AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Office of Community Planning and Development (CPD) of the U.S. Department of Housing and Urban Development (HUD) requires that all jurisdictions entitled to receive funding under the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with Aids (HOPWA) programs develop a Consolidated Plan for community development no less than every five years, and an Action Plan every year. Marin County's current Consolidated Plan is a five-year strategic plan that covers the time period of July 1, 2020 through June 30, 2025. The two federal grant programs included in this plan are 1) the Community Development Block Grant program and 2) the HOME Investment Partnerships program. Developing the plan is a collaborative, community-guided process that provides an opportunity for strategic planning to ensure coordination of local actions to comprehensively address priority housing and community development needs. The Action Plan is updated and submitted annually to provide specific information on how the funds awarded will be used to meet the priority needs identified in the Consolidated Plan, and annual evaluation and performance reports are prepared to track progress and measure accomplishments.
The 2023 Annual Action Plan serves as Marin County’s application for CDBG and HOME funds for Fiscal Year 2022 (July 1, 2023 – June 30, 2024). The Annual Action Plan addresses the goals established in the 2020-24 Consolidated Plan and represents the annual implementation strategy for the third year of the Plan. The Action Plan addresses ways in which the County intends to meet its community development and affordable housing goals and discusses specific programs and projects that have been recommended for CDBG and HOME funding for the 2023-24 program year. The Housing and Federal Grants Division (HFGD) of the Marin County Community Development Agency (CDA) is the lead agency responsible for submitting the Annual Action Plan to HUD.
Participation by the community, nonprofit organizations, and input by local public entities enriched the planning process for the Consolidated Plan and allowed the County to identify funding strategies that best support individuals, families, and communities countywide. The 2023 Annual Action Plan identifies current projects that address the priorities and strategies stated in the Consolidated Plan. All the proposed projects and activities are intended to benefit Marin County residents who have extremely low, very low, low, and moderate incomes, populations that have special needs, and members of protected classes which include race, color, national origin, religion, sex, familial status, and disability.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The County aims to address the following goals for the planning period:
- Create and preserve housing affordability, accessibility, and quality – Invest in the acquisition, new construction, and rehabilitation of rental and homeownership opportunities and provide first-time homeowners with down payment assistance to preserve housing affordability, stabilize residents at risk of involuntary displacement, and promote equitable access to housing options.
- Assist populations with special needs – Invest in activities that help persons with special needs to access supportive services and facilities and provide affordable and accessible housing.
- Enhanced community and public facilities and spaces – Invest in rehabilitating and enhancing community facilities and public spaces, particularly in neighborhoods serving low-income residents and people experiencing homelessness.
- Services to foster security and economic advancement – Invest in public services that support low-income communities including basic health services; children, youth, and parent support services; domestic violence services; economic development assistance for business, including microenterprise; education and job training; food security; housing support services; legal services; senior services; and subsistence payments.
3. Evaluation of past performance
In general, the community development and affordable housing activities implemented during the previous Consolidated Plan time period served the identified needs. A comparison of performance data to the performance measures matrices in the County’s Consolidated Annual Performance and Evaluation Reports (CAPERs) shows how the County performed successfully in accomplishing the goals that were set in the five-year strategic plan and the one-year action plan.
Marin County has funded a variety of programs and activities with HUD block grants and continues to work to address the greatest housing, community, and economic development needs locally. However, due to the complexity and extent of needs paired with limited resource availability, a gap persists. Marin intends to continue funding programs and activities that help ensure safe, accessible, and affordable housing and move residents toward economic security.
The COVID-19 pandemic has created challenges for the County in implementing the 2020,2021, and 2022 Annual Action Plans. Due to the shelter-in-place orders that began in March 2020 and COVID workplace protocols that remained in place throughout 2021, all of the Capital and Housing projects have faced delays and increased project costs, and some have been abandoned altogether. In addition, Public Services providers have been forced to reconfigure their service delivery models while adjusting to an increased demand for services. Because of these project delays, the County was unable to meet timeliness for the first time. Staff have a increased focus on funding projects on track for completion within the funding year.
4. Summary of citizen participation process and consultation process
Marin County is committed to making local government open, accessible, and responsive to its residents. To this end, Marin County consulted with community members, nonprofit housing and service providers, advocacy groups, other government jurisdictions, and industry representatives to discuss housing and community development needs. Avenues for engagement included community meetings, workshops, and public hearings.
The Annual Action Plan process consisted of two workshops, two public hearings conducted by cooperating jurisdictions, and four public hearings conducted by the County. All meetings were noticed according to the County’s Citizen Participation Plan requirements. In addition, three applicant office hours were hosted. Materials for all County-led hearings were available in English, Spanish, and Vietnamese. Further, the final public hearing wherein the Annual Action Plan was presented to the County Board of Supervisors was simulcast in Spanish. The number of confirmed community member participants is X.
5. Summary of public comments
Public comment on the Annual Action Plan was generally favorable, with applicants expressing gratitude for funding recommendations. The following is a summary of comments from the Countywide Priority Setting Committee and community members at the hearings:
- Concern about decreased HUD funding.
- Support of the considerable work done to address the challenges facing the community.
- Support of the strategies and goals identified in the Plan.
- Support for prioritizing projects serving the protected classes and low-income residents.
- Concern regarding increased levels of need.
- Concern regarding the high cost of deed restricted affordable housing and the need for more units serving lower-incomes.
- Concern regarding the lasting impacts of COVID-19 on the County’s most vulnerable populations.
- Request to minimizing rent increases on affordable housing units and increase monitoring of affordable housing properties.
- Discussion regarding the necessary and challenging work of making Marin more equitable and desirable place for communities of color to call home.
- Discussion regarding the inability to support projects due to the limited amount of funding available and increased demand resulting from affirmative marketing outreach.
-
- Questions about the County of Marin and the Countywide Priority Setting Committees ability to regulate affordable housing developers on rent increases and property management activities.
- Questions about the Countywide Priority Setting Committees role in directing the work of the Marin Housing authority and the U.S. Department of Housing and Urban Development
No written comments have been received pertaining to the draft Annual Action Plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted during this process.
7. Summary
See above.
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
|
MARIN COUNTY
|
|
CDBG Administrator
|
MARIN COUNTY
|
Community Development Agency, Federal Grants
|
HOME Administrator
|
MARIN COUNTY
|
Community Development Agency, Federal Grants
|
Table 1 – Responsible Agencies
Narrative
N/A
Consolidated Plan Public Contact Information
Leelee Thomas, Deputy Director – lthomas@marincounty.org
Molly Kron, Senior Planner – mkron@marincounty.org
Genevieve Hahn Kerr, Budget and Grants Analyst – ghahnkerr@marincounty.org
Chelsea Hall, Housing and Environmental Planning Aide – chall@marincounty.org
1. Introduction
Consultation for the Annual Action Plan occurred over a seven-month period that included hosting and participating in workshops and community meetings as well as office hours with service providers, local government officials, and citizens. Marin County has committed itself to citizen engagement and conducted a wide variety of outreach and consultation activities throughout the County to ensure that citizens are informed of the federal grant programs available.
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)).
In preparing the Annual Action Plan, the HFGD consulted with agencies and organizations that provide services to the community. These consultations were in addition to ongoing interactions between County departments and divisions, local Public Housing Authority, neighboring public agencies, and numerous nonprofit providers.
The County facilitates and participates in several committees and groups to extensively engage in strategy and planning discussions between public and assisted housing providers and private and governmental health, mental health, and service agencies. These forums allow public and nonprofit agencies to more effectively coordinate service programs, and include: the Homeless Policy Steering Committee, Youth Prevention Collaboration Steering Committee, Housing Acquisition Group, Fair Housing Advisory Committee, Fair Housing Steering Committee, Planning Directors Housing Working Group, Aging Action Initiative, Alcohol and Drug Advisory Board, Marin County Mental Health Board, Mental Health Services Act Advisory Committee, Healthy Marin Partnership, the Community Health Improvement Plan Steering Committee, and the Canal Working Group, among others.
In addition, since the onset of COVID-19the County has engaged multidisciplinary collaborations of government, nonprofit, and for-profit partners from all sectors to address the heath, economic, and housing needs of the community in an intentional manner.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness
The County of Marin’s Health and Human Services Department (HHS) plays the pivotal role of coordinating and implementing the Continuum of Care (CoC) and its efforts to prevent and eliminate homelessness. This work is overseen by the Homeless Policy Steering Committee (HPSC), which is the governing body of the Marin CoC and includes members representing homeless services and housing providers, faith groups, mental health and veterans’ services, nonprofit social services providers, services beneficiaries, city officials and county representatives, and other stakeholders with a role in preventing and ending homelessness. The HPSC develops long-term strategic plans and facilitates year-round efforts to identify the needs of individuals and families experiencing homelessness in Marin. Core responsibilities include:
- Involving key local stakeholders in establishing a community-wide response to the complex problem of homelessness.
- Analyzing relevant data to identify the most effective mix of homeless services and housing for Marin.
- Setting priorities for programs and designing evaluation processes.
- Providing final approval for the Marin Continuum of Care application for submittal to the Department of Housing and Urban Development.
- Overseeing implementation of the Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH) at a local level.
- Oversight of the CoC’s Homeless Management Information System (HMIS).
- Monitoring implementation of the CoC’s 10 Year Plan.
The Marin CoC provides a full spectrum of housing services to persons experiencing homelessness, including outreach and engagement, emergency and transitional shelter, rapid re-housing, and permanent supportive housing.
In past years, housing and service providers were focused on homelessness prevention efforts because of the perceived cost-effectiveness of this approach. However, there has a been a shift nationally toward prioritizing resources to get people off the streets and into housing. In 2017, the County along with other local public agencies and service providers adopted a series of new strategies for ending chronic homelessness, including Coordinated Entry, Homeless Outreach Team, Housing First, and Whole Person Care. The vision behind these strategies is to build a sustainable, evidence-based, outcomes-focused, and coordinated system of care to house and serve Marin’s most vulnerable communities efficiently and effectively. As of April 2023, Marin CoC reports that 612 individuals have been housed in permanent supportive housing since the launch of these strategies.
These collaboration efforts were expanded to address increasing need during the pandemic and continue today. HFGD staff partnered extensively with EOC and HHS to implement Rental Assistance, Roomkey (non-congregate shelter options for people experiencing homelessness or recovering from COVID-19), and Homekey programs (purchase and rehabilitation of a motel, a vacant commercial building, and a former skilled nursing facility for conversion to permanent supportive housing for people experiencing homelessness).
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS.
The County of Marin does not receive annual Emergency Solutions Grants (ESG) program funding from the U.S. Department of Housing and Urban Development (HUD). Marin Continuum of Care providers receive a noncompetitive funding allocation through the ESG Balance of State process, and participate in the associated regional competition for competitive funding opportunities. Marin Continuum of Care develops local performance standards in alignment with criteria outlined in the ESG Balance of State NOFA, evaluates applicant performance according to these standards, and recommends applicants to the ESG Balance of State process. CoC providers are awarded ESG Balance of State funding through grant agreements administered by the California Department of Housing and Community Development.
Housing and Federal Grants Division staff sit on the CoC oversight committee to provide better coordination between these processes.
2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities.
- Aging Action Initiative
- Bayside MLK School
- Bolinas Community Land Trust
- Buckelew Programs
- Canal Alliance
- Center for Domestic Peace
- City of Alameda
- City of Belvedere
- City of Larkspur
- City of Mill Valley
- City of Novato
- City of San Rafael
- City of Sausalito
- Commission on Aging
- Community Action Marin
- Community Land Trust of West Marin
- Downtown Street Team
- EAH Housing
- Eden Housing
- Episcopal Community Services
- ExtraFood.org
- Fair Housing Advocates of Northern California
- Fairfax-San Anselmo Children's Center
- Family and Children’s Law Center
- First 5 Marin
- Front Porch Foundation
- Golden Gate Village Resident Council
- Habitat for Humanity Greater San Francisco, Inc.
- Homeward Bound of Marin
- ISOJI
- Legal Aid of Marin
- Marin Asian Advocacy Project
- Marin Center for Independent Living
- Marin City Community Development Corporation
- Marin City Community Services District
- Marin City Health & Wellness Center
- Marin Community Foundation
- Marin County Administrator’s Office
- Marin County Board of Supervisors
- Marin County Dental Care Foundation
- Marin County Free Library
- Marin County Racial Equity Action Team
- Marin County Education Office
- Marin County Whole Person Care
- Marin County Health and Human Services Department
- Marin Housing Authority
- Marin Organizing Committee
- North Bay Children's Center
- North Marin Community Services
- Performing Stars of Marin
- Pickleweed Preschool
- San Geronimo Valley Community Center
- Town of Corte Madera
- Town of Fairfax
- Town of San Anselmo
- Town of Tiburon
- Two Valleys Affordable Housing Association
- West Marin Collaborative
- West Marin Community Services
- West Marin Fund
- West Marin Senior Services
Table 2 – Agencies, groups, organizations who participated.
Identify any Agency Types not consulted and provide rationale for not consulting
The County made a concerted effort to contact and consult with a wide variety of agency types and partnering organizations interested in affordable housing, homelessness, persons with special needs, and community/economic development. No agencies were intentionally excluded from consultation. However, due to COVID-19, the County’s ability to engage and consult in person was reduced dramatically.
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?
|
Analysis of Impediments to Fair Housing Choice
|
Marin County Community Development Agency
|
Both address housing and service issues in the County for members of the protected classes. Findings directly inform broader goals of the Consolidated Plan and funding prioritization.
|
Continuum of Care Strategic Plan
|
Marin County Health and Human Services
|
Both address housing and service issues in the County.
|
Housing Element
|
Marin County Community Development Agency
|
Both address housing issues in the County.
|
General Plan
|
Marin County Community Development Agency
|
Both address housing and development issues in the County.
|
2021-2025 Agency Plan
|
Housing Authority of the County of Marin
|
Both address housing issues in the County.
|
Table 3 – Other planning efforts.
Narrative (optional):
N/A
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal setting
Countywide Priority Setting Committee, Planning Area, and Board of Supervisors Public Meetings
The initial public meeting for the 2023 Annual Action Plan was held on November 3, 2022 with the Countywide Priority Setting Committee (PSC), which is comprised of community members representing protected classes and city, town, and County elected officials representing the entire county. At this meeting the committee reviewed goals identified in the 2020-24 Consolidated Plan and funding priorities elevated in past funding cycles. The PSC directed staff on data collection and next steps to inform funding priorities for the upcoming application cycle. The PSC held another public meeting on December 1, 2022 to review data collected on community needs and approve funding priorities for the upcoming application cycle. Subsequently, on March 30, 2023, the PSC conducted an application workshop wherein funding applications were reviewed and discussed with members of the public and project sponsors. Next, three local planning area public hearings were held on April 25, May 1, and May 18, 2023 to elicit public comment and make decisions about the use of CDBG and HOME funds. Finally, the Board of Supervisors held a public hearing to receive public comment and adopt the final Annual Action Plan and funding recommendations for submission to HUD on June 13, 2023. Public comments were received regarding the Annual Action Plan, funding amounts, funding trends, prioritization of funds for members of the protected classes, and eligibility for CDBG/HOME funded projects.
Formal notice of the 30-day comment period for the Annual Action Plan was published in the Marin Independent Journal on May 13, 2023. The comment period began on May 22, 2023 and concluded on June 21, 2023.
Funding Application Outreach
On February 6, 2023, staff issued public notice to 3,959 email subscribers to inform the community that funding application period would open on February 8, 2023 until March 17, 2023. On February 10, the County issued a press release to over 80 media outlets. In addition, on March 1, 2021, a bidding conference was held via Zoom.. February 16, 2023, March 2, 2023, and March 16, 2023 staff provided technical assistance to potential applicants through Zoom office hours. Staff presented at the ISOJI meeting for the Marin City community on February 32023 and March 3, 2023. Staff also conducted targeted email outreach to nonprofit affordable housing developer from across the 9 County Bay Area region. These meetings and outreach were all intended to inform the public and prospective applicants about the opportunity to apply for CDBG, HOME, and HOME-ARP funds, elicit project ideas, and discuss CDBG, HOME, and HOME-ARP eligibility requirements.
Citizen Participation Outreach
SortOrder
|
ModeofOutreach
|
TargetofOutreach
|
Summaryof
response/attendance
|
Summaryof
commentsreceived
|
Summaryofcomments not accepted andreasons
|
1
|
Public Hearing/Priority Setting
|
Non-targeted/broad community
|
On 11/03/2022 and 12/01/2022, the PSC reviewed Consolidated Plan goals and data on community needs, and determined funding priorities for the upcoming application cycle. 28 community members attended.
|
Comments were made in support of the strategies, goals, and potential priorities. Consensus was reached on funding priorities. Majority of comments addressed additional HOME-ARP funding and priorities.
|
N/A
|
2
|
Bidders Conference
|
Non-targeted/broad community
|
On 03/01/2023, the County held an information session regarding the application process and eligible projects. 68 community members attended.
|
Comments consisted of project eligibility, total funding available, and process for allocating funds.
|
N/A
|
3
|
Public Meeting/ Application Workshop
|
Non-targeted/broad community
|
On 03/30/2023, the County held a workshop to review applications, hear from applicants, and provide staff with direction on recommendations. 33 community members attended.
|
Comments consisted of project eligibility, total funding available, process for allocating funds, and allowable rents.
|
N/A
|
4
|
Public Hearing
|
Non-targeted/broad community
|
On 04/25/2023 and 05/01/2023, Cooperating Jurisdictions reviewed Annual Action Plan goals and funding recommendations during public City Council hearings. Due to the hybrid structure of the meetings it is unknown the number of community members who attended.
|
Comments were made in support of the strategies, goals, and funding recommendations. Concerns were raised regarding reduced HUD funding. Consensus was reached on recommending funds to meet local and national priorities.
|
N/A
|
5
|
Public Hearing
|
Non-targeted/broad community
|
County held a session finalizing the Annual Action Plan goals and funding recommendations at the Countywide Priority Setting Committee hearing on 05/18/2023. 36 community members attended.
|
Comments were made in support of the strategies, goals, and funding recommendations proposed. A member of the committee raised concerns about minimizing rent increases on affordable housing units and requested more information on how housing is regulated. Additionally, concern was raised about how HUD and the Marin Housing Authority administer vouchers and the need for more vouchers and oversite of unit providers for voucher holders. It was highlighted that the need for funds is much greater than funds available and thus valuable projects are left unfunded. Questions were raised on the process for determining which projects received funding. Consensus was reached on recommending funds to meet local and national priorities.
|
N/A
|
6
|
Public Hearing
|
Non-English Speaking - Specify other language: Spanish
Non-targeted/broad community
|
County held a public hearing approving the Annual Action Plan on 06/13/2023. Due to the hybrid structure of the meeting it is unknown how many community members attended. The public hearing provided oral interpretation in Spanish.
|
Comments will be documented following the meeting
|
N/A
|
7
|
Listserv Digital Outreach
|
Non-English Speaking - Specify other language: Spanish and Vietnamese
Non-targeted/broad community
|
Staff sent emails to the Federal Grants listserv reaching 3,959 to subscribers each time on 10/05/2022, 10/28/2022, 11/29/2022, 02/06/2023, 02/09/2023, 02/27/2023, 02/28/2023, 03/22/2023, 03/30/2023, 05/18/2023, 05/18/2023, 06/05/2023 regarding public hearings and funding applications. The materials linked in the emails were translated into Spanish and Vietnamese.
|
N/A
|
N/A
|
8
|
Newspaper Ad
|
Non-targeted/broad community
|
County published notices in the Marin Independent Journal announcing public hearings 09/30/2022, 3. County also published a notice on 05/13/2023 announcing that the draft Annual Action Plan was available for public review on 05/22/2023.
|
N/A
|
N/A
|
Table 4 – Citizen Participation Outreach
Introduction
The CDBG and HOME entitlement amounts available for Year 4 of Marin County’s 2020-24 ConPlan are decreased from 2022-23 funding levels. The Program Income for CDBG represents the actual amounts received in 2021-22 and the actual amounts received in 2022-23, less 20% allowed for Administration and Planning costs. The Program Income for HOME represents the actual amounts received in 2021-22, less 10% allowed for Administration and Planning costs. The amount of HOME Program Income is included in the 2022-23 Annual Action Plan. The amount of CDBG and HOME Program Income is included in the 2023-24 Annual Action Plan.
Program
|
Source of Funds
|
Uses of Funds
|
Expected Amount Available Year 3
|
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
|
1,589,600
|
43,209
|
0
|
1,632,809
|
1,188,156
|
Includes the expected 2023-24 CDBG entitlement as of June 2023; 2021 & 2022 actual program income assumes level CDBG funding for all years; and assumes $39,000 of Program Income for all years.
|
HOME
|
Public-Federal
|
Acquisition,
Homebuyer assistance,
Homeowner rehab,
Multifamily rental (new construction),
Multifamily rental (rehab),
New construction for ownership
|
846,217
|
85,191
|
0
|
931,408
|
549,996
|
Includes the expected 2023-24 HOME entitlement as of June 2023; 2022 actual program income; assumes level HOME funding in all years; and assumes $0 HOME Program Income for all years.
|
Anticipated Resources
Table 5 – 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 County leverages local, State, and Federal funds in order to support the acquisition, rehabilitation, and new construction of affordable housing and to offer rental assistance to lower income households. Historically, these funds are leveraged by additional funds from several sources, including local County Housing Trust funds, philanthropy, private investments, State housing funds (including the cap-and-trade funds), and other programs. These funds come to the developments and programs in several ways: through grants, low-interest loans, and other investments/program support.
The County will meet the match requirement on a case-by-case basis, through its existing excess match log. The County generally requires each project to provide the 25% match. Match is often achieved through project-specific investments by the Marin Community Foundation.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The County has just completed an extensive Housing Element process and evaluate County-owned land for possible affordable housing development. Most of the publicly owned land in Marin County is protected as parkland or designated open space, typically in remote areas without sewer or water utilities. However, the County has identified potential County-owned properties for affordable housing, including corporation yards in Inverness and Nicasio and an underutilized area in Lucas Valley.
In addition, the State of California is pursuing the development of deed restricted affordable housing and public employee housing on surplus state-owned land across from San Quentin Prison in Unincorporated Marin County. This project is a direct result of 2019 actions by the California State Legislature and the California State Governor to significantly expand the Surplus Lands Act requirements for local agencies in an effort to achieve more affordable housing on surplus properties. The California Department of Housing and Community Development (HCD) identified approximately 100 State-owned sites for potential affordable housing development statewide. This site is one of three potentially suitable sites identified by County staff within unincorporated Marin County (APNs are 018-152-12, 018-154-15, and 052-041-27). Two sites are owned by the State Department of Corrections and Rehabilitation and one site is owned by Caltrans.
Discussion
N/A
Goals Summary Information
Sort Order
|
Goal Name
|
Start Year
|
End Year
|
Category
|
Geographic Area
|
Needs Addressed
|
Funding
|
Goal Outcome Indicator
|
1
|
Create and preserve housing affordability, accessibility, and quality
|
2023
|
2024
|
Affordable Housing
|
Countywide Areas with High-Need Populations;
Countywide Areas of Opportunity
|
Affordable Housing;
Equity and Access to Opportunities
|
CDBG: $877,882
HOME: $931,408
|
Rental units constructed – 115 Units
Rental units rehabilitated – 67 Units
Homeowner units constructed
– 40 Units
Homeowner Housing Rehabilitated
– 15 Units
|
2
|
Assist populations with special needs
|
2023
|
2024
|
Affordable Housing; Homeless; Non-Homeless Special Needs
|
Communities of Minority Concentration;
Countywide Areas with High-Need Populations;
Countywide Areas of Opportunity
|
Affordable Housing;
Emergency Shelter and Transitional Housing for Homeless;
Equity and Access to Opportunities;
Services to Stabilize Low-Income Populations
|
CDBG: $124,880
|
Rental units constructed – 50 Units
|
3
|
Enhanced community and public facilities and spaces
|
2023
|
2024
|
Non-Housing Community Development
|
Communities of Minority Concentration;
Countywide Areas with High-Need Populations;
Countywide Areas of Opportunity
|
Emergency Shelter and Transitional Housing for Homeless;
Community and Public Facilities and Spaces;
Equity and Access to Opportunities
|
CDBG: $324,688
|
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit
– 16,701 Individuals
|
4
|
Services to foster security and economic advancement
|
2023
|
2024
|
Non-Housing Community Development
|
Communities of Minority Concentration;
Countywide Areas with High-Need Populations;
Countywide Areas of Opportunity
|
Equity and Access to Opportunities;
Services to Stabilize Low-Income Populations
|
CDBG: $305,358
|
Public Service Activities other than Low/Moderate Income Housing Benefit
– 14,376 Individuals
Public Service Activities for Low/Moderate Income Housing Benefit – 576 Households
|
Table 6 – Goals Summary
Goal Descriptions
1
|
Goal Name
|
Create and preserve housing affordability, accessibility, and quality
|
Goal Description
|
Invest in the acquisition, new construction, and rehabilitation of rental and homeownership opportunities and provide first-time homeowners with down payment assistance to preserve housing affordability, stabilize residents at risk of involuntary displacement, and promote equitable access to housing options.
|
2
|
Goal Name
|
Assist populations with special needs
|
Goal Description
|
Invest in activities that help persons with special needs to access supportive services and facilities and provide affordable and accessible housing.
|
3
|
Goal Name
|
Enhance community and public facilities and spaces
|
Goal Description
|
Invest in rehabilitating and enhancing community facilities and public spaces, particularly in neighborhoods serving low-income residents and people experiencing homelessness.
|
4
|
Goal Name
|
Services to foster security and economic advancement
|
Goal Description
|
Invest in public services that support low-income communities including basic health services; children, youth, and parent support services; domestic violence services; economic development assistance for business including microenterprise; education and job training; food security; housing support services; legal services; microenterprise business support services; senior services; and subsistence payments
|
Table 7 – Goal Descriptions
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)
Roughly 165families will benefit from affordable housing through HOME investments.
Introduction
A summary of the eligible programs or activities, also called “projects,” that will take place during the program year to address the Priority needs and specific objectives identified in the Strategic Plan.
Projects
#
|
Project Name
|
1
|
Rental Housing – New Construction
|
2
|
Rental Housing – Rehabilitation
|
3
|
Homeowner Housing – New Construction
|
4
|
Homeowner Housing – Rehabilitation
|
5
|
Accessibility Improvements
|
6
|
Community and Public Facility Improvements
|
7
|
Children, Youth, and Parent Support Services
|
8
|
Food Security
|
9
|
Housing Support Services
|
10
|
Administration
|
Table 8 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Priority is assigned based on the level of need as demonstrated by the data collected during the preparation of the Annual Action Plan and includes consideration of the Consolidated Plan’s Needs Assessment and Market Analysis, information gathered during community engagement and the citizen participation process, and the availability of resources to address these needs. One of the primary obstacles to meeting residents’ underserved needs is funding availability. The Countywide Priority Setting Committee established priorities for projects that Affirmatively Further Fair Housing (AFFH) and serve members of protected classes. In addition, Public Services funding priorities have been narrowed down to: Basic Health Services; Children, Youth, and Parent Support Services; Food Security; and Housing Support Services. No Basic Health Services applications were recommended for funding for the 2022-23 program year.
Project Summary Information
1
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Project Name
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Rental Housing – New Construction
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Target Area
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Countywide Areas with High-Need Populations
Countywide, Areas of Opportunity
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Goals Supported
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Create and preserve housing affordability
Assist populations with special needs
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Needs Addressed
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Affordable Housing
Equity and Access to Opportunities
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Funding
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CDBG: $100,000
HOME: $126,933
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Description
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Support development soft costs, construction hard costs, and public infrastructure enhancements to make new affordable housing units available for extremely low, very low, and low-income residents.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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165 low, very low, or extremely low-income households will be served.
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Location Description
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New construction activities will take place in unincorporated central Marin on Sir Frances Drake Blvd, near San Quentin Village on State surplus land.
, CA
Public infrastructure activities to support new housing will take place in southern Novato at 1385 N. Hamilton Parkway, Novato, CA
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Planned Activities
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Eden Housing, Inc.: HOME, CHDO Allocation - Presumed Benefit – N, Units – 115
Homeward Bound of Marin Veteran and Workforce Housing: CDBG, NO – LMH, Presumed Benefit – Partial, Matrix Code – 03I, 03J, 03L, Units – 50
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2
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Project Name
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Rental Housing – Rehabilitation
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Target Area
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Countywide, Areas with High-Need Populations
Countywide, Areas of Opportunity
Countywide, Areas of Minority Concentration
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Goals Supported
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Create and preserve housing affordability
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Needs Addressed
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Affordable Housing
Equity and Access to Opportunities
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Funding
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CDBG: $482,980
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Description
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Support development soft costs, construction hard costs, and public infrastructure enhancements to rehabilitate deed restricted affordable housing units available for extremely low, very low, and low-income residents.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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67 low, very low, or extremely low-income households will be served.
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Location Description
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Renovation activities will take place at 1 Commodore Webster Drive, Point Reyes Station, CA
Rehabilitation activities will take place at 21 Calle Del Embarcadero, Stinson Beach, CA
Renovation activities will take place at 6956 Sir Francis Drake Blvd. Forest, Knolls, CA
Rehabilitation activities will take place at 153 Novato Street, San Rafael, CA
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Planned Activities
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Eden Housing, Inc: NO - LMH, Presumed Benefit – N, Matrix Code – 14B, Units – 54
Community Land Trust Association of West Marin NO - LMH, Presumed Benefit – N, Matrix Code – 14B, Units – 8
Two Valley Community Land Trust: NO – LMH, Presumed Benefit – N, Matrix Code – 14A, Units – 3
Canal Alliance: NO - LMH, Presumed Benefit – N, Matrix Code – 14B, Units – 2
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3
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Project Name
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Homeowner Housing – New Construction
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Target Area
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Countywide, Areas of Opportunity
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Goals Supported
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Create and preserve housing affordability
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Needs Addressed
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Affordable Housing
Equity and Access to Opportunities
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Funding
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HOME: $711,335
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Description
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Support the development of 40 affordable single-family homes on a surplus land site in Northern Novato. Funding will support general development and construction expenses.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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40 low, very low, or extremely low-income households will be served.
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Location Description
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New construction activities will take place in Northern Novato at 8161 Redwood Boulevard, Novato, CA.
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Planned Activities
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Habitat for Humanity of Greater San Francisco: HOME, Presumed Benefit – N, Units – 40
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4
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Project Name
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Homeowner Housing – Rehabilitation
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Target Area
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Countywide, Areas with High-Need Populations
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Goals Supported
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Create and preserve housing affordability, accessibility, and quality
Assist populations with special needs
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Needs Addressed
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Affordable Housing
Equity and Access to Opportunities
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Funding
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CDBG: $220,000
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Description
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Support the provision of rehabilitation loans to low, very low, and extremely low-income homeowners in Marin County. Loans are available to owner-occupants of single-family homes, condominiums, floating homes docked in approved berths, mobile homes located within a mobile home park, and nonprofit group homes serving special populations. Funding will support the completion of urgent home repairs, correcting substandard housing conditions, eliminating health and safety hazards, and legalizing and/or creating second units within an existing house where permitted by local ordinance.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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15 low, very low, and extremely low-income homeowners will benefit from housing improvements and added accessibility.
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Location Description
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Rehabilitation loans are provided throughout the County of Marin.
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Planned Activities
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Habitat for Humanity Greater San Francisco: NO – LMH, Presumed Benefit – N, Matrix Code – 14A & 14B, Units – 15
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5
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Project Name
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Accessibility Improvements
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Target Area
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Countywide, Areas of Minority Concentration
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Goals Supported
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Assist populations with Special Needs
Enhance community and public facilities and spaces
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Needs Addressed
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Community and Public Facilities and Spaces
Equity and Access to Opportunities
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Funding
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CDBG: $102,000
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Description
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Support infrastructure improvements to two existing pathways including building ADA ramps to increase accessibility and usability.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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Approximately53,383 residents of a Low-Mod Census Tract will benefit from enhanced access facilities.
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Location Description
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The projects are located in the Canal Neighborhood of San Rafael at 18 Falmouth Cove San Rafael, CA and 35 Canal St, San Rafael, CA.
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Planned Activities
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City of San Rafael : NO – LMA, Presumed Benefit – Y, Matrix Code – 03L, 5,383 low/mod-area to benefit
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6
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Project Name
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Community and Public Facility Improvements
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Target Area
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Countywide, Areas of Opportunity
Countywide, Areas with High-Need Populations
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Goals Supported
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Enhanced community and public facilities and spaces
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Needs Addressed
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Community and Public Facilities and Spaces
Equity and Access to Opportunities
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Funding
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CDBG: $140,000
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Description
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Support the renovation and security upgrades at two childcare facilities serving low-income families and a safety-net service hub serving low-income individuals and families.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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Approximately 11,318 individuals will benefit from access to the enhanced facilities.
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Location Description
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The projects are located at 1123 Court Street, San Rafael, CA; 680 Wilson Avenue, Novato, CA; and 1907 Novato Blvd. Novato, CA.
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Planned Activities
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Community Action Marin: NO – LMC, Presumed Benefit – N, Matrix Code – 03M, 144 low/mod-income persons to benefit
North Marin Community Services: NO – LMC, Presumed Benefit – N, Matrix Code – 03M & 03E 11,174 low/mod-income persons to benefit
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7
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Project Name
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Children, Youth, and Parent Support Services
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Target Area
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Countywide, Areas with High-Need Populations
Countywide, Areas of Opportunity
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Goals Supported
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Services to foster security and economic advancement
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Needs Addressed
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Equity and Access to Opportunities
Services to Stabilize Low-Income Populations
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Funding
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CDBG: $99,351
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Description
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Support the provision of domestic violence legal services for families, academic enrichment and afterschool programs, childcare, and transportation services.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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Approximately 541 low, very low, and extremely low-income individuals will benefit from the provision of child, youth, and family services.
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Location Description
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Services are providedthroughout the County of Marin at 1401 Los Gamos Dr., Suite 200, San Rafael, CA; 271 Drake Avenue, Marin City, CA; 932 C Street, Novato, CA; 680 Wilson Avenue, Novato, CA; 199 Porteous Avenue, Fairfax, CA; and 50 Canal Street, San Rafael, CA.
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Planned Activities
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Family & Children's Law Center: NO – LMC, Presumed Benefit – Y, Matrix Code – 05C, 165 low/mod-income persons to benefit
Performing Stars of Marin: NO – LMC, Presumed Benefit – N, Matrix Code – 05D, 125 low/mod-income persons to benefit
North Bay Children's Center, Inc.: NO – LMC, Presumed Benefit – N, Matrix Code – 05L, 44 low/mod-income persons to benefit
North Marin Community Services: NO – LMC, Presumed Benefit – N, Matrix Code – 05L, 79 low/mod-income persons to benefit
Fairfax-San Anselmo Children's Center (FSACC): NO – LMC, Presumed Benefit – N, Matrix Code – 05E, 60 low/mod-income persons to benefit
City of San Rafael, Library and Recreation Department: NO – LMC, Presumed Benefit – N, Matrix Code – 05L, 68 low/mod-income persons to benefit
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8
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Project Name
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Food Security
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Target Area
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Countywide, Areas with High-Need Populations
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Goals Supported
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Services to foster security and economic advancement
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Needs Addressed
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Equity and Access to Opportunities
Services to Stabilize Low-Income Populations
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Funding
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CDBG: $30,670
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Description
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Support the provision of food access and food distribution services for individuals and families.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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Approximately 12,830 low, very low, and extremely low-income individuals will receive free fresh and packaged food.
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Location Description
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Services are providedthroughout the County of Marin and administered from 907 Sir Francis Drake Blvd, Kentfield, CA; and 6350 Sir Francis Drake Blvd, San Geronimo, CA..
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Planned Activities
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ExtraFood.org: NO – LMC, Presumed Benefit – Partially, Matrix Code – 05W, 8,000 low/mod-income persons to benefit
San Geronimo Valley Community Center: NO – LMC, Presumed Benefit – Partially, Matrix Code – 05W, 4,830 low/mod-income persons to benefit
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9
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Project Name
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Housing Support Services
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Target Area
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Countywide, Areas with High-Need Populations
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Goals Supported
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Services to foster security and economic advancement
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Needs Addressed
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Equity and Access to Opportunities
Services to Stabilize Low-Income Populations
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Funding
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CDBG: $112,750
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Description
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Support the provision of home and roommate matches, comprehensive fair housing services by a HUD-certified Housing Counseling Agency, and eviction legal services.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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576 low, very low, and extremely low-income households will receive housing support services.
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Location Description
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Services are providedthroughout the County of Marin and administered from 851 Irwin St., Ste 200G, San Rafael, CA; 1314 Lincoln Avenue, Suite A, San Rafael, CA; and 1401 Los Gamos Drive, Suite 101, San Rafael, CA.
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Planned Activities
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Front Porch Foundation (formerly Covia Foundation): NO – LMC, Presumed Benefit – N, Matrix Code – 05X, 30 low/mod-income households to benefit
Fair Housing Advocates of Northern California: NO – LMC, Presumed Benefit – N, Matrix Code – 05J, 250 low/mod-income households to benefit
Legal Aid of Marin: NO – LMC, Presumed Benefit – N, Matrix Code – 05C, 3296 low/mod-income households to benefit
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10
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Project Name
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Administration
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Target Area
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Communities of Minority Concentration
Countywide, Areas with High-Need Populations
Countywide, Areas of Opportunity
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Goals Supported
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Create and preserve housing affordability, accessibility, and quality
Assist populations with special needs
Enhanced community and public facilities and spaces
Services to foster security and economic advancement
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Needs Addressed
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Affordable Housing
Emergency Shelter and Transitional Housing for Homeless
Community and Public Facilities and Spaces
Equity and Access to Opportunities
Services to Stabilize Low-Income Populations
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Funding
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CDBG: $326,562
HOME: $93,141
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Description
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2023-24 CDBG and HOME Program Administration.
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Target Date
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6/30/2024
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Estimate the number and type of families that will benefit from the proposed activities
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287 housing units will benefit from CDBG and HOME investments.
16,701 low, very low, and extremely low-income individuals will benefit from community infrastructure improvements.
13,371 low, very low, and extremely low-income individuals will receive community services.
576 low, very low, and extremely low-income households will benefit from housing support services.
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Location Description
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The CDBG and HOME programs will be administered from County of Marin offices at 3501 Civic Center Drive, Suite 308, San Rafael, CA.
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Planned Activities
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2023-24 CDBG and HOME Program Administration
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Table 9 – Project Summary Information
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
Marin County has two areas of low-income and minority concentration: 1) the Canal Neighborhood of San Rafael, and 2) the Marin City community of unincorporated Marin County. While the County makes an intentional effort to support Capital and Public Services projects in these areas, it does not designate a specific funding amount for these communities. In addition, the County is prohibited from investing federal housing dollars in these communities as part of its Voluntary Compliance Agreement with HUD.
Federal funds are distributed in three planning areas:
- Novato Planning Area (includes Novato, Ignacio, Bel Marin Keys, and Black Point).
- San Rafael Planning Area (includes San Rafael, the Canal, Los Ranchitos, Lucas Valley, Marinwood, and Santa Venetia).
- County Other Planning Area (includes Belvedere, Corte Madera, Fairfax, Greenbrae, Kentfield, Larkspur, Marin City, Mill Valley, Ross, San Anselmo, San Quentin, Sausalito, Strawberry, Tam Valley, Tiburon, Waldo Point, and West Marin, encompassing the inland rural and coastal corridors).
Geographic Distribution -
Target Area
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Percentage of Funds
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Communities of Minority Concentration
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16%
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Countywide, Areas with High-Need Populations
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31%
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Countywide, Areas of Opportunity
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53%
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Table 10 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The County contains two cities with populations exceeding 50,000 that have opted to be included in the CDBG Urban County rather than receive funding directly from HUD as separate entitlement communities. Funds are distributed as described in the "Discussion" section below and according to established HUD procedures.
Discussion
Planning areas make recommendations for distribution of funds to the Priority Setting Committee and subsequently the Board of Supervisors for approval. Distribution is consistent with HUD guidelines and evaluation criteria developed by participating cities and the County to ensure consistency among the planning areas and facilitate implementation of countywide goals.
After deduction of administrative expenses, planning areas make recommendations on the net CDBG Urban County allocation, which is sub-allocated to the planning areas according to the general HUD-established distribution formula. The formula is based on the latest available countywide data on population, extent of poverty, and extent of housing overcrowding, with the provision that extent of poverty be counted twice. However, a different distribution formula is hereby expressly authorized if and when necessary to comply with Title I of the Housing and Community Development Act of 1974, as amended.
Introduction
Marin County offers varied and attractive residential environments due to its unique combination of natural beauty and proximity to San Francisco. In addition, historically zoning is primarily single unit homes. Many of today’s housing problems such as low vacancy rates, escalating housing prices and rents, and the overall demand for housing and pressure for growth are a result of the attractive qualities and constraints on new development.
The County of Marin will continue to place the highest priority on meeting the housing needs of extremely low and very low-income individuals and families, including families with children, other members of the protected classes, persons experiencing and at risk of homelessness, and individuals with special needs, including elderly and disabled households throughout the county.
To meet our affordable housing goals, Marin County will evaluate opportunities for production through both new construction and acquisition of existing market rate homes to preserve them as affordable. In addition, the County will prioritize protection of existing renters. With whatever resources are available, Marin County will continue to leverage federal, state, and local funds to support the acquisition, rehabilitation, preservation, and new construction of all types of housing and to offer rental assistance to lower income households.
Marin County and all of its jurisdictions are in the process of finalizing their 2023-2031 Housing Elements, a mandatory element of the General Plan and Countywide Plan. The State of California requires the County to show how it will meet the total Regional Housing Needs Allocation (RHNA) for 14,405 units in all jurisdictions and unincorporated County. Of those 14,405 units, there is a requirement of 6,571 for very low and low-income units. The very low and low-income unit requirement for unincorporated Marin County is 1,734 units.
The number of households served by affordable housing projects depends highly on the amount of available funding from the federal and state governments, the availability of suitably zoned sites, and the initiative taken by community-based nonprofits.
Timing requirements and federal funding usage restrictions can act as barriers to creating new units in an already tight real estate market. This is partly due to the extended process that many projects must undergo to acquire entitlements. In addition, limited vacant land and community opposition to multi-unit family housing pose constraints on creating new units. The demanding nature of developing new housing in Marin County makes it difficult to predict construction timelines. For this reason, County staff prioritizes projects that are ready to move forward. County staff will remain committed to the acquisition and construction of new development, but anticipate greater progress in the rehabilitation and acquisition of existing units due to the nature of federal funding and timely spending requirements.
One Year Goals for the Number of Households to be Supported
|
Homeless
|
0
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Non-Homeless
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237
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Special Needs
|
50
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Total
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287
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Table 11 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
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Rental Assistance
|
0
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Production of New Units
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205
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Rehab of Existing Units
|
82
|
Acquisition of Existing Units
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0
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Total
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272
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Table 12 - One Year Goals for Affordable Housing by Support Type
Discussion
The County’s approach to funding affordable housing projects is informed by the 2020 Analysis of Impediments to Fair Housing Choice, 2020-24 Consolidated plan, and changes identified and implemented in partnership with HUD during two Voluntary Compliance Agreements (VCA). The first VCA ran from November 30, 2010 to December 22, 2015. The second VCA which started on May 7, 2019 was successfully closed on November 8, 2022. Among the strategies engaged, encouraging and facilitating the creation of multi-bedroom units available to families in areas of concentrated affluence and areas of opportunity, is consistently elevated as a priority across all guiding documents. In addition, the County is now investing in rehabilitation of existing affordable housing units in areas of minority concentration and areas with high-needs populations. All housing providers are required to develop and implement Affirmative Marketing Plans.
Introduction
The Marin Housing Authority’s (MHA) public housing program continues to operate at appropriation levels that are too low for the long-term sustainability of the properties. Over the last few years, MHA has significantly reduced its administrative costs and continues to implement less cumbersome policies and procedures and more efficient systems, including a resident and applicant portal to safely submit and process paperwork online. The Marin Housing Authority currently serves approximately 850 household members within nearly 500 units of public housing.
Actions planned during the next year to address the public housing needs
The Capital Fund Program (CFP) has generally been the only federal funding source for public housing agencies to replace obsolete building systems (heating, electrical, plumbing, ventilation, etc.); make major repairs to elevators, roofs, exteriors, bathrooms, and kitchens; abate hazardous materials; add accessibility modifications; make site improvements; and provide energy upgrades, security, resident services, operating subsidy, and management improvements. Federal CFP funding has declined dramatically and is inadequate to cover replacement costs for the aging public housing stock.
Golden Gate Village (GGV), MHA’s only public family housing complex, has significant capital improvement needs. HUD has emphasized that a revitalization plan for GGV must be expeditiously prepared and thoroughly analyzed to ensure it is in the best interest of the residents, and MHA concurs. After years of considering an extensive redevelopment of GGV, including many discussions with the GGV Resident Council and HUD, the MHA Board of Commissioners decided to pursue a rehabilitation-only option for GGV in March 2022.
The rehabilitation-only option that MHA proposed to HUD must meet the following goals (referred to as “HUD Feasibility Criteria”):
- Solve over-housing in a timely manner.
- Recognize historic preservation criteria.
- Recapitalize GGV and be financially feasible.
- Address the $63 million in capital needs identified in the Physical Needs Assessment completed in 2021.
Over the next several months, MHA will work closely with the GGV Resident Council and a Revitalization Working Group through a community process to discuss and analyze how a rehabilitation-only option can meet the above HUD Feasibility Criteria. The goal is to develop consensus on a feasible rehabilitation-only option for GGV and present it to the MHA Board of Commissioners by the end of 2022.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
The primary goal of the Resident Opportunities and Self-Sufficiency (ROSS) Service Coordinator is to help residents improve their living conditions, enabling them to age-in-place, and avoid placement in a full-care facility to the greatest extent possible. Multi-year HUD funding provides service coordination to 200 elderly and disabled residents in the five MHA complexes designated for this population. MHA was recently awarded a renewal grant by HUD to continue the ROSS program for the next three years.
The Family Self-Sufficiency Program (FSS) assists 100 families in the Housing Choice Voucher (HCV) program and 30 to 40 families in Marin City Public Housing. Most participants are single parents and are provided case management and referrals toward individually crafted educational or employment goals. With special HUD grants, the Marin Housing Authority has maintained the Family Self-Sufficiency Program in both the Section 8 Voucher Program as well as in Marin City family public housing. This program is directed toward improving families’ economic situations by ultimately increasing their earned income.
On March 16, 2022, the MHA Board approved a homeownership preference for Golden Gate Village public housing residents under the HCV program and expanded use of the Marin City Down Payment Assistance Program approved by the Board to support homeownership among public housing residents. Since then, five Golden Gate Village households have received vouchers through this preference, and four of those households have utilized their vouchers. There are an additional two GGV households currently on the HCV waiting list to receive vouchers through the homeownership preference.
Section 3 Resident Training allows the Marin Housing Authority to periodically provide short-term training opportunities to public housing residents in maintenance, landscaping, property management, and administrative support work. Residents work in paid training positions under the supervision of community-based training organizations. These projects typically last four to eight weeks and are designed to provide basic skills that trainees can take to more permanent jobs in maintenance, construction, landscaping, property management, or office support. MHA will be selecting a Section 3 contractor to build capacity and assist Golden Gate Village residents in developing resident-owned businesses and increase job training opportunities. This vendor will partner with employers and funders to increase access and training.
In addition, MHA continues to participate in Resident Advisory Board (RAB) meetings on a regular basis. The RAB is made up of residents from Public Housing and representatives holding Housing Choice Vouchers.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.
On May 14, 2021, HUD issued MHA a directive to submit a corrective action plan for Golden Gate Village to address failing physical assessment scores and the ongoing planning process for a comprehensive redevelopment of the site. Historically, MHA has scored highly on the Public Housing Assessment System (PHAS) in the financial, management, and Capital Fund areas, and achieved an overall PHAS score of “Standard” or “High Performer.” However, for many years, Golden Gate Village has been issued failing or near-failing physical scores. As a result, in March 2022 the MHA Board of Commissioners decided to pivot from the previously pursued redevelopment plan to a rehabilitation-only option for GGV.
Discussion
In addition to public housing-related programs, Marin Housing Authority offers supportive housing programs to holders of its approximately 2,600 vouchers. These include:
- The Shelter Plus Care Program, which combines housing subsidy from HUD McKinney Vento Funds with case management services funded by Marin County Mental Health and Substance Use Services (MHSUS). Program eligibility includes individuals and families experiencing chronic homelessness and who have a severe and persistent mental illness. The Shelter Plus Care Program serves at least 90 households. MHA has set aside 50 vouchers for the most medically vulnerable people experiencing chronic homelessness, and these participants will also be provided with wrap-around supportive services.
- The Emergency Housing Voucher Program provides vouchers and case management services for individuals and families experiencing homelessness.
- Veterans Administration Supportive Housing (VASH) provides housing vouchers and supportive services to veterans experiencing chronic homelessness.
- Mainstream vouchers and case management services are provided for non-elderly individuals and families experiencing disabilities and homelessness.
- The HOPWA Program combines housing subsidy from HUD and case management services from local community-based organizations, with which MHA has entered into a Memorandum of Understanding for service provision. Individuals and families must have an HIV/AIDS diagnosis confirmed by an appropriate third party and meet income eligibility guidelines. HOPWA is expected to serve 13 households in 2022-23.
- The Below Market Rate (BMR) Homeownership Program manages a portfolio of over 332 homes for low- and moderate-income first-time homebuyers. MHA assigns a priority preference to families living or working in Marin City for all re-sell units available in Marin City. MHA offers First-Time Homebuyer Education Workshops in both English and Spanish in collaboration with Fair Housing Advocates of Northern California. MHA staff also collaborates with the Marin City Community Development Corporation to prepare Marin City residents for homeownership opportunities by addressing credit issues, down payments, and savings. In terms of marketing, MHA continues to collaborate with Habitat for Humanity, Hello Housing, and Marin City Community Development Corporation to publicize opportunities for first-time homebuyers through BMR and Section 8 programs.
During the COVID-19 public emergency, MHA has continued to provide essential services to residents and housing program participants. MHA was awarded 117 emergency housing vouchers and a total of 177 mainstream vouchers. As a result of strong partnerships with the County of Marin and community-based organizations to provide case management services and deploy MHA’s Housing Locator program, MHA has utilized the vast majority of the EHV and additional mainstream vouchers issued by HUD in response to the pandemic.
Introduction
Section AP-35 shows the proposed CDBG and HOME activities to be undertaken serving the homeless and special needs populations. In the list of proposed CDBG and HOME projects, activities serving homeless and special needs populations are so noted.
Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness, including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
County HHS has staff dedicated to ending chronic homelessness and coordinating and improving services for people experiencing homelessness. They run the 473-INFO resource hotline to refer older adults and those with disabilities to resources, and they also staff the Homeless Policy Steering Committee, which is the Continuum of Care organization for the County. Partnering with community-based organizations, Marin County oversees a Coordinated Entry system with a standardized assessment to prioritize the highest-need, most vulnerable individuals and families for supportive housing. Additional efforts include:
- Behavioral Health and Recovery Services Division placed a mental health clinician in the field to conduct eligibility and intake assessments for mental health services.
- County hired a Senior Outreach Coordinator to coordinate countywide homeless outreach activities to eliminate gaps and overlapping efforts.
- All key homeless services providers participate in the Homeless Management Information System (HMIS), which helps identify unsheltered persons.
- Dedicated encampment/street outreach activities (conducted by Mental Health Transition Teams, CARE Teams, Marin Interfaith Street Chaplaincy, and a San Rafael Police Department Mental Health Outreach Worker) identify and engage unsheltered individuals daily and participate in planning meetings to ensure countywide coverage.
- With CoC, County used ESG-CV funds to create two outreach teams to improve coverage, including boat rental to reach Marin’s unique “anchor-out” population moored offshore in Richardson Bay.
- County’s primary Emergency Shelter for single adults has transitioned to housing-focused shelter, reducing barriers and adding case management to increase placements and shorten length-of-time homeless.
- Case management provided by Whole Person Care Medicaid waiver program allows data-sharing and coordination between housing, health care, and homeless services organizations. The program pairs case management with Housing Choice Vouchers to create up to 50 additional Permanent Supportive Housing beds each year.
- County’s COVID Emergency Operations Center used FEMA and CARES funds to run a Project Roomkey emergency shelter at several local motels, keeping COVID-vulnerable people out of congregate settings. Roomkey motels collaborate with Coordinated Entry to identify those most vulnerable.
- County CDA, HHS, and DPW collaborated to use state Project Homekey funding to purchase three properties to create 105 new units of permanent supportive housing.
The County’s goals over the next year are:
- Increase housing-based case management through the Whole Person Care Medicaid waiver program to create additional Permanent Supportive Housing beds with Section 8/811 and Emergency Housing vouchers.
- Add partners to the Whole Person Care program to create more robust data-sharing and improve coordination.
- Apply for new project funding through various state and federal streams.
- Evaluate and improve our housing-focused Emergency Shelter system.
- Increase and improve diversion resources to reduce first-time homelessness.
- Continue to add Coordinated Entry points to ensure minimal barriers to housing.
- Expand outreach to underserved areas and improve coordination with alternative outreach partners including police, parks, and public works.
- Continue evaluating the homeless system of care’s impact on racial equity and implementing improvement strategies.
Addressing the emergency shelter and transitional housing needs of people experiencing homelessness
Efforts to establish and provide emergency shelter and transitional housing increased considerably during COVID-19 through the County’s participation in the State-sponsored Roomkey and Homekey programs. All transitional housing and emergency shelters in Marin participate in HMIS. The Continuum of Care regularly analyzes HMIS data to develop strategies for improving utilization of transitional housing and shelter by those most in need, identify services and programs that will help households achieve housing stability and self-sufficiency, and determine gaps in inventory and capacity. Existing emergency shelters have transitioned to a housing focus to further improve housing outcomes for clients. By focusing on permanent housing in every area of our homeless system, including emergency shelter, Marin seeks to end the cycle of chronic homelessness.
Helping persons experiencing homelessness (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 they experience homelessness, facilitating their access to affordable housing units, and preventing recurring homelessness
Homeward Bound of Marin creates new permanent supportive housing beds for individuals and families experiencing homelessness each year, including the conversion of several transitional housing projects into permanent supportive housing. Their New Beginnings Center serves as a housing-focused emergency shelter for individuals, and they have placed 70% of their clients into permanent, non-supportive housing throughout the county. St. Vincent De Paul Society has master leased and purchased several properties to provide permanent supportive housing options for clients who are unable to rent directly from landlords due to past evictions, credit history, and presentation. The Marin Housing Authority and Marin County HHS have teamed up to pair Section 8, Section 811, and Emergency Housing vouchers with housing-based case management to increase the available permanent supportive housing in Marin. HHS also directly funds 54 units of permanent supportive housing with local providers, as well as providing the services and matching funds for much of the federally funded homeless housing. Marin currently has 649 units of permanent supportive housing, up from 336 in 2016.
HHS uses County general funds, CalWORKs Housing Support Program funds, and federal Emergency Solutions Grants to provide Rapid Rehousing for clients who do not need the ongoing services of permanent supportive housing. In addition, the Marin Housing Authority provides Moving On vouchers: Section 8 vouchers for clients who are in Permanent Supportive Housing and still need the rental subsidy but no longer need the services. This frees up additional Permanent Supportive Housing beds.
HHS and its nonprofit partners have recently implemented rapid rehousing for coordinated entry, which will streamline referrals, improve targeting of resources, and enhance communication and coordination between providers.
HHS has placed a Rapid Rehousing program in a Project Roomkey emergency COVID shelter to assist clients with transitioning into permanent housing when the program ends, preventing exits to the street.
HHS also coordinates stakeholders and identifies opportunities to increase long-term permanent housing stability. Long-term strategies include:
- Increasing access to mainstream services to better stabilize clients in the long-term. Services include outreach, SSI advocacy, and on-site benefits enrollment. HHS uses national best practices to expedite SSI/SSDI enrollment for people with disabilities who are experiencing homelessness.
- Expanding integrated interagency service teams providing housing-linked wraparound services.
- Integrating mental health and substance abuse programs to form a behavioral health team, which serves as a cross-sector initiative to increase access to integrated services in community clinics.
- Mental health transition teams providing support to people experiencing mental health crises to prevent mental health-related housing loss.
- Evaluating annual agency performance to deliver targeted technical assistance.
- Enhancing data-sharing between all health, behavioral health, and homeless services to improve care and decrease duplication of services.
The County has invested in the Housing Authority’s ability to attract and retain landlords willing to accept vouchers through the Landlord Partnership Program, including funding a Housing Locator position, providing funding for deposits, and creating a risk pool to pay for any damages to units.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
Regarding preventing households from becoming homeless, Marin County Health and Human Services staff assists in the coordination of efforts of several key prevention providers, including Adopt a Family, Canal Alliance, Community Action Marin, Legal Aid of Marin, North Marin Community Services, Ritter Center, St. Vincent De Paul Society, and the West Marin Resource Center. In the Ten-Year Plan update process, the Homeless Policy Steering Committee (HPSC) identified prevention as a key priority. Prevention action steps include enhancing the capacity of phone services to assess and link callers to prevention services and expanding outreach to landlords to make them aware of prevention services. County HHS also invested state Homeless Emergency Aid Program (HEAP) funding into a diversion program to move people who are newly homeless back into housing before entering the homeless system of care.
Additionally, County HHS funds a medical respite program for people being discharged from any of the three local hospitals. HHS’s Children and Family Services Division supports foster youth to ensure that they are not discharged into homelessness. Furthermore, HHS employs a staff person to coordinate between the local mental health facility and our County Behavioral Health and Recovery Services (BHRS). HHS’s Residential Services Unit also works closely with Institutes for Mental Disease (IMD) to support people during the transition to a lower level of care. To support this effort, people are stepped down from IMDs into local residential supportive units with increasing levels of independence to ensure that people have support adequate to keep them stable and housed. HHS also operates a Transition Team through BHRS, which identifies people who are held in our local Crisis Stabilization Unit to connect them with ongoing supports.
Further, throughout the COVID-19 pandemic the Housing and Federal Grants staff, in collaboration with Health and Human Service, Emergency Operations Center, and nonprofit partners, has developed a rental assistance program to disburse $33.5 million in funds to support renters who have lost income due to the pandemic.
Discussion
Marin County providers and government partners are working to implement best practices across the entire homeless system of care to reduce and end homelessness in our community. These include Coordinated Entry to prioritize the highest-needs clients for permanent supportive housing; diversion to help clients find housing options outside the system of care; specialized approaches for subpopulations including veterans, youth, and families; Housing First; and lowering case management staff to client ratios in permanent supportive housing to improve outcomes for the hardest to serve.
Introduction:
According to the County’s Analysis of Impediments to Fair Housing Choice submitted to HUD, the following are barriers to affordable housing:
Community Opposition to Affordable Housing
Community opposition has been identified as the number one reason for the lack of affordable housing development in the County, particularly for families and in areas outside of minority concentration. Opposition to new housing developments can arise in all of the County’s neighborhoods, but is especially prevalent in majority White neighborhoods. The opposition is often based on common growth issues such as traffic congestion, water demand versus supply, and increased school enrollment. However, opposition can also reflect underlying fears of reduced property values, misperceptions of the type of housing that would be created, and stereotyped impressions of the potential occupants.
A greater understanding of affordable rental housing and its positive impact on individuals, families, and the community at large is instrumental to gaining support. The more informed the public, local government staff, and elected officials are about the need for affordable rental housing and benefits of avoiding housing insecurity, the more leverage supporters will have to advance development of affordable rental homes.
The Cost of Developing Affordable Housing
The cost of developing affordable housing in Marin is prohibitive even after accounting for grant and loan funding, direct and indirect subsidies, tax credits, and private donors. Many Marin communities require that developers of multi-unit housing set aside a percentage of units as affordable housing, and the County’s Housing Trust Fund provides financial assistance to help affordable housing developers create and preserve housing for low and very low-income households. Some cities and towns do not have inclusionary policies or affordable housing impact fees, and for some jurisdictions, the housing trust account balances are too low to be useful. In addition, in-lieu fees do not reflect the actual costs of building affordable housing in the County.
Lack of Affordable Housing Sites
Developers and community members are unaware of potential affordable housing sites across the County. Because of this, opportunities to purchase land or properties for non-affordable housing may reduce the availability for affordable developments.
Lack of Opportunities for Home Ownership by People of Color and Ongoing Concerns of Gentrification
Housing prices in Marin are unaffordable for most residents, but because of historic, discriminatory practices and government policies, African Americans – in particular, people who lived in Marin City during the “Marinship” years of the 1940s – have been particularly affected by policies that have created segregated communities with limited access to opportunities.
In addition, gentrification of some Marin communities is forcing people of color and low-income residents to be priced out of their own neighborhoods. Designating land for developing affordable housing that will remain affordable in perpetuity will create home ownership opportunities while affirmatively furthering fair housing. Transforming racially and ethnically concentrated areas of poverty into areas of opportunity can preserve existing affordable housing and protect current residents from displacement.
Actions 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 County’s 2020 Analysis of Impediments to Fair Housing Choice proposes the following actions to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing:
- Community Opposition to Affordable Housing
- The Cost of Developing Affordable Housing
- Lack of Affordable Housing Sites
- Lack of Opportunities for Home Ownership by People of Color and On-going Concerns of Gentrification
A detailed list can be found uploaded with the Grantee Unique Appendices.
In addition, the County is working with six other local jurisdictions to update and adopt inclusionary policies. Two of the six jurisdictions do not have inclusionary policies requiring that affordable units be included in market rate developments. These policies are slated for adoption by the end of 2022.
Discussion
The main constraints to new affordable housing include limited available land and high land costs, lack of funding, and community opposition. Two major factors contribute to high land costs, which significantly impact housing development and affordability: high demand and limited supply of land zoned for development. In Marin County as a whole, land costs average around 15% to 20% of construction costs for multi-family developments. Land zoned for multi-family and mixed-use developments generally costs more than land zoned for single-family residential. For example, recent sales in Marin show that the former averages over $2 million dollars per acre and total development costs exceed $650,000 per subsidized multi-unit development.
Construction loans for new housing are difficult to secure in the current market. In past years, lenders would provide up to 80% of the loan-to-value ratio of the new construction cost. However, due to market conditions and government regulations, banks now require larger investments from the builder. Affordable housing developments face additional constraints, although public funding is available, it is highly competitive and developments must meet multiple qualifying criteria, often including the prevailing wage requirement. For smaller developments, the higher per-unit costs result in a sale or rental price that is above the affordability limits set for many funding programs, and such projects often require significant time investments from developers. Because the overall budget is smaller and a developer’s operating income is based on a percentage of total costs, smaller projects are often infeasible without special incentives or significant local funding.
Affordable rental developments tend to be easier to finance than for-sale developments, as there are more funding sources. However, recent cuts in public spending statewide have put pressure on these sources. Few potential sites in the County qualify for tax credits, which are a valuable revenue source for affordable housing developers. The cost of construction has grown considerably due to extensive fires in the Bay Area region that have burned every year since 2017, COVID-related supply chain issues and labor shortages, and ongoing inflation. These combined with stagnant tax credit revenue, put developers of low-income properties at an even greater disadvantage. Community resistance to new development is also a factor. Marin County’s strained infrastructure leads to several concerns, primarily: 1) new developments may cause increased traffic, 2) long-term sustainability of the local water supply, 3) potential impacts on schools and other local infrastructure, and 4) valuable open space could be lost. Also, Issues related to community character are often raised, such as how density may adversely affect the visual cohesiveness of the neighborhood, how affordable housing may impact property values, or how it should be distributed more evenly countywide. At times, there is tension between fair housing laws and a desire to provide preferential affordable housing access for some populations, such as local workers (examples are nurses, teachers, and law enforcement personnel). In many cases, it is impossible to target housing to select groups. These concerns are often expressed during project review phases and can present significant political barriers.
Marin County aims to alleviate these housing barriers. New developments in Marin County are financially assisted with Housing Trust, CDBG, and HOME dollars to provide gap financing. In addition, the Housing Element process includes an exercise for members of the public to identify eligible development sites.
Introduction:
Obstacles to meeting underserved needs for Marin County are tied to the extent of need in the County and its cities and towns, as well as the geographic topography of the County. Major obstacles include limited funds; extremely high housing, land, and development costs; and gaps in institutional structure.
Due to high costs, economic conditions, poverty and unemployment, and a high occurrence of low-wage service industry jobs, a significant number of low-income Marin County residents struggle to make ends meet. The available resources to support programs and services that help individuals and families become self-sufficient are inadequate. The situation is made worse by the COVID-19 pandemic and its disproportionate effects on low-income persons of color. Marin’s unemployment rate is currently at 2.4%.
Actions planned to address obstacles to meeting underserved needs
To address obstacles to meeting underserved needs, the County proposes to fund activities directed at members of protected classes, including racial and ethnic minorities, people with disabilities, and families with children. For example, Community Development Block Grant assistance will be used to support public services for children of low-income minority families (such as youth development programs in Marin City and various childcare programs across the County). Conservation and expansion of the supply of subsidized family rental housing will be a major priority for the use of HUD funds.
Actions planned to foster and maintain affordable housing
To foster and maintain affordable housing, the County will use a large portion of its HUD funding for development, preservation, and rehabilitation of subsidized housing. The County will also seek to leverage other funding sources, including Federal, State, and local funds.
Actions planned to reduce lead-based paint hazards
To evaluate and reduce lead-based paint hazards, the County will require all recipients of HUD funding to comply with the requirements for lead paint testing and abatement. The Marin Housing Authority will also continue its program of lead paint testing and abatement for public housing.
The Marin County Department of Health and Human Services in partnership with the Community Development Agency’s Environmental Health Services operates the Childhood Lead Poisoning Prevention Program (CLPPP). This program is currently undergoing reorganization and outreach planning. COVID-19 greatly impacted CLPPP, with staff time taken up with serving as disaster service workers during the emergency response. CLPPP only addressed urgent matters during this time. Beginning in September 2021, a new CLPPP Coordinator/Public Health Nurse (PHN) and Environmental Health Specialist were hired.
The new CLPPP coordinator has been working with the State Childhood Lead Poisoning Prevention Branch (CLPPB) and following up on recommended actions to strengthen the program. New policies and procedures have been written and the coordinator is planning future outreach with the guidance of CLPPB. In addition, the Marin CLPPP is working with State and local partners to collect data and use it to identify high-risk areas in hopes of targeting messaging and outreach to those at higher risk for lead exposure. Marin CLPPP is establishing its list of community outreach partners to create a broad network of resources for lead exposure prevention to Marin County children.
Actions planned to reduce the number of poverty-level families (Additional information being supplied by HHS)
As a provider of employment services to public assistance recipients, the Employment & Training Branch within Marin County Health and Human Services (HHS) is in the unique position to blend services that help low-income persons to obtain and retain employment. The Employment and Training Branch (ETB) houses the CalFresh Employment and Training and General Relief programs. The integration of these programs creates an efficient combination of employment services that provides job search readiness and vocational and on-the-job training for participants, with the ultimate goal of creating multiple pathways to self-sufficiency.
Employment services include:
- Workshops on resume building, interview skills, and career exploration.
- Self-directed use of the Marin's Career Resource Center (temporarily closed for construction).
- Individualized career services featuring one-on-one meetings with an Employment Development Counselor for self-assessments, developing an individual employment plan, and counseling.
- Vocational training services where participants are eligible for up to $4,500 for classroom training in a growth industry.
- “Earn and learn” training that places participants in an in-demand, sector-driven occupation that will enhance their prospects for long-term employment and maintain or increase their wage levels, with the overall goal of becoming self-sufficient. Through exposure in an actual work setting, participants acquire field-specific skills and employment competencies.
- Retention services are provided for three months after exiting a program with unsubsidized employment.
ETB works with several community organizations to provide vocational training and has a formal partnership with Homeward Bound of Marin’s Fresh Starts Culinary Academy. This program provides individuals with 10 weeks (250 hours) of job training, certification, and job placement support. The curriculum is certified by the American Culinary Federation and provides comprehensive culinary training with supportive services.
To reduce the number of poverty-level families, Marin County will continue its extensive employment training program and encourage nonprofit organizations to better coordinate their services toward serving families in distress.
Actions planned to develop institutional structure
The Marin County Housing and Federal Grants Division staff participate on the Homeless Policy Steering Committee, Opening Doors Committee, Child Care Council, First 5 Initiative, Housing Funders Group, committee on housing for farm workers and their families, County Ag team, and Planning Directors Group.
Actions planned to enhance coordination between public and private housing and social service agencies
To foster public housing improvements and resident initiatives, the Marin Housing Authority will continue to seek funding for public housing improvements and provide public housing residents with technical assistance for their initiatives as funds permit. MHA continues to partner with affordable housing developers, thereby securing vouchers that ensure deep affordability of housing projects. The County partners with MHA, affordable housing developers, and local nonprofits to ensure ongoing supportive housing services.
Discussion
The large number of nonprofit organizations serving low-income communities in Marin is both an asset and a challenge. The sheer number of nonprofits creates increased competition for limited resources. Conversely, the benefits of a rich variety of social service organizations often translates to more community-based and culturally competent services for low-income residents. Lack of organizational capacity among nonprofits is another gap in institutional structure. In response, the Marin Community Foundation engages with nonprofits in organizational and programmatic capacity-building to improve the effectiveness and efficiency of service delivery. Additionally, the Department of Health and Human Services coordinates with agencies that serve homeless individuals and families.
Introduction:
This section addresses the program-specific requirements for the Annual Action Plan that are identified in the Consolidated Plan Final Rule.
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 available program income to be applied toward projects planned for 2022-23.
|
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
|
$64,290
|
2. The amount of proceeds from Section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
|
0
|
3. The amount of surplus funds from urban renewal settlements
|
0
|
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
|
0
|
5. The amount of income from float-funded activities
|
0
|
Total Program Income
|
$64,290
|
Other CDBG Requirements
|
1. The amount of urgent need activities
|
0
|
- The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low and moderate income (##.##)
Overall Benefit - A consecutive period of one, two, or three years may be
used to determine that a minimum overall benefit of 70% of CDBG funds is
used to benefit persons of low and moderate income. Specify the years
covered that include this Annual Action Plan.
|
70.00
|
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
- A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
- Marin County intends to use its entire HOME allocation for projects described in 24 CFR 92.205(b).
- The County does not intend to use any HOME funds for projects not described in 24 CFR 92.205(b).
- A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
- No homebuyer activities are currently planned.
- A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds (see 24 CFR 92.254(a)(4)) are as follows:
- No homebuyer activities are currently planned.
- Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
- No refinancing activities are currently planned.
Discussion
Eligible applicants and application process: Local nonprofit housing developers, owners, and managers are eligible for funding. Funds are available for a wide range of activities including acquisition, development, and/or rehabilitation of affordable housing for rent or ownership by low-income households. HOME applications are reviewed through the Federal Grants application process, which includes both CDBG and HOME funds. All known nonprofit affordable housing providers working in Marin are notified when the application process opens. Throughout the year staff work to identify projects that may be candidates for HOME funds. Applications are evaluated and awarded funds through a competitive process. Staff review and evaluate each project application against a standard scoring tool. The Countywide Priority Setting Committee then reviews and recommends project funding to the Marin County Board of Supervisors, who issue a final approval.
Beneficiaries: Marin County HOME funds are available for low-income renters and homebuyers with a household income not exceeding 80% of area median income and in accordance with HOME income limits published annually. Consistent with the County's Voluntary Compliance Agreement, family housing projects outside impacted census tracts are prioritized. No other preferences are allowed.