housing 70     MA‐45 Non‐Housing Community Development Assets 71     MA‐50 Needs and Market Analysis Discussion 81    Strategic Plan     SP‐05 Overview 85     SP‐10 Geographic Priorities 86     SP‐25 Priority Needs 87     SP‐30 Influence of Market Conditions 90     SP‐35 Anticipated Resources 91     SP‐40 Institutional Delivery Structure 93     SP‐45 Goals 96     SP‐50 Public Housing Accessibility and Involvement 98     SP‐55 Barriers to affordable housing 99     SP‐60 Homelessness Strategy 100     SP‐65 Lead based paint Hazards 103     SP‐70 Anti‐Poverty Strategy 104     SP‐80 Monitoring 106    Annual Action Plan     AP‐15 Expected Resources 107     AP‐20 Annual Goals and Objectives 109     AP‐35 Projects 111     AP‐50 Geographic Distribution 117     AP‐55 Affordable Housing 118     AP‐60 Public Housing 119     AP‐65 Homeless and Other Special Needs Activities 120     AP‐75 Barriers to affordable housing 123     AP‐85 Other Actions 124     AP‐90 Program Specific Requirements 127    Appendix 129          Consolidated Plan PALM DESERT      1 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Executive Summary   ES‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b)  1. Introduction  In 1994, the U.S. Department of Housing and Urban Development (HUD) issued new rules consolidating  the planning, application, reporting and citizen participation processes the Community Development  Block Grants (CDBG).  The new single‐planning process was intended to more comprehensively fulfill  three basic goals: to provide decent housing, to provide a suitable living environment and to expand  economic opportunities.  It was termed the Consolidated Plan for Housing and Community  Development.   According to HUD, the Consolidated Plan is designed to be a collaborative process whereby a  community establishes a unified vision for housing and community development actions. It offers  entitlements the opportunity to shape these housing and community development programs into  effective, coordinated neighborhood and community development strategies.  It also allows for strategic  planning and citizen participation to occur in a comprehensive context, thereby reducing duplication of  effort.   As the lead agency for the Consolidated Plan the City of Palm Desert hereby follows HUD’s guidelines for  citizen and community involvement.  Furthermore, it is responsible for overseeing these citizen  participation requirements, those that accompany the Consolidated Plan.  The City of Palm Desert has prepared this Consolidated Plan to meet the guidelines as set forth by HUD  and is broken into five sections: The Process, Needs Assessment, Market Analysis, Strategic Plan, and  Annual Action Plan.    2. Summary of the objectives and outcomes identified in the Plan Needs Assessment  Overview  The goals of the CDBG program administered by the City of Palm Desert are to provide decent housing, a  suitable living environment for the city’s low‐ and moderate‐income residents, and economic  opportunities for low‐moderate income residents. The City strives to accomplish these goals by  maximizing and effectively utilizing all available funding resources to conduct housing and community  development activities.  These goals are further explained as follows:   Providing decent housing means helping homeless persons obtain appropriate housing and  assisting those at risk of homelessness; preserving the affordable housing stock; increasing  availability of permanent housing that is affordable to low‐ and moderate‐income persons  without discrimination; and increasing the supply of supportive housing.   Providing a suitable living environment entails improving the safety and livability of  neighborhoods; increasing access to quality facilities and services; and reducing the isolation of  income groups within an area through integration of low‐income housing opportunities.      Consolidated Plan PALM DESERT      2 OMB Control No: 2506‐0117 (exp. 06/30/2018)   Expanding economic opportunities involves creating jobs that are accessible to low‐ and  moderate‐income persons; making down payment and closing cost assistance available for low‐  and moderate‐ income persons; promoting long term economic and social viability; and  empowering low‐income persons to achieve self‐sufficiency.  3. Evaluation of past performance  The City of Palm Desert’s evaluation of its past performance has been completed in a thorough  Consolidated Annual Performance and Evaluation Report (CAPER). These documents state the objectives  and outcomes identified in each year’s Annual Action Plan and include an evaluation of past  performance through measurable goals and objectives compared to actual performance. These  documents can be found on the City’s website at:  http://www.cityofpalmdesert.org/departments/special‐programs/community‐development‐block‐ grant‐cdbg  4. Summary of citizen participation process and consultation process  A variety of public outreach and citizen participation was used to develop this Consolidated Plan.  The  2018 Community Development survey was used to help establish priorities for the City by gathering  feedback on the level of need for housing and community development categories.  A public meeting  was held prior to the release of the draft plan to garner feedback on preliminary findings.  Once the Plan  was released for public review, a public hearing was held to offer residents and stakeholders the  opportunity to comment on the plan.   5. Summary of public comments  No comments received.  6. Summary of comments or views not accepted and the reasons for not accepting them  No comments received.  7. Summary  The City’s efforts in the development of this Consolidated Plan are represented by the efforts to  establish the Strategic Plan.  The Priority Needs and Goals outlined in the Strategic Plan are reflective  the needs in the City of Palm Desert, particularly low to moderate income households.  The goals are  presented below:   Support efforts to combat homelessness   Enhance public facilities   Provide support for public service programs   Increase access to affordable housing   Increase fair housing activities      Consolidated Plan PALM DESERT      3 OMB Control No: 2506‐0117 (exp. 06/30/2018)  The Process  PR‐05 Lead & Responsible Agencies 24 CFR 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.  Agency Role Name Department/Agency  Lead  Agency PALM DESERT    CDBG Administrator   Special Programs Department/City of Palm  Desert  Table 1 – Responsible Agencies  Narrative  The City’s Special Programs Department is the designated department responsible for undertaking all  activities associated with CDBG including the day‐to‐day administration and details associated with  regulations. Ms. Frankie Riddle, Director of Special Programs, is the staff person responsible for overall  administration of the CDBG Program.  Other involved agencies are those non‐profit organizations and  public entities that provide direct services to target groups, as well as the Continuum of Care (CoC) that  assists in carrying out goals and objectives outlined for homeless activities.   In addition, the City established the Palm Desert Housing Authority (“Authority”) to operate the former  Palm Desert Redevelopment Agency’s affordable housing portfolio.  Subsequently from the elimination  of redevelopment agencies, the City designated the Authority as the successor of all housing activities  including transferring ownership of all affordable rental properties.  As a result, the Authority, with the  assistance of the City’s Housing Department Staff, is responsible for carrying out housing activities and  programs related to the affordable housing portfolio of the former Redevelopment Agency.  (NOTE:  The  Authority is not designated as a public housing agency; therefore any public housing information  provided in the plan pertains to housing units that received housing assistance through the Authority.  The housing assistance information provided in this plan is for the entirety of Riverside County.)  Consolidated Plan Public Contact Information  Contact person for all questions/concerns pertaining to the CDBG Program:   Niamh Ortega  Address: Palm Desert City Hall 73‐510 Fred Waring Dr.  Palm Desert, CA 92260  Phone: (760) 346‐0611, ext. 331   Email: nortega@cityofpalmdesert.org      Consolidated Plan PALM DESERT      4 OMB Control No: 2506‐0117 (exp. 06/30/2018)  PR‐10 Consultation ‐ 91.100, 91.200(b), 91.215(l)     1. Introduction  The City of Palm Desert followed its Citizen's Participation Plan to notify and encourage the public, other  local government agencies, private businesses, non‐profit organizations, the Riverside County  Continuum of Care (CoC), etc. to participate in the City’s development of the Consolidated and Action  Plans as required by 24 CRF 91.100.  In addition, the City specifically mailed 103 letters to those agencies  and non‐profit organizations on the CDBG mailing list.  In addition, the City of Palm Desert is an active  member of the County of Riverside Continuum of Care (CoC) Board of Governance (BOG) (which  includes various County departments, many non‐profit organizations, as well as other agencies) and  works directly with them in relation to issues that address homeless.  Contact was made with Desert  Aids Project to discuss issues relative to their clientele for inclusion in the Consolidated Plan.  This  process also allows the City to communicate with other non‐profit organizations and the County  departments that assist individuals that require other types of support services and that may or may not  be homeless (i.e., persons with disabilities, at‐risk of becoming homeless, abuse, etc.).  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)).  The City undertook the annual process to invite and encourage individuals and representatives from a  variety of public agencies, health service providers, and non‐profit organizations.  As outlined within the  Executive Summary Section, Citizen's Participation Section is the specific actions undertaken by the City  to continue to invite participation and consultation with the City in regards to the CDBG Consolidated  and Action Plan development.  Housing Department works directly with the Housing Commission which  is consists of members from the community (i.e., 2 residents of affordable housing properties and 7  members with business/professional experience).  In addition, the City's Housing Department works  directly with developers and housing provider to address affordable housing issues and projects within  Palm Desert.  This occurs either when the City is planning a specific project or developers contact the  City directly when interest in potentially building an affordable housing project.   Describe coordination with the Continuum of Care and efforts to address the needs of homeless  persons (particularly chronically homeless individuals and families, families with children,  veterans, and unaccompanied youth) and persons at risk of homelessness  The City of Palm Desert, Director of Special Programs is currently the Co‐Chair of the County of Riverside  CoC Board of Governance (BOG), the Chair of the Employment and Self‐Sufficiency Subcommittee as  well as a member of Eastern Regional Subcommittee.  Each of these committees address various  aspects/issues related to homelessness and services to the homeless.  These committees are specifically  set up to address issues related to all levels of homelessness (i.e., chronic, veterans, families,  unaccompanied youth, mental illness, substance abuse, etc.) as well as the various issues as a result of  being homeless (i.e., medical care, services, housing, income and employment, etc.).  As a result, the  City is able to work directly with public agencies and services providers to coordinate efforts on a local  and regional basis.  The County of Riverside Department of Public Social Services is the CoC Collaborative  Agent and is responsible for assisting and carrying out many of the CoC’s goals and objectives as well as  all BOG members and other service providers.  The CoC has worked to establish the HMIS, Housing,      Consolidated Plan PALM DESERT      5 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Employment and Self‐Sufficiency, and Discharge Planning Subcommittees to further address specific  issues that the homeless and the homeless providers face on a day‐to‐day basis.  Through this  coordination the City is able to address homeless needs within our community and the region as a  whole.  In addition, the BOG established a Discharge Planning Committee that has worked with the  Department of Corrections, Law enforcement, area Hospitals, and the Department of Mental Health to  create an agreement between all parties that address discharging practices.  The agreement has now  been approved and ratified by all participating groups  Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in  determining how to allocate ESG funds, develop performance standards and evaluate outcomes,  and develop funding, policies and procedures for the administration of HMIS  The City of Palm Desert does not receive ESG funding.  However, since the City is part of the CoC BOG, it  participates in the CoC ESG process for any communities/organizations receiving ESG through the  County of Riverside.  The CoC has a review committee that reviews data and ranks organizations that  receive or have applied to receive ESG funds based on the new Tier System.  Once ranking has been  completed, the rankings are submitted to the BOG for review, and notices are sent to the respective  organization for appeal and review of ranking.   In addition, the HMIS Administrators Council was  established by the COC.  The Council is composed of each of the HMIS agency administrators for the  providers and has the responsibility of reviewing all HMIS policies and procedures, make  recommendations on HMIS programs, ensure that organizations are properly educated on the new  system, and ensure adherence to the HMIS polices for the COC.  The County of Riverside, Department of  Public Social Services who is the CoC’s Collaborative Agent is also the HMIS Lead agency and is therefore  responsible for providing technical support to train organizations in HMIS system.  Funding has been set  aside for this purpose through the CoC and Collaborative Agent and HUD SHP grants.    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      Consolidated Plan PALM DESERT      6 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table 2 – Agencies, groups, organizations who participated  1 Agency/Group/Organization ABC RECOVERY CENTER  Agency/Group/Organization Type Services‐Health  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?  This entity was invited to  participate in the survey and  public meeting process.  2 Agency/Group/Organization ACT FOR MS  Agency/Group/Organization Type Services‐Health  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?  This entity was invited to  participate in the survey and  public meeting process.  3 Agency/Group/Organization ALTERNATIVES TO DOMESTIC  VIOLENCE  Agency/Group/Organization Type Services‐Victims of Domestic  Violence  What section of the Plan was addressed by Consultation? Homelessness Strategy 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?  This entity was invited to  participate in the survey and  public meeting process.  4 Agency/Group/Organization AMERICAN RED CROSS  Agency/Group/Organization Type Services ‐ Housing Services‐Children  Services‐homeless  Services‐Employment  What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy 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?  This entity was invited to  participate in the survey and  public meeting process.  5 Agency/Group/Organization ANGEL VIEW CRIPPLED  CHILDRENS FOUNDATION  Agency/Group/Organization Type Services‐Children  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?  This entity was invited to  participate in the survey and  public meeting process.      Consolidated Plan PALM DESERT      7 OMB Control No: 2506‐0117 (exp. 06/30/2018)  6 Agency/Group/Organization BARBARA SINATRA CHILDREN'S  CENTER  Agency/Group/Organization Type Services‐Children  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?  This entity was invited to  participate in the survey and  public meeting process.  7 Agency/Group/Organization BORREGO COMMUNITY HEALTH  FOUNDATION  Agency/Group/Organization Type Services‐Health  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?  This entity was invited to  participate in the survey and  public meeting process.  8 Agency/Group/Organization COACHELLA VALLEY ECONOMIC  PARTNERSHIP  Agency/Group/Organization Type Regional organization  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?  This entity was invited to  participate in the survey and  public meeting process.  9 Agency/Group/Organization Coachella Valley Housing  Coalition  Agency/Group/Organization Type Housing  Regional organization  What section of the Plan was addressed by Consultation? Housing Need Assessment  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  10 Agency/Group/Organization COACHELLA VALLEY RESCUE  MISSION  Agency/Group/Organization Type Services‐homeless  What section of the Plan was addressed by Consultation? Homelessness Strategy  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.      Consolidated Plan PALM DESERT      8 OMB Control No: 2506‐0117 (exp. 06/30/2018)  11 Agency/Group/Organization COACHELLA VALLEY WOMEN'S  BUSINESS CENTER  Agency/Group/Organization Type Regional organization  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?  This entity was invited to  participate in the survey and  public meeting process.  12 Agency/Group/Organization COLLEGE OF THE DESERT  Agency/Group/Organization Type Services‐Education  What section of the Plan was addressed by Consultation? Non‐Homeless Special Needs 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?  This entity was invited to  participate in the survey and  public meeting process.  13 Agency/Group/Organization DESERT AIDS PROJECT  Agency/Group/Organization Type Services‐Persons with HIV/AIDS  What section of the Plan was addressed by Consultation? Homelessness Strategy 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?  This entity was invited to  participate in the survey and  public meeting process.  14 Agency/Group/Organization Desert Best Friends Closet  Agency/Group/Organization Type Services‐Employment  What section of the Plan was addressed by Consultation? Non‐Homeless Special Needs Market Analysis  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?     15 Agency/Group/Organization DESERT ARC  Agency/Group/Organization Type Regional organization  What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  16 Agency/Group/Organization Desert Cancer Foundation  Agency/Group/Organization Type Services‐Health      Consolidated Plan PALM DESERT      9 OMB Control No: 2506‐0117 (exp. 06/30/2018)  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?  This entity was invited to  participate in the survey and  public meeting process.  17 Agency/Group/Organization EPISCOPAL COMMUNITY  SERVICES  Agency/Group/Organization Type Services ‐ Housing Services‐Children  Services‐homeless  What section of the Plan was addressed by Consultation? Housing Need Assessment 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?  This entity was invited to  participate in the survey and  public meeting process.  18 Agency/Group/Organization FAIR HOUSING COUNCIL OF  RIVERSIDE COUNTY  Agency/Group/Organization Type Service‐Fair Housing Regional organization  What section of the Plan was addressed by Consultation? Market Analysis  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  19 Agency/Group/Organization FISH OF THE LOWER COACHELLA  VALLEY  Agency/Group/Organization Type Services ‐ Housing Services‐homeless  What section of the Plan was addressed by Consultation? Homelessness Strategy Non‐Homeless Special Needs Market Analysis  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  20 Agency/Group/Organization MARTHA'S VILLAGE AND  KITCHEN  Agency/Group/Organization Type Services‐Children  Services‐Elderly Persons Services‐Persons with  Disabilities  Services‐homeless  What section of the Plan was addressed by Consultation? Homelessness Strategy Non‐Homeless Special Needs      Consolidated Plan PALM DESERT      10 OMB Control No: 2506‐0117 (exp. 06/30/2018)  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  21 Agency/Group/Organization Neighborhood Housing Services  of the Inland Empire (NHSIE)  Agency/Group/Organization Type Services ‐ Housing Regional organization  What section of the Plan was addressed by Consultation? Housing Need Assessment  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  22 Agency/Group/Organization OLIVE CREST  Agency/Group/Organization Type Services‐Children  What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs ‐ Families with  children  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?  This entity was invited to  participate in the survey and  public meeting process.  23 Agency/Group/Organization OPERATION SAFEHOUSE  Agency/Group/Organization Type Services‐Victims of Domestic  Violence  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?  This entity was invited to  participate in the survey and  public meeting process.  24 Agency/Group/Organization REBUILDING TOGETHER  RIVERSIDE  Agency/Group/Organization Type Services ‐ Housing Services‐Education  What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis  How was the Agency/Group/Organization consulted and what  are the anticipated outcomes of the consultation or areas for  improved coordination?  This entity was invited to  participate in the survey and  public meeting process.  25 Agency/Group/Organization SHELTER FROM THE STORM  Agency/Group/Organization Type Services‐Victims of Domestic  Violence      Consolidated Plan PALM DESERT      11 OMB Control No: 2506‐0117 (exp. 06/30/2018)  What section of the Plan was addressed by Consultation? Homelessness Strategy 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?  This entity was invited to  participate in the survey and  public meeting process.  26 Agency/Group/Organization RIVERSIDE COUNTY  Agency/Group/Organization Type Other government ‐ County  What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non‐Homeless Special Needs 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?  This entity was invited to  participate in the survey and  public meeting process.  27 Agency/Group/Organization RIVERSIDE COUNTY HOUSING  AUTHORITY  Agency/Group/Organization Type PHA  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?  This entity was invited to  participate in the survey and  public meeting process.  28 Agency/Group/Organization Desert Recreation District  Agency/Group/Organization Type Services‐Children  Services‐Health  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?  This entity was invited to  participate in the survey and  public meeting process.    Identify any Agency Types not consulted and provide rationale for not consulting  The City made every attempt to be inclusive in its consolation during the planning process.      Consolidated Plan PALM DESERT      12 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Other local/regional/state/federal planning efforts considered when preparing the Plan  Name of Plan Lead  Organization  How do the goals of your Strategic Plan overlap with the goals of  each plan?  Continuum of  Care  County of  Riverside DPSS,  Homeless Unit   In regards to homeless or those at‐risk of becoming homeless the  City provides its portion of the Pro‐rata Need to the CoC to develop  and create a unified, regional approach to address issues related to  this population.  In addition, the City adopted Coachella Valley  Association of Government's (CVAG) 10‐Year Strategic Plan to  Eliminate Homelessness, which was also the CoC's Plan.  Therefore,  the City's Strategic Plan is regards to homeless is the same as the  CoC.  Table 3 – Other local / regional / federal planning efforts  Describe cooperation and coordination with other public entities, including the State and any  adjacent units of general local government, in the implementation of the Consolidated Plan  (91.215(l))  The City encouraged cooperation and coordination through the Citizen's Participation Plan process.  The  City followed the process as outlined in the Executive Summary Citizen's Participation Plan Section.  In  addition, the City is a member of the Coachella Valley Association of Governments (CVAG) Homeless  Committee that consists of Mayors or Councilmember’s of each of the nine (9) Coachella Valley  communities as well as the County of Riverside, and a representative from Supervisor Benoit’s office,  and Ex‐officials whom are representatives from organizations that serve homeless and similar client  base.  In addition, three of the Ex‐officials are also representatives of the CoC’s Eastern Region  Committee that reports to the CoC BOG.  Through this committee and the CoC the City is able to work  with other local government agencies and service providers to address issues on a local and regional  (Coachella Valley) basis and obtain input and insight into community needs that are included within the  Consolidated Plan.        Consolidated Plan PALM DESERT      13 OMB Control No: 2506‐0117 (exp. 06/30/2018)  PR‐15 Citizen Participation  1. Summary of citizen participation process/Efforts made to broaden citizen participation  Summarize citizen participation process and how it impacted goal‐setting    During the development of the City’s Consolidated Plan, it made several efforts to promote community involvement and input.  These included  the 2018 Housing and Community Development Needs survey.  This survey was available online.  The City held a Public Input Meeting on January  10, 2018.  A public review meeting was also held.    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 Internet Outreach Non‐ targeted/broad  community  To date, there have  been 20 responses to  the 2018 Housing and  Community  Development Needs  Survey.  Comments from  the survey are  included as tables  throughout this  document.  All comments were  accepted.     2 Public Meeting Non‐ targeted/broad  community  The public input  meeting was held on  January 10, 2018.   There were eight  attendees at the  public input meeting.  A complete set of  notes and the sing‐ in sheet is included  as an attachment.  All comments were  accepted.     3 Public Hearing Non‐ targeted/broad  community              Table 4 – Citizen Participation Outreach      Consolidated Plan PALM DESERT      14 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Needs Assessment  NA‐05 Overview  Needs Assessment Overview  Between 2000 and 2016, the City of Palm Desert’s population grew by over 24 percent to 51,045  persons.  This includes over 23,000 households in the City in 2016.  A significant number of households  in Palm Desert face housing cost burdens, paying more than 30 percent of their income on housing.  In  2016, an estimated 41.8 percent of households faced cost burdens, an increase from 35 percent of  households in 2000.  While the proportion of households earning more than $50,000 increased since 2000, the percentage of  the population in poverty increased as well.  In 2016, an estimated 12.4 percent of the Palm Desert  population lived in poverty, up from 9.2 percent in 2000.    The homeless population in Palm Desert was counted as 28 persons during the 2017 Point‐in‐time  count.  The homeless population for the entire Riverside County Continuum of Care (CoC) increased by  11.5 percent from 2016 to 2017 to over 2,000 persons.  In addition, there are a variety of non‐homeless  special needs populations that is in‐need in the City.  This includes the elderly population, which is  growing at a significant rate.      Consolidated Plan PALM DESERT      15 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐10 Housing Needs Assessment ‐ 24 CFR 91.205 (a,b,c)     Demographics Base Year:  2000 Most Recent Year:  2013 % Change  Population 41,155 49,306 20%  Households 28,021 23,904 ‐15%  Median Income $48,316.00 $51,188.00 6%  Table 5 ‐ Housing Needs Assessment Demographics  Data Source: 2000 Census (Base Year), 2009‐2013 ACS (Most Recent Year) The population grew by 17.7 percent overall between 2000 and 2010, as seen in Table NA‐10.1.  Various  age cohorts grew at different rates.  The elderly population, or persons aged 65 or older, grew by 40.4  percent to a total of 15,923 persons in 2010.  Those aged 25 to 34 grew by 4.0 percent, and those aged  under 5 grew by 9.3 percent.    Table NA‐10.1  Population by Age Palm Desert  2000 & 2010 Census SF1 Data  Age  2000 Census 2010 Census  % Change  00–10 Population % of Total Population % of Total  Under 5 1,849 4.50% 2,021 4.20% 9.30%  5 to 19 6,004 14.60% 6,410 13.20% 6.80%  20 to 24 1,830 4.40% 2,436 5.00% 33.10%  25 to 34 4,177 10.10% 4,344 9.00% 4.00%  35 to 54 10,429 25.30% 10,259 21.20% ‐1.60%  55 to 64 5,527 13.40% 7,052 14.60% 27.60%  65 or Older 11,339 27.60% 15,923 32.90% 40.40%  Total 41,155 100.00% 48,445 100.00% 17.70%  The elder population is further explored in Table NA‐10.2.  Those aged 65 to 66 grew by 41.7 percent  between 2000 and 2010, resulting in a population of 1,598 persons.  Those aged 85 or older grew by  106.4 percent during the same time period and resulted in 2,369 persons over age 85 in 2010.  Table NA‐10.2  Elderly Population by Age Palm Desert  2000 & 2010 Census SF1 Data  Age  2000 Census 2010 Census % Change  00–10 Population % of Total Population % of Total  65 to 66 1,128 9.90% 1,598 10.00% 41.70%  67 to 69 1,770 15.60% 2,342 14.70% 32.30%  70 to 74 3,125 27.60% 3,700 23.20% 18.40%  75 to 79 2,666 23.50% 3,178 20.00% 19.20%  80 to 84 1,502 13.20% 2,736 17.20% 82.20%  85 or Older 1,148 10.10% 2,369 14.90% 106.40%  Total 11,339 100.00% 15,923 100.00% 40.40%  Population by race and ethnicity is shown in Table NA‐10.3.  The white population grew by 11.8 percent  between 2000 and 2010, and resulted in representing 82.5 percent of the population in 2010.  The Black  population grew by 76.8 percent, represented 1.8 percent of the population in 2010.  The American      Consolidated Plan PALM DESERT      16 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Indian and Asian populations represented 0.5 and 3.4 percent, respectively, in 2010. As for ethnicity, the  Hispanic population grew by 57.0 percent between 2000 and 2010, compared to the 9.6 percent growth  rate for non‐Hispanics.  Table NA‐10.3  Population by Race and Ethnicity  Palm Desert 2000 & 2010 Census SF1 Data Race  2000 Census 2010 Census %  Change   Population % of  Total Population % of  Total 00–10  White 35,739 86.80% 39,957 82.50% 11.80%  Black 495 1.20% 875 1.80% 76.80%  American Indian 187 0.50% 249 0.50% 33.20%  Asian 1,056 2.60% 1,647 3.40% 56.00%  Native Hawaiian/ Pacific Islander 40 0.10% 55 0.10% 37.50%  Other 2,666 6.50% 4,427 9.10% 66.10%  Two or More Races 972 2.40% 1,235 2.50% 27.10%  Total 41,155 100.00% 48,445 100.00% 17.70%  Hispanic 7,031 17.10% 11,038 22.80% 57.00%  Non‐Hispanic 34,124 82.90% 37,407 77.20% 9.60%    Population by race and ethnicity through 2016 in shown in Table NA‐10.4.  The white population  represented 82.5 percent of the population in 2016, compared with Black households accounting for 1.7  percent of the population.  Hispanic households represented 26.3 percent of the population in 2016.    Table NA‐10.4  Population by Race and Ethnicity Palm Desert  2010 Census & 2016 Five‐Year ACS Race  2010 Census 2016 Five‐Year ACS  Population % of  Total Population % of  Total  White 39,957 82.50% 42,114 82.50%  Black 875 1.80% 889 1.70%  American Indian 249 0.50% 137 0.30%  Asian 1,647 3.40% 2,256 4.40%  Native Hawaiian/ Pacific Islander 55 0.10% 29 0.10%  Other 4,427 9.10% 3,625 7.10%  Two or More Races 1,235 2.50% 1,995 3.90%  Total 48,445 100.00% 51,045 100.00%  Non‐Hispanic 37,407 77.20% 37,607 73.70%  Hispanic 11,038 22.80% 13,438 26.30%           Consolidated Plan PALM DESERT      17 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Households by type and tenure are shown in Table NA‐10.5.  Family households represented 55.2  percent of households, while non‐family households accounted for 41.6 percent.  These changed from  57.3 and 42.7 percent, respectively.   Table NA‐10.5  Household Type by Tenure  Palm Desert  2010 Census SF1 & 2016 Five‐Year ACS Data  Household Type  2010 Census 2016 Five‐Year ACS  Households Households Households % of  Total  Family Households 13,241 57.30% 13,087 55.20%  Married‐Couple Family 10,253 77.40% 10,162 77.60%  Owner‐Occupied 8,091 78.90% 7,465 73.50%  Renter‐Occupied 2,162 21.10% 2,697 26.50%  Other Family 2,988 22.60% 2,925 22.80%  Male Householder, No Spouse Present 811 27.10% 879 27.70%  Owner‐Occupied 337 41.60% 339 38.60%  Renter‐Occupied 474 58.40% 540 61.40%  Female Householder, No Spouse Present 2,177 72.90% 2,046 74.40%  Owner‐Occupied 930 42.70% 687 33.60%  Renter‐Occupied 1,247 57.30% 1,359 66.40%  Non‐Family Households 9,876 42.70% 10,642 41.60%  Owner‐Occupied 5,813 58.90% 5,781 54.30%  Renter‐Occupied 4,063 41.10% 4,861 45.70%  Total 23,117 100.00% 23,729 100.00%    Household Income and Poverty    The rate of poverty for Palm Desert is shown in Table NA‐10.6.  In 2016, there were an estimated 6,328  persons living in poverty.  This represented a 12.4 percent poverty rate, compared to 9.2 percent  poverty in 2000.  In 2016, some 8.5 percent of those in poverty were under age 6, and 20.7 percent  were 65 or older.  Table NA-10.6 Poverty by Age Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Age 2000 Census 2016 Five-Year ACS Persons in Poverty % of Total Persons in Poverty % of Total Under 6 291 7.70% 535 8.50% 6 to 17 563 14.90% 913 14.40% 18 to 64 2,432 64.60% 3,569 56.40% 65 or Older 480 12.70% 1,311 20.70% Total 3,766 100.00% 6,328 100.00% Poverty Rate 9.20% . 12.40% .   Households by income are shown in Table NA‐10.7.  Households earning more than $100,000 per year  represented 23.9 percent of households in 2016, compared to 19.2 percent in 2000.  Households      Consolidated Plan PALM DESERT      18 OMB Control No: 2506‐0117 (exp. 06/30/2018)  earning between $50,000 and $74,999 represented 20.1 percent of households in 2010, compared to  19.2 percent in 2000.  Meanwhile, households earning less than $15,000 accounted for 12.0 percent of  households in 2016, compared to 12.7 percent in 2000. The proportion of households earning more  than $50,000 a year increased between 2000 and 2016, while those earning less fell.  Table NA-10.7 Households by Income Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Income 2000 Census 2016 Five-Year ACS Households % of Total Households % of Total Less than $15,000 2,456 12.70% 2,853 12.00% $15,000 to $19,999 961 5.00% 1,001 4.20% $20,000 to $24,999 1,167 6.00% 1,412 6.00% $25,000 to $34,999 2,306 11.90% 2,303 9.70% $35,000 to $49,999 3,111 16.10% 3,270 13.80% $50,000 to $74,999 3,715 19.20% 4,761 20.10% $75,000 to $99,999 1,938 10.00% 2,451 10.30% $100,000 or More 3,716 19.20% 5,678 23.90% Total 19,370 100.00% 23,729 100.00%   Number of Households Table   0‐30%  HAMFI  >30‐50%  HAMFI  >50‐80%  HAMFI  >80‐100%  HAMFI  >100%  HAMFI  Total Households 2,410 2,635 4,245 2,500 12,115  Small Family Households 315 625 1,245 610 3,335  Large Family Households 60 85 190 85 540  Household contains at least one  person 62‐74 years of age 595 610 1,060 635 4,000  Household contains at least one  person age 75 or older 690 710 1,295 640 2,390  Households with one or more  children 6 years old or younger 185 399 465 185 725  Table 6 ‐ Total Households Table  Data Source: 2009‐2013 CHAS      Consolidated Plan PALM DESERT      19 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Housing Needs Summary Tables  1. Housing Problems (Households with one of the listed needs)   Renter Owner 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  >80‐ 100%  AMI  Total 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  >80‐ 100%  AMI  Total NUMBER OF HOUSEHOLDS  Substandard  Housing ‐  Lacking  complete  plumbing or  kitchen facilities 15 15 30 15 75 10 15 4 0 29  Severely  Overcrowded ‐  With >1.51  people per  room (and  complete  kitchen and  plumbing) 0 35 15 0 50 0 0 15 0 15  Overcrowded ‐  With 1.01‐1.5  people per  room (and none  of the above  problems) 0 105 175 25 305 20 0 65 0 85  Housing cost  burden greater  than 50% of  income (and  none of the  above  problems) 795 630 460 45 1,930 850 550 720 430 2,550  Housing cost  burden greater  than 30% of  income (and  none of the  above  problems) 145 540 710 330 1,725 110 275 755 425 1,565  Zero/negative  Income (and  none of the  above  problems) 105 0 0 0 105 170 0 0 0 170      Consolidated Plan PALM DESERT      20 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table 7 – Housing Problems Table  Data  Source:  2009‐2013 CHAS    2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen  or complete plumbing, severe overcrowding, severe cost burden)   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 810 790 680 85 2,365 885 565 800 430 2,680  Having none of four  housing problems 265 705 1,040 865 2,875 175 575 1,725 1,120 3,595  Household has  negative income, but  none of the other  housing problems 105 0 0 0 105 170 0 0 0 170  Table 8 – Housing Problems 2  Data  Source:  2009‐2013 CHAS    3. 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 250 425 585 1,260 40 140 260 440  Large Related 25 0 70 95 30 0 30 60  Elderly 320 425 305 1,050 670 580 1,030 2,280  Other 355 405 330 1,090 250 120 170 540  Total need by  income  950 1,255 1,290 3,495 990 840 1,490 3,320  Table 9 – Cost Burden > 30%  Data  Source:  2009‐2013 CHAS        Consolidated Plan PALM DESERT      21 OMB Control No: 2506‐0117 (exp. 06/30/2018)  4. 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 215 145 250 610 25 115 105 245  Large Related 25 0 10 35 0 0 30 30  Elderly 255 320 160 735 585 355 525 1,465  Other 310 225 40 575 240 90 80 410  Total need by  income  805 690 460 1,955 850 560 740 2,150  Table 10 – Cost Burden > 50%  Data  Source:  2009‐2013 CHAS    5. Crowding (More than one person per room)   Renter Owner 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  >80‐ 100%  AMI  Total 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  >80‐ 100%  AMI  Total NUMBER OF HOUSEHOLDS  Single family  households 0 140 175 15 330 30 0 15 0 45  Multiple, unrelated  family households 0 0 0 10 10 0 0 65 0 65  Other, non‐family  households 0 0 15 0 15 0 0 0 0 0  Total need by  income  0 140 190 25 355 30 0 80 0 110  Table 11 – Crowding Information – 1/2  Data  Source:  2009‐2013 CHAS     Renter Owner 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  Total 0‐30%  AMI  >30‐ 50%  AMI  >50‐ 80%  AMI  Total  Households with  Children Present           Table 12 – Crowding Information – 2/2           Consolidated Plan PALM DESERT      22 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Housing Problems  Households are classified as having housing problems if they face overcrowding, incomplete plumbing or  kitchen facilities, or cost burdens.  Overcrowding is defined as having from 1.1 to 1.5 people per room  per residence, with severe overcrowding defined as having more than 1.5 people per room.  Households  with overcrowding are shown in Table NA‐10.8.  In 2016, an estimated 3.1 percent of households were  overcrowded, and an additional 1.4 percent was severely overcrowded.  Table NA-10.8 Overcrowding and Severe Overcrowding Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Data Source No Overcrowding Overcrowding Severe Overcrowding Total Households % of Total Households % of Total Households % of Total Owner 2000 Census 12,665 97.70% 180 1.40% 119 0.90% 12,964 2016 Five-Year ACS 14,021 98.20% 154 1.10% 97 0.70% 14,272 Renter 2000 Census 5,657 89.30% 278 4.40% 400 6.30% 6,335 2016 Five-Year ACS 8,650 91.50% 576 6.10% 231 2.40% 23,729 Total 2000 Census 18,322 94.90% 458 2.40% 519 2.70% 19,299 2016 Five-Year ACS 22,671 95.50% 730 3.10% 328 1.40% 23,729   Incomplete plumbing and kitchen facilities are another indicator of potential housing problems.  According to the Census Bureau, a housing unit is classified as lacking complete plumbing facilities when  any of the following are not present: piped hot and cold water, a flush toilet, and a bathtub or shower.  Likewise, a unit is categorized as deficient when any of the following are missing from the kitchen: a sink  with piped hot and cold water, a range or cook top and oven, and a refrigerator.      There were a total of 23,729 households with incomplete plumbing facilities in 2016, representing 0.3  percent of households in Palm Desert.  This is compared to 0.4 percent of households lacking complete  plumbing facilities in 2000.  Table NA-10.9 Households with Incomplete Plumbing Facilities Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Households 2000 Census 2016 Five-Year ACS With Complete Plumbing Facilities 19,269 23,651 Lacking Complete Plumbing Facilities 30 78 Total Households 19,299 23,729 Percent Lacking 0.40% 0.30%   There were 23,729 households lacking complete kitchen facilities in 2016, compared to 19,299  households in 2000.  This was a change from 0.2 percent of households in 2000 to 0.9 percent in 2016.      Consolidated Plan PALM DESERT      23 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table NA-10.10 Households with Incomplete Kitchen Facilities Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Households 2000 Census 2016 Five-Year ACS With Complete Kitchen Facilities 19,253 23,506 Lacking Complete Kitchen Facilities 46 223 Total Households 19,299 23,729 Percent Lacking 0.20% 0.90%   Cost burden is defined as gross housing costs that range from 30.0 to 50.0 percent of gross household  income; severe cost burden is defined as gross housing costs that exceed 50.0 percent of gross  household income.  For homeowners, gross housing costs include property taxes, insurance, energy  payments, water and sewer service, and refuse collection. If the homeowner has a mortgage, the  determination also includes principal and interest payments on the mortgage loan.  For renters, this  figure represents monthly rent and selected electricity and natural gas energy charges.   In Palm Desert, 20.6 of households had a cost burden and 21.2 percent had a severe cost burden.  Some  24.2 percent of renters were cost burdened, and 25.3 percent were severely cost burdened.  Owner‐ occupied households without a mortgage had a cost burden rate of 12.5 percent and a severe cost  burden rate of 14.3 percent.  Owner occupied households with a mortgage had a cost burden rate of  22.8 percent, and severe cost burden at 21.8 percent.    Table NA-10.11 Cost Burden and Severe Cost Burden by Tenure Palm Desert 2000 Census & 2016 Five-Year ACS Data Data Source Less Than 30% 31%-50% Above 50% Not Computed Total Households % of Total Households % of Total Households % of Total Households % of Total Owner With a Mortgage 2000 Census 4,448 59.00% 1,878 24.90% 1,128 15.00% 79 1.00% 7,533 2016 Five-Year ACS 4,369 54.60% 1,823 22.80% 1,745 21.80% 63 0.80% 8,000 Owner Without a Mortgage 2000 Census 2,846 83.70% 259 7.60% 185 5.40% 111 3.30% 3,401 2016 Five-Year ACS 4,431 70.60% 785 12.50% 894 14.30% 162 2.60% 6,272 Renter 2000 Census 3,381 53.40% 1,379 21.80% 1,213 19.10% 362 5.70% 6,335 2016 Five-Year ACS 4,336 45.80% 2,291 24.20% 2,397 25.30% 433 4.60% 9,457 Total 2000 Census 10,675 61.80% 3,516 20.40% 2,526 14.60% 552 3.20% 17,269 2016 Five-Year ACS 13,136 55.40% 4,899 20.60% 5,036 21.20% 658 2.80% 23,729   Describe the number and type of single person households in need of housing assistance.  As seen in Table NA‐10.12, there were 7,948 one‐person households in Palm Desert in 2010,  representing 34.4 percent of the population.  This population had grown 27.8 percent since 2000,      Consolidated Plan PALM DESERT      24 OMB Control No: 2506‐0117 (exp. 06/30/2018)  exceeding the average of 20.5 percent.  Single person households at or below 30 percent HAMFI are the  most likely to be in need of housing assistance.    Table NA-10.12 Households by Household Size Palm Desert 2000 & 2010 Census SF1 Data Size 2000 Census 2010 Census % Change Households % of Total Households % of Total 00–10 One Person 6,221 32.40% 7,948 34.40% 27.80% Two Persons 8,544 44.50% 10,086 43.60% 18.00% Three Persons 1,958 10.20% 2,323 10.00% 18.60% Four Persons 1,409 7.30% 1,552 6.70% 10.10% Five Persons 580 3.00% 723 3.10% 24.70% Six Persons 277 1.40% 300 1.30% 8.30% Seven Persons or More 195 1.00% 185 0.80% -5.10% Total 19,184 100.00% 23,117 100.00% 20.50%   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.  Disability by age, as estimated by the 2016 ACS, is shown in Table NA‐10.13.  The disability rate for  females was 14.0 percent, compared to 15.1 percent for males.  The disability rate grew precipitously  higher with age, with 37.0 percent of those over 75 experiencing a disability.  Table NA‐10.13  Disability by Age  Palm Desert  2016 Five‐Year ACS Data  Age  Male Female Total  Disabled  Disability  Disabled  Disability  Disabled  Disability   Population Rate Population Rate Population Rate  Under 5 36 3.90% 25 2.30% 61 3.00%  5 to 17 287 8.80% 112 3.60% 399 6.30%  18 to 34 189 4.30% 266 5.70% 455 5.00%  35 to 64 988 12.20% 1,221 13.10% 2,209 12.70%  65 to 74 653 19.00% 625 14.00% 1,278 16.20%  75 or Older 1,464 38.60% 1,538 35.60% 3,002 37.00%  Total 3,617 15.10% 3,787 14.00% 7,404 14.60%    Pinpointing specific numbers of domestic violence victims is difficult due to the lack of reporting and  other mitigating factors.  Shelter from the Storm, a local Domestic Violence shelter, cited that nearly a  quarter of American women report being survivors of domestic violence.1                                                                    1 http://www.shelterfromthestorm.com/factsheet.htm     Consolidated Plan PALM DESERT      25 OMB Control No: 2506‐0117 (exp. 06/30/2018)  What are the most common housing problems?  As seen in Table NA‐10.14, the most common housing problem in Palm Desert, by far, is housing cost  burdens.  More than 4,590 households have a cost burden and 4,880 have a severe cost burden.  Some  1,955 renter households are impacted by cost burdens, and 2,045 are impacted by severe cost burdens.   On the other hand, some 2,635 owner‐occupied households have cost burdens, and 2,835 have severe  cost burdens.  Table NA-10.14 Housing Problems by Income and Tenure Palm Desert 2010–2014 HUD CHAS Data Housing Problem Less Than 30% MFI 30% - 50% MFI 50% - 80% MFI 80% - 100% MFI Greater than 100% MFI Total Owner-Occupied Lacking complete plumbing or kitchen facilities 10 10 4 0 65 89 Severely Overcrowded with > 1.51 people per room (and complete kitchen and plumbing) 0 0 0 15 20 35 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 0 15 115 0 150 280 Housing cost burden greater that 50% of income (and none of the above problems) 700 470 710 410 545 2,835 Housing cost burden greater than 30% of income (and none of the above problems) 60 290 730 290 1,265 2,635 Zero/negative income (and none of the above problems) 195 0 0 0 0 195 has none of the 4 housing problems 65 340 910 620 6,850 8,785 Total 1,030 1,125 2,469 1,335 8,895 14,854 Renter-Occupied Lacking complete plumbing or kitchen facilities 50 0 30 0 15 95 Severely Overcrowded with > 1.51 people per room (and complete kitchen and plumbing) 0 35 70 15 110 230 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 0 70 150 85 65 370 Housing cost burden greater that 50% of income (and none of the above problems) 870 710 430 25 10 2,045 Housing cost burden greater than 30% of income (and none of the above problems) 135 305 730 285 500 1,955 Zero/negative income (and none of the above problems) 100 0 0 0 0 100 has none of the 4 housing problems 115 85 395 360 3,035 3,990 Total 1,270 1,205 1,805 770 3,735 8,785 Total Lacking complete plumbing or kitchen facilities 60 10 34 0 80 184 Severely Overcrowded with > 1.51 people per room (and complete kitchen and plumbing) 0 35 70 30 130 265 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 0 85 265 85 215 650 Housing cost burden greater that 50% of income (and none of the above problems) 1,570 1,180 1,140 435 555 4,880 Housing cost burden greater than 30% of income (and none of the above problems) 195 595 1,460 575 1,765 4,590 Zero/negative income (and none of the above problems) 295 0 0 0 0 295 has none of the 4 housing problems 180 425 1,305 980 9,885 12,775 Total 2,300 2,330 4,274 2,105 12,630 23,639          Consolidated Plan PALM DESERT      26 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Are any populations/household types more affected than others by these problems?  For owner occupied housing, “other” households are most likely to be impacted by housing cost  burdens, with 47.5 percent of these households having a cost burden or severe cost burden.  For lower  income owner households, small and large families are most likely to experience cost burdens. All small  and large family households below 30 percent HAMFI face cost burdens or severe cost burdens. These  data are shown in Table NA.10‐15.  Table NA-10.15 Owner-Occupied Households by Income and Family Status and Cost Burden Palm Desert 2010–2014 HUD CHAS Data Income Elderly Family Small Family Large Family Elderly Non-Family Other Household Total Cost Burden 30% HAMFI or less 15 4 10 10 30 69 30.1-50% HAMFI 50 15 15 210 15 305 50.1-80% HAMFI 210 175 10 260 75 730 80.1% -100.0% HAMFI 170 25 0 50 45 290 100.1% HAMFI or more 470 375 40 260 160 1,305 Total 915 594 75 790 325 2,699 Severe Cost Burden 30% HAMFI or less 100 40 0 395 170 705 30.1-50% HAMFI 125 35 0 265 55 480 50.1-80% HAMFI 245 195 50 230 40 760 80.1% -100.0% HAMFI 160 45 0 140 60 405 100.1% HAMFI or more 115 140 0 135 155 545 Total 745 455 50 1,165 480 2,895 Total 30% HAMFI or less 240 44 10 485 260 1,039 30.1-50% HAMFI 245 85 19 630 145 1,124 50.1-80% HAMFI 760 510 135 915 145 2,465 80.1% -100.0% HAMFI 480 205 10 515 120 1,330 100.1% HAMFI or more 3,450 2,075 425 1,925 1,025 8,900 Total 5,175 2,919 599 4,470 1,695 14,858   Renter households are impacted at a higher rate by cost burdens than owner households.  Some 48.7  percent of renter households have housing cost burdens.  Elderly‐non family households are most likely  to be impacted with 72.8 percent of these renter households facing cost burdens.  In addition, lower  income renter households are much more likely to face cost burdens, as 83.4 percent of renter  households below 30 percent HUD Area Median Income (HAMFI) face housing cost burdens.         Consolidated Plan PALM DESERT      27 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table NA-10.16 Renter-Occupied Households by Income and Family Status and Cost Burden Palm Desert 2010–2014 HUD CHAS Data Income Elderly Family Small Family Large Family Elderly Non-Family Other Household Total Cost Burden 30% HAMFI or less 0 20 0 55 95 170 30.1-50% HAMFI 0 160 0 95 85 340 50.1-80% HAMFI 15 330 15 105 340 805 80.1% -100.0% HAMFI 45 80 110 30 100 365 100.1% HAMFI or more 90 160 10 145 95 500 Total 150 750 135 430 715 2,180 Severe Cost Burden 30% HAMFI or less 45 305 55 195 285 885 30.1-50% HAMFI 20 150 0 380 200 750 50.1-80% HAMFI 80 180 35 60 75 430 80.1% -100.0% HAMFI 0 0 0 25 0 25 100.1% HAMFI or more 0 0 0 10 0 10 Total 145 635 90 670 560 2,100 Total 30% HAMFI or less 45 374 55 345 445 1,264 30.1-50% HAMFI 20 320 35 545 285 1,205 50.1-80% HAMFI 135 750 135 195 585 1,800 80.1% HAMFI or more 130 290 125 55 175 775 100.1% HAMFI or more 335 1,295 205 370 1,535 3,740 Total 665 3,029 555 1,510 3,025 8,784   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  Households most likely to be at risk of becoming unsheltered are those that with extremely low incomes  that are severely cost‐burdened.  There are 1,590 households at or below 30 percent HAMFI that have  severe cost burden.  These include both renter and homeowner households.   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:  Not applicable.      Consolidated Plan PALM DESERT      28 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Specify particular housing characteristics that have been linked with instability and an  increased risk of homelessness  According to the National Alliance to End Homelessness, there are various factors that contribute to an  increased risk of homelessness.  These housing characteristics include households that are doubled up,  or living with friends or family, persons recently released from prison, and young adults out of foster  care.  Economic factors include households with severe cost burden and households facing  unemployment.  As described here and in the following sections, there are a large number of  households facing cost burdens and other housing problems that create instability and increase their  risk of homelessness.    Discussion  As discussed above, the presence of housing cost burdens were a primary concern for the residents of  Palm Desert.  This is a particular concern for low‐income households in the City, which experienced cost  burden at a much higher rate than other households.  This is true for both homeowner and renter  households, but is much more prominent for renter households in the City.        Consolidated Plan PALM DESERT      29 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)  Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to  the needs of that category of need as a whole.  Introduction  The following section describes the number of households experiencing housing problems in Palm  Desert by race.  Any racial or ethnic group that experiences housing problems at a rate of ten  percentage points or higher than the jurisdiction average is said to have a disproportionate share of  housing problems.    0%‐30% of Area Median Income  Housing Problems Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 1,950 180 275  White 1,585 160 190  Black / African American 20 0 0  Asian 20 0 0  American Indian, Alaska Native 0 0 0  Pacific Islander 0 0 0  Hispanic 325 25 50  Table 13 ‐ Disproportionally Greater Need 0 ‐ 30% AMI  Data Source: 2009‐2013 CHAS  *The four housing problems are:   1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per  room, 4.Cost Burden greater than 30%     30%‐50% of Area Median Income  Housing Problems Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 2,170 460 0  White 1,220 365 0  Black / African American 75 0 0  Asian 170 25 0  American Indian, Alaska Native 0 0 0  Pacific Islander 20 0 0  Hispanic 600 50 0  Table 14 ‐ Disproportionally Greater Need 30 ‐ 50% AMI  Data Source: 2009‐2013 CHAS  *The four housing problems are:       Consolidated Plan PALM DESERT      30 OMB Control No: 2506‐0117 (exp. 06/30/2018)  1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per  room, 4.Cost Burden greater than 30%     50%‐80% of Area Median Income  Housing Problems Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 2,945 1,300 0  White 2,105 1,020 0  Black / African American 30 0 0  Asian 10 25 0  American Indian, Alaska Native 20 0 0  Pacific Islander 0 0 0  Hispanic 780 235 0  Table 15 ‐ Disproportionally Greater Need 50 ‐ 80% AMI  Data Source: 2009‐2013 CHAS  *The four housing problems are:   1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per  room, 4.Cost Burden greater than 30%  80%‐100% of Area Median Income  Housing Problems Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 1,270 1,235 0  White 1,045 985 0  Black / African American 40 0 0  Asian 10 50 0  American Indian, Alaska Native 0 0 0  Pacific Islander 0 0 0  Hispanic 125 170 0  Table 16 ‐ Disproportionally Greater Need 80 ‐ 100% AMI  Data Source: 2009‐2013 CHAS    *The four housing problems are:   1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per  room, 4.Cost Burden greater than 30%    Discussion      Consolidated Plan PALM DESERT      31 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Tables NA‐15.1 shows households with housing problems by race/ethnicity.  This table can be used to  determine if there is a disproportionate housing need for any racial or ethnic groups.  If any racial/ethnic  group faces housing problems at a rate of ten percentage points or high than the jurisdiction average,  then they have a disproportionate share of housing problems.  Housing problems are defined as any  household that has overcrowding, inadequate kitchen or plumbing facilities, or are cost burdened (pay  more than 30 percent of their income on housing).    Overall, there are 10,575 households with housing problems in Palm Desert.  This includes 190 black  households, 340 Asian households, 15 American Indian, 20 Pacific Islander, and 205 “other” race  households with housing problems.  As for ethnicity, there are 2,075 Hispanic households with housing  problems.  Black and Hispanic households face a disproportionate share of housing problems, overall, as  54.3 percent of black households and 57.2 percent of Hispanic households face housing problems.  This  is compared to 44.7 percent of households, overall.  This is shown in Table NA‐15.1.    Table NA-15.1 Total Households with Housing Problems by Income and Race Palm Desert 2010–2014 HUD CHAS Data Income Non-Hispanic by Race Hispanic (Any Race) Total White Black Asian American Indian Pacific Islander Other Race With Housing Problems 30% HAMFI or less 1,390 15 30 0 0 10 380 1,825 30.1-50% HAMFI 1,330 70 35 0 20 45 405 1,905 50.1-80% HAMFI 1,875 40 175 15 0 65 800 2,970 80.1-100% HAMFI 980 0 30 0 0 30 90 1,130 100.1% HAMFI or more 2,155 65 70 0 0 55 400 2,745 Total 7,730 190 340 15 20 205 2,075 10,575 Total 30% HAMFI or less 1,810 15 50 0 0 45 380 2,300 30.1-50% HAMFI 1,710 70 70 0 20 45 415 2,330 50.1-80% HAMFI 2,770 40 250 15 0 80 1,115 4,270 80.1-100% HAMFI 1,755 0 65 0 0 44 245 2,109 100.1% HAMFI or more 10,270 225 350 25 0 285 1,470 12,625 Total 18,315 350 785 40 20 499 3,625 23,634           Consolidated Plan PALM DESERT      32 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐20 Disproportionately Greater Need: Severe Housing Problems – 91.205  (b)(2)  Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to  the needs of that category of need as a whole.  Introduction  This section will describe the rate of disproportionate share of severe housing problems for racial and  ethnic minorities in Pam Desert.    0%‐30% of Area Median Income  Severe Housing Problems* Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 1,695 440 275  White 1,385 360 190  Black / African American 0 20 0  Asian 20 0 0  American Indian, Alaska Native 0 0 0  Pacific Islander 0 0 0  Hispanic 285 60 50  Table 17 – Severe Housing Problems 0 ‐ 30% AMI  Data Source: 2009‐2013 CHAS  *The four severe housing problems are:   1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per  room, 4.Cost Burden over 50%     30%‐50% of Area Median Income  Severe Housing Problems* Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 1,355 1,280 0  White 810 775 0  Black / African American 50 25 0  Asian 105 90 0  American Indian, Alaska Native 0 0 0  Pacific Islander 0 20 0  Hispanic 305 350 0  Table 18 – Severe Housing Problems 30 ‐ 50% AMI  Data Source: 2009‐2013 CHAS  *The four severe housing problems are:       Consolidated Plan PALM DESERT      33 OMB Control No: 2506‐0117 (exp. 06/30/2018)  1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per  room, 4.Cost Burden over 50%     50%‐80% of Area Median Income  Severe Housing Problems* Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 1,480 2,765 0  White 1,045 2,080 0  Black / African American 30 0 0  Asian 10 25 0  American Indian, Alaska Native 0 20 0  Pacific Islander 0 0 0  Hispanic 395 620 0  Table 19 – Severe Housing Problems 50 ‐ 80% AMI  Data Source: 2009‐2013 CHAS  *The four severe housing problems are:   1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per  room, 4.Cost Burden over 50%     80%‐100% of Area Median Income  Severe Housing Problems* Has one or more of  four housing  problems  Has none of the  four housing  problems  Household has  no/negative  income, but none  of the other  housing problems  Jurisdiction as a whole 515 1,985 0  White 385 1,645 0  Black / African American 40 0 0  Asian 0 60 0  American Indian, Alaska Native 0 0 0  Pacific Islander 0 0 0  Hispanic 90 205 0  Table 20 – Severe Housing Problems 80 ‐ 100% AMI  Data Source: 2009‐2013 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 PALM DESERT      34 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Discussion  These racial/ethnic groups were also disproportionately impacted by severe housing problems, as seen  in Table NA‐20.1.  Severe housing problems include overcrowding at a rate of more than 1.5 persons per  room and housing costs exceeding 50 percent of the household income.  Some 150 black homeowner  households face severe housing problems, as well as 240 Asian homeowner households, and 430  Hispanic homeowner households. Black and Hispanic households also face severe housing problems at a  disproportionate rate, some 42.9 percent of Black households, and 40.4 percent of Hispanic households.  This is compared to 25.3 percent of all households.    Table NA-20.1 Total Households with Severe Housing Problems by Income and Race Palm Desert 2010–2014 HUD CHAS Data Income Non-Hispanic by Race Hispanic (Any Race) Total White Black Asian American Indian Pacific Islander Other Race With A Severe Housing Problem 30% HAMFI or less 1,255 0 30 0 0 10 335 1,630 30.1-50% HAMFI 890 60 35 0 0 45 280 1,310 50.1-80% HAMFI 825 40 110 0 0 55 485 1,515 80.1-100% HAMFI 460 0 30 0 0 0 60 550 100.1% HAMFI or more 575 50 35 0 0 20 305 985 Total 4,005 150 240 0 0 130 1,465 5,990 Total 30% HAMFI or less 1,805 15 50 0 0 45 380 2,295 30.1-50% HAMFI 1,710 70 70 0 20 45 420 2,335 50.1-80% HAMFI 2,770 40 250 15 0 80 1,120 4,275 80.1-100% HAMFI 1,755 0 65 0 0 50 245 2,115 100.1% HAMFI or more 10,270 225 360 25 0 285 1,465 12,630 Total 18,310 350 795 40 20 505 3,630 23,650       Consolidated Plan PALM DESERT      35 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)  Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to  the needs of that category of need as a whole.  Introduction:   Housing Cost Burden  Housing Cost Burden <=30% 30‐50% >50% No / negative  income (not  computed)  Jurisdiction as a whole 13,300 5,255 5,075 280  White 10,595 3,900 3,980 190  Black / African American 180 55 120 0  Asian 540 95 135 0  American Indian, Alaska  Native 20 20 0 0  Pacific Islander 0 20 0 0  Hispanic 1,765 1,060 745 50  Table 21 – Greater Need: Housing Cost Burdens AMI  Data Source: 2009‐2013 CHAS  Discussion:   See discussion in NA‐30        Consolidated Plan PALM DESERT      36 OMB Control No: 2506‐0117 (exp. 06/30/2018)  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?  As discussed in the preceding sections, Black and Hispanic households face a disproportionate share of  housing problems.  These populations face housing problems at a rate of 54.3 and 57.2 percent,  respectively, compared to the rate of 44.7 percent of households overall.  These populations also face  severe housing problems at a disproportionate rate.  Black households face severe housing problems at  a rate of 42.9 percent, and Hispanic households at a rate of 40.4 percent, compared to 25.3 percent of  households overall.  If they have needs not identified above, what are those needs?  No other needs identified.  Are any of those racial or ethnic groups located in specific areas or neighborhoods in your  community?  Hispanic households are disproportionate located in areas in the center of the City.  This is discussed  further in section MA‐50.        Consolidated Plan PALM DESERT      37 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐35 Public Housing – 91.205(b)  Introduction  The Palm Desert Housing Authority (Authority) is not designated as a Public Housing Authority. The Housing Authority of the County of Riverside  administers federally funded programs (i.e., Section 8, Public Housing, etc.) including households seeking housing assistance though federal  programs within the City of Palm Desert. The Authority administers its own affordable housing and assistance programs, but does not provide  vouchers. Authority prospective applicants and tenants needs for accessible units vary from fully accessible units to individual accommodations.  Authority prospective applicants and tenants may require affordable housing with convenient access to public transportation and health care  services, as well as structural adaptations to accommodate wheelchairs and other assistive devices.   The information provided in the below tables is based on the County of Riverside Public Housing Authority as the City is not designated as a  Public Housing Authority.   Totals in Use  Program Type   Certificate Mod‐ Rehab  Public  Housing  Vouchers Total Project ‐ based  Tenant ‐ based  Special Purpose Voucher Veterans  Affairs  Supportive  Housing  Family  Unification  Program  Disabled *  # of units vouchers in use 0 79 456 8,748 36 8,364 135 178 19  Table 22 ‐ Public Housing by Program Type  *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition     Data Source: PIC (PIH Information Center)        Consolidated Plan PALM DESERT      38 OMB Control No: 2506‐0117 (exp. 06/30/2018)   Characteristics of Residents    Program Type   Certificate Mod‐ Rehab  Public  Housing  Vouchers Total Project ‐ based  Tenant ‐ based  Special Purpose Voucher Veterans  Affairs  Supportive  Housing  Family  Unification  Program  Average Annual Income 0 12,664 13,261 13,870 10,805 13,850 13,465 14,983  Average length of stay 0 6 4 6 2 6 0 5  Average Household size 0 1 3 2 1 2 1 3  # Homeless at admission 0 2 331 205 1 197 2 5  # of Elderly Program Participants  (>62) 0 67 38 3,249 9 3,211 15 10  # of Disabled Families 0 12 70 2,587 26 2,422 82 33  # of Families requesting  accessibility features 0 79 456 8,748 36 8,364 135 178  # of HIV/AIDS program participants 0 0 0 0 0 0 0 0  # of DV victims 0 0 0 0 0 0 0 0  Table 23 – Characteristics of Public Housing Residents by Program Type     Data Source: PIC (PIH Information Center)        Consolidated Plan PALM DESERT      39 OMB Control No: 2506‐0117 (exp. 06/30/2018)   Race of Residents  Program Type  Race Certificate Mod‐ Rehab  Public  Housing  Vouchers Total Project ‐ based  Tenant ‐ based  Special Purpose Voucher Veterans  Affairs  Supportive  Housing  Family  Unification  Program  Disabled *  White 0 66 318 5,469 26 5,195 79 144 15  Black/African American 0 10 126 2,967 8 2,867 55 29 3  Asian 0 1 9 209 2 203 0 2 1  American Indian/Alaska  Native 0 0 2 80 0 76 1 3 0  Pacific Islander 0 2 1 23 0 23 0 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 Table 24 – Race of Public Housing Residents by Program Type  Data Source: PIC (PIH Information Center)  Ethnicity of Residents  Program Type  Ethnicity Certificate Mod‐ Rehab  Public  Housing  Vouchers Total Project ‐ based  Tenant ‐ based  Special Purpose Voucher Veterans  Affairs  Supportive  Housing  Family  Unification  Program  Disabled *  Hispanic 0 29 250 2,318 7 2,220 13 74 1  Not Hispanic 0 50 206 6,430 29 6,144 122 104 18  *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type  Data Source: PIC (PIH Information Center)      Consolidated Plan PALM DESERT      40 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants  on the waiting list for accessible units:  The Housing Authority of the County of Riverside administers federally funded programs (i.e., Section 8,  Public Housing, etc.) including households seeking housing assistance though federal programs within  the City of Palm Desert. Authority prospective applicants and tenants needs for accessible units vary  from fully accessible units to individual accommodations. Authority prospective applicants and tenants  may require affordable housing with convenient access to public transportation and health care  services, as well as structural adaptations to accommodate wheelchairs and other assistive devices.  Housing needs can include independent home environments, homes with special modifications and  design features and live‐in care options.  Most immediate needs of residents of Public Housing and Housing Choice voucher holders  According to the Riverside County Housing Authority’s website, the waiting list includes over 60,300  families for the whole Riverside County area, of which 44,523 are extremely low income, or less than 30  percent Area Median Income (AMI).  Some 37,240 of these households have children, and 14,294  households have a disability.2  How do these needs compare to the housing needs of the population at large  The proportion of households on the waiting list with disabilities is much higher than the rate for the  population at large, as almost a quarter of these households has a disability.  Accessibility continues to  be a high need for this population, at a higher rate than the larger population.  Discussion                                                               2 https://www.harivco.org/Developer/WaitingListDemographics/tabid/110/Default.aspx     Consolidated Plan PALM DESERT      41 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐40 Homeless Needs Assessment – 91.205(c)  Introduction:  The City of Palm Desert is a part of the Riverside Continuum of Care.  The 2017 count found that there were 28 homeless persons in Palm Desert.   The table below will present information from the whole of the Riverside CoC 2017 Point‐in‐Time count.  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) 230 4 0 0 0 0  Persons in Households with Only  Children 19 11 0 0 0 0  Persons in Households with Only  Adults 519 1623 0 0 0 0  Chronically Homeless Individuals 70 0 0 0 0 0  Chronically Homeless Families 7 0 0 0 0 0  Veterans 57 91  0 0 0  Unaccompanied Child 19 11 0 0 0 0  Persons with HIV 10 21 0 0 0 0  Table 26 ‐ Homeless Needs Assessment   Data Source Comments:       Indicate if the homeless population is: Has No Rural Homeless        Consolidated Plan PALM DESERT      42 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Nature and Extent of Homelessness: (Optional)  Race: Sheltered:Unsheltered (optional) White 636 1134  Black or African American 144 287  Asian 12 18  American Indian or Alaska  Native 27 114  Pacific Islander 13 27  Ethnicity: Sheltered:Unsheltered (optional) Hispanic 313 469  Not Hispanic 455 1169  Data Source  Comments:    Estimate the number and type of families in need of housing assistance for families with  children and the families of veterans.  There were 69 households with adults and children that were counted in Riverside County during the  2017 count.  All but one of these household was sheltered.  There were 148 veterans that were counted  in the County in 2017.  Of these, only 38.5 percent of the veteran homeless population was sheltered.  Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.  The race and ethnicity of homeless persons in Riverside County are shown in the table above.  While  there were 1,770 white homeless persons in the County, there were 431 black persons, and 141  American Indian or Alaskan Native persons.  Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.  There were 768 sheltered persons during the 2017 county in Riverside County.  These included 587 in  emergency shelters and 181 in transitional housing.  There were 1,638 unsheltered persons counted,  accounting for 68.1 percent of the homeless population counted in 2017.  Discussion:  The Riverside County CoC saw an increase of 21.2 percent between 2016 to 2017 in the unsheltered  homeless population, while the sheltered population decreased by 5.7 percent.  The total homeless  count increased by 11.5 percent between 2016 and 2017.3                                                               3 https://docs.wixstatic.com/ugd/f734e2_af8f95d0bfb24311ad7e6b786ff2c158.pdf     Consolidated Plan PALM DESERT      43 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐45 Non‐Homeless Special Needs Assessment ‐ 91.205 (b,d)  Introduction:   The following narrative describes the non‐homeless special needs populations within Palm Desert.    Describe the characteristics of special needs populations in your community:  Elderly and Frail Elderly Persons    The elderly population, those aged 65 to 66 grew at the fastest rate between 2000 and 2010, as seen in  Table NA‐45.1.  In total, the elderly population grew by 40.4 percent during the decade and resulted in  15,923 residents over the age of 65 in the City of Palm Desert.  Those aged 85 and older grew at the  quickest rate during this time, more than doubling in population during the decade.    Table NA-45.1 Elderly Population by Age Palm Desert 2000 & 2010 Census SF1 Data Age 2000 Census 2010 Census % Change 00–10 Population % of Total Population % of Total 65 to 66 1,128 9.90% 1,598 10.00% 41.70% 67 to 69 1,770 15.60% 2,342 14.70% 32.30% 70 to 74 3,125 27.60% 3,700 23.20% 18.40% 75 to 79 2,666 23.50% 3,178 20.00% 19.20% 80 to 84 1,502 13.20% 2,736 17.20% 82.20% 85 or Older 1,148 10.10% 2,369 14.90% 106.40% Total 11,339 100.00% 15,923 100.00% 40.40%   People with Disabilities (Mental, Physical, Developmental)    An estimated 14.6 percent of the population was disabled in 2016.  Males had a higher disability rate  than females, at 15.1 percent and 14.0 percent respectively.  Over a third of the population aged 75 and  older was considered to have a disability, as seen in Table NA‐45.3.  The most common disability was an  ambulatory disability, followed by a hearing disability.    NA-45.3 Disability by Age Palm Desert 2016 Five-Year ACS Data Age Male Female Total Disabled Disability Disabled Disability Disabled Disability Population Rate Population Rate Population Rate Under 5 36 3.90% 25 2.30% 61 3.00% 5 to 17 287 8.80% 112 3.60% 399 6.30% 18 to 34 189 4.30% 266 5.70% 455 5.00% 35 to 64 988 12.20% 1,221 13.10% 2,209 12.70% 65 to 74 653 19.00% 625 14.00% 1,278 16.20% 75 or Older 1,464 38.60% 1,538 35.60% 3,002 37.00% Total 3,617 15.10% 3,787 14.00% 7,404 14.60%     Consolidated Plan PALM DESERT      44 OMB Control No: 2506‐0117 (exp. 06/30/2018)    Table NA-45.4 Total Disabilities Tallied: Aged 5 and Older Palm Desert 2016 Five-Year ACS Disability Type Population with Percent with Disability Disability Hearing disability 3,095 6.10% Vision disability 1,315 2.60% Cognitive disability 2,371 4.90% Ambulatory disability 3,470 7.10% Self-Care disability 1,348 2.80% Independent living difficulty 2,334 5.50%   People with Alcohol or other Drug Addictions    In February 2018, the Riverside University Health System – Public Health Epidemiology and Program  Evaluation reported on Overdose and Opioid Deaths in Riverside County.  The report found that drug  overdoses increased 51.8 percent between 2006 and 2015.4  Deaths involving opioid‐related overdoses  rose 10 percent between 2011 and 2015, and heroin related deaths rose by 80 percent during that same  time period.    Victims of Domestic Violence    Pinpointing specific numbers of domestic violence victims is difficult due to the lack of reporting and  other mitigating factors.  Shelter from the Storm, a local Domestic Violence shelter, cited that nearly a  quarter of American women report being survivors of domestic violence.5    What are the housing and supportive service needs of these populations and how are these  needs determined?     The highest rated needs for non‐homeless special needs populations include the elderly and frail elderly,  persons with physical disabilities and victims of domestic violence.  This was followed by persons with  severe mental illness and persons recently released from prison.  Some of the higher rated housing  types for non‐homeless households included permanent supportive housing and senior housing or  assisted living.  Some of the highest rated public service needs included mental health/chemical  dependency services, and healthcare services.                                                                    4 5 http://www.shelterfromthestorm.com/factsheet.htm     Consolidated Plan PALM DESERT      45 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table NA-45.5 Please rate the need for services and facilities for each of the following special needs groups. City of Palm Desert 2017 Housing and Community Development Survey Question No Need Low Need Medium Need High Need Missing Total Homeless persons 1 1 2 12 4 20 The elderly (age 65+) 0 0 7 8 4 20 The frail elderly (age 85+) 0 0 6 8 4 20 Persons with physical disabilities 0 1 5 8 5 20 Victims of domestic violence 0 1 5 8 4 20 Persons with severe mental illness 0 1 5 7 5 20 Persons recently released from prison 1 1 4 7 4 20 Persons with developmental disabilities 0 3 4 6 5 20 Persons with substance abuse addictions 1 0 6 6 5 20 Veterans 0 1 6 6 5 20 Persons with HIV/AIDS 1 0 7 3 5 20 Other groups 0 0 0 0 14 20   Discuss the size and characteristics of the population with HIV/AIDS and their families within  the Eligible Metropolitan Statistical Area:   According to the Epidemiology of HIV/AIDS in Riverside County in 2016, there are more than 5,500  people living with HIV or AIDS in Riverside County.  Since 2010, more than 245 people per year are  diagnoses with HIV in Riverside County.  However, over half of all persons living with HIV/AIDS in the  County reside in Coachella Valley, and a quarter of those diagnoses reside in the Western part of the  County.6                                                               6 http://www.rivcohivaids.org/     Consolidated Plan PALM DESERT      46 OMB Control No: 2506‐0117 (exp. 06/30/2018)  NA‐50 Non‐Housing Community Development Needs – 91.215 (f)  Describe the jurisdiction’s need for Public Facilities:  The 2018 Housing and Community Development Needs survey found that the highest rated needs in  Palm Desert were for residential treatment centers, senior centers, and healthcare facilities.    Table NA-50.1 Please rate the need for the following community and public facilities. City of Palm Desert 2018 Housing and Community Development Survey Question No Low Medium High Missing Total Need Need Need Need Residential treatment centers 0 6 1 8 4 20 Senior centers 1 4 3 7 4 20 Healthcare facilities 1 5 2 7 4 20 Youth centers 0 3 5 6 3 20 Community centers 0 2 8 5 4 20 Childcare facilities 0 1 7 5 4 20 Parks and recreational centers 1 4 6 5 3 20 Public buildings with improved accessibility 1 2 2 5 5 20   How were these needs determined?  These needs were determined using the 2018 Housing and Community Development needs survey.  Describe the jurisdiction’s need for Public Improvements:  The most likely rated needs, according to the HCD survey, were bicycle and walking paths, flood and  drainage improvements, and sidewalk improvements.    Table NA-50.2 Please rate the need for the following Infrastructure activities. City of Palm Desert 2018 Housing and Community Development Survey Question No Need Low Need Medium Need High Need Missing Total Bicycle and walking paths 0 2 3 8 4 20 Flood drainage improvements 0 3 2 4 5 20 Sidewalk improvements 1 3 8 3 4 20 Street and road improvements 1 5 6 2 5 20 Storm sewer system improvements 0 1 6 1 5 20 Bridge improvements 1 2 4 1 5 20 Other infrastructure activities 0 0 1 1 10 20 Water system capacity improvements 0 2 4 0 5 20 Water quality improvements 0 4 4 0 5 20 Sewer system improvements 0 3 4 0 5 20 Solid waste facility improvements 0 2 4 0 5 20          Consolidated Plan PALM DESERT      47 OMB Control No: 2506‐0117 (exp. 06/30/2018)  How were these needs determined?  These needs were determined using the 2018 Housing and Community Development needs survey.  Describe the jurisdiction’s need for Public Services:  According to the HCD survey, the highest rated need for public services includes transportation services,  healthcare services, and mental health/chemical dependency services.  This was followed by childcare  services, fair housing activities, and senior services.  Table NA-50.3 Please rate the need for the following human and public services. City of Palm Desert 2017 Housing and Community Development Survey Question No Need Low Need Medium Need High Need Missing Total Transportation services 0 1 5 10 4 20 Healthcare services 0 3 3 10 4 20 Mental health/chemical dependency services 1 1 3 10 5 20 Childcare services 0 2 4 9 4 20 Fair housing activities 0 1 6 9 4 20 Senior services 1 1 5 8 5 20 Fair housing education 0 1 7 8 4 20 Youth centers 0 3 4 7 4 20 Employment services 0 0 7 7 5 20 Tenant/Landlord counseling 0 1 5 6 5 20 Homebuyer education 0 1 6 6 5 20 Crime awareness education 0 3 5 6 5 20 Mitigation of lead-based paint hazards 1 1 4 4 5 20 Other 0 0 0 4 11 20 Mitigation of radon hazards 1 1 3 3 5 20 Mitigation of asbestos hazards 1 1 3 3 5 20   How were these needs determined?  These needs were determined using the 2018 Housing and Community Development needs survey.          Consolidated Plan PALM DESERT      48 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Housing Market Analysis  MA‐05 Overview  Housing Market Analysis Overview:  The number of housing units in Palm Desert increased by 38.7 percent between 2000 and 2010.   However, the housing market in Palm Desert has seen a reduction production in more recent years.   Meanwhile, housing costs have continued to rise.  Single‐family home valuations have fluctuated in the  past decade but have risen significantly since 2013 to over $560,000.  In addition, the number of vacant  units have continued to decline in the City.            Consolidated Plan PALM DESERT      49 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐10 Number of Housing Units – 91.210(a)&(b)(2)  Introduction  Housing types by unit are shown in Table MA‐10.1.  In 2016, there were 38,936 housing units, up from  28,071 in 2000.  Single‐family units accounted for 64.5 percent of units in 2016, compared to 73.6 in  2000.  Apartment units accounted for 17.6 percent in 2016, compared to 13.3 percent in 2000.  All residential properties by number of units  Property Type Number %  1‐unit detached structure 16,427 42%  1‐unit, attached structure 10,059 25%  2‐4 units 3,716 9%  5‐19 units 3,822 10%  20 or more units 2,161 5%  Mobile Home, boat, RV, van, etc 3,349 8%  Total 39,534 100%  Table 27 – Residential Properties by Unit Number  Data Source: 2009‐2013 ACS  Table MA-10.1 Housing Units by Type Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Unit Type 2000 Census 2016 Five-Year ACS Units % of Total Units % of Total Single-Family 20,671 73.60% 25,101 64.50% Duplex 511 1.80% 849 2.20% Tri- or Four-Plex 1,952 7.00% 3,347 8.60% Apartment 3,738 13.30% 6,851 17.60% Mobile Home 1,190 4.20% 2,754 7.10% Boat, RV, Van, Etc. 9 0.00% 34 0.10% Total 28,071 100.00% 38,936 100.00%   Some 62.4 percent of housing was occupied in 2010, compared to 68.5 percent in 2000. Owner‐ occupied housing changed 18.3 percent between 2000 and 2010, ending with owner‐occupied units  representing 65.6 percent of units.  Vacant units changed by 57.9 percent, resulting in 13,956 vacant  units in 2010.              Consolidated Plan PALM DESERT      50 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table MA-10.2 Housing Units by Tenure Palm Desert 2000 & 2010 Census SF1 Data Tenure 2000 Census 2010 Census % Change Units % of Total Units % of Total 00–10 Occupied Housing Units 19,184 68.50% 23,117 62.40% 20.50% Owner-Occupied 12,827 66.90% 15,171 65.60% 18.30% Renter-Occupied 6,357 33.10% 7,946 34.40% 25.00% Vacant Housing Units 8,837 31.50% 13,956 37.60% 57.90% Total Housing Units 28,021 100.00% 37,073 100.00% 32.30% Table MA‐10.3 shows housing units by tenure from 2010 to 2016.  By 2016, there were 38,936 housing  units.  An estimated 60.1 percent were owner‐occupied, and 39.1 percent were vacant.  Table MA-10.3 Housing Units by Tenure Palm Desert 2010 Census & 2016 Five-Year ACS Data Tenure 2010 Census 2016 Five-Year ACS Units % of Total Units % of Total Occupied Housing Units 23,117 62.40% 23,729 60.90% Owner-Occupied 15,171 65.60% 14,272 60.10% Renter-Occupied 7,946 34.40% 9,457 39.90% Vacant Housing Units 13,956 37.60% 15,207 39.10% Total Housing Units 37,073 100.00% 38,936 100.00%   The distribution of unit types by race are shown in Table MA‐10.4.  An estimated 64.3 percent of white  households occupy single family homes, while 18.2 percent of black households do.  Some 17.4 percent  of white households occupy apartments, while 58.3 percent of black households do.  An estimated 55.9  percent of Asian households, and 50.0 percent of American Indian households occupy single family  homes.  Table MA-10.4 Distribution of Units in Structure by Race Palm Desert 2016 Five-Year ACS Data Unit Type White Black American Asian Native Hawaiian/Pacific Islanders Other Two or Indian More Races Single-Family 64.30% 18.20% 50.00% 55.90% 0.00% 55.00% 54.80% Duplex 1.60% 3.60% 0.00% 3.60% 0.00% 4.40% 0.00% Tri- or Four-Plex 7.80% 8.30% 0.00% 7.10% 0.00% 11.80% 14.30% Apartment 17.40% 58.30% 50.00% 32.70% 100.00% 25.20% 27.50% Mobile Home 8.70% 11.60% 0.00% 0.70% 0.00% 3.60% 3.30% Boat, RV, Van, Etc. 0.20% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%     Consolidated Plan PALM DESERT      51 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Unit Size by Tenure   Owners Renters  Number % Number %  No bedroom 20 0% 300 4%  1 bedroom 386 3% 2,195 26%  2 bedrooms 6,154 40% 4,336 51%  3 or more bedrooms 8,892 58% 1,621 19%  Total 15,452 101%8,452 100% Table 28 – Unit Size by Tenure  Data Source: 2009‐2013 ACS  Describe the number and targeting (income level/type of family served) of units assisted with  federal, state, and local programs.  As seen in Table MA‐10.5, below, there are over 10,500 households with housing problems in the City of  Palm Desert.  These at‐need households will be targeted by the City’s CDBG funds through the use of  funds to create suitable living environments, and promote affordable housing.     Table MA-10.5 Total Households with Housing Problems by Income and Race Palm Desert 2010–2014 HUD CHAS Data Income Non-Hispanic by Race Hispanic (Any Race) Total White Black Asian American Indian Pacific Islander Other Race With Housing Problems 30% HAMFI or less 1,390 15 30 0 0 10 380 1,825 30.1-50% HAMFI 1,330 70 35 0 20 45 405 1,905 50.1-80% HAMFI 1,875 40 175 15 0 65 800 2,970 80.1-100% HAMFI 980 0 30 0 0 30 90 1,130 100.1% HAMFI or more 2,155 65 70 0 0 55 400 2,745 Total 7,730 190 340 15 20 205 2,075 10,575   Provide an assessment of units expected to be lost from the affordable housing inventory for  any reason, such as expiration of Section 8 contracts.  No Section 8 contracts exist within the City of Palm Desert, only individual voucher assistance.   Does the availability of housing units meet the needs of the population?  As seen in the Needs Assessment section, as well as information gathered from public input, current  housing does not meet the needs of the population.  This is seen most markedly in the rate of cost  burdens in the City. In 2016, an estimated 41.8 percent of the population was cost burdened.  Renters  and low income households are more likely to be impacted by cost burdens and are therefore most  likely to not have housing units that meet their needs.       Consolidated Plan PALM DESERT      52 OMB Control No: 2506‐0117 (exp. 06/30/2018)    Describe the need for specific types of housing:  The highest rated needs for housing include construction of affordable rental housing, senior‐friendly  housing, the preservation of federal subsidized housing, and rental housing for very‐low income  households.  The emphasis on the need for more affordable and senior friendly housing reflects the  findings in the Needs Assessment that found the high rate of cost burden for renter households, as well  the growing senior population in the City.  Table MA-10.6 Please rate the need for the following Housing activities. City of Palm Desert 2017 Housing and Community Development Survey Question No Low Medium High Missing Total Need Need Need Need Construction of new affordable rental housing 0 0 3 13 0 20 Senior-friendly housing 0 1 2 13 1 20 Preservation of federal subsidized housing 0 1 3 12 0 20 Rental housing for very low-income households 0 0 3 12 1 20 Rental assistance 0 1 4 11 0 20 Supportive housing for homeless or disabled 0 0 5 11 0 20 Retrofitting existing housing to meet seniors’ needs 1 1 4 9 1 20 Construction of new affordable for-sale housing 0 2 4 8 1 20 Mixed income housing 0 2 4 8 2 20 Homeownership in communities of color 0 2 5 8 0 20 Energy efficient retrofits 0 2 7 7 0 20 First-time home-buyer assistance 0 0 8 5 0 20 Rental housing rehabilitation 1 0 7 4 2 20 Mixed used housing 0 2 7 4 1 20 Downtown housing 0 6 3 2 1 20 Homeowner housing rehabilitation 1 1 9 1 0 20 Housing demolition 1 6 2 1 0 20 Other Housing activities 0 0 1 0 16 20   Discussion  While housing production grew rapidly in the early 2000’s, it has leveled off and may not be meeting the  needs of the population within Palm Desert, particularly lower income households and the growing  senior population.          Consolidated Plan PALM DESERT      53 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐15 Housing Market Analysis: Cost of Housing ‐ 91.210(a)  Introduction  The following section describes the cost of housing in Palm Desert.   Cost of Housing   Base Year:  2000 Most Recent Year:  2013 % Change  Median Home Value 176,400 308,000 75%  Median Contract Rent 661 994 50%  Table 29 – Cost of Housing    Data Source: 2000 Census (Base Year), 2009‐2013 ACS (Most Recent Year) Permit Data  The Census Bureau reports building permits authorizations and “per unit” valuation of building permits  by county annually.  Single family construction usually represents most residential development in the  county.  Single family building permit authorizations in the City of Palm Desert decreased from 107  authorizations in 2015 to 75 in 2016.  The real value of single family building permits increased from $429,484 in 2015 to $569,448 in 2016.   This compares to an increase in permit value statewide, with values rising from $234,346 in 2015 to  $2235,750 in 2016.  Additional details are given in Table MA‐15.1.  Diagram MA‐15.1  Single Family Permits  City of Palm Desert  Census Bureau Data, 1980–2016    As seen in Diagram MA‐15.2, single family unit production decreased dramatically beginning in the early  2000’s and has remained below 200 units per year since 2009.  Single family unit production peaked in  1998 with 833 units produced that year.      0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 0 100 200 300 400 500 600 700 800 900 1,000 Si n g l e F a m i l y V a l u e Nu m b e r o f S i n g l e F a m i l y U n i t s Year     Consolidated Plan PALM DESERT      54 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table MA-15.1 Building Permits and Valuation City of Palm Desert Census Bureau Data, 1980–2016 Year Authorized Construction in Permit Issuing Areas Per Unit Valuation, (Real 2016$) Single- Duplex Tri- and Multi- Family Total Single- Family Multi-Family Units Family Units Four-Plex Units Units Units 1980 280 2 0 5 287 172,464 88,914 1981 385 0 0 5 390 183,269 193,381 1982 407 10 0 0 417 181,478 0 1983 781 0 3 0 784 186,704 0 1984 877 0 43 384 1,304 189,523 129,319 1985 149 8 11 512 680 250,862 71,217 1986 357 8 23 331 719 237,466 92,591 1987 291 4 43 26 364 231,134 123,031 1988 775 0 19 134 928 247,423 86,611 1989 489 0 131 64 684 288,013 191,640 1990 148 0 0 267 415 365,801 176,760 1991 170 0 16 16 202 308,435 88,831 1992 489 0 70 35 594 295,524 159,333 1993 252 0 0 0 252 266,723 0 1994 425 0 8 10 443 224,449 102,897 1995 345 0 0 0 345 271,855 0 1996 356 0 0 9 365 294,920 84,067 1997 549 0 0 0 549 307,771 0 1998 833 0 7 13 853 307,683 58,316 1999 504 0 0 0 504 416,413 0 2000 417 0 0 116 533 444,465 170,681 2001 255 0 3 408 666 428,920 93,119 2002 221 0 22 288 531 358,901 114,718 2003 237 0 3 98 338 352,744 154,516 2004 325 2 20 89 436 313,336 129,689 2005 100 0 99 36 235 568,423 73,045 2006 271 24 4 414 713 474,243 100,023 2007 224 0 0 70 294 636,431 266,610 2008 66 4 0 467 537 554,138 207,863 2009 33 0 0 44 77 227,269 100,331 2010 74 0 0 22 96 292,361 300,261 2011 86 0 0 22 108 481,715 294,204 2012 100 0 0 72 172 565,943 144,117 2013 137 0 0 64 201 345,809 203,923 2014 208 0 0 96 304 397,987 97,726 2015 107 0 0 27 134 429,484 281,436 2016 75 0 6 207 288 569,448 159,783          Consolidated Plan PALM DESERT      55 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Diagram MA‐15.2  Total Permits by Unit Type  City of Palm Desert  Census Bureau Data, 1980–2016      Rent Paid Number %  Less than $500 1,222 14.5%  $500‐999 3,168 37.5%  $1,000‐1,499 2,739 32.4%  $1,500‐1,999 789 9.3%  $2,000 or more 534 6.3%  Total 8,452 100.0%  Table 30 ‐ Rent Paid  Data Source: 2009‐2013 ACS    Housing Affordability  % Units affordable to Households  earning   Renter Owner  30% HAMFI 300 No Data  50% HAMFI 840 430  80% HAMFI 3,310 1,630  100% HAMFI No Data 2,800  Total 4,450 4,860  Table 31 – Housing Affordability  Data Source: 2009‐2013 CHAS      0 200 400 600 800 1,000 1,200 1,400 19 8 0 19 8 1 19 8 2 19 8 3 19 8 4 19 8 5 19 8 6 19 8 7 19 8 8 19 8 9 19 9 0 19 9 1 19 9 2 19 9 3 19 9 4 19 9 5 19 9 6 19 9 7 19 9 8 19 9 9 20 0 0 20 0 1 20 0 2 20 0 3 20 0 4 20 0 5 20 0 6 20 0 7 20 0 8 20 0 9 20 1 0 20 1 1 20 1 2 20 1 3 20 1 4 20 1 5 20 1 6 Nu m b e r o f U n i t s Year Single Family Units Duplex Units Triplex Units Apartment Units     Consolidated Plan PALM DESERT      56 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Monthly Rent   Monthly Rent ($) Efficiency (no  bedroom)  1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom  Fair Market Rent 768 926 1156 1618 2004  High HOME Rent 800 859 1033 1184 1301  Low HOME Rent 586 628 753 871 972  Table 32 – Monthly Rent  Data Source: HUD FMR and HOME Rents  Median home values are much higher in the southern part of City, as seen in Map MA‐15.1  Houses in  these areas exceed $560,000, while housing units in the northern part of the city may aver in the  $200,000s.  Higher median contract rents are also seen primarily in the southern part of the city.  This is shown in  Map MA‐15.2.    Is there sufficient housing for households at all income levels?  As demonstrated by the housing needs and cost burden sections in the Needs Assessment, there is a  significant amount of the population that faces housing challenges.  Low income households are  particularly prone to facing cost burdens, with almost two‐third of households below 30 percent HAMFI  facing housing problems in City. This points to the fact that there is not sufficient housing options for all  households, especially those at lower income levels.  Additionally, public input comments indicated  there is a significant need for affordable housing options for lower income households.  How is affordability of housing likely to change considering changes to home values and/or  rents?  Palm Desert has seen a significant increase in housing prices in recent years.  If trends continue, Palm  Desert will see increasing rent and home values.  Home values, in particular, have continued to rise in  the City.  This would lead to additional households facing cost burdens.  How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this  impact your strategy to produce or preserve affordable housing?  The Fair Market Rent (FMR) and HOME rents may not be sufficient to meet the housing needs of  households in Palm Desert.  This may be especially true for larger families that require larger units.  Discussion  The cost of housing has continued to rise in Palm Desert, leaving many low to moderate income  households without suitable housing options.  This is reflected in the proportion of lower income  households facing cost burdens and other housing problems.  If prices continue to rise at the rate they  have been, the City will see more households in need of affordable housing options.         Consolidated Plan PALM DESERT      57 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-15.1 2016 Median Home Value City of Palm Desert 2016 ACS, Tigerline     Consolidated Plan PALM DESERT      58 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-15.2 2016 Median Contract Rent City of Palm Desert 2016 ACS, Tigerline     Consolidated Plan PALM DESERT      59 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐20 Housing Market Analysis: Condition of Housing – 91.210(a)  Introduction  The following section will describe the condition of housing in Palm Desert.  Definitions  Units that are classified as substandard condition are in poor condition and do not meet all state and  local codes.  Units that are substandard condition but are suitable for rehabilitation are both structurally  and financially feasible to rehabilitate.  Standard condition is a unit that meets all state and local codes.    Condition of Units  Condition of Units Owner‐Occupied Renter‐Occupied  Number % Number %  With one selected Condition 6,156 40% 4,418 52%  With two selected Conditions 100 1% 224 3%  With three selected Conditions 31 0% 0 0%  With four selected Conditions 0 0% 0 0%  No selected Conditions 9,165 59% 3,810 45%  Total 15,452 100%8,452 100% Table 33 ‐ Condition of Units  Data Source: 2009‐2013 ACS  Year Unit Built  Year Unit Built Owner‐Occupied Renter‐Occupied  Number % Number %  2000 or later 1,694 11% 1,637 19%  1980‐1999 7,744 50% 3,394 40%  1950‐1979 5,811 38% 3,273 39%  Before 1950 203 1% 148 2%  Total 15,452 100%8,452 100% Table 34 – Year Unit Built  Data Source: 2009‐2013 CHAS  Table MA‐20.1 shows households by year home built.  Housing units built between 2000 and 2009, and  2010 or later, account for 12.7 percent and 2.6 percent of households, respoectively.  Households built  in the 1970’s, 1980’s, and 1990’s aacount for 21.6 percent, 30.3 percent, and 16.4, respectively.   Housing units built prior to 1939 represented 0.8 percent of households in 2016.           Consolidated Plan PALM DESERT      60 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Table MA-20.1 Households by Year Home Built Palm Desert 2000 Census SF3 & 2016 Five-Year ACS Data Year Built 2000 Census 2016 Five-Year ACS Households % of Total Households % of Total 1939 or Earlier 88 0.50% 182 0.80% 1940 to 1949 180 0.90% 164 0.70% 1950 to 1959 926 4.80% 1,111 4.70% 1960 to 1969 2,351 12.20% 2,437 10.30% 1970 to 1979 4,343 22.50% 5,137 21.60% 1980 to 1989 7,331 38.00% 7,182 30.30% 1990 to 1999 4,080 21.10% 3,883 16.40% 2000 to 2009 . . 3,009 12.70% 2010 or Later . . 624 2.60% Total 19,299 100.00% 23,729 100.00%   Risk of Lead‐Based Paint Hazard  Risk of Lead‐Based Paint Hazard Owner‐Occupied Renter‐Occupied  Number % Number %  Total Number of Units Built Before 1980 6,014 39% 3,421 40%  Housing Units build before 1980 with children present 1,180 8% 440 5%  Table 35 – Risk of Lead‐Based Paint  Data Source: 2009‐2013 ACS (Total Units) 2009‐2013 CHAS (Units with Children present) Vacant Units   Suitable for  Rehabilitation  Not Suitable for  Rehabilitation  Total  Vacant Units     Abandoned Vacant Units       REO Properties     Abandoned REO Properties       Table 36 ‐ Vacant Units  ** Please refer to the tables on the following page  The disposition of vacant housing units in 2000 and 2010 are shown in Table MA‐20.2.  An estimated  11.6 percent of vacant units were for rent in 2010, a 180.6 percent change since 2000.  In addition, some  5.7percent of vacant units were for sale, a change of 168.7 percent between 2000 and 2010.  “Other”  vacant units represented 6.9 percent of vacant units in 2010.  This is a decrease of 28.3 percent since  2000. “Other” vacant units are not for sale or rent, or otherwise available to the marketplace.  These  units may be problematic if concentrated in certain areas, and may create a “blighting” effect.     Consolidated Plan PALM DESERT      61 OMB Control No: 2506‐0117 (exp. 06/30/2018)    Table MA-20.2 Disposition of Vacant Housing Units Palm Desert 2000 & 2010 Census SF1 Data Disposition 2000 Census 2010 Census % Change Units % of Total Units % of Total 00–10 For Rent 576 6.50% 1,616 11.60% 180.60% For Sale 297 3.40% 798 5.70% 168.70% Rented or Sold, Not Occupied 184 2.10% 166 1.20% -9.80% For Seasonal, Recreational, or Occasional Use 6,445 72.90% 10,418 74.60% 61.60% For Migrant Workers 1 0.00% 1 0.00% 0.00% Other Vacant 1,334 15.10% 957 6.9% -28.30% Total 8,837 100.00% 13,956 100.00% 57.90% The disposition of vacant housing units in 2010 and 2016 are shown in Table MA‐20.3.  By 2016, for rent  units accounted for 8.7 percent of the vacant units, while for sale units accounted for 5.8 percent.   “Other” vacant units accounted for 5.6 percent of vacant units, representing a total of 857 “other”  vacant units.  Table MA-20.3 Disposition of Vacant Housing Units Palm Desert 2010 Census & 2016 Five-Year ACS Data Disposition 2010 Census 2016 Five-Year ACS Units % of Total Units % of Total For Rent 1,616 11.60% 1,319 8.70% For Sale 798 5.70% 885 5.80% Rented Not Occupied 67 0.50% 283 1.90% Sold Not Occupied 99 0.70% 166 1.10% For Seasonal, Recreational, or Occasional Use 10,418 74.60% 11,697 76.90% For Migrant Workers 1 0.00% 0 0.00% Other Vacant 957 6.90% 857 5.60% Total 13,956 100.00% 15,207 100.00%   Vacant units in 2016 were seen primarily along Interstate 10 and on the southern edge of the City.  This  is shown in Map MA‐20.1.Need for Owner and Rental Rehabilitation  As seen in Section MA‐10, table MA‐10.6, there is a moderate need for owner rehabilitation.  Rental  rehabilitation is seen as a slightly higher need than owner rehabilitation, but is still a low need when  compared to other types of housing activities in the City.       Consolidated Plan PALM DESERT      62 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-20.1 2016 Vacant Housing City of Palm Desert 2016 ACS, Tigerline         Consolidated Plan PALM DESERT      63 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP  Hazards  Table MA‐20.4 shows the risk of lead‐based paint for households with young children present.  As seen  therein, there are an estimated 889 households built between 1940 and 1979 with young children  present, and 40 built prior to 1939.    Table MA-20.4 Vintage of Households by Income and Presence of Young Children Palm Desert 2010–2014 HUD CHAS Data Income One or more children age 6 or younger No children age 6 or younger Total Built 1939 or Earlier 30% HAMFI or less 0 0 0 30.1-50% HAMFI 0 15 15 50.1-80% HAMFI 0 30 30 80.1-100% HAMFI 0 34 34 100.1% HAMFI and above 40 40 80 Total 40 119 159 Built 1940 to 1979 30% HAMFI or less 30 725 755 30.1-50% HAMFI 184 835 1,019 50.1-80% HAMFI 335 1,430 1,765 80.1-100% HAMFI 20 770 790 100.1% HAMFI and above 320 4,180 4,500 Total 889 7,940 8,829 Built 1980 or Later 30% HAMFI or less 184 1,350 1,534 30.1-50% HAMFI 60 1,235 1,295 50.1-80% HAMFI 235 2,235 2,470 80.1-100% HAMFI 130 1,155 1,285 100.1% HAMFI and above 690 7,355 8,045 Total 1,299 13,330 14,629 Total 30% HAMFI or less 214 2,075 2,289 30.1-50% HAMFI 244 2,085 2,329 50.1-80% HAMFI 570 3,695 4,265 80.1-100% HAMFI 150 1,959 2,109 100.1% HAMFI and above 1,050 11,575 12,625 Total 2,228 21,389 23,617     Consolidated Plan PALM DESERT      64 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐25 Public and Assisted Housing – 91.210(b)  Introduction  The information provided in the below tables is based on the County of Riverside Public Housing Authority as the City is not designated as a  Public Housing Authority.  Totals Number of Units  Program Type   Certificate Mod‐Rehab Public  Housing  Vouchers Total Project ‐based Tenant ‐based   Special Purpose Voucher Veterans  Affairs  Supportive  Housing  Family  Unification  Program  Disabled *  # of units vouchers  available 0 77 469 8,681 48 8,633 819 1,759 342  # of accessible units      2              *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition  Table 37 – Total Number of Units by Program Type  Data Source: PIC (PIH Information Center)  Describe the supply of public housing developments:   The Palm Desert Housing Authority (Authority) is not a Public Housing Authority. The Housing Authority of the County of Riverside administers  federally funded programs (i.e., Section 8, Public Housing, etc.) including households seeking housing assistance though federal programs within  the City of Palm Desert.  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:   Not applicable      Consolidated Plan PALM DESERT      65 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Public Housing Condition  Public Housing Development Average Inspection Score     Table 38 ‐ Public Housing Condition  Describe the restoration and revitalization needs of public housing units in the jurisdiction:  Not applicable.  Describe the public housing agency's strategy for improving the living environment of low‐  and moderate‐income families residing in public housing:  Not applicable  Discussion:      Consolidated Plan PALM DESERT      66 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐30 Homeless Facilities and Services – 91.210(c)  Introduction  The following information pertains to the entirety of the Riverside County CoC’s 2017 Housing Inventory.  Facilities and Housing Targeted to Homeless Households   Emergency Shelter Beds Transitional  Housing Beds  Permanent Supportive Housing  Beds  Year Round Beds  (Current & New)  Voucher / Seasonal  / Overflow Beds  Current & New Current & New Under  Development  Households with Adult(s) and  Child(ren)  34  27 144   Households with Only Adults 384  117 959   Chronically Homeless Households      1384   Veterans 11  25 939   Unaccompanied Youth 38  35 28   Table 39 ‐ Facilities and Housing Targeted to Homeless Households        Consolidated Plan PALM DESERT      67 OMB Control No: 2506‐0117 (exp. 06/30/2018)  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  The Riverside County Continuum of Care uses streamlined benefits application system featuring a single  application process for multiple programs in order to expedite enrollment and access to available  resources for homeless and at risk to homeless individuals and families. The CoC has a subcommittee  related to identifying and coordinating employment and related resources for homeless people and that  case managers ensure that homeless people and especially chronically homeless people are accessing  benefit programs such as: Food Stamps (CalFresh), MediCal, CalWORKs, mental health services, Social  Security Disability Income (SSDI), Supplemental Security Income (SSI) and Veteran’s benefits.   Accessing mainstream services and benefits also includes assisting them in gathering the necessary  documentation to apply/receive benefits and ensuring they have adequate transportation to get to  appointments, job locations, etc. Whether or not a homeless person is receiving these benefits is  reported in HMIS and tracked in an Annual Performance Review as a performance measure that is used  to rate and rank each homeless program within the CoC.  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.  The County of Riverside Department of Public Social Services, Homeless Unit and CoC Collaborative  Agent’s Housing Inventory Chart is attached that outlines the services facilities. Based on the Housing  Inventory Chart it is apparent that there are service providers that have been established and create a  well‐rounded approach to addressing the needs of homeless, those at‐risk of becoming homeless, those  with special needs, etc. Through the combined efforts of the services providers, the County of Riverside,  and Continuum of Care there exists a coordinated effort to meet the specific needs and tracking of  services taking place for targeted groups. The list reflects the organization name, type of beds, number  of beds, who service(s) are provided to, etc. In addition, many of these providers also offer needed  support services (e.g., food, counseling, health, job training, etc.) or partner with such agencies as the  County of Riverside Department of Mental Health or Department of Public Social Services and even  other non‐profit organizations to provide services to clients that they may need and are not offered  through their organizations. Many providers are now working together to develop a more coordinated  approach to providing services and assisting those in need.      Consolidated Plan PALM DESERT      68 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐35 Special Needs Facilities and Services – 91.210(d)  Introduction  There are a variety of services available in the community for special needs populations, including at‐rick  youth, seniors, substance abuse, and persons with disabilities.  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  The special needs populations in Palm Desert face a variety of housing and supportive service needs.  As  seen in Table MA‐35.1, there is a high level of need for permanent supportive housing, such as  subsidized housing that offers services for persons with mental disabilities, as well as transitional  housing.  The elderly and frail elderly will need a variety of housing and service options as the elderly  population grows.  As seen previously, more than half of the frail elderly population has a disability, and  will need accessible housing and service options.  The HCD survey also found a high level of need for  mental health and chemical dependency services, and healthcare services to serve these in‐need  populations.  Table MA-35.1 Please rate the need for the following housing types for special needs populations City of Palm Desert 2017 Housing and Community Development Survey Question No Need Low Need Medium Need High Need Missing Total Emergency shelters 1 2 0 11 5 20 Permanent supportive housing, such as subsidized housing that offers services for persons with mental disabilities 0 2 1 11 5 20 Transitional housing 1 1 2 9 6 20 Rapid rehousing rental assistance for homeless households 0 1 6 9 4 20 Housing designed for persons with disabilities 0 3 4 8 5 20 Shelters for youth 1 2 5 7 4 20 Senior housing, such as nursing homes or assisted living facilities 0 2 6 7 5 20 Other special needs 1 0 0 2 13 20   Describe programs for ensuring that persons returning from mental and physical health  institutions receive appropriate supportive housing  Through the CoC Discharge Planning Committee, the CoC was able to form an agreement with various  agencies to provide coordinate efforts to ensure that persons facing homelessness after leaving  institutional care are transported to an appropriate facility possessing the supportive services required  and with prior approval and knowledge of the organization.  The Cooperative Agreement approved in  December 2011 was entered into by and between the County of Riverside Department of Public Social  Services, County Department of Mental, Hospital Association of Southern California, Riverside County  Sheriff’s Department, Riverside County Veterans’ Services, and Community Connect of Riverside County  for the establishment of a collaborative that will support and participate in the Riverside County      Consolidated Plan PALM DESERT      69 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Continuum of Care Coalition Discharge Planning Committee efforts to establish a coordinated and  collaborative discharge planning system to individuals leaving institutional care.   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)  See below.  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))  During the 2018 Program Year, the City of Palm Desert plans to undertake several projects that will  address the supportive service needs of specials needs populations. These include an emergency food  and shelter program, oversight of a long‐term care facility, a disability sports festival, a food program, a  youth transitional housing program, and a healthy lifestyles outreach program for seniors.  All of these  projects will help promote the City’s goal to provide support for public service programs.        Consolidated Plan PALM DESERT      70 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐40 Barriers to Affordable Housing – 91.210(e)  Negative Effects of Public Policies on Affordable Housing and Residential Investment  The highest rated barriers, as found by the 2018 Housing and Community Development Needs survey  found that a Not in My Back Yard (NIMBY) mentality is the top barrier for the development or  preservation of affordable housing.  This was followed by zoning and land use policies.  Table MA-40.1 Do any of the following acts as barriers to the development or preservation of housing? City of Palm Desert 2018 Housing and Community Development Survey Barrier Total NIMBY (Not In My Back Yard) 8 Zoning 4 Land use policies 3 Occupancy standards 2 Neighborhood or community development polices 2 Permitting process 1 Housing construction standards 1 Health and safety codes 0 Property tax policies 0 Limited access to government services 0 Public administrative actions or regulations 0 Building practices 0 Building inspection services 0 The use of crime statistics/police reports 0 School enrollment/graduation statistics 0         Consolidated Plan PALM DESERT      71 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐45 Non‐Housing Community Development Assets – 91.215 (f)  Introduction  The following section describes the economic atmosphere in the City of Palm Desert.  This section utilizes, along with other sources, Bureau of  Economic Analysis (BEA) and Bureau of Labor Statics (BLS) data. BEA data is collected at the county level, and therefore is presented for Riverside  County.  BLS data is presented for City of Palm Desert.     Economic Development Market Analysis  Business Activity  Business by Sector Number of  Workers Number of Jobs Share of Workers % Share of Jobs % Jobs less workers % Agriculture, Mining, Oil & Gas Extraction 331 2 2 0 ‐2  Arts, Entertainment, Accommodations 3,657 8,160 24 30 6  Construction 790 1,300 5 5 0  Education and Health Care Services 2,665 2,884 18 11 ‐7  Finance, Insurance, and Real Estate 798 1,403 5 5 0  Information 356 627 2 2 0  Manufacturing 484 269 3 1 ‐2  Other Services 752 1,986 5 7 2  Professional, Scientific, Management Services 937 1,195 6 4 ‐2  Public Administration 0 0 0 0 0  Retail Trade 2,127 5,185 14 19 5  Transportation and Warehousing 328 344 2 1 ‐1  Wholesale Trade 509 594 3 2 ‐1  Total 13,734 23,949  ‐‐  ‐‐  ‐‐  Table 40 ‐ Business Activity  Data Source: 2009‐2013 ACS (Workers), 2013 Longitudinal Employer‐Household Dynamics (Jobs)       Consolidated Plan PALM DESERT      72 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table MA‐45.1, below, shows the labor for statistics for Palm Desert from 1990 to the present.  Over the  entire series the lowest unemployment rate occurred in 2006 with a rate of 2.9. The highest level of  unemployment occurred during 2010 rising to a rate of 10.1.  This compared to a statewide low of 4.9 in  2000 and statewide high of 12.2 in 2010.  Over the last year the unemployment rate in Palm Desert  decreased from 4.7 percent in 2015 to 4.3 percent in 2016, which compared to a statewide decrease to  5.4 percent.    Table MA-45.1 Labor Force Statistics City of Palm Desert 1990 - 2016 BLS Data Year Palm Desert Statewide Unemployment Rate Unemployment Employment Labor Force Unemployment Rate 1990 526 11,858 12,384 4.2 5.8 1991 754 11,773 12,527 6 7.7 1992 929 12,097 13,026 7.1 9.3 1993 960 12,189 13,149 7.3 9.5 1994 862 12,707 13,569 6.4 8.6 1995 782 13,076 13,858 5.6 7.9 1996 697 13,395 14,092 4.9 7.3 1997 659 14,040 14,699 4.5 6.4 1998 600 14,649 15,249 3.9 5.9 1999 517 15,545 16,062 3.2 5.2 2000 597 18,665 19,262 3.1 4.9 2001 636 19,440 20,076 3.2 5.4 2002 780 20,223 21,003 3.7 6.7 2003 819 21,011 21,830 3.8 6.8 2004 796 22,261 23,057 3.5 6.2 2005 745 23,361 24,106 3.1 5.4 2006 724 24,230 24,954 2.9 4.9 2007 887 24,541 25,428 3.5 5.4 2008 1,274 24,127 25,401 5 7.3 2009 1,956 23,041 24,997 7.8 11.2 2010 2,161 19,325 21,486 10.1 12.2 2011 2,054 19,457 21,511 9.5 11.7 2012 1,827 19,944 21,771 8.4 10.4 2013 1,570 20,548 22,118 7.1 8.9 2014 1,319 21,237 22,556 5.8 7.5 2015 1,097 22,056 23,153 4.7 6.2 2016 1,013 22,549 23,562 4.3 5.4   Diagram MA‐45.1 shows the employment and labor force for Palm Desert. The difference between the  two lines represents the number of unemployed persons. In the most recent year, employment stood at  22,549 persons, with the labor force reaching 23,562, indicating there were a total of 1,013 unemployed  persons.    Diagram MA‐45.2 shows the unemployment rate for both the state and Palm Desert. During the 1990’s  the average rate for Palm Desert was 5.3, which compared to 7.3 statewide. Between 2000 and 2010  the unemployment rate had an average of 4.0, which compared to 6.4 statewide. Since 2010 the  average unemployment rate was 7.1.  Over the course of the entire period Palm Desert had an average  unemployment rate lower than the state, 5.2 percent for Palm Desert, versus 7.4 statewide.       Consolidated Plan PALM DESERT      73 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Diagram MA-45.1 Employment and Labor Force Palm Desert 1990-2016 BLS Data Diagram MA-45.2 Annual Unemployment Rate Palm Desert 1990-2016 BLS Data      11,700 13,700 15,700 17,700 19,700 21,700 23,700 25,700 27,700 Nu m b e r o f P e r s o n s Year Employment Labor Force 0.5 2.5 4.5 6.5 8.5 10.5 12.5 14.5 Un e m p l o y m e n t R a t e Year Palm Desert State of California     Consolidated Plan PALM DESERT      74 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Labor Force  Total Population in the Civilian Labor Force 22,607  Civilian Employed Population 16 years and over 20,158  Unemployment Rate 10.83  Unemployment Rate for Ages 16‐24 28.72  Unemployment Rate for Ages 25‐65 7.51  Table 41 ‐ Labor Force  Data Source: 2009‐2013 ACS    Occupations by Sector Number of People  Management, business and financial 4,487  Farming, fisheries and forestry occupations 510  Service 2,940  Sales and office 5,024  Construction, extraction, maintenance and  repair 1,433  Production, transportation and material moving 860  Table 42 – Occupations by Sector  Data Source: 2009‐2013 ACS    Travel Time  Travel Time Number Percentage  < 30 Minutes 14,838 82%  30‐59 Minutes 2,180 12%  60 or More Minutes 1,074 6%  Total 18,092 100% Table 43 ‐ Travel Time  Data Source: 2009‐2013 ACS  The Bureau of Economic Analysis (BEA) produced regional economic accounts which provide a  consistent framework for analyzing and comparing individual state and local areas economies.   Therefore, it is only available on a county scale.  The following narrative pertains to Riverside County as  a whole.    Table MA‐45.2 shows the total employment by industry for Riverside County.  The most recent estimate  show the government and government enterprises as the largest employer in Riverside County, with  employment reaching 134,294 jobs in 2‐16.  Between 2015 and 2016, the transportation and  warehousing industry saw the largest increase, rising by 10.0 percent to 49,026 jobs.         Consolidated Plan PALM DESERT      75 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table MA-45.2 Employment by Industry Riverside County BEA Table CA25 Data NAICS Categories 2001 2010 2011 2012 2013 2014 2015 2016 % Change 15-16 Farm earnings 11,960 7,493 7,366 7,107 7,352 7,633 8,184 8,468 3.5 Forestry, fishing, related activities, and other 8,940 7,596 7,729 7,657 7,169 7,151 7,096 6,690 -5.7 Mining 1,080 1,968 1,603 2,096 2,139 1,905 1,978 1,999 1.1 Utilities 1,467 1,810 1,772 1,700 1,730 1,702 1,643 1,700 3.5 Construction 69,788 55,809 55,074 58,138 65,445 71,033 76,476 82,051 7.3 Manufacturing 54,439 41,839 43,241 44,123 44,744 45,838 47,153 48,180 2.2 Wholesale trade 18,509 24,787 26,116 27,091 28,935 32,239 32,947 34,501 4.7 Retail trade 81,096 100,026 102,750 104,762 106,550 110,679 114,630 117,952 2.9 Transportation and warehousing 16,223 27,039 28,255 29,667 33,014 38,053 47,298 52,016 10 Information 8,382 12,969 12,413 8,945 9,052 9,228 9,097 8,995 -1.1 Finance and insurance 20,189 31,152 33,856 33,982 34,195 32,882 33,838 33,802 -0.1 Real estate and rental and leasing 26,836 45,348 45,539 44,534 44,668 46,119 47,380 49,183 3.8 Professional and technical services 28,708 40,490 41,516 43,130 44,018 46,137 47,580 48,147 1.2 Management of companies and enterprises 3,770 3,386 3,210 3,303 3,574 3,873 3,595 3,517 -2.2 Administrative and waste services 43,755 59,065 62,825 64,136 69,049 72,275 72,525 75,396 4 Educational services 6,338 10,600 10,545 11,258 11,385 12,168 13,347 13,894 4.1 Health care and social assistance 54,916 71,731 76,424 88,937 95,595 99,119 104,998 110,431 5.2 Arts, entertainment, and recreation 15,014 18,858 18,954 19,569 20,130 21,474 21,669 22,381 3.3 Accommodation and food services 52,408 64,169 66,291 69,160 70,706 75,941 79,082 83,519 5.6 Other services, except public administration 44,248 55,521 60,180 62,587 64,050 67,736 70,095 71,682 2.3 Government and government enterprises 102,702 126,479 123,096 122,496 124,142 126,950 129,519 134,294 3.7 Total 670,768 808,135 828,755 854,378 887,642 930,135 970,130 1,008,798 4   Diagram MA‐45.3 shows real average earnings per job for Riverside County from 1990 to 2016. Over this  period the average earning per job for Riverside County was $ 45,593 dollars, which was lower than the  statewide average of $60,692 over the same period.  In 2016, the County of Riverside’s average earning  per job was $47,825, which remained significantly below the State of California average.      Diagram NA‐45.4 shows real per capita income Riverside County from 1990 to 2016, which is calculated  by dividing total personal income from all sources by population. Per capita income is a broader  measure of wealth than real average earnings per job, which only captures the working population. Over  this period the real per capita income for Riverside County was $33,155 dollars, which was lower than  the statewide average of $44,752 over the same period. In 2016, the per capita income for Riverside  County was $36,782. The gap between Riverside per capita incomes and average earnings per job and  the State averages has widened in recent years.           Consolidated Plan PALM DESERT      76 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Diagram NA-45.3 Real Average Earnings Per Job Riverside County BEA Data 1990 - 2016       Diagram NA-45.4 Real Per Capita Income Riverside County BEA Data 1990 – 2016   30,000 35,000 40,000 45,000 50,000 55,000 60,000 65,000 70,000 75,000 Av e r a g e E a r n i n g s P e r J o b ( $ ) Year Riverside County State of California 20,000 25,000 30,000 35,000 40,000 45,000 50,000 55,000 60,000 Pe r C a p i t a I n c o m e ( $ ) Year Riverside County State of California     Consolidated Plan PALM DESERT      77 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Education:  Educational Attainment by Employment Status (Population 16 and Older)  Educational Attainment In Labor Force   Civilian Employed Unemployed Not in Labor Force  Less than high school graduate 1,713 242 462  High school graduate (includes  equivalency) 2,484 519 885  Some college or Associate's degree 5,588 597 1,939  Bachelor's degree or higher 6,052 301 1,317  Table 44 ‐ Educational Attainment by Employment Status  Data Source: 2009‐2013 ACS  Educational Attainment by Age   Age  18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs  Less than 9th grade 50 165 251 523 431  9th to 12th grade, no diploma 358 599 351 528 481  High school graduate, GED, or  alternative 868 1,173 762 1,953 3,954  Some college, no degree 1,438 1,040 1,020 3,977 4,547  Associate's degree 259 308 464 1,315 1,061  Bachelor's degree 204 1,077 1,007 2,844 3,508  Graduate or professional degree 0 382 402 1,958 2,004  Table 45 ‐ Educational Attainment by Age  Data Source: 2009‐2013 ACS  Educational Attainment – Median Earnings in the Past 12 Months  Educational Attainment Median Earnings in the Past 12 Months  Less than high school graduate 17,500  High school graduate (includes equivalency) 26,834  Some college or Associate's degree 32,603  Bachelor's degree 51,355  Graduate or professional degree 70,134  Table 46 – Median Earnings in the Past 12 Months  Data Source: 2009‐2013 ACS  Education and employment data, as estimated by the 2016 ACS, is presented in Tables MA‐45.3 and 4.   In 2016, some 21,480 persons were employed and 1,767 were unemployed.  This totaled a labor force of  23,247 persons.  The unemployment rate for Palm Desert was estimated to be 7.6 in 2016. In 2016, 93.3  percent of households in Palm Desert had a high school education or greater.         Consolidated Plan PALM DESERT      78 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Table MA.45-3 Employment, Labor Force and Unemployment Palm Desert 2016 Five-Year ACS Data Employment Status 2016 Five-Year ACS Employed 21,480 Unemployed 1,767 Labor Force 23,247 Unemployment Rate 7.60%   Table MA-45.4 High School or Greater Education Palm Desert 2016 Five-Year ACS Data Education Level Households High School or Greater 22,131 Total Households 23,729 Percent High School or Above 93.30%   As seen in Table MA‐45.5, some21.7 percent of the population had a high school diploma or equivalent,  another 37.6 percent have some college, 19.5 percent have a Bachelor’s Degree, and 12.8 percent of the  population had a graduate or professional degree.  Table MA-45.5 Educational Attainment Palm Desert 2016 Five-Year ACS Data Education Level Population Percent Less Than High School 3,555 8.30% High School or Equivalent 9,272 21.70% Some College or Associates Degree 16,055 37.60% Bachelor’s Degree 8,331 19.50% Graduate or Professional Degree 5,453 12.80% Total Population Above 18 years 42,666 100.00%   Based on the Business Activity table above, what are the major employment sectors within  your jurisdiction?  Table MA‐45.2 shows the total employment by industry for Riverside County.  The most recent estimate  show the government and government enterprises as the largest employer in Riverside County, with  employment reaching 134,294 jobs in 2‐16.  Between 2015 and 2016, the transportation and  warehousing industry saw the largest increase, rising by 10.0 percent to 49,026 jobs.         Consolidated Plan PALM DESERT      79 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Describe the workforce and infrastructure needs of the business community:  The 2018 Housing and Community Development survey found that the highest needs for business and  economic development include the provision of job training, fostering businesses with higher paying  jobs, and the attraction of new businesses.  Table MA-45.6 Please rate the need for the following Business and Economic Development activities. City of Palm Desert 2017 Housing and Community Development Survey Question No Need Low Need Medium Need High Need Missing Total Provision of job training 0 0 5 10 3 20 Foster businesses with higher paying jobs 0 0 5 9 2 20 Attraction of new businesses 1 1 7 7 2 20 Retention of existing businesses 0 3 6 6 2 20 Expansion of existing businesses 1 3 5 6 2 20 Provision of job re-training, such as after plant or other closures 1 4 3 6 3 20 Development of business incubators 0 3 6 4 2 20 Development of business parks 1 3 6 2 3 20 Other business activities 1 0 2 2 11 20 Enhancement of businesses infrastructure 0 3 7 1 3 20 Provision of working capital for businesses 0 2 9 1 3 20 Provision of technical assistance for businesses 0 2 9 1 2 20 Investment as equity partners 1 3 5 1 3 20 Provision of venture capital 0 3 9 0 3 20   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.  There are currently no planned investments that the City expects to create substantial job or business  growth.  How do the skills and education of the current workforce correspond to employment  opportunities in the jurisdiction?  As noted in past Consolidated Planning processes, there is an on‐going need for improved education and  training for the workforce to meet the needs of local businesses.  Describe any current workforce training initiatives, including those supported by Workforce  Investment Boards, community colleges and other organizations. Describe how these efforts  will support the jurisdiction's Consolidated Plan.  The Economic Development Strategic Plan (EDSP) was approved by the City Council in January of 2013.  The EDSP provides an assessment of existing conditions that drive the economy of Palm Desert and is  intended to help local stakeholders and City staff implement strategies that contribute to the City’s      Consolidated Plan PALM DESERT      80 OMB Control No: 2506‐0117 (exp. 06/30/2018)  economic health. The EDSP is created to assist in the enhancement of Palm Desert’s business climate  and support economic growth with the following goals:7   Support existing business through a variety of economic efforts, partnerships, business outreach  and special events.   Assist in the creation of new retail opportunities and commercial development.   Support expansion of additional resort/hospitality development and improve competitiveness of  existing hotel product to attract tourist and conventions.   Provide recreational, cultural and entertainment opportunities and promote Palm Desert’s  quality of life and amenities to encourage growth and tourism.   Support the City’s education institutions as an important factor in the continued and diversified  economic growth of Palm Desert and the Coachella Valley.   Support the expansion of business through the promotion of new clean and renewable energy  and to protect the City’s quality of life and natural and financial resources.  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.  Not applicable.                                                                 7 http://www.cityofpalmdesert.org/departments/economic-development     Consolidated Plan PALM DESERT      81 OMB Control No: 2506‐0117 (exp. 06/30/2018)  MA‐50 Needs and Market Analysis Discussion   Are there areas where households with multiple housing problems are concentrated?  (include a definition of "concentration")  Housing problems are significantly more prominent among low income households and those in  poverty.  There are two census tracts with disproportionate shares of households in poverty in the City,  as shown in Map MA‐50.1  These households are located in the central part of the City, where poverty  rates exceed 10 percentage points higher than the jurisdiction average, or 22.5 percent.   Are there any areas in the jurisdiction where racial or ethnic minorities or low‐income  families are concentrated? (include a definition of "concentration")  While there are areas in the City that are more likely to have racial or ethnic minorities, only Hispanic  households are located in certain areas at a disproportionate rate.  A disproportionate rate is considered  to be more than 10 percentage points higher than the jurisdiction average.  As seen in Map MA‐50.2,  there are a disproportionate share of Hispanic households in the central part of the City.  Households in  poverty are discussed above.  What are the characteristics of the market in these areas/neighborhoods?  These central areas of the City tends to have more renter households than owner households, with  some areas having more than half the households as renters, as seen in Map MA‐50.3.  These areas are  also characterized by lower rents and home values, as well as fewer vacant units, as shown by the maps  in section MA‐15 and MA‐20.  Are there any community assets in these areas/neighborhoods?  These areas are adjacent to a variety of amenities in the City, including access to the City schools and  parks, as well as grocery stores, and service providers.  Are there other strategic opportunities in any of these areas?  Areas with high concentrations of low income and poverty level households may present an opportunity  for investment through services and public facility funding.             Consolidated Plan PALM DESERT      82 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-50.1 2016 Poverty City of Palm Desert 2016 ACS, Tigerline     Consolidated Plan PALM DESERT      83 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-50.2 2016 Hispanic City of Palm Desert 2016 ACS, Tigerline     Consolidated Plan PALM DESERT      84 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Map MA-50.3 2016 Renters City of Palm Desert 2016 ACS, Tigerline       Consolidated Plan PALM DESERT      85 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Strategic Plan  SP‐05 Overview  Strategic Plan Overview  The Strategic Plan is the culmination of findings from the Needs Assessment, Market Analysis, public  input, and the City’s 2017 Analysis of Impediments to fair Housing Choice.  The following goals have  been identified as the overarching strategies for the 2018‐2022 Consolidated Plan:    1. Support efforts to combat homelessness  2. Enhance public facilities  3. Provide support for public service programs  4. Increase availability of affordable housing  5. Increase fair housing activities      Consolidated Plan PALM DESERT      86 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐10 Geographic Priorities – 91.215 (a)(1)  Geographic Area  Table 47 ‐ Geographic Priority Areas    General Allocation Priorities  Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA  for HOPWA)  CDBG funds are not allocated geographically, and area available to eligible households Citywide.      Consolidated Plan PALM DESERT      87 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐25 Priority Needs ‐ 91.215(a)(2)  Priority Needs  Table 48 – Priority Needs Summary  1 Priority Need  Name  Homelessness  Priority Level High  Population Chronic Homelessness  Individuals  Families with Children  Mentally Ill  Chronic Substance Abuse  veterans  Persons with HIV/AIDS  Victims of Domestic Violence  Unaccompanied Youth  Geographic  Areas Affected  Citywide  Associated  Goals  Support efforts to combat homelessness  Description Homelessness continues to be a need within Palm Desert.  While the City  continues to support efforts that seek to end homelessness, it remains a high  priority in the City.  Basis for  Relative Priority   Priorities based on the Needs Assessment and public input.  2 Priority Need  Name  Special Needs Populations  Priority Level High  Population 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  Citywide  Associated  Goals  Provide support for public service programs      Consolidated Plan PALM DESERT      88 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Description There are numerous special needs population in the City of Palm Desert that are  in‐need.  These households have a variety of housing and service needs and  continue to be a high priority within the City.  Basis for  Relative Priority   Priorities based on the Needs Assessment and public input.  3 Priority Need  Name  Low‐to‐Moderate Income Housing  Priority Level High  Population Extremely Low  Low  Moderate  Geographic  Areas Affected  Citywide  Associated  Goals  Increase availability of affordable housing  Description Housing for low to moderate income households is a high priority in the City as  so many households face cost burdens and other housing problems.   Basis for  Relative Priority   Priorities based on the Needs Assessment and public input.  4 Priority Need  Name  Public Facilities  Priority Level High  Population Non‐housing Community Development  Geographic  Areas Affected  Citywide  Associated  Goals  Enhance public facilities  Description Public Facilities, including infrastructure, continues to be a highly rated need in  the City of Palm Desert.  Basis for  Relative Priority   Priorities based on the Needs Assessment and public input.  5 Priority Need  Name  Fair Housing  Priority Level High      Consolidated Plan PALM DESERT      89 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Population Extremely Low  Low  Moderate  Middle  Large Families  Families with Children  Elderly  Public Housing Residents  Geographic  Areas Affected  Citywide  Associated  Goals  Increase fair housing activities  Description Findings from the City's 2017 Analysis of Impediments, suggest the need for  additional Fair Housing activities in the City.  The City has rated this as a high  need.  Basis for  Relative Priority   Priorities based on the Needs Assessment and public input.    Narrative (Optional)        Consolidated Plan PALM DESERT      90 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐30 Influence of Market Conditions – 91.215 (b)  Influence of Market Conditions  Affordable Housing Type Market Characteristics that will influence   the use of funds available for housing type Tenant Based Rental  Assistance (TBRA)  The City does not use TBRA funds.  TBRA for Non‐Homeless  Special Needs  The City does not use TBRA funds.  New Unit Production While the production of new units continues to rise, the City’s limited  resources prohibits the use of funds to develop new units on any scale.  Rehabilitation While the number of vacant units continues to decrease, the rated need  for unit rehabilitation is low.      Acquisition, including  preservation  Due to limited funding and the high cost of housing, the availability of the  City to commit funds to acquisition is low.  Table 49 – Influence of Market Conditions            Consolidated Plan PALM DESERT      91 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐35 Anticipated Resources ‐ 91.215(a)(4), 91.220(c)(1,2)  Introduction     Anticipated Resources  Program Source of  Funds  Uses of Funds Expected Amount Available Year 1 Expected  Amount  Available  Remainder  of ConPlan   $ Narrative Description Annual  Allocation:  $  Program  Income: $  Prior Year  Resources:  $  Total: $  CDBG public ‐  federal  Acquisition  Admin and Planning Economic  Development  Housing  Public Improvements Public Services 322,867 0 0 322,867 0      Table 50 ‐ Anticipated Resources    Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how  matching requirements will be satisfied  The above sources of funding have been identified as available funds to be leveraged with, where and when possible, non‐profit organizations  and other entities awarded CDBG funds to provide assistance to meet the goals and objectives as outlined within the City's Five‐Year  Consolidated Plan and One‐Year Action Plan. Funded organizations will also utilize awarded funds to leverage, where and when possible, dollars  available through the organization as well as other grant awards and/or donations to undertake programs/projects that may not otherwise be  possible.  Organizations have more flexibility to utilize funding more efficiently and effectively to provide needed support services to clients.        Consolidated Plan PALM DESERT      92 OMB Control No: 2506‐0117 (exp. 06/30/2018)    In addition, the County of Riverside Adult Services/Homeless Unit and CoC Collaborative Applicant has  funding allocated for (1) Emergency Shelter, (2) Prevention, (3) Rapid Re‐Housing, (4) Outreach, (5)  HMIS/data collection, and (6) ESG Administration.  The City continues to provide its allocation of Pro‐ Rata Share funding to the County for distribution through the CoC; however, the County has indicated  that it is unable to provide the City with the dollar amount of its share, but does recognize that the City  is participating.  Palm Desert Housing Authority Revenue (Program) Income:  (Formerly referred to as Redevelopment  Housing Set‐Aside Funds): Formerly, Set‐Aside Funds were used for housing activities such as  acquisition, rehabilitation, new construction, rental assistance, and the Homebuyers Down Payment  Assistance Program.  The Palm Desert Housing Authority is the housing successor entity established to  preserve existing housing units and affordability of its current portfolio; however, funding is limited to  revenues derived from the properties and programs (rents, sales, payoffs, etc.).  If appropriate, describe publically owned land or property located within the jurisdiction that  may be used to address the needs identified in the plan  Discussion  The City will continue to allocate CDBG funding and other sources of funding when and where available  to meet the needs of qualifying individuals as designated by the U.S. Department of Housing and Urban  Development (HUD).  Programs and projects will be targeted that address goals and objectives identified  within the Action Plan and Consolidated Plan.  In addition, the funds will be targeted so as to provide the  maximize benefit to those in need.      Consolidated Plan PALM DESERT      93 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐40 Institutional Delivery Structure – 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.  Responsible Entity Responsible Entity  Type  Role Geographic Area Served  City of Palm Desert Government Planning Jurisdiction  Table 51 ‐ Institutional Delivery Structure  Assess of Strengths and Gaps in the Institutional Delivery System  The City’s Community Services Division, Special Programs Department will be the primary department  responsible for the implementation of the Consolidated Plan. Staff members will implement the  Consolidated Plan with the assistance and cooperation of other departments, agencies, developers,  entities, non‐profit organizations, for profit organizations, public institutions, etc. Since specific, external  partners are unknown at this time and what role they will play in the future, potential partners as well  as the strengths and gaps are identified and based on a broad spectrum of situations. However, the City  will work with in and all potential partners where and when possible to fulfill the needs and goals  identified within the Consolidated Plan.  The primary gaps in the institutional delivery system fall within a lack of resources and a lack of  coordinated efforts across public and private service providers. In recent years, some of these gaps have  been addressed with coordinated efforts through the CoC, the implementation of the 211 Community  Connect System, and improved organization among organizations.  However, the needs in the  community continue to outweigh the available resources.    Availability of services targeted to homeless persons and persons with HIV and mainstream  services   Homelessness Prevention  Services  Available in the  Community  Targeted to  Homeless  Targeted to People  with HIV  Homelessness Prevention Services  Counseling/Advocacy X X X  Legal Assistance X X    Mortgage Assistance X X    Rental Assistance X X X  Utilities Assistance     X  Street Outreach Services  Law Enforcement           Mobile Clinics           Other Street Outreach Services X X X  Supportive Services  Alcohol & Drug Abuse X X X  Child Care X X     Education X X X      Consolidated Plan PALM DESERT      94 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Employment and Employment  Training X X     Healthcare X X X  HIV/AIDS X X X  Life Skills X X X  Mental Health Counseling X X X  Transportation X X X  Other     Table 52 ‐ Homeless Prevention Services Summary  Describe how the service delivery system including, but not limited to, the services listed  above meet the needs of homeless persons (particularly chronically homeless individuals and  families, families with children, veterans and their families, and unaccompanied youth)  Through the collaboration between the City, service providers, County of Riverside, and CoC services are  designed to meet the needs of homeless persons and their individual needs. However, some may only  require or want limited services such as temporary shelter during extreme weather conditions, food, a  place to cleanup, and medical services when needed.  This network of services provides a variety of  housing and service need for homeless and at‐rick households  Describe the strengths and gaps of the service delivery system for special needs population  and persons experiencing homelessness, including, but not limited to, the services listed  above  The delivery system is limited by funding and coordination efforts.  However, the City continues to work  with organizations to fill the gaps in the delivery system and create a comprehensive network of care.   There is insufficient resources to expand services or fill gaps that may exist, including access to  healthcare and mental health services in the community.  However, the City, County, CoC, service  providers, etc. will continue to partner and leverage funds to provide needed services to all target  groups, but on a limited bases. Services provided will be determined by the service providers given that  it is these organizations that develop the programs and services and associated budget required to  operate. Through continued partnerships, all parties obtain a clear picture not only of the service needs  but the financial need as well.  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  In addition to those strategies identified above within the Strategic Plan, the City will address gaps as  follows in any combination that provides the maximum benefit and/or change:   Work with service providers to develop programs and locate sources of funding to maintain  and/or expand services where and when possible   Work to leverage funds between organizations where they will have the greatest impact   Work with service providers to develop job training programs and employment options      Consolidated Plan PALM DESERT      95 OMB Control No: 2506‐0117 (exp. 06/30/2018)   Work to continue improving political will to address homeless   Continue partnerships and collaboration between agencies and service providers   Continue to work with CoC to address needs of homeless and special needs services   The City will continue to provide CDBG, City General Funds, Housing Program Funds, and other  types of funds that may become available to address homeless, non‐homeless (housing) special  needs, affordable housing, etc.        Consolidated Plan PALM DESERT      96 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐45 Goals Summary – 91.215(a)(4)  Goals Summary Information   Sort  Order  Goal Name Start  Year  End  Year  Category Geographic  Area  Needs Addressed Funding Goal Outcome Indicator 1 Support efforts to  combat  homelessness  2018 2022 Homeless  Citywide Homelessness CDBG:  $92,000  Homelessness Prevention: 5,000  Persons Assisted  Homeless Person Overnight Shelter:  500 Persons Assisted 2 Enhance public  facilities  2018 2022 Non‐Housing  Community  Development  Citywide Public Facilities CDBG:  $839,454  Public Facility or Infrastructure  Activities other than Low/Moderate  Income Housing Benefit: 50,000  Persons Assisted 3 Provide support for  public service  programs  2018 2022 Non‐Homeless  Special Needs   Citywide Special Needs  Populations  CDBG:  $150,150  Public service activities other than  Low/Moderate Income Housing  Benefit: 2,250 Persons Assisted  4 Increase availability  of affordable  housing  2018 2022 Affordable Housing  Citywide Low‐to‐Moderate  Income Housing  CDBG:  $209,863  Direct Financial Assistance to  Homebuyers: 5 Households Assisted  5 Increase fair  housing activities  2018 2022  Fair Housing  Citywide Fair Housing CDBG:  $185,500  Other:  1 Other  Table 53 – Goals Summary           Consolidated Plan PALM DESERT      97 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Goal Descriptions    1 Goal Name Support efforts to combat homelessness  Goal  Description  The City will fund efforts that provide services and housing to homeless households, service providers that serve homeless  populations, and increase homeless prevention activities.    2 Goal Name Enhance public facilities  Goal  Description  The City of Palm Desert will enhance public facilities through funding improvement project to the benefit of low to  moderate income households in the City.  3 Goal Name Provide support for public service programs  Goal  Description  The City will provide funds for public service programs that serve special needs populations in the City.  4 Goal Name Increase availability of affordable housing  Goal  Description  The City will fund opportunities for low to moderate income households to access affordable housing options in the City.  5 Goal Name Increase fair housing activities  Goal  Description  The City will dedicate funds to increase Fair Housing activities in the City.    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)  Not Applicable.        Consolidated Plan PALM DESERT      98 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐50 Public Housing Accessibility and Involvement – 91.215(c)  Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary  Compliance Agreement)   Not Applicable.  Activities to Increase Resident Involvements  Not Applicable.  Is the public housing agency designated as troubled under 24 CFR part 902?  Not Applicable.  Plan to remove the ‘troubled’ designation   Not Applicable.        Consolidated Plan PALM DESERT      99 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐55 Barriers to affordable housing – 91.215(h)  Barriers to Affordable Housing  The highest rated barriers, as found by the 2018 Housing and Community Development Needs survey  found that a Not in My Back Yard (NIMBY) mentality is the top barrier for the development or  preservation of affordable housing.  This was followed by zoning and land use policies.  Strategy to Remove or Ameliorate the Barriers to Affordable Housing  The City’s permitting process and infrastructure requirements are comparable to those of surrounding  Coachella Valley cities. Although some application fees may have increased, they remain average as  compared to other jurisdictions in the region.  General Plan and zoning land use designations allow for  all types of development and a broad range of densities, including vertical mixed use.  The City’s housing  policies and programs have been established and implemented, as necessary, to assure that  governmental constraints are minimized.          Consolidated Plan PALM DESERT      100 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐60 Homelessness Strategy – 91.215(d)  Reaching out to homeless persons (especially unsheltered persons) and assessing their  individual needs  The County of Riverside CoC has established chronically homeless persons as the highest need priority  based on the goals HUD has established in its Opening Doors Federal and Strategic Plan to Prevent and  End Homelessness. The CoC has implemented a Coordinated Entry System (CES) to ensure appropriate  intervention is utilized to serve those living on the streets and providing for a prioritization of  vulnerability and linkage to community resources and housing based on the vulnerability prioritization.  Within the CoC, there are several outreach teams from County, cities, and nonprofit homeless providers  that cover specific populations or geographic regions in the County. There are also specific outreach  teams serving the mentally ill, veterans, youth and chronic homeless. The teams collaborate weekly and  each conducts daily mobile outreach and provides client services focused on the chronically homeless  populations living on the streets to connect them with supportive services and achieve housing stability.  The Behavioral Health Systems Department has outreach peer specialists that perform initial field  assessments, in depth assessments, referrals to all contacts, linkage to various community organizations.  Addressing the emergency and transitional housing needs of homeless persons  The Housing First approach adopted by the County and CoC requires that homeless are helped into  permanent housing or rapid re‐housing as soon as possible. Transitional housing beds have begun to  decrease in the county and permanent housing is increasing because of reallocations made in the HUD  CoC Program Consolidated Application and the CoC’s success in obtaining new funding for Permanent  Supportive Housing. Both Transitional Housing and Emergency shelters focus on lessening the time that  a homeless person or family’s length of time homeless (LOTH) in the shelter by effective and quick  assessment of homeless clients and getting them stabilized into permanent housing with intensive case  management initially and support in the initial phase of residency in permanent housing. This period will  serve as a time to address the other needs to maintain self‐sufficiency either by accessing mainstream  benefits, employment or medical or mental health support.   The CoC works with the Economic Development Agency and other public funding agencies to integrate  CoC Programs, Emergency Solutions Grant, Social Services to Veteran Families (SSVF), and CDBG funding  to increase the number of individuals and families with children with rapid re‐housing.  In addition,  other non‐McKinney‐Vento funding sources, such as Emergency Food and Shelter Program (EFSP),  funded under Federal Emergency Management Agency (FEMA) will be matched as a source for  rental/mortgage assistance for families that are homeless or at‐risk of homelessness in the county’s  strategy to meet this goal.           Consolidated Plan PALM DESERT      101 OMB Control No: 2506‐0117 (exp. 06/30/2018)  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 CoC implemented a countywide Coordinated Entry System to assess homeless individuals/families  using the VI‐SPDAT that tracks the length of time a client has been on the streets or in Emergency  Shelter. DPSS use HUD CoC Program planning grant funding to measure system‐wide performance in  HMIS, such as length of time homeless. This is used to help the CoC prioritize and house those with  longest length of time homeless. The planning process also included working with the CoC Standards  and Evaluation Committee to continue developing strategies to prioritize CH individuals/families with  longest time homeless and most severe needs, including:     Increasing the supply of permanent supportive housing and rapid rehousing;   Housing individuals/families identified in CES with the longest time homeless first; and   Using HMIS data to record episodes of homelessness and destination at program exit to track  agency and system performance.  The CoC has also adopted a “Housing First” approach that is based on new evidenced‐based and  promising practices and endorsed by HUD to place a homeless individual or family in permanent housing  and provide services to keep them stably housed.  Homeless CoC youth providers have implemented outreach and service based events in the  communities to draw homeless youth, unaccompanied and transitional age into contact with services  available to them. The Operation SafeHouse is the only CoC youth provider that has opened a  permanent supportive housing program called Harrison House, for transitional age youth, in the eastern  desert region of Riverside County.  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  The County of Riverside CoC Discharge Policy is mandated by the State and followed by the CoC. The  CoC established a Discharge Planning Committee, responsible for implementing policies and protocols  and coordinating with various organizations, to ensure that persons being discharged from a publicly‐ funded institution or system of care are not discharged immediately into homelessness. The goals are to  identify discharge housing needs inclusive of housing and supportive services and to link the individual  with community resources that will include mental health services, substance abuse support, and  housing. The Hospital Association of Southern California Inland Area serves as the lead agency on the  Discharge Planning Committee to facilitate communication regarding the discharge planning needs of  homeless persons from acute care hospitals. The Riverside County University Health System – Behavioral  Health, collaborates with DPSS and the CoC in the coordination and implementation of discharge  planning for homeless individuals disabled by a serious mental health and/or substance abuse      Consolidated Plan PALM DESERT      102 OMB Control No: 2506‐0117 (exp. 06/30/2018)  disorder(s). Foster Care and Extended Foster Care programs help transition dependent youth who are  emancipating from foster care to independent living. The Department of Public Social Services, Riverside  Sheriff’s, and Probation Department support the Continuum of Care’s mission of working towards  reintegrating persons leaving correctional facilities to community based living and self‐sufficiency.        Consolidated Plan PALM DESERT      103 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐65 Lead based paint Hazards – 91.215(i)  Actions to address LBP hazards and increase access to housing without LBP hazards  The City addresses this issue on a case‐by‐case basis through the following steps:  Step 1:  As newer homes are built under stricter environmental guidelines and the sale and  rental of older homes are regulated to protect potential buyers and renters, while Lead‐based  Paint Hazard is still a potential problem, it has allowed for better protection to children and  adults.  This minimizes lead based paint hazards in new homes.  Step 2:  The City will work with the County, residents or others to address the issue of Lead‐ based Paint Hazards through testing and abatement efforts on a case‐by‐case basis.  State law as  amended under Section 302 requires housing agencies to conduct random samples of dwelling  units, common areas, and exteriors to determine the presence of lead‐based paint hazards in  pre‐1979 family developments where children live or are expected to visit.   Step 3:  The City’s Housing Department and Building and Safety Department will ensure that  regulations related to enforcement of lead‐based paint are carried out on City projects and on  private projects, when possible, through remodels and rehabilitations of older  units.  Distribution of educational brochures as well as inspections will be undertaken given  specific situation.   Step 4:  The City will also refer calls to Citadel a firm that assist residents and businesses with  Lead Based Paint, mold, and other hazards.   Step 5:  The City contracts with Fair Housing Council of Riverside County, which will also  distribute brochures and attend events to educate and increase awareness of this hazard.    How are the actions listed above related to the extent of lead poisoning and hazards?  The action noted above relate in that if lead poisoning did occur or was reported to the City, these are  the steps that the City would undertake to remediate lead poisoning and hazards.  However, there have  been no reports of lead poisoning and hazards to the City in recent years.  The City addresses all  reported cases as they arise; however, educational materials are distributed and available throughout  the year through the City’s Building and Safety Department and Housing Department.  How are the actions listed above integrated into housing policies and procedures?  The actions noted above are part of an approved procedure that the City follows to remediate cases.  In  addition, it is standard practice to work with other agencies specifically established to address these  types of cases.  The City also contracts with Riverside County Fair Housing Council to educate residents  and increase awareness as part of the City’s annual contract to provide services.      Consolidated Plan PALM DESERT      104 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐70 Anti‐Poverty Strategy – 91.215(j)  Jurisdiction Goals, Programs and Policies for reducing the number of Poverty‐Level Families  The Anti‐Poverty effort was established as a result of the Economic Opportunity Action of 1964.  As a  result, the Community Action Program was created through the County of Riverside.  Since 1979, the  Community Action Program has assisted low‐income residents in their efforts to become self‐sufficient  and has demonstrated a commitment to the principals of community self‐help and works diligently to  increase awareness of its services and participation among those that are interested and have a desire  to improve their quality of life.  The Community Action Partnership of Riverside County provides services to address poverty.  Such  programs are designed based on needs within the community.  The services are provided through  the County of Riverside and address such issues as (1) dispute resolution center, (2) Riverside County  Individual Development Accounts, (3) utility assistance and weatherization, and (4) tax preparation  assistance.  These programs are designed to educate participating persons on how to improve their  quality of life and a means to becoming financially stable.  Community Action also assists other public institutes, non‐profit organizations, and residents in their  efforts to eliminate the conditions that bring about poverty.  The broadest mission of the City will be to  address the root causes of poverty and to eliminate the conditions of poverty through well planned  programs and services, where and when it can.  Through programs offered through the City, service  providers, and Community Action homeless, very low to low‐income individuals and families will attain  the assistance, skills, knowledge, and motivation necessary to achieve dignity and self‐sufficiency if they  so choose to take advantage of the programs offered.  In response to the needs and issues identified  throughout the Consolidated Plan, the City’s has outlined how it will address poverty.  Since many needs  and associated programs of low‐income (non poverty) are similar to those considered at the poverty  level, they will be addressed in a similar fashion as outlined throughout the Consolidated Plan such as:   Employment and Education:  Jobs, job training, technical assistance, adult literacy, and life skills   Housing:  Affordable Housing; home repair and rehabilitation; emergency, transition, and  permanent supportive housing   Safety Net Services:  Food panties, basic nutrition, counseling, financial management, and other  forms of assistance when identified   The various programs in conjunction with other programs offered within the community and Coachella  Valley as a whole benefit all persons considered low‐income and especially those identified as facing  poverty.         Consolidated Plan PALM DESERT      105 OMB Control No: 2506‐0117 (exp. 06/30/2018)  How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this  affordable housing plan  The City's Economic Development Department staff works to bring new business to the City which  results in more employment opportunities.  In addition, Special Program Department coordination and  focus on activities relative to homeless and the CDBG Program further focus on addressing the needs of  those in need, especially those identified at the poverty level.  Through the combination and  coordination of these departments and the City's overall goals and policies put in place to provide  support services and affordable housing the goals, programs, and policies should be in‐line to create a  unified approach to address this target population.      Consolidated Plan PALM DESERT      106 OMB Control No: 2506‐0117 (exp. 06/30/2018)  SP‐80 Monitoring – 91.230  Describe the standards and procedures that the jurisdiction will use to monitor activities  carried out in furtherance of the plan and will use to ensure long‐term compliance with  requirements of the programs involved, including minority business outreach and the  comprehensive planning requirements  The City of Palm Desert’s Special Programs Department will be responsible for monitoring of all CDBG  Program funded activities including internal (i.e., proper IDIS reporting, CDBG Program oversight) and  external (i.e., subrecipients) activities.  The guiding principal and objectives of the monitoring is to  ensure that the primary benefits of all activities are intended, directed, and received by targeted groups  including, but not limited to, low and moderate income households, homeless, elderly, at‐risk youth,  persons with disabilities, special needs households, etc.  Monitoring also involves the check and balance  to keep the City on track to meet the identified needs and goals within the Consolidated Plan and to  meet performance standards that have been established.    Monitoring activities will be carried out through the following methods:     Project Reporting:  Necessary reporting, including audits will be submitted and reviewed on a  monthly and/or quarterly basis depending on the report type for all housing, homeless, public  service, public facilities, and other activities to allow prompt and effective program/project  evaluation, corrective actions, and completion.   Contracts and Agreements:  The City will ensure that all contracts and agreements, including  subrecipient agreements and subcontracts, contain the necessary language that details the type  of information required, the appropriate format, and frequency of reporting.   Monitoring Visits:  City staff will conduct on‐site monitoring visits as required (not less than  annually) to all cooperating subrecipients, sponsors, or other agencies conducting activities for  review of record keeping, project activities accessibility, performance, etc.  The City will also  continue to providing annual training to cooperating subrecipients and other agencies as  required covering procurement, reporting, performance, etc. requirements.   Federal Regulatory Compliance:  City staff will ensure that all funded activities comply with  applicable Federal regulations including environmental clearance, labor compliance,  procurement, affirmative action, equal opportunity, fair housing, etc.   CDBG Funded Project Review:  City staff will review and analyze all proposed uses of funds, both  County and cooperative cities, to ensure adherence and continuity with the Consolidated Plan.    Other:  City staff will ensure that subrecipients, sponsors, and other agencies are in compliance  with City and HUD regulations and guidelines      Consolidated Plan PALM DESERT      107 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Expected Resources   AP‐15 Expected Resources – 91.220(c)(1,2)  Introduction  The following resources are expected to be available in the 2018 Program Year.  Anticipated Resources  Program Source of  Funds  Uses of Funds Expected Amount Available Year 1 Expected  Amount  Available  Remainder  of ConPlan   $ Narrative Description Annual  Allocation:  $  Program  Income: $  Prior Year  Resources:  $  Total: $  CDBG public ‐  federal  Acquisition  Admin and Planning Economic  Development  Housing  Public Improvements Public Services 322,867 0 0 322,867 0      Table 54 ‐ Expected Resources – Priority Table    Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how  matching requirements will be satisfied  The above sources of funding have been identified as available funds to be leveraged with, where and when possible, non‐profit organizations  and other entities awarded CDBG funds to provide assistance to meet the goals and objectives as outlined within the City's Five‐Year  Consolidated Plan and One‐Year Action Plan. Funded organizations will also utilize awarded funds to leverage, where and when possible, dollars  available through the organization as well as other grant awards and/or donations to undertake programs/projects that may not otherwise be  possible.  Organizations have more flexibility to utilize funding more efficiently and effectively to provide needed support services to clients.     Consolidated Plan PALM DESERT      108 OMB Control No: 2506‐0117 (exp. 06/30/2018)  In addition, the County of Riverside Adult Services/Homeless Unit and CoC Collaborative Applicant has  funding allocated for (1) Emergency Shelter, (2) Prevention, (3) Rapid Re‐Housing, (4) Outreach, (5)  HMIS/data collection, and (6) ESG Administration.  The City continues to provide its allocation of Pro‐ Rata Share funding to the County for distribution through the CoC; however, the County has indicated  that it is unable to provide the City with the dollar amount of its share, but does recognize that the City  is participating.  Palm Desert Housing Authority Revenue (Program) Income:  (Formerly referred to as Redevelopment  Housing Set‐Aside Funds): Formerly, Set‐Aside Funds were used for housing activities such as  acquisition, rehabilitation, new construction, rental assistance, and the Homebuyers Down Payment  Assistance Program.  The Palm Desert Housing Authority is the housing successor entity established to  preserve existing housing units and affordability of its current portfolio; however, funding is limited to  revenues derived from the properties and programs (rents, sales, payoffs, etc.).  If appropriate, describe publically owned land or property located within the jurisdiction that  may be used to address the needs identified in the plan  Not Applicable.  Discussion  The City will continue to allocate CDBG funding and other sources of funding when and where available  to meet the needs of qualifying individuals as designated by the U.S. Department of Housing and Urban  Development (HUD).  Programs and projects will be targeted that address goals and objectives identified  within the Action Plan and Consolidated Plan.  In addition, the funds will be targeted so as to provide the  maximize benefit to those in need.      Consolidated Plan PALM DESERT      109 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Annual Goals and Objectives    AP‐20 Annual Goals and Objectives  Goals Summary Information   Sort  Order  Goal Name Start  Year  End  Year  Category Geographic  Area  Needs Addressed Funding Goal Outcome Indicator 1 Support efforts to  combat  homelessness  2018 2022 Homeless  Citywide Homelessness CDBG:  $18,000  Homelessness Prevention: 1,500 Persons  Assisted  Homeless Person Overnight Shelter: 150  Persons Assisted  2 Enhance public  facilities  2018 2022 Non‐Housing  Community  Development  Citywide Public Facilities CDBG:  $238,869  Public Facility or Infrastructure Activities  other than Low/Moderate Income  Housing Benefit: 11,024 Persons Assisted  3 Provide support for  public service  programs  2018 2022 Non‐Homeless  Special Needs   Citywide Special Needs  Populations  CDBG:  $30,430  Public service activities other than  Low/Moderate Income Housing Benefit:  469 Persons Assisted  4 Increase fair housing  activities  2018 2022  Fair Housing  Citywide Fair Housing CDBG:  $37,100  Other:  1 Other  Table 55 – Goals Summary    Goal Descriptions    1 Goal Name Support efforts to combat homelessness  Goal  Description  The City will fund efforts that provide services and housing to homeless households, service providers that serve homeless  populations, and increase homeless prevention activities.        Consolidated Plan PALM DESERT      110 OMB Control No: 2506‐0117 (exp. 06/30/2018)  2 Goal Name Enhance public facilities  Goal  Description  The City of Palm Desert will enhance public facilities through funding improvement project to the benefit of low to  moderate income households in the City.  3 Goal Name Provide support for public service programs  Goal  Description  The City will provide funds for public service programs that serve special needs population in the City.  4 Goal Name Increase fair housing activities  Goal  Description  The City will dedicate funds to increase Fair Housing activities in the City.        Consolidated Plan PALM DESERT      111 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Projects   AP‐35 Projects – 91.220(d)  Introduction   The following section describes the projects to be undertaken during the 2018 fiscal year.    Projects  # Project Name  1 Desert Aids Project  2 Desert Arc  3 JFK Memorial Foundation  4 Joslyn Center  5 Martha's Village & Kitchen  6 Neuro Vitality Center  7 Coachella Valley Rescue Mission  8 Council on Aging Southern California  9 Desert Ability Center  10 Martha's Village & Kitchen (public service) 11 Operation SafeHouse  12 Fair Housing Council  Table 56 – Project Information    Describe the reasons for allocation priorities and any obstacles to addressing underserved  needs  The allocation priorities outlined by these projects are based on the Priority Needs as established in this  Plan.  Each of these projects meet the priority needs that have been identified in a variety of capacities.   The City received a variety of applications for funding and selected projects that were both within the  capacity of the City’s CDBG Program, aligned with national objectives, and were within the scope of  needs presented in this Consolidated Plan and 2018 Action Plan. Funding was provided based on several  factors such as:   Project/Program Cost   Citizens Participation   Knowledge of organization and services provided   Experience and impact of organization on its target population   Benefit to community   Community need vs. gap   Funding History   Eligibility        Consolidated Plan PALM DESERT      112 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐38 Project Summary  Project Summary Information  1 Project Name Desert Aids Project  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $30,000  Description Energy Efficiency/Lighting  Project (Phase I)  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  2,3000 Persons  Location Description    Planned Activities Energy Efficiency/Lighting  Project (Phase I)  2 Project Name Desert Arc  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $70,000  Description Building No. 1:  Client Restroom Upgrade  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  374 Persons  Location Description    Planned Activities Building No. 1:  Client Restroom Upgrade  3 Project Name JFK Memorial Foundation  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $27,500      Consolidated Plan PALM DESERT      113 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Description Interior Paint and Minor Facility Improvements  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  6,700 Persons  Location Description    Planned Activities Interior Paint and Minor Facility Improvements  4 Project Name Joslyn Center  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $25,000  Description Energy Efficiency Project/HVAC System – Phase II  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  800 Persons  Location Description    Planned Activities Energy Efficiency Project/HVAC System – Phase II  5 Project Name Martha's Village & Kitchen  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $60,750  Description Energy Efficiency Project/HVAC System (Phase III/Final) (Dan Dunlap Center)  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  350 Persons  Location Description        Consolidated Plan PALM DESERT      114 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Planned Activities Energy Efficiency Project/HVAC System (Phase III/Final) (Dan Dunlap Center)  6 Project Name Neuro Vitality Center  Target Area Citywide  Goals Supported Enhance public facilities  Needs Addressed Public Facilities  Funding CDBG: $25,619  Description Interior Paint Project for main facility/building  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  500 Persons  Location Description    Planned Activities Interior Paint Project for main facility/building  7 Project Name Coachella Valley Rescue Mission  Target Area Citywide  Goals Supported Support efforts to combat homelessness  Needs Addressed Special Needs Populations  Funding CDBG: $10,000  Description Emergency Food and Shelter Program  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  1,500 Persons  Location Description    Planned Activities Emergency Food and Shelter Program  8 Project Name Council on Aging Southern California  Target Area    Goals Supported Provide support for public service programs  Needs Addressed Special Needs Populations  Funding CDBG: $10,000  Description Ombudsman/Oversight of Long‐Term Care Facilities      Consolidated Plan PALM DESERT      115 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  44 Persons  Location Description    Planned Activities Ombudsman/Oversight of Long‐Term Care Facilities  9 Project Name Desert Ability Center  Target Area  Citywide  Goals Supported Provide support for public service programs  Needs Addressed Special Needs Populations  Funding CDBG: $10,000  Description Disability Sports Festival  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  75 Persons  Location Description    Planned Activities Disability Sports Festival  10 Project Name Martha's Village & Kitchen (public service)  Target Area    Goals Supported Provide support for public service programs  Needs Addressed Special Needs Populations  Funding CDBG: $10,430  Description Food Program  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  350 Persons  Location Description    Planned Activities Food Program  11 Project Name Operation SafeHouse  Target Area        Consolidated Plan PALM DESERT      116 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Goals Supported Support efforts to combat homelessness  Needs Addressed Homelessness  Funding CDBG: $8,000  Description Youth Transitional Housing Program  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  150 Persons  Location Description    Planned Activities Youth Transitional Housing Program  12 Project Name Fair Housing Council  Target Area Citywide  Goals Supported Increase fair housing activities  Needs Addressed Fair Housing  Funding CDBG: $37,100  Description Tenant/Landlord complaints and resolution services,  education/outreach, auditing and surveys, etc. to further Fair  Housing  Target Date    Estimate the number and type of  families that will benefit from the  proposed activities  Administrative cost. No direct benefit.  Location Description    Planned Activities Tenant/Landlord complaints and resolution services,  education/outreach, auditing and surveys, etc. to further Fair  Housing        Consolidated Plan PALM DESERT      117 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐50 Geographic Distribution – 91.220(f)  Description of the geographic areas of the entitlement (including areas of low‐income and  minority concentration) where assistance will be directed   The City does not target funds geographically.  Geographic Distribution  Target Area Percentage of Funds  Citywide 100%  Table 57 ‐ Geographic Distribution     Rationale for the priorities for allocating investments geographically   Not Applicable.  Discussion  Not Applicable.        Consolidated Plan PALM DESERT      118 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Affordable Housing   AP‐55 Affordable Housing – 91.220(g)  Introduction  The City will not undertake any housing activities in the 2018 Program Year.  One Year Goals for the Number of Households to be Supported  Homeless 0  Non‐Homeless 0  Special‐Needs 0  Total 0  Table 58 ‐ One Year Goals for Affordable Housing by Support Requirement    One Year Goals for the Number of Households Supported Through  Rental Assistance 0  The Production of New Units 0  Rehab of Existing Units 0  Acquisition of Existing Units 0  Total 0  Table 59 ‐ One Year Goals for Affordable Housing by Support Type  Discussion            Consolidated Plan PALM DESERT      119 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐60 Public Housing – 91.220(h)  Introduction  The City will not undertake any projects to address public housing in the 2018 Program Year.  Actions planned during the next year to address the needs to public housing  Not Applicable.  Actions to encourage public housing residents to become more involved in management and  participate in homeownership  Not Applicable.  If the PHA is designated as troubled, describe the manner in which financial assistance will be  provided or other assistance   Not Applicable.  Discussion  Not Applicable.      Consolidated Plan PALM DESERT      120 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐65 Homeless and Other Special Needs Activities – 91.220(i)  Introduction  The City of Palm Desert will continue to work with outside agencies and fund opportunities that help  prevent and reduce homelessness.  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 of Riverside CoC has established chronically homeless persons as the highest need priority  based on the goals HUD has established in its Opening Doors Federal and Strategic Plan to Prevent and  End Homelessness. The CoC has implemented a Coordinated Entry System (CES) to ensure appropriate  intervention is utilized to serve those living on the streets and providing for a prioritization of  vulnerability and linkage to community resources and housing based on the vulnerability prioritization.  Within the CoC, there are several outreach teams from County, cities, and nonprofit homeless providers  that cover specific populations or geographic regions in the County. There are also specific outreach  teams serving the mentally ill, veterans, youth and chronic homeless. The teams collaborate weekly and  each conducts daily mobile outreach and provides client services focused on the chronically homeless  populations living on the streets to connect them with supportive services and achieve housing stability.  The Behavioral Health Systems Department has outreach peer specialists that perform initial field  assessments, in depth assessments, referrals to all contacts, linkage to various community organizations.  Addressing the emergency and transitional housing needs of homeless persons  The Housing First approach adopted by the County and CoC requires that homeless are helped into  permanent housing or rapid re‐housing as soon as possible. Transitional housing beds have begun to  decrease in the county and permanent housing is increasing because of reallocations made in the HUD  CoC Program Consolidated Application and the CoC’s success in obtaining new funding for Permanent  Supportive Housing. Both Transitional Housing and Emergency shelters focus on lessening the time that  a homeless person or family’s length of time homeless (LOTH) in the shelter by effective and quick  assessment of homeless clients and getting them stabilized into permanent housing with intensive case  management initially and support in the initial phase of residency in permanent housing. This period will  serve as a time to address the other needs to maintain self‐sufficiency either by accessing mainstream  benefits, employment or medical or mental health support.   The CoC works with the Economic Development Agency and other public funding agencies to integrate  CoC Programs, Emergency Solutions Grant, Social Services to Veteran Families (SSVF), and CDBG funding  to increase the number of individuals and families with children with rapid re‐housing.  In addition,  other non‐McKinney‐Vento funding sources, such as Emergency Food and Shelter Program (EFSP),  funded under Federal Emergency Management Agency (FEMA) will be matched as a source for  rental/mortgage assistance for families that are homeless or at‐risk of homelessness in the county’s  strategy to meet this goal.      Consolidated Plan PALM DESERT      121 OMB Control No: 2506‐0117 (exp. 06/30/2018)  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 CoC implemented a countywide Coordinated Entry System to assess homeless individuals/families  using the VI‐SPDAT that tracks the length of time a client has been on the streets or in Emergency  Shelter. DPSS use HUD CoC Program planning grant funding to measure system‐wide performance in  HMIS, such as length of time homeless. This is used to help the CoC prioritize and house those with  longest length of time homeless. The planning process also included working with the CoC Standards  and Evaluation Committee to continue developing strategies to prioritize CH individuals/families with  longest time homeless and most severe needs, including:     Increasing the supply of permanent supportive housing and rapid rehousing;   Housing individuals/families identified in CES with the longest time homeless first; and   Using HMIS data to record episodes of homelessness and destination at program exit to track  agency and system performance.  The CoC has also adopted a “Housing First” approach that is based on new evidenced‐based and  promising practices and endorsed by HUD to place a homeless individual or family in permanent housing  and provide services to keep them stably housed.  Homeless CoC youth providers have implemented outreach and service based events in the  communities to draw homeless youth, unaccompanied and transitional age into contact with services  available to them. The Operation SafeHouse is the only CoC youth provider that has opened a  permanent supportive housing program called Harrison House, for transitional age youth, in the eastern  desert region of Riverside County.  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  The County of Riverside CoC Discharge Policy is mandated by the State and followed by the CoC. The  CoC established a Discharge Planning Committee, responsible for implementing policies and protocols  and coordinating with various organizations, to ensure that persons being discharged from a publicly‐ funded institution or system of care are not discharged immediately into homelessness. The goals are to  identify discharge housing needs inclusive of housing and supportive services and to link the individual  with community resources that will include mental health services, substance abuse support, and  housing. The Hospital Association of Southern California Inland Area serves as the lead agency on the  Discharge Planning Committee to facilitate communication regarding the discharge planning needs of  homeless persons from acute care hospitals. The Riverside County University Health System – Behavioral  Health, collaborates with DPSS and the CoC in the coordination and implementation of discharge  planning for homeless individuals disabled by a serious mental health and/or substance abuse      Consolidated Plan PALM DESERT      122 OMB Control No: 2506‐0117 (exp. 06/30/2018)  disorder(s). Foster Care and Extended Foster Care programs help transition dependent youth who are  emancipating from foster care to independent living. The Department of Public Social Services, Riverside  Sheriff’s, and Probation Department support the Continuum of Care’s mission of working towards  reintegrating persons leaving correctional facilities to community based living and self‐sufficiency.        Consolidated Plan PALM DESERT      123 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐75 Barriers to affordable housing – 91.220(j)  Introduction:   Actions it planned to remove or ameliorate the negative effects of public policies that serve  as barriers to affordable housing such as land use controls, tax policies affecting land, zoning  ordinances, building codes, fees and charges, growth limitations, and policies affecting the  return on residential investment  The City is not planning to undertake any actions in the 2018 Program Year to remove barriers to  affordable housing at this time. However, the City is engaging in Fair Housing activities, including helping  to fund the Fair Housing Council in program year 2018.  Discussion:       Consolidated Plan PALM DESERT      124 OMB Control No: 2506‐0117 (exp. 06/30/2018)  AP‐85 Other Actions – 91.220(k)  Introduction:   The City will continue to work with a variety of organization to meet the needs of its residents that  remain in‐need.  Actions planned to address obstacles to meeting underserved needs  The City will continue to work toward the reduction/elimination of obstacles to meet underserved needs  through the funding of various organizations that are established to provide direct services to those in  need.  The City is not equipped to provide direct services; therefore, funding organizations that do is  essential to our success in addressing the identified goals and objectives.  The City will continue to  partner with service providers to address obstacles and address barriers that exist.  In addition, the City works with the County of Riverside, the CoC, local agencies, non‐profits, etc. to  address various aspects related to CoC programs and activities, as well as obstacles that face the  underserved in general.  However, the CoC addresses issues relative to homelessness, mental and  physical illnesses, domestic violence, etc. and has a wide range of members where collaboration in other  areas is an option.  Through these working relationships, obstacles such as lack of communication  between agencies, improved services, limited resources, tracking and monitoring, and other needed  resources are obtained, gaps in services are better identified, and there is a more cohesive approach to  identifying and resolving issues.    Actions planned to foster and maintain affordable housing  The City and the Palm Desert Housing Authority will continue to maintain the existing affordable housing  stock through the funding sources identified previously; however, as noted with the elimination of  redevelopment agencies, there is no longer what is considered “20% Set Aside Funds”.  Therefore,  maintaining existing properties and programs will be the primary focus, provided funding is available, for  some time to come.  However, new projects and programs will be planned and implemented where and  when possible.    Actions planned to reduce lead‐based paint hazards  The City’s Building & Safety and Housing departments distribute informational pamphlets on Lead‐Based  Paint Hazards and refer all calls to the County of Riverside Environmental Health Department.  The City  addresses this issue on a case‐by‐case basis through the following steps:   Step 1:  As newer homes are built, stricter environmental guidelines and the sale and rental of  older homes are regulated to protect potential buyers and renters. While lead‐based paint  hazards are still a potential problem, this has allowed for better protection to children and  adults by minimizing lead based paint hazards in new homes.  Step 2:  The City will work with the County, residents, and/or others to address the issue of lead‐ based paint hazards through testing and abatement efforts on a case‐by‐case basis.  State law,  as amended under Section 302, requires housing agencies to conduct random samples of  dwelling units, common areas, and exteriors to determine the presence of lead‐based paint in      Consolidated Plan PALM DESERT      125 OMB Control No: 2506‐0117 (exp. 06/30/2018)  pre‐1979 family developments where children live or are expected to visit.  Step 3: The City’s Housing and Building and Safety departments will ensure that regulations  related to enforcement of lead‐based paint are carried out on both City and private projects,  when possible, through remodels and rehabilitation of older units that require permits or if  brought to the City’s attention.  Step 4:  The City will also refer calls to Citadel or another qualifying firm that assists residents  and businesses with lead‐based paint, mold, and other hazards.  Step 5: The City contracts with Fair Housing Council of Riverside County who is also responsible  for distribution of informational brochures and attending events to educate and increase  awareness of lead‐based paint hazards.    Actions planned to reduce the number of poverty‐level families  The City is continuing to team up with service providers to provide assistance for poverty‐level families,  including funding food and services options during the Program Year.  In addition, the City will seek out  additional partnerships for programs that encourage self‐sufficiency including employment and training,  housing options, and safety net programs.   Actions planned to develop institutional structure   The City will continue to work with outside agencies to maintain and develop relationships, including the  County of Riverside, non‐profit organization, private businesses, the CoC, and non‐profit organizations in  the region.  Actions planned to enhance coordination between public and private housing and social  service agencies  The City will continue to work with various County departments, agencies, and non‐profit organizations  to identify and carry out goals and objectives of the CDBG Program, and to create a more cooperative  working relationship with all interested parties.  The City invites these groups to attend public hearings,  community meetings, and special meetings that address specific programs and projects.  The City has an  approved Citizen’s Participation Plan that it follows in this regard.  In addition, City staff regularly  attends CoC meetings that involve multiple organizations and various County Departments as well as  other local jurisdictions wherein discussions are held on homelessness as well as supportive services to  other at risk groups of individuals and families.    Discussion:   Broadband – In recognizing the importance of affordable internet access to the economic advantage of  households, and the disproportionate access that lower income households have to broadband, the City  will seek out opportunities to fund broadband access in future developments in the City.          Consolidated Plan PALM DESERT      126 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Resiliency – In the event of a natural disaster in the City of Palm Desert, the City may redirect fund to  address the emergency and recovery need of the City and its residents.    The City may elect to use their CDBG funds for emergency, short term assistance when such activities  are not fully funded by FEMA, SBA, or other sources. Typical activities that may not be fully covered by  FEMA and SBA, such as debris removal or an immediate repair to publicly‐owned utilities, would often  qualify as an interim assistance activity under the CDBG program. Interim assistance activities under  §570.201(f)(2) can be undertaken to alleviate emergency conditions. The chief executive officer must  determine that emergency conditions exist that threaten the public health and safety and require  immediate resolution.     CDBG funds can also be used to pay for the deductible amount of a homeowner’s hazard insurance after  a storm as a public service activity. Under 570.207(b)(4), emergency grant payments may be made  directly to the insurance provider on behalf of an income‐eligible individual or family. If there is no  duplication of benefit, this assistance is likely to be a one‐time payment and grantees should be aware  this activity would be subject to the public services cap as set forth at §570.201(e).  CDBG funds can also be used for other public service activities that would assist those impacted by the  disaster. While the general rule is that CDBG funds may not be used for income payments, such as rent  and security deposits, food, and utilities, CDBG funds may be used as emergency grant payments over a  period of up to three consecutive months to the provider of such items or services on behalf of an  individual or family.  Fair Housing – In 2017, the City completed in Analysis of Impediments for Fair Housing Choice (AI).  The  City identified the following Goals to address contributing factors/impediments to fair housing:    Goal #1: Improve access to opportunity to low poverty neighborhoods    Goal #2: Increase the number of affordable units in the existing housing stock    Goal #3: Preserve the affordability of housing units that could convert to market rate housing   Goal #4: Increase the number of new affordable housing units that address the needs of families  with children and disabled persons    Goal #5: Increase the number of housing discrimination complaints filed with and processed by  the Fair Housing Council of Riverside County, Inc. (FHCRC)    Goal #6: Ensure that affordable housing sites are located in high opportunity neighborhoods   Goal #7: Increase the supply of housing designed to meet the needs of households with disabled  members or other special needs      Consolidated Plan PALM DESERT      127 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Program Specific Requirements  AP‐90 Program Specific Requirements – 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    2. The amount of proceeds from section 108 loan guarantees that will be   used during the year to address the priority needs and specific objectives   identified in the grantee's strategic plan    3. The amount of surplus funds from urban renewal settlements   4. The amount of any grant funds returned to the line of credit for which the   planned use has not been included in a prior statement or plan.    5. The amount of income from float‐funded activities   Total Program Income     Other CDBG Requirements     1. The amount of urgent need activities                                  Consolidated Plan PALM DESERT      128 OMB Control No: 2506‐0117 (exp. 06/30/2018)         Consolidated Plan PALM DESERT      129 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Appendix ‐ Alternate/Local Data Sources     1 Data Source Name  Point in Time Count/Survey  List the name of the organization or individual who originated the data set.  County of Riverside, Department of Public Social Service, Homeless Unit  Provide a brief summary of the data set.  Provides basic information on sheltered and unsheltered homeless persons.  What was the purpose for developing this data set?  Required information for homeless which is provided by the Continuum of Care (CoC).  How comprehensive is the coverage of this administrative data? Is data collection concentrated in one  geographic area or among a certain population?  The information is basic in nature and does not cover all categories requested in Table 25.  What time period (provide the year, and optionally month, or month and day) is covered by this data set?  Based on 2011 Homeless Point in Time Count/Suvey.  What is the status of the data set (complete, in progress, or planned)?  Complete        Consolidated Plan PALM DESERT      130 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      131 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      132 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      133 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      134 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      135 OMB Control No: 2506‐0117 (exp. 06/30/2018)  PALM DESERT’S 2017 ANALYSIS OF IMPEDIMENTS    Consolidated Plan PALM DESERT      136 OMB Control No: 2506‐0117 (exp. 06/30/2018)  PALM DESERT’S 2017 ANALYSIS OF IMPEDIMENTS    Consolidated Plan PALM DESERT      137 OMB Control No: 2506‐0117 (exp. 06/30/2018)        Consolidated Plan PALM DESERT      138 OMB Control No: 2506‐0117 (exp. 06/30/2018)  CITY OF PALM DESERT COMMUNITY DEVELOPMENT BLOCK GRANT COMMUNITY MEETING NOTES WEDNESDAY, JANUARY 10, 2018 – 9 A.M. NORTH WING CONFERENCE ROOM   ****************************************************************************** ATTENDEES: Frankie Riddle, City of Palm Desert Miriam Miller, City of Palm Desert Anita Johnson, Council on Aging Brenda Nutcher, Desert Recreation District Debra Ann Mumm, Creative Center for the Arts Ellen Jones, Braille Institute Erica Huskey, FIND Food Bank Jack Newby, Joslyn Center Maureen Archuleta, Desert Recreation District Pam Grogan, Animal Samaritans Rae Harper, Council on Aging Southern California DISCUSSION:     Consolidated Plan PALM DESERT      139 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Ms. Riddle opened the meeting by offering a brief history of the Community Development Block Grant (CDBG) Program. She noted that the CDBG Program was initially established in 1974 by the U.S. Department of Housing and Urban Development to assist low income families and individuals with housing needs but has since expanded to address other community needs such as food programs, programs to assist handicap individuals and at-risk youth, homelessness, drug and alcohol programs, and job retention and creation. Ms. Riddle explained that the City of Palm Desert became an entitlement community in fiscal year 2003/04 which means that the City receives CDBG funding directly from HUD to disburse within the community. She indicated that as an entitlement community, the City is required to fulfill certain activities, to include the Citizens Participation process. She relayed that community meetings are part of this process which gives the City an opportunity to hear perceived needs within the community from residents and service providers. Ms. Riddle stated that it is time to undertake a new Five-Year Strategic Plan as well as implement the new Affirmatively Furthering Fair Housing/ Assessment of Fair Housing Plan which analyzes the community housing market, affordable housing in the community, areas of concentration of poverty, disparities in housing needs and in access to opportunity, replacing segregated living patterns with truly integrated and balanced living patterns, to transform racially and ethnically concentrated areas of poverty into areas of opportunity, and fostering and maintaining compliance with civil rights and fair housing laws. The Five-Year Strategic Plan identifies long term goals and objectives to address affordable housing, homelessness, and other services that address the needs and gaps in service to the very low, low, and moderate income persons. Part of the Strategic Plan is a short term One- Year Action Plan which addresses the immediate identified needs within the community. With this meeting the City has commenced the Citizens Participation Process to undertake the development of its AFFH Plan for the Period of FY 2018/19-2022/23 and to obtain public input on the development of the above plans perceived needs in the community and gaps in service. Ms. Riddle mentioned that HUD requires that not less than 70 percent of CDBG funds be used for activities that benefit low and moderate income persons and eligible activities. She relayed that eligible activities include acquisition of real property; relocation and demolition; rehabilitation of residential and non-residential structures; construction of public facilities and improvements, such as water and sewer facilities; streets; neighborhood centers, facilities that assist low- moderate income and homeless persons; public service activities; and activities relating to energy conservation and renewable energy resources. She indicated that CDBG funding cannot     Consolidated Plan PALM DESERT      140 OMB Control No: 2506‐0117 (exp. 06/30/2018)  be used for acquisition, construction, or rehabilitation of buildings for general conduct of government; new construction of public facilities; rehabilitation or improvements to facilities not owned by the organization requesting funding; political activities; income for those not directly related to the project that is being funded; or for construction of new housing units. Ms. Riddle reported that generally the City receives more requests to fund public service programs than capital improvement projects and added that the breakdown set by HUD requires a maximum of 15 percent awarded to public service, 20 percent to administration, and 65 percent to capital improvement. She indicated that the City is permitted to use a portion or all of the 20 percent allocated to administration for capital improvement projects; however, administration funds cannot be used for public service programs. Ms. Riddle explained that in order for an organization to qualify for CDBG funding, the proposed activity must meet one of the national objectives which includes benefitting at least 51 percent or more low and moderate income persons; prevention or elimination of slum or blight; and/or, address community development needs in a particular urgency such as a flood or other natural disaster. She indicated that most activities fall into the area of benefiting low and moderate income persons. Ms. Riddle noted that organizations should be very specific and concise when completing their applications. She added that in order for an organization to be eligible for funding, CDBG funds cannot be the sole funding for their activity meaning that organizations must detail other sources of funding that are available to them. She mentioned that organizations requesting public service funding can only use 10 percent towards administrative/employment costs and the rest must go towards program operation. She also relayed that the City tries to limit funding the same organization over three consecutive years unless there are special circumstances. Ms. Riddle indicated that for fiscal year 2017/18, the City received approximately $322,867 in CDBG funding to disburse into the community. She went on to discuss the 2018/19 application process, noting that the City has already held its first public hearing and the next step after the community meeting would be to close the application period on February 8, 2018. Once the application period is closed, she will review all applications received and prepare a report of funding recommendations to the City’s Outside Agency Funding Committee who then will submit their recommendation for funding to City Council for approval along with the One-Year Action Plan. She added that City Council’s review of the funding recommendation will be a public hearing, and as such, will be noticed along with the One-Year Action Plan giving the public 30-days to review both the recommendation and the plan. Ms. Riddle explained that upon City Council’s approval of the recommendation, it will be forwarded to HUD for final approval, wherein a 45-day review process begins. She noted that final approval from HUD is usually received by September/October each year, at which time all organizations will be notified of their funding status. Ms. Riddle indicated that although an organization may be recommended for funding by the City, funding may be denied by HUD for various reasons. She relayed that funds for public service programs would be available retroactive to July 1, 2018; however, funds     Consolidated Plan PALM DESERT      141 OMB Control No: 2506‐0117 (exp. 06/30/2018)  for capital improvement projects cannot be expended until approval from HUD and the City has been received. Ms. Riddle explained that all organizations are required to submit monthly, quarterly, and annual reports relaying specific information on clientele served. She noted that any organization serving low to moderate income individuals and families must be able to track and report such information via self-certification forms; however, if an organization is serving handicap individuals or youth, the income tracking may not be required because these individuals are “presumed” low income. She mentioned that if an organization cannot track specific and required clientele information, they may be ineligible for funding. Ms. Riddle further explained that in order for an organization to be eligible for funding, they do not have to be located in Palm Desert; however, they must realistically serve residents and families of Palm Desert. At this point, Ms. Riddle opened the meeting for discussion and requested input as to perceived needs in the community. Meeting adjourned at 10:07 a.m. Respectfully submitted, Miriam Miller Recording Secretary       Consolidated Plan PALM DESERT      142 OMB Control No: 2506‐0117 (exp. 06/30/2018)      Consolidated Plan PALM DESERT      143 OMB Control No: 2506‐0117 (exp. 06/30/2018)  CITY OF PALM DESERT COMMUNITY DEVELOPMENT BLOCK GRANT CITIZEN PARTICIPATION PLAN Prepared By: Frankie Riddle, Director of Special Programs Amendment Approved on April 27, 2017     Consolidated Plan PALM DESERT      144 OMB Control No: 2506‐0117 (exp. 06/30/2018)  CITIZEN PARTICIPATION PLAN INTRODUCTION: In May of 2003 the City of Palm Desert became an entitlement recipient of the Community Development Block Grant (CDBG) Program under Title 1 of the Housing and Community Development Act of 1974 (as amended). Palm Desert’s Citizen Participation Plan (CPP) was prepared in accordance with section 104(a) 3 and has been amended as required for the Consolidated Plan in compliance with CFR Part 91, Section 105. Additionally, it incorporates 24 CFR Part 5 Affirmative Furthering Fair Housing in conformance with the HUD memo released March 14, 2016. The purpose of the CPP is to outline the procedures for citizen participation in the development and implementation of the City’s Five-Year Consolidated Plan, Annual Action Plans, Affirmatively Furthering Fair Housing (AFFH)/Assessment of Fair Housing (AFH), and Consolidated Annual Performance Reports (CAPER), as well as any and all substantial amendments to the Plans and AFFH/AFH. This amended Citizens Participation Plan will supersede any Plan(s) the City previously adopted in order to comply with U.S. Housing and Urban Development (HUD) Guidelines. POLICIES AND PROCEDURES: The City of Palm Desert will provide the opportunity for the public to participate in the following planning evolutions: 1. Developing the 5- Year Consolidated Plan, Affirmatively Furthering Fair Housing Plan (AFFH)/Assessment of Fair Housing (AFH), and One Year Annual Action Plan; 2. Substantially amending consolidated plans; and 3. CAPER. Through the CPP, the City will invite participation by all citizens and interested parties in the development, feedback, and input in the plans and processes identified. DEVELOPMENT OF THE AFFH/AFH AND CONSOLIDATED PLANS:   The requirements of the Citizen Participation Plan are designed to specifically encourage participation by low and moderate income persons, particularly those living in areas designated by the City as a revitalization area, slum and blight area, or areas where CDBG funds are proposed to be used as well as by residents of predominately low- and moderate income neighborhoods. Under this Plan, the City will take appropriate action to encourage the participation of all its citizens, including minorities, non-English speaking persons, and persons with disabilities. In addition to soliciting participation from citizens, the City of Palm Desert will encourage participation from local and regional institutions, public housing authorities (PHA’s), the Continuum of Care (CoC), and other organizations (including businesses, developers, non-profit and philanthropic organizations, and community and faith-based organizations) in the process of developing the Assessment of Fair Housing (AFH) and the Consolidated Plan. In conjunction with consultation with local public housing agencies, the City will also encourage participation from public and assisted housing development, such as resident advisory boards, resident councils, and resident management corporations in the procession of developing and implementing the AFH and the Consolidated Plan.     Consolidated Plan PALM DESERT      145 OMB Control No: 2506‐0117 (exp. 06/30/2018)  At least 30 days prior to adopting an Assessment of Fair Housing, Consolidated Plan, or Annual Action Plan, the City will make available to citizens, public agencies, and additional interested parties a draft of these documents. The draft plan will include information on the amount of assistance the City expects to receive from HUD. It will also include explanations of each program that the City plans to apply for, and the estimated amount of such funds benefiting low and moderate income persons. At least 15 days prior to adopting the CAPER, the City will make available to citizens, public agencies, and other interested parties a draft of the report. The City will provide citizens, public agencies and other interested parties an opportunity to review and comment on the draft AFH, draft Consolidated Plan, or draft Action Plan through the following actions: The City will publish a Legal Notice in a daily newspaper of general circulation such as the Desert Sun, summarizing the draft AFH, Consolidated Plan, or Action Plan. The Notice will include a description and location(s) where a copy of the draft plans may be obtained. The notice will also specify the deadline and location for comment submission. Draft plans will be available on the City’s website: www.cityofpalmdesert.org. The documents will be posted on the web site in a format available for citizens to examine or download. Citizens will be provided with a 30 day period to comment on the plan, and will be able to return comments by email to: friddle@cityofpalmdesert.org or by mail to 73-510 Fred Waring Dr., Palm Desert, CA 92260 The City will consider any comments or opinions of citizens received in writing, by email at friddle@cityofpalmdesert.org, or orally at the public hearings, while preparing the final AFH, Consolidated Plan, or Action Plan. A summary of both the accepted and rejected comments and opinions will be attached to the AFH, Consolidated Plan, or Action Plan submitted to HUD. The summary of received comments or opinions will also include the City’s explanation for why certain submissions were not included. ANNUAL PROCEDURES AND PROCESS FOR AFFH/AFH, CONSOLIDATED PLAN, ACTION PLAN, AND CAPER: A. CONSULTATIONS AND CITIZEN PARTICIPATION: Consultation: Consultation with local and regional agencies is an important element in the process of AFFH/AFH, Consolidated Plan, Action Plan, and CAPER development or amendment. These consultations help to determine areas of need, or gaps in services provided by local governmental agencies (including health services, social services, CoC, public housing agencies, Fair Housing, Agency) and local private service providers. Input on housing, services to the frail/elderly, persons with disabilities (including HIV/AIDS), substance abuse, homelessness, and/or individuals with low to moderate income is obtained through these consultations, which may include scheduled meetings, phone interviews, invitations to public meetings, written communications, and surveys as deemed appropriate. Surveys: The City may utilize surveys to collect additional input from residents or agencies providing services that benefit our citizens in the community. Encouragement of citizen participation: The City will encourage participation from local and regional institutions, public housing authorities (PHA’s), the Continuum of     Consolidated Plan PALM DESERT      146 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Care, and other organizations (including businesses, developers, non-profit and philanthropic organizations, and community and faith-based organizations) in the process of developing the Assessment of Fair Housing (AFH) and the Consolidated Plan, through such means as community meetings, public hearings, surveys, press releases, etc. Press Releases: Press releases are issued to provide notification of public meetings, availability of documents, public comment periods, Substantial Amendments and Notices of Fund Availability. Press releases may be distributed to local community agencies and press, including but not limited to the following: Chamber of Commerce Local TV Stations Radio Stations Local Newspaper City Website: Notices and draft documents are also posted on the City’s website at http://www.cityofpalmdesert.org/departments/special-programs/community-development- block-grant-cdbg Direct Email: The City maintains an email distribution list of agencies serving low and moderate income persons, residents requesting CDBG information, and other interested parties. The list is used to distribute notification of CDBG activity including but not limited to the following: Community Meeting Notices, Public Hearings, Fund Availability Notices, and Public Comment Periods. Anyone wishing to receive email notifications can email: friddle@cityofpalmdesert.org or call (760) 346-0611. Participants shall provide the email address they wish to receive such notices at, and their name(s). If affiliated with an agency please provide the agency name, title, and phone number. B. PUBLIC HEARINGS AND COMMUNITY MEETING FOR AFFH/AFH, CONSOLIDATED PLAN, AND ACTION PLAN: The City of Palm Desert uses public hearings to obtain citizens views, and to respond to proposals and questions at all stages of the program. A public hearing kicks off the CDBG Program year annually in December, and at close of the development process in May of each year. At the initial hearing before the City Council, the preliminary statement of housing and community needs (Needs Assessment) and development of proposed activities is reviewed. The final hearing will address program performance, proposed activities, identified goals and objectives, housing related impacts, special needs, gaps, barriers, etc., depending on the Plan Type being considered for approval. The City may also conduct a community meeting in between the public hearings to encourage public participation. A notice of each event is published in a newspaper of general circulation (e.g., The Desert Sun). The Needs Assessment is posted on the City’s website, and is available for public review and comment. All hearings are duly noticed, and agendas, staff reports, and documents are available in advance. Public Hearings and meetings are held at City Hall, which is fully accessible to the handicapped and equipped with a sound system to ensure that all members of the public can hear the proceedings. The City will provide citizens with advance notice of all meetings related to CDBG, and will make available copies of all related materials for public review as soon as the notice     Consolidated Plan PALM DESERT      147 OMB Control No: 2506‐0117 (exp. 06/30/2018)  is published. The Notice of Public Hearing will be published in a newspaper of general circulation (e.g., The Desert Sun) at least ten (10) days prior to the hearing date; however, public comment period is still 30 days. The City Council Agenda listing the public hearing will be posted in the City’s bulletin board at the Civic Center. Notices may also be posted in public places throughout the City, including City facilities, the Palm Desert Library, and county facilities located within the City. C. SUBSTANTICAL AMENDMENT PROCESS: Substantial changes to the City’s Consolidated Plan, Action Plan, and AFFH/AFH will require the following: All substantial amendments to the above plans will have a Notice of Public Hearing published ten (10) days in advance of the hearing in a newspaper of general circulation (e.g., The Desert Sun). The Notice will also state that the 30-day citizen participation/comment period has commenced or provide the future date of the public comment period. At the time of publishing, the amendments will be available to the public for review. The Hearing will be held for the purpose of allowing the general public an opportunity to discuss the proposed substantial amendments. Staff will incorporate public input received orally and in writing into the staff report or separate document to City Council for review and consideration. The Council will review public input received and solicit public comments at its hearing. Council will either approve amendments or revise based on citizen input. The approved amendments with the date of Council action will be sent to the City’s HUD representative along with a letter explaining the amendments signed by the City Manager. Substantial changes to the Citizens Participation Plan and Comprehensive Annual Performance Evaluation Report: All substantial amendments to the Citizens Participation Plan will have a Notice of Public Hearing (if necessary) published ten (10) days in advance of the hearing in a newspaper of general circulation (e.g., The Desert Sun). The Notice will also state that the 15-day citizen participation/comment period has commenced, or provide the future date of the public comment period. At the time of publishing, the amendments will be available to the public for review. The Hearing will be held for the purpose of allowing the general public an opportunity to discuss the proposed substantial amendments. Staff will incorporate public input received orally and in writing into the staff report or separate document to City Council for review and consideration. The Council will review public input received and solicit public comments at its hearing. Council will either approve amendments or revise based on citizen input. The Comprehensive Annual Performance Evaluation Report (CAPER) will have a Notice of Availability for Public Review and Comment. The Notice will provide a 15-day Public Comment Period, and will be published at least once in a newspaper of general circulation (e.g., The Desert Sun). The Notice will provide the commencement date of the comment period and the date, hours, and location(s) of where to obtain a copy of the CAPER. At the time of publishing, the CAPER will be available to the public for review. ANNUAL INFORMATION TO BE MADE AVAILABLE:     Consolidated Plan PALM DESERT      148 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Five-Year Consolidated Plan: Identifies housing and community development priority needs within the jurisdiction. It also identifies the funding and activities required to address priority needs over a five-year period. Annual Action Plan/One-Year Action Plan: Identifies the housing and community development funding and activities that the City anticipates being available during each of the program years covered by the Five-Year Consolidated Plan. The Annual Plan also serves as the consolidated application for the CDBG federal entitlement program. Consolidated Annual Performance Evaluation Report: Provides the public with the means to gauge the progress of each activity listed in an Annual Action Plan. This document is prepared at the end of each program year covered by a Five-Year Consolidated Plan. Assessment of Fair Housing: As of 3/2016, replaces the Analysis of Impediments to Fair Housing Choice (AI). Assessment is done by the Barnstable County HOME program as the lead entity for the Consortium in which the Town of Barnstable is a participating jurisdiction. The purpose of the AFH is to identify fair housing issues and related contributing factors, and result in prioritizing and setting of goals for the upcoming planning period. The County submits one AFH to HUD to cover the jurisdictions that make up the consortium. Per 24 CFR 91.105 the following information will be made available on an annual basis: 1. The HUD-provided data and any other supplemental information the jurisdiction plans to incorporate into the AFH will be made available to residents, public agencies, and other interested parties, 2. The amount of assistance the Town of Barnstable expects to receive, 3. The range of activities that may be undertaken with such funds, and 4. The amount of funds proposed to be used for activities and the estimated benefit to low and moderate income persons, and 5. The amount of assistance may be estimated if HUD has not announced the formula allocation at the time of publication. Should the actual allocation exceed the amount estimated the activity budgets for program administration shall be increased to 20% of the actual allocation amount, public service activities may be increased up to 15% of the actual amount received. Other eligible activities may also be increased to match funds available. If the actual falls short of the estimates, the program administration and public service budgets will be reduced so as not to exceed 20% and 15% respectively. Other activities will be reduced to match the actual amount received.     Consolidated Plan PALM DESERT      149 OMB Control No: 2506‐0117 (exp. 06/30/2018)  GENERAL INFORMATION: A. AVAILABILITY OF COMPLETED PLANS TO THE GENERAL PUBLIC: The City encourages all citizens to participate in the decision making process, but particularly those low and moderate-income residents of older neighborhoods at which the program is targeted. In order to reach as many residents and community groups as possible, a copy of the Notice of Public Hearing (first), a copy of the Notice of Community Meeting (if held), and a copy of the City’s Needs Assessment outline will be sent to community organizations, public entities, and individuals who have expressed an interest and/or participated in the CDBG program in past years. This process will bring attention to those interested of the development processes being undertaken each year. Interested parties are then able to request either verbally or in writing copies of the Plans and the CAPER, as each is made available to the public. The City publishes notices of public comment periods and availability of materials upon completion. See Items B, C, and D above for details related to specific Plan availability. B. PUBLIC ACCESS TO RECORDS: Prior to adoption of CDBG related Plans, and thereafter, the City will make available to any resident, public agency, and interested parties adequate information concerning the process utilized in the development of the Plans, program availability, funding, documents, copies of Plans, etc. Information will be provided as soon as conveniently possible or in compliance with state and/or federal law. C. TECHNICAL ASSISTANCE: The City shall provide technical assistance to individuals, groups, non-profits, and particularly those that represent low and moderate-income groups that request such assistance in developing proposals for funding assistance under the CDBG Program to such extent as determined by the City. The assistance does not require funding assistance, unless determined otherwise by the City. The City has designated one staff person to coordinate CDBG activities in the City, including answering questions and assisting individuals and local groups to participate in the program. This assistance will also be extended to the same groups with regard to implementation of the City’s Consolidated Plan. D. PROCEDURES FOR COMPLAINTS AND GRIEVANCES: The City is committed to ensuring the satisfactory execution of each program/project as well as the overall implementation of the Consolidated Plan goals and objectives. Upon receipt of written complaints or grievances related to any aspect of the CDBG Program, Consolidated Plan, Action Plan, CAPER, and substantial amendments, the City shall respond within 15 working days, where practicable. If complaint is received via telephone, the City shall respond in kind within the specified time period. Written response will be in such detail as to address each issue and/or question noted in the complaint and contact information for filing purposes. A file of citizen comments on the CDBG program will be kept, and the information summarized for review by the City Council when making program decisions for the next year. E. DEFINITION OF SUBSTANTIAL CHANGE TO AFH, CONSOLIDATE PLAN, AND ACTION PLAN:     Consolidated Plan PALM DESERT      150 OMB Control No: 2506‐0117 (exp. 06/30/2018)  Once Plans have been adopted by City Council, the goals, objectives, activities, proposed use of funding outlined within each Plan in relation to the CDBG Program and funding are set. During the course of the program year, changes in planned or actual activities may be initiated. HUD requires each CDBG grant recipient to develop and make public a definition of substantial change in accordance with 25 CFR 370.805. If changes are minor and do not alter the overall purpose, scope, location or beneficiaries of an activity as described in the Plan, no amendment process is necessary. However, if such changes fall within the following definition of substantial change, the amendment process outlined in Item D above must be followed. The City shall amend the Consolidated Plan and/or Action Plan when a substantial change occurs that impacts the following: 1. Change in allocation priorities or a change in method of distribution of funds. 2. To carry out an activity not previously described within an Action Plan in an amount more than $25,000 with the exception of No. 3 below. 3. Change in purpose, scope, location, or beneficiaries of an activity, unless the organization was already awarded funds and they are requesting reallocation to alternate project/program at the same location and beneficiaries. Proposed clients to be served must remain the same and the project type must remain the same (e.g., capital improvement vs. public service). The following criteria will be used to determine if a substantial amendment exists: 1. Any project that is cancelled in an amount more than $25,000 unless reallocation to the same organization but a different project/ program. 2. Requests received by the City from an organization already awarded funds regarding the consideration to reallocate funds from the program/project that was approved to an alternate program/project that does not benefit the same or similar beneficiaries and funds are more than $25,000. 3. Any proposed program/project that provides services to clientele other than the original proposed clientele in an amount more than $25,000. 4. Reprogramming of unallocated funds in an amount more than $25,000 (this does not include transfer of funds for the same program/project from one program year to the next) to an identified organization regardless of program/project type. 5. Goals and programs/projects that meet a community need other than that identified in the Consolidated Plan. 6. New programs/projects that meet a community need and is in an amount more than $25,000. The City shall amend the Assessment of Fair Housing when a substantial change occurs as described in 24 CFR 5.164. Exceptions (Urgent Need): An “urgent needs” activity that qualifies under 570.208(c) of Title 24 may be undertaken if it has been included within the Action Plan, and the City certifies that the activity is designed to meet other community development needs having a particular urgency     Consolidated Plan PALM DESERT      151 OMB Control No: 2506‐0117 (exp. 06/30/2018)  because existing conditions pose a serious and immediate threat to the health or welfare of the community, and other financial resources are not available. F. ANTI-DISPLACEMENT POLICY/DISPLACEMENT PLAN: The City does not contemplate any activity that is likely to cause involuntary, permanent displacement of businesses or persons. However, if unforeseen circumstances arise that result in involuntary, permanent placement (relocation) as a direct result of a CDBG funded activity, the City’s displacement procedures will be implemented. The procedures are consistent with state and federal relocation and acquisition statutes. The Anti-displacement Policy shall be included in the Consolidated and Action Plans. G. ELIGIBILITY: Project eligibility will be determined through the CDBG application review process. A CDBG application will be made available to qualifying non-profit agencies, qualifying public entities, and City departments. Completed applications will be reviewed for eligibility according to HUD regulations related to National Objectives, eligible activities, and identified goals and objectives stated within the Consolidated Plan. H. ACCESSIBILITY: All meetings are held in facilities, which are fully accessible to the handicapped including the hearing impaired. For meetings where it is likely that the attendees are non-English speaking, the City will provide an interpreter upon at least ten days prior notice to scheduled hearing to ensure that residents can understand and participate in the proceedings. Hearing-impaired persons are provided with a hearing devise that amplifies the proceedings taking place.   t Presentation of theL Palm Desert 2018-2022 Consolidated Plan Sponsored by the City of Palm Desert Presented by Megan Brace, Project Manager Western Economic Services Palm Desert 2018-2022 Consolidated Plan City Councils May 10, 2018 Why Prepare a IS eauu OPPORTUITUI Consolidated Plan? In exchange for receiving HUD funds, recipients must prepare four things: 1. A Five -Year Consolidated Plan 2. Annual Action Plan 3. CAPER a. Analysis of Impediments to Fair Housing Choice Palm Desert 2018-2022 Consolidated Plan 2 City Council: May 10, 2018 Palm Desert 2018-2022 Consolidated Plan Purpose of the L Eano OPPO Five -Year Consolidated Plan Help us identify housing and community development needs, priorities and strategies; Help us indicate how federal funds will be allocated to address these needs and activities over five years .Annual action plan sets actions for 1st yr. Palm Desert 2018-2022 Consolidated Plan City Council May 10. 2018 Consolidated Plan OPPOR JI Planning Process ,Analysis of quantitative and qualitative data regarding need Public involvement and other agency input about need Development of strategy in response to identified needs Palm Desert 2018-2022 Consolidated Plan City Council: May 10, 2016 Palm Desert 2018-2022 Consolidated Plan Consolidated Plan Resources in FY 2018 Community Development Block Grant (CDBG): $322,867 Palm Desert 2018-2022 Consolidated Plan 5 M 2. 3. Five- Year Goals Support efforts to combat homelessness Enhance public facilities Cty Council May 10 2015 Provide support for public service programs Palm Desert 2018-2022 Consolidated Plan 6 City Council: May 10, 2018 Palm Desert 2018-2022 Consolidated Plan Goals 4. Increase availability of affordable housing 5. Increase fair housing activities Palm Desert 2018-2022 Consolidated Plan 7 City Council: May 10, 2018 2018 Projects UPPONrJI Desert Aids Project Desert Arc JFK Memorial Foundation Joslyn Center Martha's Village & Kitchen Neuro Vitality Center Coachella Valley Rescue Mission Palm Desert 2018-2022 Consolidated Plan 8 City Council: May 10, 2018 Palm Desert 2018-2022 Consolidated Plan P 2018 Projects Eoµ=1NG OPPORTUNITY Council on Aging Southern California Desert Ability Center Martha's Village & Kitchen (public service) Operation SafeHouse Fair Housing Council Palm Desert 2018-2022 Consolidated Plan 9 City Council: May 10, 2018 Palm Desert 2018-2022 Consolidated Plan DRAFT MINUTES OUTSIDE AGENCY FUNDING COMMITTEE / COMMUNITY DEVELOPMENT BLOCK GRANT COMMITTEE Monday, February 21, 2018 CALL TO ORDER Chairman Moore called the meeting to order at 3:05 p.m. II. ROLL CALL Present: Absent: Lauri Aylaian, City Manager Sabby Jonathan, Mayor Jill Tremblay, Best, Best & Krieger Susan Marie Weber, Mayor Pro-Tempore Janet Moore, Director of Finance (Chair) Also Present: Niamh Ortega, Recording Secretary Frankie Riddle, Director of Special Programs III. APPROVAL OF MINUTES MOTION by Member Aylaian to approve the Minutes of the March 6, 2017 meeting as submitted. Motion seconded by Member Weber and approved by a 5-0 vote with Members Aylaian, Jonathan, Tremblay, Weber and Moore voting AYE. IV. ORAL COMMUNICATION — None. V. OLD BUSINESS — None. VI. NEW BUSINESS A. REGIONAL ACCESS PROJECT (RAP) FUNDING Ms. Riddle reminded the Committee that RAP issues grants to agencies in the juvenile, mental and behavioral health fields. Committee members should keep in mind that those not recommended for funding through CDBG may be referred to RAP to apply for their grant process. This would provide another avenue for an organization to seek out funding. Mayor Jonathan added that the Desert Healthcare District also provides grants, so organizations could also apply to that program. B. REQUESTS FOR COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING — CAPITAL IMPROVEMENT FUNDS 65% of available funds = $209,864, plus $29,005 additional unprogrammed funds for a total of $238,869 (Items 1 through 6 were jointly considered; see discussion under Item B.6) Desert AIDS Proiect — Request of $25,000 DRAFT MINUTES — FOR DISCUSSION PURPOSES ONLY Outside Agency/CDBG Funding Committee Meeting of February 21, 2018 Page 2 of 6 2. Desert Arc — Request of $50,000 3. JFK Memorial Foundation — Request of $22,500 4. Joslyn Center — Request of $20,000 5. Martha's Village & Kitchen — Request of $40,750 6. Neuro Vitality Center— Request of $20,846 Ms. Riddle summarized that 12 applications were received during the application period, six each for Capital Improvement and Public Service categories. She reported that HUD increased the City's allocation last year, which is a change from the last several years where funding consistently decreased. HUD typically announces its final allocations well into the new fiscal year, so staff recommends that the Committee use last year's allocation as a guide, and adjust as necessary once the official funding is announced by HUD. Mayor Jonathan noted that there were less applicants this year. Throughout the year, Council and City Manager are inundated with requests, and they are referred to the Outside Agency process. He asked if staff was doing any outreach to spread the word as to the availability of grants. Ms. Riddle responded that it was possible some people were confused between CDBG and the City's Outside Agency grants. A notice inviting applications was published, and she recommended that RAP be notified next year so that they can advertise it and reach a broader audience. Ms. Riddle also suggested that the CDBG process can be quite intimidating, and some organizations do not have the staff to prepare the application. Mayor Jonathan agreed that RAP should be noticed. Member Moore noted that RAP were notified for the City's Outside Agency grants, and as a result received double the amount of applications over the prior year. Ms. Riddle reminded the Committee that the administration of the CDBG program would be transitioning to other staff members due to her retirement in the coming months. She believed that five CIP projects were sufficient for the transition year. It is also possible that CDBG may be eliminated, or the City may choose to transfer the administration to the County. Member Aylaian asked Ms. Riddle to remind the Committee of the allocation process should the City receive more or less funding in its final allocation. Ms. Riddle stated that any adjustment should be equally allocated among the applicants. Member Aylaian asked if it was to be prorated based on their allocation and Ms. Riddle responded that it is an equal monetary adjustment across the board, stating that this has proven to be the best way to do it. Since last year's allocation was greater than the requests received for the upcoming year, Ms. Riddle stated that she contacted each of the organizations and asked them if their project could use the additional funding if the City awarded them more than the requested amount. Each of them agreed they could use the funding, and both Desert Arc and Martha's Village and Kitchen stated they would be able to properly utilize substantially more funding in the completion of their projects. DRAFT MINUTES — FOR DISCUSSION PURPOSES ONLY Outside Agency/CDBG Funding Committee Meeting of February 21, 2018 Page 3of6 Member Aylaian asked about the unprogrammed funds and why they exist. Ms. Riddle responded that much of the unprogrammed funds are from the HIP program. In the last few years, many HIP applicants were referred to agencies such as Southern California Edison, so the City's HIP funds are not utilized as much. As a result, the decision was made to reduce the funding set aside for the program. HUD has recommended that the remaining funds be committed to other projects. Member Weber reminded the Committee that several years ago a project was denied because the project would have required prevailing wage payment, and would have cost substantially more to perform the work through the CDBG program due to the requirements of the grant process. She asked how the City reviews these projects and makes the determination of whether prevailing wage will increase the cost of one of the recommended projects. Ms. Riddle responded she recommends that the agencies apply for energy efficiency projects as these would result in freeing up money for their operations in the long term. Each year, she looks at the allocation available, the projects and applications submitted, and makes the determinations on which projects are more likely to be completed on time and on budget. Mayor Jonathan noted that Desert Arc stated their total project would be $55,000, but staff is recommending $70,000. He expressed concern that even though the agency said they could use the additional funding, he was not sure they could. Ms. Riddle responded that many of these projects are based on engineer and contract estimates, and that often by the time the project is complete they have spent more than originally budgeted. Mayor Jonathan asked what would happen if they could not spend the additional money if awarded. Ms. Riddle replied that the amount awarded could only be spent on the project approved by the City. Any unused funding would be reprogrammed by the City to another project. Mayor Jonathan asked if the organizations are required to report on how many Palm Desert residents are served. Ms. Riddle responded that each organization is required to report quarterly and annually on the demographics of their clientele. MOTION by Mayor Jonathan to recommend that the City Council approve the award of CDBG funds for Capital Improvement funds as follows: Desert AIDS Project - $30,000; Desert Arc - $70,000; JFK Memorial Foundation - $27,500; Joslyn Center - $25,000; Martha's Village & Kitchen - $60,750; and Neuro Vitality Center - $25,619. Motion seconded by Member Weber and approved by a 5-0 vote with Members Aylaian, Jonathan, Tremblay, Weber and Moore voting AYE. C. REQUESTS FOR COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING — PUBLIC SERVICE FUNDS 15% of available funds = $48,430 (Items 1 through 6 were jointly considered; see discussion under Item C.6) Coachella Valley Rescue Mission — Request of $10,000 2. Desert Ability Center — Request of $17,000 3. Martha's Village and Kitchen — Request of $20,430 DRAFT MINUTES — FOR DISCUSSION PURPOSES ONLY Outside Agency/CDBG Funding Committee Meeting of February 21, 2018 Page 4 of 6 4. Operation SafeHouse — Request of $8,000 5. Council on Aging Southern California — Request of $17,500 6. Riverside County Office on Aging — Request of $10,000 Ms. Riddle reported that of the six public service applications received, four organizations are being recommended for funding. Ms. Riddle reported that Council on Aging of Southern California began serving the Coachella Valley in September 2017. Their purpose is to go into skilled nursing and residential care facilities to perform unannounced inspections. Ms. Riddle stated that since they are new to the area she doesn't know what the benefit would be to the community at this time; perhaps when they have been established longer in the valley the Committee may consider a future award. Mayor Jonathan stated that Ms. Riddle's reasoning was sound, but he has a different perspective. He continued that this year, Coachella Valley Rescue Mission is receiving hundreds and thousands of dollars from Desert Healthcare District, and $10,000 does not mean as much to that organization as it would to Council on Aging Southern California. He shared his personal experience with a family member and stated he has seen the types of issues that could arise. He said that this organization is proposing to go into all facilities in Palm Desert, totalling 1,300 beds, make unannounced calls, talk to the residents and ask if they have any complaints or comments. They repond to these complaints within 24 — 72 hours. He felt that this segment of the population does not have a champion, particularly in lesser quality facilities, and sometimes they are things that the State or County would not uncover, such as perhaps their dinner didn't get served one evening, or they were kept waiting an hour to go to a doctor's appointment. He feels the funding would be much more impactful for this organization. The organization has existed since 1973, and Member Jonathan stated the City should give them the opportunity. Ms. Riddle stated that the only thing she would be concerned with is that the organization may not be able to do the monitoring and tracking required by CDBG. She asked that the Committee recommend a back-up award in case this organization cannot meet the CDBG requirements. Mayor Jonathan responded that Coachella Valley Rescue Mission should be the alternate recommendation. Member Weber stated the company is out of Irvine, so employees would be coming from out of the area. She asked a number of questions including: what the agency has done before; what the results were; how many places were visited; how many people were assisted; who the abuses were reported to; and, how was it resolved. Mayor Jonathan stated that those questions were answered in the application. Member Weber suggested a local agency should be providing this service and the City should do some additional research on this matter as she is not in favor of paying an out -of -area firm for this service. DRAFT MINUTES — FOR DISCUSSION PURPOSES ONLY Outside Agency/CDBG Funding Committee Meeting of February 21, 2018 Page 5 of 6 Mayor Jonathan responded that he would not be concerned with where the office is, just where the services are provided. He cited Path of Life as an organization located in Riverside but providing services in Coachella Valley. Member Weber asked Mayor Jonathan if he was comfortable with the data provided and the results they have received, and he indicated he was. He highlighted that there is quite a bit of oversight from various government agencies, and he was willing to provide funding to them since they specify assistance to Palm Desert residents. There was extensive discussion relative to the merits and potential pitfalls of funding both the Council of Aging and Coachella Valley Rescue Mission and scenarios to fund either, both, or neither of the organizations. Mayor Jonathan shared information on homelessness services recently presented at the Coachella Valley Association of Governments, and discussed the role of the Desert Healthcare District in assisting Coachella Valley Rescue Mission to locate a substantial amount of grants and funding. Member Aylaian stated that she would like to ensure that it is communicated to Coachella Valley Rescue Mission that if no CDBG funding is provided at this time, it does not mean the City is unsupportive of the work it is doing and the strides it is making in the community. Mayor Jonathan indicated that he would be willing to communicate the message. Member Weber indicated she would still like to see a local agency conduct the work and having a clearer picture of exactly who and what they would be reporting. She suggested that staff consider this for the next funding cycle. She also would like to consider funding CVRM so that the City sends the message that it is appreciative of the work it is doing. Member Aylaian suggested that Martha's Village & Kitchen be reduced to $10,430 since the recommended award was $20,000 more than requested. The recommendation would then be that both Coachella Valley Rescue Mission and Council on Aging be awarded $10,000 each. MOTION by Member Jonathan to recommend that the City Council approve the award of CDBG funds for Public Service funds as follows: Coachella Valley Rescue Mission - $10,000; Desert Ability Center - $10,000; Martha's Village & Kitchen - $10,430; Operation SafeHouse - $8,000; Council on Aging Southern California - $10,000; Riverside County Office on Aging - $0, with the caveat that if Council on Aging Southern California is unable to provide sufficient documentation to satisfy CDBG requirements, $10,000 should be added to the award for Martha's Village & Kitchen, resulting in a total award of $20,430. Motion seconded by Member Moore and approved by a 5-0 vote with Members Aylaian, Jonathan, Tremblay, Weber and Moore voting AYE. D. ADMINISTRATIVE COSTS Per HUD, 20% of available costs = $64,573. Fair Housinq Council - $37,100 Rec: Recommend that City Council approve funding of $37,100. DRAFT MINUTES — FOR DISCUSSION PURPOSES ONLY Outside Agency/CDBG Funding Committee Meeting of February 21, 2018 Page 6 of 6 2. City Administrative Costs - $27,473 Rec: Recommend that City Council approve funding of $27,473. MOTION by Member Aylaian to recommend that the City Council approve the award of CDBG funds as follows: Fair Housing Council - $37,100; City Administrative Costs - $27,473. Motion seconded by Member Weber and approved by a 5-0 vote with Members Aylaian, Jonathan, Tremblay, Weber and Moore voting AYE. VII. CONTINUED BUSINESS — None. VIII. INFORMATIONAL ITEMS — None. IX. REPORTS AND REMARKS Member Aylaian reported that staff recently met with a gentleman who used to work for Coachella Valley Housing Coalition, who is now working for the County. During the course of the meeting it was mentioned that the County administers a number of programs, including the County's CDBG program. They discussed ways the County and City could collaborate on various housing projects, and also indicated that they would be receptive to picking up the responsibilities for various entitlement cities' CDBG programs. They assured Member Aylaian that the City would still decide where the funding goes, and the County would handle the administrative side of the program. Member Aylaian stated this would be greatly beneficial and would strongly advocate for the County to administer the program. She explained that Ms. Riddle spends a 40 — 50% of her time working on the CDBG program so it would greatly lessen the burden on staff. Ms. Riddle added that the earliest the City can terminate its entitlement status would be for the FY19/20 process, and there are certain requirements that must be fulfilled in the coming year to prepare for the transition and for the County to accept and HUD to approve the transition. Mayor Jonathan cautioned that the City would want some assurance that the ability to choose where funding goes remains with the City rather than transfer to the County at some point in the future. Mayor Jonathan thanked Ms. Riddle for the work she put in to reviewing the applications and following up with the agencies throughout the year. X. ADJOURNMENT The meeting was adjourned at 4:10 p.m. Niamh Ortega, Recording Secretary