Affordable Housing

City of Oceanside 2019-2020

Annual Action Plan

Neighborhood Services Department 300 North Coast Highway Oceanside CA 92054 www.ci.oceanside.ca.us

1 City of Oceanside 2019-2020 Annual Action Plan (AAP)

The Action Plan is the City’s annual update of the five-year ConPlan for Housing and Community Development. The five-year plan sets objectives, strategies and anticipated outcomes with benchmarks for measuring progress. In so doing, it helps local governments and citizens keep track of results and learn what works. The AAP (AAP) satisfies the annual submission and application requirements for the Community Planning and Development (CPD) formula programs offered by the U.S. Department of Housing and Urban Development (HUD) to local jurisdictions. CPD programs in the City of Oceanside include the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME). The City prepares a Consolidated Annual Performance and Evaluation Report (CAPER) at the end of the program year to report on how well the City met the goals and objectives of the Action Plan. The City Council must approve the AAP and the annual CAPER before the City can submit the documents to the HUD - Los Angeles Field Office.

Federal statutes for the ConPlan set forth three basic goals (the "National Objectives"); HUD will evaluate the plan and the jurisdiction’s performance under the plan based on how well the City addresses these goals. Each jurisdiction’s plan must state how it will pursue these goals for all community development programs, as well as all housing programs. The three program goals are:

DECENT HOUSING - - which includes:  assisting homeless persons obtain affordable housing;  assisting persons at risk of becoming homeless;  retention of affordable housing stock;  increasing the availability of affordable permanent housing in standard condition to low- moderate-income families, particularly to members of disadvantaged minorities without discrimination on the basis of race, color, religion, age, sex, national origin, familial status, or disability;  increasing the supply of supportive housing that includes structural features and services to enable persons with special needs, including persons with HIV/AIDS and persons with mental illness, to live in dignity and independence;  providing housing for youth aging out of the foster care system, homeless veterans, and other special needs populations, and  providing affordable housing that is accessible to job opportunities.

A SUITABLE LIVING ENVIRONMENT - - which includes:  improving the safety and livability of neighborhoods;  increasing access to quality public and private facilities and services;  reducing the isolation of income groups within areas through spatial deconcentration of housing opportunities for lower income persons and the revitalization of deteriorating neighborhoods;

2  restoring and preserving properties of special historic, architectural, or aesthetic value; and  conservation of natural resources through energy efficient practices.

EXPANDED ECONOMIC OPPORTUNITIES - - which includes:  job creation and retention;  establishment, stabilization and expansion of small businesses including micro-enterprises;  the provision of public services concerned with employment;  the provision of job-training opportunities to low-income persons;  availability of mortgage financing for low-income persons at reasonable rates using non-discriminatory lending practices;  access to capital and credit for development activities that promote the long-term economic and social viability of the community; and  empowerment and education for low-income persons to reduce generational poverty and promote independent, self-sufficient living.

The 2019-2020 AAP for the City of Oceanside addresses these three statutory program goals with local objectives, strategies, activities and anticipated outcomes. The housing and community development objectives in this Action Plan are prioritized in accordance with HUD categories, as follows:

 High Priority – The City will use federal funds to support activities that address these objectives, either alone or in conjunction with the investment of other public and private funds during the five-year period of the Plan. Reduced levels of federal funding available for the CDBG Program will move many activities from “High” to “Medium” priority  Medium Priority - If funds are available, the City will use federal funds to support activities that address these objectives, either alone or in conjunction with the investment of other public and private funds during the five-year period of the Plan.  Low Priority - The City will not fund activities to address these objectives during the five-year period of the Plan, unless the City obtains other public or private funds designated for the objective. The City will provide certifications of consistency for applications by local agencies for federal assistance when the application is for funds to address objectives in the Plan.

The following criteria were considered to set priorities:  The extent to which a particular objective meets needs as identified in the Needs Assessment section of the ConPlan;  The extent to which the City’s resources including federal, state and local funds will be available to address the identified needs and related objectives, especially with reduced funding for the CDBG program;  For housing objectives, the degree to which an objective would assist the City to meet its Fair Share of the Regional Housing Need and increase for-sale and rental housing affordable to low- and moderate-income families; 3  For homeless objectives, the degree to which an objective would support the regional plan to eliminate chronic homelessness and reduce the incidence of homelessness among families with children.

The City of Oceanside will particularly support projects and activities in 2019-2020 that address the national goals with specific local goals:

For Decent Housing, the City will look for projects and activities that address the regional plan for affordable housing and the recommendations of the City of Oceanside Housing Commission. The City will seek projects and activities that address the regional plan to eliminate veteran and chronic homelessness. The City will work with Community Housing Development Organizations for housing projects in the City, especially in neighborhood revitalization areas. Ongoing lower levels of CDBG funding in PY 2019 will eliminate funding for most homeless-serving programs.

For a Suitable Living Environment, the City will look for projects and activities that support neighborhood revitalization, provide assistance to needy seniors, promote the development of positive personal assets in youth and reduce youth involvement in gangs and delinquent behavior. Positive youth development programs that reduce the level of gang activity will be a primary concern during 2015-2020. Ongoing lower levels of CDBG funding in PY 2019 do not provide for funding of emergency services.

For Expanded Economic Opportunity, the City will look for projects and activities that improve conditions and offer opportunity for the “working poor,” especially through job-training activities and expansion of childcare for low-income working families. The City will concentrate on neighborhood revitalization areas for economic development activities, including micro-enterprise projects.

The City of Oceanside will also look for projects and activities that support in some way the City’s Vision Statement: The City of Oceanside will be a safe, culturally diverse community that empowers its citizens to provide an environment that promotes economic development, supports quality education, fosters the cultural arts and preserves its natural resources.

The City of Oceanside will adopt and utilize outcome performance measurement systems for the CDBG and HOME that meet or exceed HUD requirements, and will fulfill HUD requirements for performance measurement reporting. The City will strive to score in the top 25th percentile in all HUD reports, including the HOME Snapshot report, and become an outstanding performer in HUD scoring of the annual Consolidated Annual Performance Evaluation Report (CAPER).

Outcomes:  Oceanside City Council approved the Phase A Loan Agreements for the 288-unit Mission Cove affordable housing project located along the 3200 block of Mission Avenue in June 25, 2014. National CORE is the master developer for the overall site work, retail commercial space, and the design,

4 construction, and ownership of the 150 units of family affordable housing. Community HousingWorks is the developer for the design, construction, and ownership of the 138 units of affordable senior/special needs housing component of the Project. The Project was developed in four phases: Phase A – Infrastructure (onsite/offsite improvements); Phase B Multifamily (90 units); Phase C – Senior/Special Needs (138 units); and Phase D – Multifamily (60 units). The groundbreaking ceremony was held on August 12th and the project was completed in the 2018 fiscal year. This is the largest single affordable housing project ever undertaken by the City.  Completion of additional activities under the Crown Heights/Eastside Neighborhood Revitalization Strategy Area (NRSA) Plan including installing playground equipment in the Crown Heights neighborhood and purchasing surveillance cameras seven of which have fixed locations and two will be mobile. The cameras will greatly enhance the safety and solvability of crimes and public safety in the Libby lake community and other Oceanside neighborhoods.  Participation by the City in the North San Diego County Alliance for Regional Solutions for winter shelter programs for a sixth year; all cities and agencies serving homeless persons and families cooperated in the funding and management of four fixed emergency winter shelters and two rotating shelters. The City supported Alliance for Regional Solutions member Operation Hope’s acquisition of a homeless shelter facility in Vista for regional homeless needs, the site opened on January 24, 2013. The year-round shelter currently houses 45 residents; 24 children, 11 single women and 10 parents.  Improvement of housing for low-income families through the rehabilitation of thirteen mobile homes (grants).  Two families became homeowners through the First Time Homebuyers program, funded through CalHOME funds.  The Code Enforcement Division of the City of Oceanside had 369 cases in the Crown Heights and Eastside neighborhoods and an additional 69 cases in the Libby Lake Neighborhood during PY 2016. These included building and housing issues and other code violations. Owner-occupied residences that are cited are also referred to the City’s housing rehabilitation program to address substandard dwelling concerns. The CDBG funding has enabled a pro-active inspection program aimed at improving the living environment for residents.  Quarterly, mini community clean-up’s; one-day neighborhood improvement that bring over 70 volunteers and locals together in the low-income neighborhood remove trash and debris, and improve the overall appearance of the area.  The update to the City’s Housing Element (2013-20) with minor revisions requested by the California Department of Housing and Community Development (HCD) was adopted by the City Council in May 2013 and resubmitted to HCD. Final state certification has been received and the City is in compliance with state housing element law. Amendments included as part of the updated Housing Element include: Amendment to the City’s Zoning Ordinance to adopt a Reasonable Accommodation Ordinance; Amendment to the City’s definition of family that does not impede fair housing choice; Allowance to permit emergency shelters by right within the City’s light industrial zones.

5 Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) Introduction The City of Oceanside anticipates having resources available toward addressing housing needs in the next five years from the programs listed below; the 2013-2020 Housing Element has a section on Housing Goals and Programs that explains each program. 1. Community Development Block Grant a. CDBG entitlement for 2019-2020 $1,367,069 c. Program income (Rehab Loans & MHS Loan) $53,109

$1,420,178 2. Affordable Housing Development a. HOME entitlement for 2019-2020 $587,869 b. CalHome re-use funds available $298,894 c. Program Income (Low-Mod Housing) $296,466 d. Inclusionary housing fees (est.) $1,773,248 e. Mortgage Revenue Bond fees (est.) $75,384 $3,031,861 3. Other HUD, federal and State funding a. Section 8 Rental Assistance Program funds for Housing Assistance Payments $19,327,591 b. Family Self-sufficiency coordinator grant 69,100 c. Supportive Housing Program grant - WRC $145,427 $19,542,118 4. Total Available $23,994,157

Additional Resources  CalHome (State housing funds)  Inclusionary Housing fees: The City’s inclusionary housing program requires that developers of three or more housing units reserve ten percent of the units for low- and moderate-income households. For-sale residential projects of three or more units must reserve ten percent of the units as for-sale units affordable to low- and moderate-income households. Reserved units may be provided on or off site. Rental projects of three or more units must reserve ten percent of the units for low-income households. Housing developers have the option of paying an in-lieu fee, which is adjusted annually. The fee is calculated using a formula that is based on the difference between what a family of four earning the median income can afford and the median price of resale homes in Oceanside. The City plans to utilize the in-lieu fee funds to finance affordable housing development and homeownership loan programs.  Condominium Conversion fees: The City receives fees from owners when apartment units that were originally planned as condominium units are converted from apartments to for-sale units. Fees cover the costs of relocation of renters and applicable City administrative and program management fees. The City also receives a percentage of the sales price when units are sold; this income will be used to finance the City's rental rehabilitation program and other programs specifically benefiting low-income households in rental units. Such conversion projects have ended under the current recession and decline in the overall housing market, and as owners recognize the continuing demand for rental units by households that have lost for-sale homes.  Mortgage Revenue Bond Fees: The City has collected fees from the financing and refinancing of affordable housing projects developed with mortgage revenue bonds. The City intends to utilize these funds for land acquisition and affordable housing development.  Program Income - Homebuyers: Homebuyer programs sponsored by the City of Oceanside include recapture provisions for the entire subsidy amount regardless of original source of the subsidy funds. Recaptured HOME funds are put back into the program and are used before any new HOME funds are drawn down.  Program Income - Homeowner Rehabilitation: The City provides low-interest loans to low-income homeowners for rehabilitation and repair of owner-occupied homes. The loans must be repaid when the home is sold or the loan refinanced with a commercial lending agency, and the funds returned to the City as program income to the CDBG program.  Supportive Housing Program (competitive)

 Section 202 and 811 Programs (competitive)  California Housing and Community Development Department funds made available through voted-approved housing bonds competitive programs)

Program Source Uses of Funds Expected Amount Available Year 3 Expected Narrative of Annual Program Prior Year Total: Amount Description Funds Allocation Income: Resources: $ Available $ $ $ Reminder of ConPlan CDBG HUD Public Services, $1,367,069 $53,109 $80,322 $1,553,609 $2,219,176 CDBG funds Public facility will leverage and private, local, infrastructure state, and improvements other federal , Debt funds to repayment provide an array of support HOME HUD Affordable $435,829 $0 $0 $435,829 $732,936 HOME Housing funds will leverage private, local, state, and other federal

Housing HUD Section 8 $19,327,591 $0 $0 $19,327,591 $14,111,045 Rental Choice Rental Assistance Voucher Assistance (HCV)

CALHOME CAHCD Mortgage $0 $0 $298,894 $298,894 $0 CalHome Assistance funds (grant and recaptured funds) will be used for mortgage assistance to low income first-time Table 1 - 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 CDBG funds will leverage private, local, state, and other federal funds to allow for the provision of public service activities. CDBG does not require a match.

If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Housing fund properties are being used for a 14.5 parcel located along the 3200 block of Mission Cove. The Mission Cove Affordable Housing Mixed-Use Development is made up of a 150 multifamily units developed by National Community Renaissance (CORE) and Community HousingWorks (CHW) which developed 138 of senior/special needs units.

Furthermore, the City is in the process of committing to a Loan Agreement of $1,712,000 with Viri Estate, LLC for the construction of a residential care facility. The developer proposes a 94-room residential care facility with eight of the units to be subject to long- term income and affordability covenants for 40 years with a possible extension depending on the availability of Section 8 project based vouchers.

Discussion A variety of funding sources will be used to implement the activities identified in the Annual Plan, including: CDBG, CalHome, Housing Set-Aside (Housing Fund), City general fund, and a variety of other private, state, and federal grants. Housing fund properties are being used for affordable housing development.

The following additional resources may be available:  CalHome (State housing funds)  Inclusionary Housing fees: The City’s inclusionary housing program requires that developers of three or more housing units reserve ten percent of the units for low- and moderate-income households. For-sale residential projects of three or more units must reserve ten percent of the units as for-sale units affordable to low- and moderate-income households. Reserved units may be provided on or off site. Rental projects of three or more units must reserve ten percent of the units for low-income households. Housing developers have the option of paying an in-lieu fee, which is adjusted annually. The fee is calculated using a formula that is based on the difference between what a family of four earning the median income can afford and the median price of resale homes in Oceanside. The City plans to utilize the in-lieu fee funds to finance affordable housing development and homeownership loan programs.  Condominium Conversion fees: The City receives fees from owners when apartment units that were originally planned as condominium units are converted from apartments to for-sale units. Fees cover the costs of relocation of renters and applicable City administrative and program management fees. The City also receives a percentage of the sales price when units are sold; this income will be used to finance

the City's rental rehabilitation program and other programs specifically benefiting low-income households in rental units. Such conversion projects have ended under the current recession and decline in the overall housing market, and as owners recognize the continuing demand for rental units by households that have lost for-sale homes.  Mortgage Revenue Bond Fees: The City has collected fees from the financing and refinancing of affordable housing projects developed with mortgage revenue bonds. The City intends to utilize these funds for land acquisition and affordable housing development.  Program Income - Homebuyers: Homebuyer programs sponsored by the City of Oceanside include recapture provisions for the entire subsidy amount regardless of original source of the subsidy funds. Recaptured HOME funds are put back into the program and are used before any new HOME funds are drawn down.  Program Income - Homeowner Rehabilitation: The City provides low-interest loans to low-income homeowners for rehabilitation and repair of owner-occupied homes. The loans must be repaid when the home is sold or the loan refinanced with a commercial lending agency, and the funds returned to the City as program income to the CDBG program.  Supportive Housing Program (competitive)  Section 202 and 811 Programs (competitive)  California Housing and Community Development Department funds made available through voted-approved housing bonds competitive programs)

Annual Goals and Objectives AP-20 Annual Goals and Objectives

The 2019-2020 Annual Goals and Objectives are consistent with direction to limit funding to programs and activities that work out of City resource centers, recreation facilities, and senior centers, or that serve CDBG-eligible neighborhoods. The limitations on available funding mean that no CDBG funds will be available for emergency services, health services or programs for children and youth other than those at City recreation centers and/or community resource centers. A. HOUSING OBJECTIVES (1-12) National Goal: Provide decent housing for all residents Local Priorities: Address the regional plan and goals for affordable housing; increase the supply of decent housing for very low- income families

B. HOMELESS OBJECTIVES (13-17) National Goal: Provide decent housing for all residents Local Priorities: Address the regional plan to end chronic homelessness; reduce number of families becoming homeless by prevention activities

C. COMMUNITY DEVELOPMENT OBJECTIVES (18-30) National Goal: Provide a suitable living environment for all residents, especially those in low- and moderate-income neighborhoods Local Priorities: Support programs that strengthen family life for low- and moderate-income families and households; support positive youth development programs that reduce involvement in gangs and delinquent behavior; provide essential services for needy and underserved persons

D. ECONOMIC DEVELOPMENT OBJECTIVES (31-32) National Goal: Provide expanded economic opportunity for all residents Local Priorities: Support programs that provide new job opportunities for all residents, especially for low- and very low-income individuals; identify ways to support economic development in the City

Goals Summary Information Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Year Year Area Indicator 1 Housing Objective 1 2019 2020 Affordable Citywide Ending Veteran CDBG: Tenant-based rental Housing and Chronic $217,475 assistance / Rapid Assist very low-income Homelessness Rehousing: 1,600 renter households to Housing Households Assisted obtain affordable, quality Affordable Housing Choice housing through the Development Voucher Section 8 Housing Choice (HCV): Voucher rental assistance Affordable Housing $19,327,591 program. Programs 2 Housing Objective 3 2019 2020 Affordable Citywide Affordable Housing CDBG: Homeowner Housing Housing Programs $100,000 Rehabilitated: 0 Provide grants to low- Household Housing income mobile home Units owners to repair and/or improve their coaches. 3 Housing Objective 4 2019 2020 Affordable Citywide Affordable Housing CalHome: Direct Financial Housing Programs $177,028 Assistance to Assist low-income Homebuyers: 6 households to purchase households homes through deferred CDBG: loan and tax credit $20,000 Other: 50 programs. Provide fair housing services.

Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Year Year Area Indicator 4 Housing Objective 7 2019 2020 Affordable Citywide Affordable Housing HOME: Rental Units Housing Development $440,231 Constructed: 0 Assist housing developers Household Housing to develop for-sale and Units rental housing that is affordable to low-income households and enhances neighborhoods. 5 Community Development 2019 2020 Non Housing Citywide NRSA CDBG: Housing Code Objective 18 Community Programming $355,000 Enforcement/Foreclos Development ed Property Care: 125 Prevent blight and Infrastructure Household Housing deterioration in low- Needs Units income neighborhoods through targeted code enforcement programs in coordination with housing rehabilitation incentives

Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Year Year Area Indicator 6 Community Development 2019 2020 Non Housing Citywide NRSA CDBG: Public Service Objective 19 Community Programming $38,262 Activities other than Development Low/Moderate Assist organizations that At Risk Youth & Income Housing provide programs and Recreational Youth Benefit: services for youth ages Programming 120 People 12-17 from low- and moderate-income families Economic that develop positive Development personal assets, encourage academic achievement, and reduce the risk of juvenile delinquency and participation in youth gangs

Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Year Year Area Indicator 7 Community Development 2019 2020 Non Housing Citywide NRSA CDBG: Public Service Objective 20 Community Programming $37,862 Activities other than Development Low/Moderate Assist organizations that At Risk Youth & Income Housing provide programs and Recreational Youth Benefit: services for youth ages 6- Programming 130 People 11 from low- and moderate-income families that develop positive personal assets, encourage academic achievement, and reduce the risk of juvenile delinquency and participation in youth gangs. 8 Community Development 2019 2020 Non Housing Citywide Senior Services CDBG: Public Service Objective 21 Community $46,085 Activities other than Development Low/Moderate Assist organizations that Income Housing provide programs and Benefit: 500 People services to senior citizens that enable them to live independent lives.

Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Year Year Area Indicator 9 Community Development 2019 2020 Non Housing Citywide NRSA CDBG: Public Facility or Objective 26 Community Programming $469,825 Infrastructure Development Activities other than Construct or renovate Infrastructure Low/Moderate public facilities that serve Needs Income Housing low- and moderate- Benefit: 600 People income individuals, families and neighborhoods, including community centers for senior citizens and youth; neighborhood resource centers; and recreation facilities. Includes funding for Section 180 Debt Service and CDBG Contingency funds. 10 Community Development 2019 2020 Non Housing Citywide NRSA CDBG: Public Service Objective 30 Community Programming $109,898 Activities other than Development Low/Moderate Develop and implement At Risk Youth & Income Housing Neighborhood Recreational Youth Benefit: Revitalization Strategy Programming 3,391 People Area (NRSA ) plans. Economic Development Table 2 – Goals Summary Information

Projects AP-35 Projects – 91.220(d) Introduction A total of 19 projects will be conducted during FY2019/20 as shown in the table below.

Projects

# Project 1 Housing Program Development 2 Fair Housing Services and Testing 3 CDBG Program Administration and Planning 4 Implementation of Crown Heights / Eastside NRSA Strategy Plan Objectives 5 Teen START - Parks & Recreation 6 4 Kid's Sake - Parks & Recreation 7 Senior Nutrition Program – Serving Seniors 8 Teen REACH - Vista Community Clinic 9 Club 55 Wellness Program for Seniors - Vista Community Clinic 10 Community Resource Centers - Operation 11 Crown Heights Youth Services - North County Lifeline 12 Rehabilitation Administration and Loan Services 13 Section 108 Loan Guarantee Program 14 Code Enforcement in CDBG eligible neighborhoods 15 HOME Program Administration and Planning 16 Housing Development by Community Housing Development Organizations (CHDO) 17 CDBG and HOME Contingency 18 Tenant-Based Rental Assistance 19 First-Time Homebuyer Program Table 3 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The 2019-2020 allocation priorities are consistent with direction to limit funding to programs and activities that work out of City resource centers, recreation facilities, and senior centers, or that serve CDBG-eligible neighborhoods. The limitations on available funding mean that no CDBG funds will be available for emergency services, health services or programs for children and youth other than those at City recreation centers and/or community resource centers.

The CDBG Public Service funding recommendations are continuation of serving or most at-risk populations of at-risk youth and seniors in our most needy communities of Crown Heights, Eastside, and Libby Lake. The allocation priorities were discussed at various community meetings at presented to the Housing Commission. The CALHOME funds and the Mortgage Credit Certificate programs are specifically for mortgage assistance to low and moderate income first time homebuyers. With limited funding, the City is unable to meet all of the needs of the community.

AP-38 Project Summary Project Summary Information 1 Project Name Housing Program Development Target Area Citywide Goals Supported Housing Objective 1 Housing Objective 3 Housing Objective 4 Housing Objective 7 Needs Addressed Affordable Housing Development Affordable Housing Programs Funding CDBG: $133,369 Description ADMINISTRATION (STAFF TIME) The City will develop and implement housing programs based on the Housing Element of the General Plan and the City's Plan for Affordable Housing. The City will concentrate on development of rental housing affordable to very low- and low-income families. Part of 20% cap on Administration and Planning. CHDO housing development projects are the Mission Cove development and Weitzel St. Apartments. Target Date 6/30/2019 Estimate the number Administration - housing program development and type of families that will benefit from the proposed activities Location Description Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Housing Program Development (CDBG: $150,075) This activity is part of the 20% cap on Administration and Planning

2 Project Name Fair Housing Services and Testing Target Area Citywide Goals Supported Housing Objective 4 Needs Addressed Affordable Housing Programs Funding CDBG: $20,000 Description ADMINISTRATION (STAFF & CONSULTANT TIME) The City will promote fair housing for all residents through a contract with a fair housing program service provider, distribution of material in English and Spanish to residents who want to file fair housing complaints, and regular education of Neighborhood Services Department staff on state and federal fair housing rules and regulations. The City has a Fair Housing Action Plan with detailed information on efforts to address issues identified in the 2015-2020 Analysis of Impediments to Fair Housing Choice. Funding is part of the twenty percent cap on CDBG administration and planning. Target Date 6/30/2019 Estimate the number 50 people are expected to directly benefit from this project. This project and type of families will also include conducting a minimum of 5 paired tests for Fair Housing. that will benefit from the proposed activities Location Description Program available citywide Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Fair Housing Services and Testing (CDBG: $20,000) 50 people This activity is part of the 20% cap on Administration and Planning

3 Project Name CDBG Program Administration and Planning Target Area Citywide Goals Supported Housing Objective 1 This project supports all goals of the CDBG and HOME programs. Needs Addressed All Funding CDBG: $98,961 Description ADMINISTRATION (STAFF TIME) Administration and oversight of the CDBG program including preparation of the five-year Consolidated Plan, annual Action Plan and annual Consolidated Annual Performance and Evaluation Report; contract preparation and management; monitoring of subrecipients; financial management and IDIS reporting; and other work as necessary to comply with CDBG regulations. Funding is part of twenty percent cap on Administration and Planning. Target Date 6/30/2019 Estimate the number N/A - CDBG Administration and type of families that will benefit from the proposed activities Location Description Neighborhood Services Department at 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities CDBG Program Administration and Planning (CDBG: $84,106) This activity is part of the 20% cap on Administration and Planning

4 Project Name Implementation of Crown Heights / Eastside NRSA Strategy Plan Objectives Target Area Crown Heights / Eastside Neighborhood Revitalization Strategy Area Goals Supported Community Development Objective 30 Needs Addressed NRSA Programing Funding CDBG: $15,000 Description ADMINISTRATION (STAFF AND CONSULTANT TIME) The City will work with Community Housing Works as its Community Based Development Organization (CBDO) partner, neighborhood residents and other nonprofit organizations to implement objectives in the Crown Heights/Eastside NRSA Strategy Plan, including the Community Health Component adopted in PY 2011. Funding is part of the twenty percent cap on CDBG Planning and Administration. In addition, staff will look at establishing a community garden in Eastside and the feasibility of a food truck/kitchen employment training opportunity for Crown Heights & Eastside residents. Target Date 6/30/2019 Estimate the number Approximately 3,041 residents in the targeted neighborhoods and type of families that will benefit from the proposed activities Location Description Crown Heights / Eastside neighborhoods Neighborhood Services Department, 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Community Housing Works Neighborhood Revitalization (CDBG: $15,000) 3,041 people This activity is part of the 20% cap on Administration and Planning

5 Project Name Teen START - Parks & Recreation

Target Area Crown Heights / Eastside Neighborhood Revitalization Strategy Area Citywide

Goals Supported Community Development Objective 19

Needs Addressed NRSA Programing At-Risk Youth & Recreational Youth Programing

Funding CDBG: $18,600

Description The City Parks and Recreation Division sponsors the Teen START program for youth aged 12-17 at recreation centers located in CDBG eligible neighborhoods, including the Joe Balderrama Recreation Center and the Melba Bishop Recreation Center. Recreational, social, educational programs and activities are designed to deter involvement in youth gangs and to support positive youth development.

Target Date 6/30/2019

Estimate the number Anticipate serving 30 at-risk youth and type of families that will benefit from the proposed activities

Location Description Eastside neighborhood Joe Balderrama Recreation Center, 709 San Diego Street, Oceanside, CA 92058

Planned Activities Teen START – Parks & Recreation (CDBG: $18,600) 30 people

6 Project Name 4 Kid's Sake - Parks & Recreation

Target Area Crown Heights / Eastside Neighborhood Revitalization Strategy Area Citywide

Goals Supported Community Development Objective 20

Needs Addressed NRSA Programing At-Risk Youth & Recreational Youth Programing

Funding CDBG: $18,200

Description The City’s Parks and Recreation Division offers the For Kids Sake afterschool program for children aged 6-11 at recreation centers in CDBG eligible neighborhoods including recreational and sports activities, homework assistance, healthy living activities and participation in community activities and programs.

Target Date 6/30/2019

Estimate the number and Assist 55 at-risk youth type of families that will benefit from the proposed activities

Location Description Eastside neighborhoods Joe Balderrama Recreation Center, 709 San Diego Street, Oceanside, CA 92058

Planned Activities 4 Kid’s Sake – Parks & Recreation (CDBG: $18,200) 55 people

7 Project Name Senior Nutrition Program – Serving Seniors Target Area Citywide Goals Supported Community Development Objective 21 Needs Addressed Senior Services Funding CDBG: $31,904 Description The Oceanside Senior Citizens Association (OSCA) provides nutritionally balanced meals at the Oceanside Senior Citizens Center at low cost five days each week for low- and moderate-income seniors and delivery of meals to homebound seniors and persons with disabilities. Target Date 6/30/2019 Estimate the number and Estimate assisting approximately 500 seniors with hot lunches five type of families that will days a week. benefit from the proposed activities Location Description Country Club Senior Center - 455 Country Club Lane, Oceanside, CA 92054 Planned Activities Senior Nutrition Program – Serving Seniors (CDBG: $31,904) 500 people

8 Project Name Teen REACH - Vista Community Clinic Target Area CALLE MONTECITO NEIGHBORHOOD REVITALIZATION STRATEGY AREA Goals Supported Community Development Objective 19 Needs Addressed NRSA Programing At-Risk Youth & Recreational Youth Programing Funding CDBG: $19,662 Description Vista Community Clinic Health Promotion Center sponsors the Teen REACH program at the Libby Lake Community Center. Teen REACH offers recreational, social, educational activities, life skills training, pregnancy prevention and other programs for youth aged (12-17). All activities are designed to support positive youth development and encourage the youth to develop positive life goals. The program is a component of the Calle Montecito Neighborhood Revitalization Strategy Area. Target Date 6/30/2019 Estimate the number Estimate assisting 75 at-risk youth and type of families that will benefit from the proposed activities Location Description Libby Lake Resource Center, 4700 North River Road, Oceanside, CA 92057 Planned Activities Teen REACH – Vista Community Clinic (CDBG: $19,662) 75 people

9 Project Name Club 55 Wellness Program for Seniors - Vista Community Clinic Target Area Citywide Goals Supported Community Development Objective 21 Needs Addressed Senior Services Funding CDBG: $14,181 Description The Vista Community Clinic (VCC) supports wellness and fitness programs for seniors at the Junior Seau Fitness Center adjacent to the senior center. Target Date 06/30/2019 Estimate the number and type of Assist 100 seniors with fitness and nutrition families that will benefit from the proposed activities Location Description Junior Seau Fitness Center adjacent to the Country Club Senior Center Planned Activities Club 55 Wellness Program for Seniors – Vista Community Clinic (CDBG: $14,181) 100 people

10 Project Name Community Resource Centers - Operation Target Area Crown Heights / Eastside Neighborhood Revitalization Strategy Area Goals Supported Community Development Objective 30 Needs Addressed NRSA Programing Funding CDBG: $94,898 Description The City will operate community resource centers in City owned facilities in the Crown Heights and Eastside neighborhoods to provide access to information and services for residents, support for neighborhood associations, and a venue for services by nonprofit social service and health organizations programs for children and youth, and programs aimed at enhancing economic opportunity for adults in the community. Target Date 6/30/2019 Estimate the number Assist directly 350 residents but serve over 3,000 residents annually. and type of families that will benefit from the proposed activities Location Description Crown Heights & Eastside Community Resource Centers Neighborhood Services Department, 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Community Resource Centers – Operation (CDBG: $94,898) 350 people

11 Project Name Crown Heights Youth Services - North County Lifeline Target Area Crown Heights / Eastside Neighborhood Revitalization Strategy Area Goals Supported Community Development Objective 20 Needs Addressed NRSA Programing At-Risk Youth & Recreational Youth Programing Funding CDBG: $19,662 Description North County Lifeline offers recreational, social and tutoring programs and activities for youth aged 12-17 in the Crown Heights neighborhood of the City. Programs and activities are designed to deter membership in youth gangs and to support positive youth development. The program is a component of the Crown Heights/Eastside Neighborhood Revitalization Strategy Area. Target Date 6/30/2019 Estimate the number Assist approximately 75 at-risk youth in the Crown Heights and type of families Neighborhood that will benefit from the proposed activities Location Description Crown Heights Neighborhood - Crown Heights Resource Center - 12 Division Street, Oceanside, CA 92054 Planned Activities Crown Heights Youth Services – North County Lifeline (CDBG: $19,662) 75 people

12 Project Name Rehabilitation Administration and Loan Services Target Area Citywide Goals Supported Housing Objective 3 Needs Addressed Affordable Housing Programs Funding CDBG: $100,000 Description ADMINISTRATION (STAFF TIME) The City will manage an owner-occupied single-family rehabilitation loan program and a mobilehome rehabilitation grant program. The programs include review of applications, inspections, payments to contractors, program oversight, and approval of all work, document management, and general financial management of the loans. The overall admin component is $33,000 and $67,000 is direct service admin. Target Date 6/30/2019 Estimate the number This project will provide rehabilitation and loan services to households and type of families receiving assistance through the single family and manufactured housing that will benefit from rehabilitation programs, which will be funded out of open prior year the proposed activities activities with a CDBG fund balance. Location Description Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Rehabilitation Administration and Loan Services (CDBG: $100,000) Homeowner Housing Rehabilitated: 0 Household Housing Units

13 Project Name Section 108 Loan Guarantee Program Target Area Citywide Goals Supported Community Development Objective 26 Needs Addressed Infrastructure Needs Funding CDBG: $219,443 Description Payment of principal and interest on a $3.5 million loan taken out for Fire Station 7 through the Section 108 Loan Guarantee Program. Target Date 6/30/2019 Estimate the number Section 108 loan was for Fire Station 7 and type of families that will benefit from the proposed activities Location Description Neighborhood Services Department, 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities Section 108 Loan Payment (CDBG: $219,443)

14 Project Name Code Enforcement in CDBG eligible neighborhoods Target Area CALLE MONTECITO NEIGHBORHOOD REVITALIZATION STRATEGY AREA Crown Heights / Eastside Neighborhood Revitalization Strategy Area Goals Supported Community Development Objective 18 Needs Addressed NRSA Programing; Infrastructure Needs Funding CDBG: $355,000 Description The City will do enhanced code enforcement in the Crown Heights, Calle Montecito/Libby Lake and Eastside neighborhoods to reduce blight and to improve the overall environment for persons and families in the neighborhoods. Enforcement activity will address substandard living units, illegal garage conversions, inoperable vehicles, trash and debris. Code enforcement officers will distribute information on housing rehabilitation, recycling and energy efficiency programs. Officers will inform property owners and managers of the rental rehabilitation program when inspections show health and/or safety violations. Code officers will also address issues of unpermitted business activity in CDBG neighborhoods, especially when health and/or safety issues are involved. All work will be part of the revitalization efforts to improve the living environment for residents. Target Date 6/30/2019 Estimate the number 125 Household Housing Units and type of families that will benefit from the proposed activities Location Description Targeted Code Enforcement in the Crown Heights, Eastside, and Libby Lake / Calle Montecito neighborhoods. Planned Activities Code Enforcement (CDBG: $355,000) Housing Code Enforcement/Foreclosed Property Care: 125 Household Housing Units

15 Project Name HOME Program Administration and Planning Target Area Citywide Goals Supported Housing Objective 7 Needs Addressed Affordable Housing Development Funding HOME: $43,582 Description ADMINISTRATION (STAFF TIME) Planning, administration and oversight of the HOME Program in Oceanside including allocation of HOME funds to eligible projects, project management or supervision, financial management and reporting, monitoring of units developed with HOME funds, and regular reporting and drawing down of HOME funds through IDIS. Funding is limited to no more than ten percent of the annual HOME Program entitlement grant to the City. Target Date 6/30/2019 Estimate the number Not applicable and type of families that will benefit from the proposed activities Location Description Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities HOME Administration (HOME: $43,582)

16 Project Name Housing Development by Community Housing Development Organizations (CHDO) Target Area Citywide Goals Supported Housing Objective 7 Needs Addressed Affordable Housing Development Funding HOME: $65,374 Description The City will work with Community Housing Development Organizations (CHDOs) to develop new construction or acquisition and rehabilitation toward rental housing that is affordable to very low- and low-income households. The City will allocate the fifteen percent HOME program set-aside funds to work with CHDOs. The new affordable rental housing project is known as Mission Cove. Target Date 6/30/2019 Estimate the number TBD and type of families that will benefit from the proposed activities Location Description Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities CHDO Reserve (HOME: $65,374)

17 Project Name CDBG and HOME Contingency Target Area Citywide Goals Supported Housing Objective 3 Community Development Objective 26 Housing Objective 7 Needs Addressed Infrastructure Needs Funding CDBG: $244,593 HOME: $440,902 Description Funds available for reallocation via non-substantial amendment to projects included in the Action Plan or via substantial amendment to a new project. Target Date 6/30/2019 Estimate the number TBD and type of families that will benefit from the proposed activities Location Description Citywide Planned Activities CDBG Contingency (CDBG: $244,593) HOME Contingency (HOME: $440,902)

18 Project Name Tenant-Based Rental Assistance Target Area Citywide Goals Supported Housing Objective 1 Needs Addressed Ending Veteran and Chronic Homelessness Aged-Out foster youth, LGBTQ, and senior homelessness Affordable Housing Programs Funding HOME: $407,760 Description Provides rental assistance to prevent homelessness and provide housing at an affordable rent. Target Date 6/30/2019 Estimate the number 20 people are anticipated to benefit from this program. and type of families that will benefit from the proposed activities Location Description Citywide Planned Activities Tenant-based rental assistance / Rapid Rehousing: 20 Households Assisted

19 Project Name First-Time Homebuyer Program Target Area Citywide Goals Supported Housing Objective 4 Needs Addressed Affordable Housing Programs Funding CalHome: $177,028 Description The City will assist low-income first-time homebuyers to purchase homes through a deferred loan and tax credit program. The City will extend a low-interest silent second• loan to the homebuyer; this loan can be repaid on an amortized loan basis or deferred until such time as the property is sold or the entire mortgage refinanced with a commercial lending institution. Current program is utilizing its remaining CalHome allocation and applying for CDLAC MCC funds. Target Date 6/30/2019 Estimate the number Anticipate assisting two households with CalHome funds and four and type of families households through the Mortgage Credit Assistance program. that will benefit from the proposed activities Location Description Neighborhood Services Department - 321 N. Nevada Street, Oceanside, CA 92054 Planned Activities First-Time Homebuyer Program (CalHome: $177,028 and MCC TBD) 6 households

AP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The primary factors directing the allocation of CPD and local funds are the identification of needs in particular neighborhoods, and the presence and ability of community-based organizations and nonprofit social service and health agencies to carry out activities to meet those needs. Activities to address needs in the NRSA neighborhoods have a higher priority than City-wide activities.

The City Council establishes the priority of concerns by weighing all identified needs against available resources. The reduction in funding for the CDBG Program by Congress and inclusion of Census 2010 and American Community Survey (ACS) data in the formula for allocation of CDBG funds has had a significant impact. Though there was an increase in the City’s entitlement grant for PY 2019 over PY 2015 the 27 percent reduction in PY 2012 has greatly impacted program funding. As a result of the reduction in CDBG funding, the City Council determined that unless there was a significant increase in Oceanside’s CDBG allocation the 2015-2020 ConPlan, CDBG funding would be restricted to specific programs for seniors, at-risk children and youth in the low-income neighborhoods listed above, and support for community resource centers in low-income neighborhoods. This has eliminated any CDBG or local funding for emergency services and services to specific special needs populations (battered spouses, homeless youth, etc.).

Certain CDBG-funded activities are available Citywide but only available to low- and moderate- income persons or households or defined-benefit persons:  single-family housing rehabilitation loans;  the mobile home improvement grant program; and  senior nutrition and wellness programs.

CDBG allocations for PY 2019 public services reflect three primary concerns:  promoting positive youth development and serving needy seniors;  implementing the Crown Heights / Eastside NRSA Plan; and  maintaining positive changes accomplished in the Calle Montecito NRSA.

The City will work with its nonprofit partners to develop common approaches to helping individuals and families. The City eliminated CDBG funding for emergency services in PY 2012 due to the reduction in CDBG funding to the City and there are no allocations in the PY 2019 budget for emergency services.

The City experienced some episodes of violence in each of the neighborhoods noted above and most recently in the Back Gate, Eastside, Libby Lake and Crown Heights neighborhoods. CDBG funds are an important means of support to combat youth violence and gang involvement.

Geographic Distribution Target Area Percentage of Funds NRSA (Crown Heights, Eastside, and Libby Lake) 73% Table 4 - Geographic Distribution

Rationale for the priorities for allocating investments geographically The City of Oceanside provides Public Services up to the cap of 15 percent allowed which equates to $217,107 for 2019-20. With the reduced level of services and funding it is imperative that we fund projects that best serve the residents in need. All of the public service dollars are allocated to existing programs and services that are in our NRSA locations, or serve the most at-risk populations of youth and seniors at Oceanside Recreational Facilities or Senior Centers.

Discussion The City has three neighborhood areas that meet CDBG eligibility requirements based on census tract and block group data from Census 2010: Total % Minority by Race % Low/Mod CDBG Area CT / BG Population or Ethnicity Income Crown Heights 0182, 1 & 2 4,930 80.7% 81.8% Eastside 0186.03, 2 & 3 3,044 92.7% 70.2% Libby Lake / 0186.09, 2 & 3 4,207 70.2% 63.4% Calle Montecito Mesa Margarita 0186.10, 1 & 2 6,002 70.1% 44.9% Back Gate 0186.11, 3 2,841 74.3% 43.2%

Crown Heights is the most densely populated neighborhood in the City and has a significant population of immigrant families from Mexico, Central and South America. Adults are primarily Spanish-speaking with limited education, although employment is high. High rents have led to two and even three families living in one apartment. There is one small park in the neighborhood. Nonprofit agencies provide social and health services at a City community resource center; the City and nonprofit agencies sponsor programs for children and youth.

The City prepared and the HUD – Los Angeles Field Office approved a Neighborhood Revitalization Strategy Area (NRSA) Plan for the Crown Heights and a portion of the Eastside neighborhood beginning in Program Year 2010. A copy of the NRSA Plan and update is included in the appendices; programs operating under the NRSA Plan will be noted throughout this Action Plan. A community health component was added to the NRSA plan in 2012. The City has used CDBG funding for infrastructure and public safety improvements to address issues raised in the NRSA plan.

Crown Heights crime statistics (2012-2014) Murder Rape Robbery Aggr Violent Confirmed Assault Crime Gang Total Motivated 2012 1 5 19 52 77 10 2013 1 1 20 39 61 7 2014 0 5 11 23 39 3

Continuing violence in the neighborhood is a major factor hindering progress toward stability in Crown Heights. In the period identified there have been two incidents of violent crime involving weapons that led to two deaths in the neighborhood. Since many residents come from cultures with an inherent distrust of police, getting resident cooperation is a major obstacle toward improving both safety and the perception of safety.

The Eastside neighborhood is a more settled area with a mix of rental and owner-occupied housing, and a generally higher average family income. Some families have lived in the Eastside for multiple generations. The area has long had a problem with youth gangs; the first neighborhood-based gang injunction was filed against gang members in the Eastside neighborhood. Recreation facilities in the Eastside are no longer adequate for neighborhood needs and the City has initiated planning for new or expanded recreation and community facilities in the area.

Eastside crime statistics (2012-2014) Murder Rape Robbery Aggr Violent Confirmed Assault Crime Gang Total Motivated 2012 1 3 13 36 53 6 2013 1 2 7 34 44 2 2014 1 1 17 16 35 2

The City began activities under the Crown Heights / Eastside NRSA beginning in the 2010 program year; these activities will continue in PY 2014 and beyond.

The third area is the North San Luis Rey Valley area of the City with the Libby Lake/Calle Montecito neighborhoods. The City established a NRSA project in the Libby Lake area in 1998, which led to significant improvements to large apartment complexes, development of a new multi-purpose resource center with a community clinic, and improvements to streets, sidewalks and lighting. The last project under this NRSA was the development of twenty for-sale homes by Habitat for Humanity that are affordable to low-income families. Habitat for Humanity completed construction in PY 2012 and the final 2 homes available were occupied by families in February 2013. The City will continue CDBG-funded public services and other activities in the NRSA during the period of the 2015-2020 ConPlan with an emphasis on positive youth development, increasing access to social and health services, and proactive code enforcement to maintain a positive neighborhood environment.

Libby Lake / Calle Montecito / Mesa crime statistics (2012-2014) Murder Rape Robbery Aggr Violent Confirmed Assault Crime Gang Total Motivated 2012 2 2 14 25 43 5 2013 2 2 7 26 37 4 2014 0 4 4 20 28 3

Early in 2012 two youth were fatally shot, then in March 2013, four local youth were shot in one violent incident at Libby Lake Park, resulting in the death of a 13 year old girl and a 15 year old boy. Another of the victims, who had just turned 18, was seriously wounded and is recovering. Oceanside Police Department arrested 3 adults and one minor from out of the area for those shootings and the suspects have also been charged with being members of a criminal street gang.

Another part of the North San Luis Rey Valley area – the Back Gate neighborhoods – has been a focus for activity in recent program years. While these neighborhoods do not meet the low- /moderate-income threshold for CDBG areas, they have become areas for targeted activity by the City due to violent gang activity.

Back Gate crime statistics (2011-2014) Murder Rape Robbery Aggr Violent Confirmed Assault Crime Gang

Total Motivated 2011 3 5 16 39 63 8 2012 2 5 18 35 60 7 2013 * 3 2 8 21 34 2 2014 0 0 2 13 15 0

An Oceanside Police Department officer was shot and killed in the neighborhood in late 2006, the fourth officer to die in the line of duty since 1888 but the second in a three-year period. The City Council directed the establishment of the Oceanside Community Safety Partnership (OCSP) as a result of gang activity in this neighborhood, though the focus of the group also includes the Eastside, Crown Heights, and Libby Lake neighborhoods.

Downtown crime statistics (2011-2013) Murder Rape Robbery Aggr Violent Confirmed Assault Crime Gang Total Motivated 2011 0 12 43 83 138 10 2012 3 13 46 103 165 11 2013 * 2 5 26 73 106 11 *Totals are through August 2013

The final area is a mixture of new development and hotels and businesses catering to tourists, older housing stock and apartments, older hotels, some of which are cheap long stay hotels, older bars, and a fairly diverse mixture of small business catering to both locals, tourists, and marines from nearby Camp Pendleton. The Downtown area is within easy walking distance from both the Eastside and Crown Heights neighborhoods, which are claimed by two large Oceanside gangs. The attractions of the downtown area and beach draw a diverse crowd, including locals, tourists of all types, military personnel from nearby Camp Pendleton, and transients. It also attracts gang members from Oceanside, as well as those from other regions, many of whom come to the area to commit crimes such as robberies, violent assaults, property crimes, pimping and pandering, and illegal drug activities. Historically, the Downtown area of Oceanside has also had problems with rival gang members assaulting one another with the general public in close proximity.

The Oceanside Community Safety Partnership initially received $400,000 in federal funding through the Office of Juvenile Justice and Delinquency Prevention for PYs 2009 – 2011. Following that first grant, the State awarded funds to the Oceanside Police Department through the Gang Resistance, Intervention and Prevention (CalGRIP) Program in PY 2009 and PY10 for a truancy prevention program and to sustain afterschool program services. The City has been successful in receiving three additional CalGRIP grants through OPD in collaboration with OCSP during PY 2010, 2011, 2012, 2013 and 2014. These have helped sustain funding for positive youth development programs, parenting programs, and drug prevention programs in addition to OPD gang suppression activities for the Eastside/Crown Heights and Libby Lake/Mesa Margarita neighborhoods. These grants have been critical in sustaining and improving vital gang prevention, intervention, and suppression programs at a time when other funding sources have been severely limited due to cuts in previously available County and Foundation funding caused by the recession.

The City has been proactive in addressing our gang problem, creating Community Resource Centers in the most impacted neighborhoods to provide afterschool programs and a site for other partnering non-profit services, and the development of residents associations and meetings to involve residents in neighborhood solutions. In addition to their gang suppression activities, the Oceanside Police Department has maintained a very effective Neighborhood Policing Team that is promoting positive relationships and trust between officers and neighborhood residents, including the youth, in our highest risk neighborhoods.

The City plans to use 73 percent of CDBG public services funds in these four areas during PY 2019 for community resource centers and programs for children and youth. The only other category of CDBG public services funding in PY 2019 will be for senior services. The limited amount of CDBG funding available to the City for PY 2019 does not allow funding for other objectives and needs.

Affordable Housing AP-55 Affordable Housing – 91.220(g) Introduction Discussion The 288 unit Mission Cove Affordable Housing Development and the North Coast Terraces (formerly known as Weitzel) North County Solutions Apartment project were completed and leased up in the 2018-19 cycle. The City of Oceanside is working with Viri Estates, LLC for the development of a 94-room residential care facility for seniors in four two-story buildings. Eight of the rooms will be subject to long-term income and affordability covenants.

The City of Oceanside has an allocation of 100 VASH Vouchers to provide housing for homeless veterans. 15 of the 100 VASH Vouchers were awarded effective August 1, 2018. This project is part of the federal initiative to end veteran homelessness. The Public Housing Authority was awarded an allocation of 45 Mainstream vouchers effective November 1, 2018 for non-elderly persons with disabilities.

One Year Goals for the Number of Households to be Supported Homeless Non-Homeless Special-Needs Total Table 5 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance The Production of New Units Rehab of Existing Units Acquisition of Existing Units Total Table 6 - One Year Goals for Affordable Housing by Support Type

AP-60 Public Housing – 91.220(h) Introduction The City of Oceanside Public Housing Agency (PHA) does not own or manage any public housing. The Oceanside PHA operates the Section 8 Housing Choice Voucher Program with the City Council acting as a Community Development Commission for this purpose

One of the primary goals of the City of Oceanside and the Public Housing Agency is that all households have access to safe, decent and affordable housing. The City has a Section 8 Housing Choice Voucher Program that serves 1,529 households plus approximately 150 other households with Section 8 voucher that have moved to Oceanside from other jurisdictions. The City has three Project- Based Voucher Housing Assistance Payment (HAP) contracts. 21 units at the Marisol Apartments and 4 units at Old Grove Apartments, both of, which provide rental housing to very low-income households with at least one person with AIDS or is HIV+. The PHA entered into a Project-Based Voucher Contract effective August 31, 2019 for 25 units for formerly homeless families at North Coast Terrace, a new construction project. The Neighborhood Services Department provides information on rental units that are affordable to very low- and low-income households, projects that are age- and rent-restricted as senior (55+) housing, and other information to persons and families that are seeking housing.

Actions planned during the next year to address the needs to public housing The City uses Section 8 Housing Choice Voucher (HCV) Program funds to provide rental assistance to approximately 1,700 qualifying households including Family Unification Program (FUP), Non-Elderly Disabled (NED), HUD Veterans Affairs Supportive Housing (VASH) Program and Mainstream vouchers. There is an eight year wait for Section 8 Program applicants applying for regular (non-special purpose) vouchers. The City maintains a 98 to 100 percent lease-up rate or budget utilization rate at any given time. CY 2019 administrative fee funding has been funded at an 80 percent proration. Funding for the Housing Assistance Payments to landlords has been funded at a 99.5% pro-ration for CY 2019.

The City uses HUD Family Self-Sufficiency (FSS) Program funds to help Section 8 families move toward independent, self-sufficient living.

Actions to encourage public housing residents to become more involved in management and participate in homeownership The City coordinates a Family Self-Sufficiency (FSS) program with approximately 50 participating families. The FSS Coordinator works with these families to develop short and long-term objectives to improve their quality of life, become free of all forms of welfare, increase household income and gain independence and self-sufficiency. As an incentive, the City maintains an escrow account for each FSS-enrolled family in which a portion of their housing assistance payment is deposited. When a family completes their plan objectives, they receive the savings that have accumulated in their account.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance HUD has not designated the Oceanside Public Housing Agency as a "troubled" agency. The City does not own or manage any public housing units.

Discussion The Oceanside Public Housing Agency does not own or manage any public housing units. The PHA has a Section 8 residents' advisory board which assists with development and implementation of the PHA Plan. Bylaws of the Housing Commission require that two Section 8 voucher holders serve as members of the commission, which serves as an advisory body to the City Council in matters of housing and community development.

AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction The City anticipates having very limited funds available for homeless services during PY 2019 due to the reduction in the CDBG entitlement for the City. The City will use only local funds for homeless services in PY 2019. The City is pursuing Homeless Outreach & Housing Program (HEAP) funds to augment Homeless Outreach in the community. If received the City will subcontract with Interfaith Community Services to add a social worker to the team and a 2nd HOT team.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including Local housing funds: The City will use $50,000 of local funds for winter emergency shelter programs locally and throughout the North San Diego County region; shelters provide case management to help persons and families move out of homelessness. North San Diego County jurisdictions and shelter providers work together through the Alliance for Regional Solutions, with all jurisdictions contributing funds for the shelters. North County Community Services acts as fiscal agent on behalf of all shelter and social service providers. The Alliance will continue managing the winter shelter program in PY 2019.

Supportive Housing Program: The City manages a HUD Supportive Housing Program (SHP) grant of $146,702 annually and contracts with the Women's Resource Center for transitional housing and supportive services for homeless women, especially women with children and women who have been victims of domestic violence.

The City is committed to full compliance with the new definition of homelessness and any implementing regulations. The City has extensive partnerships with McKinney-Vento staff persons in local school districts and at the San Diego County Office of Education.

The City deals with four groups of homeless individuals or families:

First are transient farmworkers for whom there is no local farmworker housing. These individuals, predominantly single men from Mexico and Central America, live in isolated areas near the San Luis Rey River and near the agricultural areas of Oceanside, Carlsbad and Vista. Their numbers vary depending upon the season and the crops to be planted or harvested. The primary need of this population beyond shelter is health care; another primary concern is crime prevention, whether crimes committed by farmworkers or crimes in which they are victims. The current recession has resulted in many workers returning to their home countries.

Homeless youth are a second group, attracted to the coastal / beach environment. While many of the street youth do have homes to which they sometimes return or places where they can spend an occasional night, there are on average 20 to 30 youth ranging from 16 to 21 years old who can be classified as homeless individuals. The youth receive basic health care through a Teen Clinic operated by Vista Community Clinic and by referral from Stand Up for Kids - Oceanside. Counselors and outreach workers from the YMCA Oz North Coast shelter for homeless and runaway youth assist in family reunification when possible. Code Enforcement officers refer homeless youth to Oz North Coast and to Stand Up for Kids if they come across youth during sweeps of sites of homeless encampments.

A third and rapidly growing group is made up of homeless individuals and families, single- parent and dual-parent families who have become temporarily homeless or are constantly at risk of homelessness due to the current recession. A job loss, medical expenses or other unusual and unexpected costs can be the turning point to homelessness; families then move to living out of a car or van, camping at one of the local beach state parks, or staying in one of the winter shelters. Many of these families still have income from work, but seldom enough to cover the entry costs to an apartment. This group - whether homeless or at risk of becoming homeless - is a priority group in the region for transitional housing and support to return them to independent, self-sufficient living.

A fourth group are chronically homeless persons, including persons with long-term substance abuse issues, persons with mental illnesses, and persons who have long since decided to maintain a homeless lifestyle. Most survive with some sort of regular income such as an SSI disability check or funds from the Veterans Administration. Without a permanent homeless shelter with supportive services, this group will remain on the streets. The City partners with other jurisdictions and nonprofit social service agencies to plan for a permanent regional homeless shelter and “housing first” programs.

City activities related to homeless persons and families North San Diego County jurisdictions and nonprofit service providers came together during PY 2007 to form the Alliance for Regional Solutions dedicated to a regional response to homelessness. The Alliance targeted planning and support for winter emergency shelters, with all jurisdictions contributing funds based on population to a common pool for support of three winter shelters. The Alliance continue to lead this collaborative effort. The Alliance for Regional Solutions is a recognized leader in building community commitment and investment to create a thriving, resilient North County for all. The Alliance members include over sixty North County nonprofit organizations, eight North County cities, and the county. The Alliance is made up of several collaborative working groups that serve as the Bridge to Housing Committee, Case Manager's Network, North County Food Policy Council, North County Works and Senior Action 48

Alliance. The City partners with other jurisdictions and nonprofit social service agencies through the Alliance to plan for permanent regional homeless shelters and “housing first” programs. In PY 2012, the City provided a forgivable loan of $100,000 in CDBG contingency funds to Operation Hope of Vista, an Alliance for Regional Solutions member, to assist with the acquisition of a permanent winter homeless shelter facility in Vista. The total acquisition cost was $600,000 and estimated renovation costs were $200,000. Oceanside’s contribution to the shelter was one-eighth of the cost, while Oceanside clients make up one-third of Operation Hope’s clients. The new shelter opened for clients in the winter of 2012-13.

The City has 86 Family Unification Vouchers which are dedicated to families receiving supportive services from County of San Diego Child Welfare Services and who have been separated or are at risk of being separated due to homelessness or lack of adequate housing. In addition, the City has established a preference to dedicate up to 30 vouchers to veterans or chronically homeless persons referred through the regional Coordinated Entry system. The City has been awarded 100 VASH Vouchers for the use of housing homeless veterans and maybe eligible to receive an additional 45 VASH Vouchers in 2019-20.

At the same time, the City seeks to serve all individuals and families who are homeless and find ways to provide housing, food and supportive services for them. The local providers cooperate with the San Diego Regional Task Force on the Homeless to plan Project Connect events in the region; these are one-day outreach events to provide homeless persons and families with information on and access to health and social services, housing, and other programs of benefit to them.

The City recognizes the unique problems of homeless youth, including teenagers who cannot be placed in foster homes, emancipated youth and youth who “age out” of the foster care system when they become eighteen. The City supports programs that provide transitional housing for homeless and runaway youth in conjunction with education programs, life-skills training, employment development and job-training opportunities, and, whenever possible, family reunification. Family Unification Program (FUP) vouchers may be used for former aged-out foster youth between the ages of 18 to 24. Qualified young adults may utilize the program for a three year period. The City is starting a Tenant Based Rental Assistance program for youth, transient youth and seniors with HOME funds. Casa de Amparo manages a housing program with supportive services for youth who have aged out of the foster care system to reduce the likelihood of them becoming homeless.

City partnerships with homeless-service organizations The City works closely with local nonprofit agencies and neighboring jurisdictions for homeless programs and with the regional Task Force on the Homeless, which manages the region’s 49

Homeless Management Information System (HMIS), and the Regional Continuum of Care Committee. The City has provided CDBG and/or local funds for services to homeless individuals or families to a number of agencies in past years; the reduction in CDBG funding since PY 2012 has eliminated all funding for homeless-serving programs.

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The Regional Task Force on the Homeless conducts the annual Point-in-Time Count which includes a survey component to help assess the needs of homeless persons, particularly those that are unsheltered. The City has hosted the deployment center for six straight years through January 2019.

Addressing the emergency shelter and transitional housing needs of homeless persons The City of Oceanside helped establish, and continues to support, Operation HOPE – the City of Vista’s Emergency Winter Shelter for families that assists approximately 30% of Oceanside’s homeless family needs.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City helped establish, and continues to support, Operation HOPE – the City’s Emergency Winter Shelter for families. One of the programs, Project Outreach, provides provisions and case management services to students meeting the McKinney-Vento definition of homeless.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City has collaborated with other organizations to develop supportive housing for persons with disabilities and persons with special needs. The City provides CDBG and other federal and State funds as available for the operation of these programs. Facilities in Oceanside serving persons and families in need from throughout the region include: i. The Family Recovery Center, a residential treatment facility and transitional housing for

women in recovery from substance abuse, including women who have custody of their children (90 beds with 75 active at present); ii. Interfaith's Haven House Year-Round Shelter provides emergency housing for up to 49 homeless men and women each night; iii. The Marisol Apartments with permanent supportive housing for persons with HIV/AIDS; iv. T.E.R.I., Inc. operates twelve group homes for adults with developmental disabilities; eight of these homes are in Oceanside; v. Brother Benno Foundation manages three group homes of transitional housing for men in recovery from substance abuse (18 beds) and one group home (six beds) for homeless women.

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 Discussion City partnerships with homeless-service organizations The City works closely with local nonprofit agencies and neighboring jurisdictions for homeless programs and with the regional Task Force on the Homeless, which manages the region’s Homeless Management Information System (HMIS), and the Regional Continuum of Care Committee. The City has provided CDBG and/or local funds for services to homeless individuals or families to a number of agencies in past years; the reduction in CDBG funding since PY 2012 has eliminated all funding for homeless-serving programs. The City works with the following agencies for services to homeless persons:

1) Brother Benno Foundation provides services to homeless individuals and emergency services to very low-income individuals and families at risk of homelessness or whose household income no longer suffices for necessities of food, clothing and utilities. In recent years the Foundation has shifted its services away from homeless persons to an emphasis on the "working poor." 2) Casa de Amparo provides shelter and services for abused and neglected children ages 5-18 who have been removed from their homes by police or Child Protective services; Casa also provides counseling services toward family reunification. 3) Casa de Amparo provides up to two years of transitional housing and supportive services for twenty-four youth aging out of the foster care system, using a master lease project of twelve rental units, with funds from the County of San Diego. 4) Fraternity House provides 24/7/365 shelter and supportive services to persons with AIDS or 51

HIV+ who cannot care for themselves. 5) Interfaith Community Services provides services to homeless individuals, emergency services including food and hygiene supplies to very low- and low-income individuals and families, and emergency rental assistance or deposit assistance for working families at risk of becoming homeless. 6) North County Solutions for Change manages a transitional living facility with supportive services for families moving from homelessness to independent, self-sufficient living, and a short-term (ninety days) shelter for families that recently became homeless. Solutions uses homes and rental units acquired with a variety of funding sources as "next step" housing for families that successfully complete and graduate from the transitional housing program. 7) Women's Resource Center manages an emergency shelter to provide services for women and children who are victims of domestic violence, and a transitional living facility with supportive services for female-headed families moving from homelessness to independent, self-sufficient living. 8) YMCA Shelter Services provides a short-term transitional living facility at Oz North Coast for runaway and homeless youth ages 12-17, and partners with Stand Up For Kids in an outreach program to street youth and youth at risk of becoming homeless. 9) Milestone House provides short-term housing and supportive services for homeless or at- risk girls ages 12-17 and for some foster youth on the edge of aging out of the foster care system with no support in place. 10) Bread of Life Ministries manages a winter emergency shelter December 1 to March 31 each year for homeless individuals. Homeless families are placed whenever possible with the Interfaith Shelter Network, a rotational shelter program sponsored by faith-based organizations, and Project Hope in Vista, a winter emergency shelter limited to families. Winter shelters cooperate with the 2-1-1 Info line system in San Diego to ensure that persons in need of overnight shelter are directed to the closest and most appropriate facility. Both Bread of Life and Project Hope are part of the Alliance for Regional Solutions for regional shelter planning and operation. North County Community Services provides fiscal management and general support services for the Alliance.

AP-75 Barriers to affordable housing – 91.220(j) Introduction: Land use controls, site improvement requirements, building codes, fees, and other local programs to improve the overall quality of housing may serve as a constraint to housing development. These issues were explored in the development of the City’s 2013-2021 Housing Element.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment

The City Council adopted the 2013-2020 Housing Element and addressed barriers to affordable housing related to City policies.

Discussion: The City actively works to increase the supply of all housing types including affordable for-sale and rental housing. a. Barriers and Responses: 1) BARRIER – rising rental costs: The increase in foreclosures has increased demand for rental housing, as former homeowners become renters once again. Housing prices have been increasing and the cost of rental units has remained high. The decline in family income due to the current economic situation, especially among low and very low-income households, has resulted in overcrowding as families share housing or move to units with fewer rooms. RESPONSE: the City will concentrate its housing programs on development of rental housing for low- and very low-income families; as well as increasing access to rental housing with the inclusion of a Tenant-Based Rental Assistance program. The City will allocate available housing funds to both new construction and the acquisition and rehabilitation of existing apartment complexes, to provide decent, safe and affordable housing; such as the Mission Cove and North Coast Terrace low-income apartments.

2) BARRIER – loss of redevelopment “set-aside” funds: The California State Legislature eliminated redevelopment agencies across the State and with it, a major source of funds for affordable housing. The full impact of this loss of funds will not be known until the Legislature completes review of bills to replace some of the housing funds. RESPONSE: The City will continue to seek to identify other new funding sources to replace this significant loss, however this move by the State had a significant impact on the ability of

53 the City to fund affordable housing projects.

54 b. Addressing Constraints The City of Oceanside addresses constraints to the development of affordable housing by exploring transit-oriented development, increased housing density and mixed-use developments in formerly all-commercial areas. The City’s 2013-2020 Housing Element of the General Plan further identifies both constraints to development of housing and land that is available for new housing.

AP-85 Other Actions – 91.220(k) Introduction: In addition to addressing affordable housing and homelessness, the City will support community development activities to better address the vast needs of the community.

Actions planned to address obstacles to meeting underserved needs The primary obstacle to meeting underserved needs is the limited amount of resources available for particular needs. Budget cuts at all levels of government in California over the past five years and more recent cuts in Federal program budgets has resulted in reductions in current funding for local governmental agencies and insecurity about future funding for health and social services. The people of the State of California approved bond measures for important infrastructure and transportation improvements, but payments on these bonds and those passed in the past decade place an increasing demand on the annual State budget. The increased taxes passed by California voters at the last election and a slowly improving economy appear to be moving the State toward a better financial situation, however unemployment and underemployment remain a problem and though home prices are now increasing, the financial impact of the recession and consequent reductions in funds available to local government remain a real issue. The shortfalls in General Fund spending meant that many City recreation programs moved toward “full cost recovery” budgeting.

Though the majority of cuts to General Fund supported programs made during the recession have not been restored, in the FY2019-2020 General Fund budget no further cuts to programs serving our low-income neighborhoods were made. General fund dollars will be allocated through the City’s budgeting cycle to support ongoing youth programs in the Crown Heights and Libby Lake neighborhoods to support increased evening and summer programming and activities for at- risk youth.

The reduction in CDBG program funding over recent years has further limited the City in its ability to respond to the needs of very low- and low-income families and special-needs populations. Wages for those who are working have not kept pace with the cost of living in the region, leading to an increasing disparity between wages and the cost of housing, fuel, and family necessities. This is especially true for low-income families, for whom the escalating cost of fuel and energy and the steady increase in food costs have been particularly difficult to meet. The lack of health insurance for many working families has increased the demand for healthcare services from local nonprofit community clinics. Rising housing costs (rental) in relation to household income has brought a similar increased demand for emergency food distribution programs serving the working poor.

The City also recognizes the need to promote job-training for recent high school graduates, veterans of the conflicts in Iraq and Afghanistan, and persons displaced by the current recession. Many of these persons face obstacles in accessing job-training programs that lead to living-wage, stable jobs with opportunity for advancement.

The City will address these obstacles in Program Year 2019 in a variety of ways:

 The City will allocate limited CDBG funds primarily for projects and programs that are located in and serve the residents of low-income neighborhoods, or that provide nutrition services to low-income seniors. CDBG staff will monitor subrecipients to ensure that the organization meets objectives and proposed outcomes, that the agency uses HUD performance measurement systems to show the impact and outcomes of CDBG-funded programs and activities.  The City will work with local agencies and community-based organizations to identify and apply for other grants from public and private sources to make up for the loss of CDBG funds.  The City will use HOME, inclusionary housing and other local funds toward the acquisition and rehabilitation of rental housing to preserve safe, decent, affordable rental housing for low- and very low-income families. The City has a rental rehabilitation program used in partnership with owners/landlords to preserve low-income housing. The City has identified and certified Community Housing Development Organizations (CHDO) with which to work on at least one housing project for low-income households during PY 2019.  The City actively participates in regional planning to address housing and transportation needs, and will work with developers to meet the local shared housing goal as developed by the San Diego Association of Governments (SANDAG). The City has completed the 2013- 2020 Housing Element. It has been adopted by the City Council and was approved by HCD.  The City will work with its nonprofit partners to develop economic development activities in the Crown Heights / Eastside NRSA, particularly to improve conditions for businesses along San Diego Street that demonstrate the potential for adding new permanent jobs available to low-income individuals.  The City will also continue to support a growing partnership with MiraCosta College for assistance with small business development and job-training programs that lead to living wage jobs with long-term stability and opportunity for advancement.

 The City supports a Workforce Development Program at Oceanside High School (the “Working Pirates” named after the high school’s mascot) and at El Camino High School (the “Working Wildcats”) managed by Interfaith Community Services. This program is funded by a Gang Prevention Initiative Project Grant through the San Diego Workforce Partnership and the Workforce Investment Act. Program youth are placed in internships with various City departments during summer break. This allows them to gain work experience and contacts and develop an understanding and knowledge of the City hiring system that may assist them in obtaining future employment. The City supports efforts of Interfaith Community Services and New Haven Youth and Family Services to develop vocational training programs and encourage enrollment of young people in building trades apprenticeship programs sponsored by labor unions and the Building Industry Association (BIA). The City supports a similar effort at the San Onofre Nuclear Generating Station to enroll high school graduates in a two-year training program at Palomar College that will lead to positive careers though that program may be impacted by recent technical problems at the worksite.  Tri-City Medical Center in Oceanside also partners with Interfaith Community Services and Oceanside High School to offer summer internships to high school students in various aspects of hospital work toward the goal of increasing diversity in the health professions, and in particular to attract more Hispanic youth into medical careers. Interfaith Community Services also employs a Job Developer to increase internship and job opportunities for their participating youth.  Oceanside Police Department continues to operate their Explorer program aimed at introducing high school teens to a career in law enforcement. There are currently 20 youth participating in the program. Explorers train with police advisors on patrol, at monthly meetings, and at an annual Explorer Summer Camp.  The City rents office space at low cost to Veteran’s Village of San Diego for the purpose of providing employment and training services to recently separated veterans. Additionally, the City rents office space at the same facility (Libby Lake Community Center). Services include limited to short term vocational training and supportive services intended to help veterans return to the civilian workforce and achieve careers.  The City will continue to implement strategies and projects identified in the NRSA Plans that will promote public safety and community health. The neighborhood associations are an important part of this work.

Actions planned to foster and maintain affordable housing The City supports preservation and development of affordable housing with four programs:

Manufactured Home Rental Adjustment Program: The City enacted a mobile home rent control ordinance that regulates rent increases for most mobile home park spaces in Oceanside. There are eighteen mobile home parks in the City. The rental adjustment program covers eighteen parks (2,593 spaces) with the goal of maintaining affordability, especially for very low-income seniors on fixed incomes. One mobile home park owned by the residents is exempt from the program. The City will consider petitions from mobile home park residents regarding excessive rent increases. The Mobile Home Fair Practices Commission is empowered by ordinance to review and adjust excessive rent increases. Residents and owners pay a fee to cover the City’s cost to manage the program and to inspect the parks for compliance with health and safety codes.

Density Bonus: State law requires that a jurisdiction must grant a density bonus of at least 25 percent over the otherwise maximum allowable density for the project site if a developer agrees or proposes to construct

a. at least 20 percent (20%) of the total units of a housing development for low-income household; or b. at least 10 percent (10%) of the total units of a housing development for very low- income households; or c. at least 50 percent (50%) of the total units for elderly households.

The City has a density bonus ordinance to facilitate developer use of this program and will use this in transit-oriented development housing. The City’s Density Bonus Ordinance was revised in May of 2012 to comply with the provisions of SB 1818, which will facilitate higher-density for developments that provide affordable housing.

Senior Housing Areas: The City works with senior communities and with owners of senior mobile home parks to preserve such housing as affordable housing for seniors, within the limits of federal and state fair housing regulations. At the same time, the City actively works to ensure that fair housing law protects all individuals, families and households, and that persons who experience discrimination in housing have access to grievance procedures. The City allocated HOME funds to Southern California Presbyterian Homes to develop the 80-unit Lil Jackson Senior Housing Project, which opened in PY 2011.

Coastal Zone Replacement Housing: The City’s coastal zone program and Local Coastal Plan (LCP) requires the one-to-one replacement of housing units in the coastal zone occupied by low- and moderate-income households when the units are lost through demolition or conversion to a non-residential use. The emphasis of this program is on retention of affordable units in the coastal zone with replacement on a unit-by-unit basis when removal cannot be avoided. The City Economic Development and Redevelopment Department has prepared a visioning plan for Coast Highway that could result in some new mixed-use development through rehabilitation of existing unused or under-used buildings in the corridor. The current weak economy, shortfall in the City General Fund budget and elimination of redevelopment agencies in 2011 by the State Legislature has postponed implementation of the Coast Highway Plan.

The Neighborhood Services Department provides technical assistance to developers of affordable housing and has contracted with a consulting firm to provide information and expertise about affordable housing that is beyond what City staff can provide. The 2013-2020 Housing Element was adopted by the City Council in May 2013 and submitted to the California Housing and Community Development Department. The California Housing and Community Development Department has approved the City of Oceanside’s 5th Cycle (2013-2021) Housing Element as of October 23, 2013.

The Housing Element includes the City's strategy to address SANDAG's Regional Comprehensive Plan and the regional housing goals for 2015-2020. Under the regional goals, the City of Oceanside is to develop 6,423 new housing units, 2,543 of which are needed for low- and very low-income families. At 30 units per acre, the City will have to identify at least 85 acres for new housing. The approved Housing Element is part of the 2015-2020 ConPlan for Housing and Community Development. A portion of the Housing Element showing goals, polices and programs is attached to this Action Plan.

The Strategic Plan includes an objective to identify and address any regulatory barriers to affordable housing in the City's General Plan and the Zoning Ordinance. The Neighborhood Services Department has worked with the Planning Division on this objective.

Actions planned to reduce lead-based paint hazards Census 2010 reported that the City of Oceanside has approximately 29,500 housing units (forty- five percent of the units in the City) built prior to 1978, when lead was eliminated from paint used in housing. Units most likely to present a lead hazard are rental units in multi-family dwellings that house extremely low-, very low- and low-income families. The City inspects units for lead-based paint hazards as part of approving single-family rehabilitation loans, but only occasionally finds a unit that requires mitigation.

Testing in past years by the County Health and Human Services Agency, however, has shown higher than average levels of lead in blood tests of some children from the Crown Heights neighborhood; this elevated level has been traced to Mexican candies with wrappers containing lead and the use of cooking pots made with lead that have been brought in from Mexico and other Central American countries. The City does not consider lead-based paint to be an acute danger for residents in CDBG neighborhoods.

The City maintains an active outreach program to inform residents of lead hazards, and an inspection program to identify lead-based paint hazards as part of building and code inspection efforts, inspections related to City-funded rehabilitation loans, and visual inspection of properties under consideration by first-time homebuyers. All persons receiving CDBG, HOME or local funds for acquisition or rehabilitation of housing built before 1978, including rehabilitation of rental units, receive information on lead-based paint, whether or not a hazard has been detected. The City places a high priority on addressing lead-based paint hazards. Code Enforcement officers look for lead-based paint hazards as part of ongoing code enforcement and inspection activities. Building Department inspectors are alert to rental units of such age that the units may contain lead-based paint, and will inform tenants and property owners as part of their inspections of the dangers of lead-based paint. The City distributes the brochures, "Lead Based Paint, a Threat" and "Protect Your Family from Lead in Your Home", which are available in English and Spanish. The City Housing Quality Standards (HQS) inspectors for the Section 8 program, the Rehabilitation Specialist, and Section 8 Housing Specialists attend training on lead-based paint hazards. When Section 8 inspectors do initial or recertification inspections on units, they check first to determine the year the unit was constructed. If built prior to 1978 and the household has children under six years of age, the inspector must confirm that there are no loose paint chips or peeling paint anywhere in the unit. If the inspector does find peeling paint or chips, the unit must be inspected for lead-based paint before it can be approved for use by a household with a Section 8 Housing Choice Voucher.

The following rule took effect in April 2010:

Contractors performing renovation, repair and painting projects that disturb lead-based paint in homes, childcare facilities, and schools built before 1978 must be certified and must follow specific work practices to prevent lead contamination. HUD's Lead Safe Housing Rule (LSHR) requires clearance examinations. All housing receiving federal assistance must comply with the LSHR.

Child-occupied facilities are defined as residential, public or commercial buildings where children under age six are present on a regular basis. The requirements apply to renovation, repair or painting activities. The rule does not apply to minor maintenance or repair activities where less than six square feet of lead-based paint is disturbed in a room or where less then 20 square feet of lead-based paint is disturbed on the exterior. Window replacement is not minor maintenance or repair.

Contractors performing renovation, repair and painting projects that disturb lead-based paint in preschools and child development centers shall provide to owners and occupants of those facilities and to parents and guardians of children under age six that attend child care facilities built prior to 1978 the lead hazard information pamphlet Renovate Right: Important Lead Hazard Information for Families, Child Care Providers, and Schools.

In order to address the health risks to young children posed by lead-based paint in residential dwellings, the City will implement the following guidelines as recommended by HUD for housing and community development programs and for rehabilitation of residential properties. HUD and the City use the term “rehabilitation” to describe all residential renovation work. a. For rehabilitation projects financed with CDBG or HOME funds that are for less than $5,000, “Do no harm” approach. Lead safety requirements cover only the surfaces being disturbed. Program participants can either test these surfaces to determine if they contain lead-based paint or presume they contain lead-based paint. Work which disturbs painted surfaces known or presumed to contain lead-based paint is done using lead safe work practices, and clearance of the worksite is performed at the end of the job (unless it is a very small “de minimis” scale project) to ensure that no lead dust hazards remain in the work area. Training that meets the EPA’s RRP Rule requirements is sufficient for this work. "Clearing the work site" determines that all hazard reduction or abatement activities are complete and that no hazards remain in the unit. All contractors must follow these three simple procedures while working:  Contain the work area.

 Minimize dust.  Clean up thoroughly. b. For rehabilitation projects financed with CDBG or HOME funds that are between $5,000 and $25,000, Identify and control lead hazards. Workers and/or contractors shall identify all lead hazards at the affected units and common areas servicing those units by performing a lead-based paint risk assessment, and control the hazards using interim controls. Participants may skip the risk assessment and presume that all potential lead hazards are present, and then must use standard treatments to address them. In addition to training that meets the EPA’s Renovation, Repair and Painting (RRP) Rule requirements, HUD- approved interim control training (such as the HUD-EPA RRP curriculum) is required for renovators and workers. The City will require that all workers assume the presence of lead- based paint, use safe work practices and clear the work site at completion of the project. c. For rehabilitation projects financed with CDBG or HOME funds that are in excess of $25,000, Identify and abate lead hazards. Workers and/or contractors shall identify all lead hazards at the property by performing a risk assessment and then abate all the hazards. Participants may skip the risk assessment and presume that all potential lead hazards are present and abate them. This approach requires that certified abatement contractors perform the abatement part of the job. The City will require that all workers assume the presence of lead-based paint, use safe work practices and clear the work site at completion of the project.

Lead-based paint hazard regulations and inspection practices do not apply to senior-only housing units regardless of the age of the property. Certain lead-based paint hazard requirements apply to units occupied by Section 8 and Tenant-Based Rental Assistance (TBRA) households that have one or more children under age six, the common areas servicing the units, and other areas used by unit residents and frequented by children under age six. The HQS inspector must evaluate the unit and common areas for any real or potential hazard through a visual assessment by the inspector and paint testing on deteriorated services if the unit was constructed prior to 1978. If lead-based paint hazards are shown to exist or likely to exist, the property owner must mitigate the hazard before the unit can be approved for occupancy by a Section 8 or TBRA household. The HQS inspector will review and inspect units for compliance during annual recertification.

Actions planned to reduce the number of poverty-level families The City has undertaken and will continue to work on a number of initiatives to improve the quality of life in the City and develop economic opportunity, which in turn will reduce poverty.

The economic recession and loss of employment income for many families makes these initiatives especially important during the 2015-2020 ConPlan period. The reduction in CDBG funds available to the City since PY 2012 will reduce what the City can do to address issues of poverty in the City.

 In the 2015-2020 ConPlan, the City lists objectives for housing, homeless, and community development programs that are designed to improve the quality of life for low-income persons. Most of these objectives target the neediest populations and neighborhoods in the City, and the City’s federal resources are allocated in accordance with the plan. In addition, the City effectively utilizes its federal funding to leverage other public and private monies, especially in the area of housing development that is affordable to very low-income families. The City will seek funding opportunities available through federal or State programs that will contribute to a healthy community.  The City’s largest federally-funded program is the Section 8 Housing Choice Voucher housing assistance program. Section 8 vouchers provide stable housing for lower-income households and choice in housing, with assisted households spread throughout the city. The City’s PHA plan outlines a strategy to maintain the "high performer" standing of the program and maximize the use of the limited resources, with a goal of remaining at a minimum 98% lease-up rate or higher for the Section 8 Program. The average waiting period for a household with the highest priorities (lives or works in Oceanside and is a family, senior or person with disabilities) is approximately eight years.  The City has Section 8 Family Unification Program (FUP) vouchers and Non-Elderly Disabled (NED) vouchers and will work with the San Diego Health and Human Services Agency and local nonprofit organizations to make the best use of these vouchers.  Veterans Administration Supportive Housing (VASH) Program vouchers are allocated by HUD. The City has received VASH program vouchers.  The City coordinates a Family Self-Sufficiency (FSS) program with approximately 50 participating families. Due to funding constraints, and program streamlining, the number of FSS Coordinators was reduced with a corresponding reduction of participating families. The FSS Coordinator works with these families to develop short and long-term objectives to improve their quality of life, become free of all forms of welfare, increase household income and gain independence and self-sufficiency. As an incentive, the City maintains an escrow account for each FSS-enrolled family in which a portion of their housing assistance payment is deposited. When a family completes their plan objectives, they receive the savings that have accumulated in their account.  The City used the HUD Neighborhood Revitalization Strategy Area (NRSA) program effectively in the Libby Lake/Calle Montecito neighborhoods. The City received approval for a NRSA Plan for the Crown Heights and a portion of the Eastside neighborhood in PY 2010

and began implementation of strategies. The NRSA neighborhoods, which include the most densely populated and lowest average median family income areas of the City, have been and will continue being a primary focus for attention in the 2015-2020 ConPlan and beyond. The City developed the goals, objectives and benchmarks for the NRSA Plan in collaboration with residents of the neighborhood, community-based organizations, nonprofit social service and health providers, and various City departments. Community Housing Works, a local nonprofit housing and community development organization, will act as the community-based development organization (CBDO) for neighborhood revitalization activities.  The City has established community resource centers to serve residents in low-income neighborhoods. These resource centers, supported by CDBG allocations and the City’s general fund, provide access for residents to a range of public services and public space for youth programs and neighborhood events. The resource centers are particularly important to new immigrant Spanish-speaking residents and in getting residents involved in their community through community meetings and connected to City, non-profit, police and other services they need.  The City partnered with North County Lifeline in an application to LISC of San Diego to open a Financial Opportunity Center at the Crown Heights Community Resource Center. This center, which opened in late PY 2010, provides opportunities for low-income families to improve their economic situation by dealing with old credit problems, establishing bank accounts instead of using check-cashing services, and learning principles of household financial management. The program also includes resume writing and other job search training and job coaching to help people prepare for employment and continue to increase their earning ability by increasing skills and promoting when they are employed. The program also helps with referral to available social services when needed.  The Oceanside Public Library established an English language literacy program (Oceanside READS) for adults. The program trains volunteer tutors and matches them with learners. For working adults, the ability to read and write is critical to better job opportunities; the literacy program works to develop such reading, writing and comprehension skills as well as computer literacy. Cutbacks in the General Fund from the current recession caused closure of the youth literacy portion of Oceanside READS. Previously, the Adelante Bookmobile was eliminated but has been brought back. The Adelante Bookmobile is used for outreach to neighborhoods with a substantial Spanish-speaking population by the Library.  The Oceanside Public Library provides public access computers at the main library and Mission Branch Library; use of the computers is free to residents. Public access to computers and the Internet enable low-income persons to learn computer skills, compose resumes, and search for employment. Additionally, Crown Heights and Libby Lake Community Centers provide the local neighborhoods with free access to computers. Access

to computers is important for youth from low-income families who do not have current computer technology or Internet access in their homes but who need computer technology for homework assignments.  The City’s Economic Development Department seeks to attract new businesses in targeted industries, foster job creation, prepare the local workforce for jobs in the new economy, and provide facilities and services that support commerce and improve business retention. Development of larger projects has substantially slowed if not stopped in the current recession, including planned development of downtown resort hotels.  The City participates in the Interfaith Community Services job-training program funded by the San Diego WorkForce Partnership and the WorkForce Investment Act; this program is specifically for students at Oceanside High School. This program has been expanded to include El Camino High School working wildcat students.  Staff in the Neighborhood Services Department use e-distribution lists of agencies and organizations that provide services to homeless and low-income individuals and families to share information about programs, services and resources. This form of e-collaboration has proven valuable for helping agencies do outreach on programs that will benefit residents of the region.

Activities that the City supports for homelessness prevention include:

 Emergency assistance: Local nonprofit and faith-based organizations provide food, clothing, infant supplies, prescriptions, utility payments and other essential services for low-, very low- and extremely low-income individuals and families so that rent will not be diverted to immediate family needs. Individuals and families that seek such assistance are enrolled in case management so that use of such "emergency assistance" does not become a regular end-of-month request.  Emergency rental assistance: The City encourages local nonprofit and faith-based organizations to use what rental assistance funds are available to them for families that face a short-term need, in the same manner as Homelessness Prevention Funds were used. Individuals and families that need more than short-term assistance will be better served at transitional housing programs.  Financial management: The City partnered with North County Lifeline in late PY 2010 to open a Financial Opportunity Center in the Crown Heights / Eastside NRSA. This program works with low- and very low-income households in the City to stabilize their financial situation; one result will be to bring many households “back from the brink” of homelessness.

 Collaboration: The City encourages informal partnerships and sharing of resources between the various organizations that provide services to very low- and low-income families and to homeless persons and families. The City provides notice of grant opportunities, local in-kind resources, and ways to expand awareness in the community of the needs of homeless persons and families, and the services provided by local community-based and faith-based organizations. The City provides technical assistance to agencies seeking to develop services to homeless individuals and families to ensure that new services do not duplicate existing programs.  Referrals: The City provides information and referral services concerning available resources and programs for individuals and families at risk of homelessness; this information is available at the Housing office, at community resource centers and through the countywide 2-1-1 system.

Actions planned to develop institutional structure

Following is a description of the institutional structure through which the City of Oceanside, other public institutions, businesses, nonprofit and community-based organizations carry out the Action Plan. All of these organizations play a part in providing affordable housing, managing public facilities and offering social and health services to the community.

Public Agencies: The City of Oceanside has a five-member City Council, which also serves as the Community Development Commission (CDC); the CDC is a separate legal entity that acts as the City Public Housing Authority for the Section 8 Program. The City Council holds public hearings, sets policies and priorities, adopts the City’s annual budget and allocates the City’s entitlement funding. The City Manager is responsible for the implementation of Council-approved policies, resolutions, and budgets. The Neighborhood Services Department – Housing and Code Enforcement Division manages the Section 8 Housing Choice Voucher, Community Development Block Grant, HOME Investment Partnership and other HUD programs. The Department includes the Parks & Recreation Division and manages three neighborhood resource centers in low- and moderate-income neighborhoods, programs at three recreation centers and summer programs in parks. The Department supports grant-writing activities of other City departments when related to community development activities. Other City departments directly involved in HUD-funded projects include the Community Development (Building and Planning Divisions), Public Works, and Police Departments, the Oceanside Public Library, the City Manager and City Attorney.

The Neighborhood Services Department prepares the five-year Public Housing Agency (PHA) Plan and annual PHA plans for consideration and adoption by the City Council. The Housing Commission reviews the PHA plan and it is available for public review prior to submission to the Council. The latest PHA Plan was approved by the City Council meeting and has been submitted to HUD.

The County of San Diego Housing and Community Development (HCD) Department coordinates the Continuum of Care Committee and submits the annual Super NOFA application. The County has collaborated with cities to develop local housing projects, including the North County Solutions for Change Family Center (transitional housing for homeless families) and HOPWA funds for four units in the Old Grove Apartments in Oceanside. The County HCD Department manages the AIDS Housing Committee and allocates funds to Fraternity House and the Marisol Apartments in Oceanside. Marisol provides housing for low- and very low-income persons with AIDS and their families. The City and County Section 8 administrators work together as the City has a number of Section 8 portable vouchers from the County. The County of San Diego Health and Human Services Agency manages the CalWORKs program through the North Coastal Region office located in Oceanside. The City participates in the regional Task Force on the Homeless, the Continuum of Care Committee, the local FEMA and Emergency Food and Shelter Program (EFSP) committees and other groups. City staff participates in the regional quarterly meetings of the Fair Housing Resource Board (FHRB) and CDBG coordinators, and work with other jurisdictions for joint monitoring of subrecipients whenever possible.

The City is a participant in the Alliance for Regional Solutions (ARS), which was originally formed as a planning and funding mechanism for the region’s winter emergency shelters. The Alliance has expanded its role and now works to identify and address food security issues and other unmet needs in the North County region. Additionally, ARS is the lead for the 25 Cities North County push to end homelessness for our veterans and chronically homeless persons.

The San Diego Association of Governments (SANDAG) is the regional planning agency for housing, transportation and land use.

The City of Oceanside seeks funds from the State of California Department of Housing and Community Development for housing projects and for programs to assist homeless individuals and families. The City works with social service and housing agencies to identify projects that would qualify for State Proposition 46 of 2004 and Proposition 1C of 2006 housing bond funds as these funds become available; there is a current freeze on the sale of new bonds for these programs.

Citizen Advisory Commissions: The Housing Commission is a nine-member citizen advisory board appointed by the City Council to advise and make recommendations to the City Council on housing policies, priorities, and projects. The Housing Commission includes two Section 8 tenants. The Commission is involved in reviewing all HOME and CDBG-funded housing proposals and neighborhood revitalization projects. The Housing Commission also reviews the annual CAPER program evaluation report. The Parks & Recreation Commissions is also directly involved in reviewing and making recommendations on the CDBG program. Each of these commissions discusses community issues and makes recommendations to the City Council on ways to improve the community for residents.

Collaborative and Neighborhood Groups: The City works with neighborhood associations in the low- and moderate-income neighborhoods of the City, including the Eastside Neighborhood Association in the Eastside neighborhood, the Crown Heights Residents Group, the Libby Lake Neighborhood Association and the Oceanside Coastal Neighborhood Association (OCNA). These associations have helped to identify needs and set goals for revitalization activities in their respective neighborhoods. The City has provided funding to Community Housing Works (CHW) for leadership development activities with residents in Crown Heights; CHW did similar work at the initial stages of the Calle Montecito, now known as Libby Lake, neighborhood revitalization program. Code Enforcement officers attend neighborhood association meetings throughout the City to provide information to residents. The meetings are also attended by Oceanside Police Department Neighborhood Policing Team members who answer resident’s questions, and also listen to residents’ concerns about the neighborhoods.

The City encourages collaboration among nonprofit social service, health and other community organizations by supporting partnerships and cooperative activity. The City participates in collaborative meetings with partners working in our Eastside, Crown Heights and Libby Lake, Mesa Margarita neighborhoods and the North Coastal Prevention Coalition, which supports substance abuse prevention, education and treatment programs.

Following direction by the City Council concerning youth gang prevention programs, the Neighborhood Services Department provides staff support to the Oceanside Community Safety Partnership which meets monthly at the Oceanside Police Department. Neighborhood Services staff and OPD staff also attend meeting of the North County Comprehensive Gang Prevention and Intervention Committee held monthly in San Marcos. The City partners with the Oceanside and Vista Unified School Districts, both of which serve students in Oceanside, for joint use of recreation facilities and for neighborhood-based afterschool programs. The Neighborhood

Services Department works with McKinney-Vento staff persons in local school districts on programs for homeless students; this partnership has become more important for implementation of Homelessness Prevention Fund Programs.

The City will continue to collaborate with non-profit partnering agencies to support services of benefit to our residents, particularly those based in our CDBG eligible neighborhoods. In PY 2019, the City will work with the North County Lifeline and Vista Community Clinic, non-profit organizations, and Community Housing Works to continue and expand services in the Crown Heights/Eastside NRSA, including expansion of youth after-school programming and parent- child enrichment classes for low-income residents. Following an RFP process, the City has established an in-kind lease with North County Lifeline for use of the former Campfire USA site in Crown Heights. This has allowed North County Lifeline to expand services offered through the Crown Heights Resource Center, add the new programming and continue to provide Financial Opportunity Center and Volunteer Income Tax Assistance programs for low-income residents.

The City will seek new partners for economic development activities, especially job-training programs for older youth and improvements to the jobs housing balance in the City. Economic development is the weakest area in the City’s overall CPD performance; as the economy improves the City will look for ways to partner with the business community to expand the number of jobs for low-income workers. The City will promote job-training programs that link recent high school graduates, veterans and persons displaced by the current recession jobs to living wage jobs, long-term stability and opportunity for advancement.

Following the recommendation of the HUD - Los Angeles Fair Housing and Equal Opportunity office, the City completed a Language Access Plan to ensure equal access to federally funding programs in the City for persons with Limited English Proficiency. The City has implemented activities and recommendations in a Voluntary Compliance Agreement concerning fair housing and related issues.

Actions planned to enhance coordination between public and private housing and social service agencies As previously stated the City encourages informal partnerships and sharing of resources between the various organizations that provide services to very low- and low-income families and to homeless persons and families. The City provides notice of grant opportunities, local in- kind resources, and ways to expand awareness in the community of the needs of homeless persons and families, and the services provided by local community-based and faith-based organizations. The City provides technical assistance to agencies seeking to develop services to homeless individuals and families to ensure that new services do not duplicate existing programs.

Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4) Introduction: Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

 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  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  The amount of surplus funds from urban renewal settlements  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.  The amount of income from float-funded activities  Total Program Income

Other CDBG Requirements

1. The amount of urgent need activities The primary obstacle to meeting underserved needs is the limited amount of resources available for particular needs. Budget cuts at all levels of government in California over the past five years and more recent cuts in Federal program budgets has resulted in reductions in current funding for local governmental agencies and insecurity about future funding for health and social services. The people of the State of California approved bond measures for important infrastructure and transportation improvements, but payments on these bonds and those passed in the past decade place an increasing demand on the annual State budget. The increased taxes passed by California voters at the last election and a slowly improving economy appear to be moving the State toward a better financial situation, however unemployment and underemployment remain a problem and though home prices are now increasing, the financial impact of the recession and consequent reductions in funds available to local government remain a real issue. The shortfalls in General Fund spending meant that many City recreation programs moved toward “full cost recovery” budgeting.

Federal cuts related to sequestration are now expected to impact many programs, particularly those serving the low-income population. Recent reductions in funding by Congress for the CDBG and HOME Investment Partnership Program has made the management of CDBG funds more difficult for recipients and there is less funding available for both public services and capital projects. The recession brought increasing demands for emergency services by families whose income no longer provides for basic life necessities at a time when available resources were being cut considerably.

The reduction in CDBG program funding over recent years has further

limited the City in its ability to respond to the needs of very low- and low- income families and special-needs populations. Wages for those who are working have not kept pace with the cost of living in the region, leading to an increasing disparity between wages and the cost of housing, fuel, and family necessities. This is especially true for low-income families, for whom the escalating cost of fuel and energy and the steady increase in food costs have been particularly difficult to meet. The lack of health insurance for many working families has increased the demand for healthcare services from local nonprofit community clinics. Rising housing costs (rental) in relation to household income has brought a similar increased demand for emergency food distribution programs serving the working poor.

HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

Repaid HOME loans are returned (recaptured) as program income to the City's HOME program. The City has chosen the “Recapture entire amount” option for recapture requirements on HOME loans (CFR §92.254a.5.ii.A.1.), which states, “the participating jurisdictions may recapture the entire amount of the HOME investment from the homeowner.” When recapture provisions are triggered by a sale (voluntary or involuntary) of the housing unit and the net proceeds are insufficient to repay the HOME investment due, the City can only recapture the net proceeds available from the sale of the property and not from the homeowner’s non- housing assets.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: For all HOME assisted rental housing, the City of Oceanside ensures that assisted development during the period of affordability, performs on-site inspections of HOME-assisted rental housing to determine compliance with the property standards of § 92.251 and to verify the information submitted by the owners in accordance with the requirements of § 92.252 no less than: every three years for projects containing 1 to 4 units; every two years for projects containing 5 to 25 units; and every year for projects containing 26 or more units. Inspections must be based on a sufficient sample of units.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: The City does not use HOME funds to refinance existing debt on properties being rehabilitated with HOME funds.

Discussion: The City has used HOME funds in previous years for a first-time homebuyer program but will no longer do so due to significant reductions in HOME funds awarded to the City since PY 2012. The City will continue to use State CalHome funds for the first-time homebuyer program. Loans can only be made to first-time homebuyers for mortgage assistance for permanent financing. The City provides a loan to the buyer behind the primary mortgage held by a financial institution; the loan is at three percent simple interest. The City holds a promissory note secured by a deed of trust on the property; the deed requires that the borrower use this property as primary residence and not as rental property. Loan principal and interest payments are deferred for the term of the loan. Accrued interest will be forgiven after fifteen years; loan principal will not be forgiven. Loans are repayable upon sale or transfer of the property, when the property ceases to be owner-occupied, upon a loan maturity date, or upon repayment or refinancing of the first mortgage.

Appendix - Alternate/Local Data Sources 1. City of Oceanside 2013-2020 Housing Element 2. 2015-2020 San Diego County Regional Analysis of Impediments to Fair Housing Choice 3. Alliance for Regional Solutions a. Strategic Plan b. Shelter Provided to the Homeless in North San Diego County Winter Shelters 2017-2018 c. Winter Shelter 2018-19 Brochure 4. Regional Task Force on the Homeless – 5. 2015 San Diego Regional Homeless Profile 6. Crime in San Diego Region Mid-Year 2014 Statistics - SANDAG 7. Health & Human Services Agency – Family Resource Center (www.sandiegocounty.gov/hhsa) 8. Brother Benno’s (www.brotherbenno.org) 9. Bread of Life Rescue Mission (www.bolrescue.com) 10. Interfaith Community Services (www.interfaithservices.org) 11. Family Recovery Center / Mental Health Systems (www.mhsinc.org/family-recovery-center) 12. Women’s Resource Center (www.wrcsd.org/services/residential-services) 13. Operation HOPE Vista (www.operationhopeshelter.org) 14. VA San Diego Healthcare System (www.sandiegova.org) 15. Vista Community Clinic (www.vistacommunityclinic.org/health-services) 16. North County Health Services (www.nchs-health-services) 17. North County Career Centers – Website 18. City of Oceanside – Website