As a recipient of both Community Development Block Grant and HOME Investment Partnership (HOME) funds, the City must complete a Consolidated Plan which outlines the needs in the community, strategies for addressing those needs, citizen participation, and a one-year action plan. Specific programs and projects to be funded under the CDBG and HOME programs are incorporated into this plan.
The Consolidated Plan is a five year planning document which addresses the housing and community development needs in the City. The Plan serves four functions. These functions include the development of a planning document which encourages citizen participation, a consolidated application to HUD, a strategy to be followed in carrying out HUD programs, and an action plan that provides a basis for assessing performance. In addition, the Plan also provides the framework for selecting new programs to meet the needs of the community.
The City expects to complete housing, community development and economic activities, which meet the needs of low and moderate income person in the community. To accomplish this, the City plans to expend both Community Development Block Grant and HOME funds, as well as other funds that may be available. Generally, the City expects to expend funds to meet the following community needs:
The City of Moreno Valley's Community and Economic Development Department represents the City of Moreno Valley in developing the Consolidated Plan. During the Consolidated Plan process, the City took an aggressive approach to ensure and encourage citizen participation.
The City prepared a Citizen Participation Plan which outlines the process for encouraging citizen participation in the development of the Consolidated Plan. Citizen participation was accomplished through a series of meetings, public notices and announcements. City staff conducted meetings with area residents, non-profit organizations and surrounding jurisdictions to solicit input on community needs. Information and notification of these meetings was distributed through correspondence, flyers and public notices. Table A outlines key meetings of citizen participation:
| Consolidated Plan - FY 95 - 96 Citizen Participation Schedule |
|
| January 28, 1995 | Notice of Community Needs Meetings |
| February 1, 1995 | Meeting with surrounding jurisdictions |
| February 1, 1995 | Neighborhood Meeting - Needs Assessment - City Hall |
| February 2, 1995 | Neighborhood Meeting - Needs Assessment - Senior Center |
| February 24, 1995 | Meeting on homeless issues |
| March 2, 1995 | Homeless Issues Meeting with surrounding agencies |
| March 7, 1995 | Study Session on homeless issues |
| March 29, 1995 | Consolidated Plan Review Meeting 7:00 - 8:00 p.m. |
| April 11, 1995 | City Council CDBG Projects Public Hearing |
| April 13, 1995 | Public Consolidated Plan and 30-Day Review |
| May 9, 1995 | Adoption of the Consolidated Plan |
| May 12, 1995 | Close of 30 day public comment period. |
| May 17, 1995 | Submittal to HUD |
The information compiled from the meetings (as outlined in the above schedule) was used in determining the needs in the community and the development of strategies. In addition, existing documents including the Comprehensive Housing Affordability Strategy (CHAS), the Comprehensive Affordability Housing Strategy (prepared for the Redevelopment Agency), the Demographic and Labor Analysis, and Business Survey were also utilized.
Organizations which participated in the meetings included the following:
The Consolidated Plan, 30 day public examination and comment period opened on April 13, 1995. A summary of the Plan, notice of examination and comment period, and notice of public hearing for the CDBG and HOME programs to be funded was published in the Press Enterprise on April 1, 1995. The Consolidated Plan was available for public review at the following locations:
The City of Moreno Valley is located in western Riverside County, approximately 66 miles east of Los Angeles and 100 miles north of San Diego. The City limits consist of 50 square miles with a sphere of influence of 19.8 square miles, and is situated in a valley with mountains serving as a physical boundary from neighboring communities.
Moreno Valley is a relatively new City of ten years. Since incorporation, the city's population has increased nearly three times from 49,702 in 1984 to 135,635 in 1994. With the increase in population, the City has also experienced a need for housing, jobs, infrastructure, social services and recreational opportunities.
According to the 1990 Census, there are a total of 37,945 housing units in the City. Single family units total 31,319 and represent 83% of the housing stock; multi-family units total 4,678 and represent 12%; and mobile homes total 1,201 and make up 3% of the total housing stock. The housing stock in Moreno Valley is dominated by single family detached units, which continue to increase at a faster rate than other housing types. The increasing proportion of single family units reflects the market demand of young families and retirement age couples from Los Angeles and Orange Counties who are seeking to purchase less expensive housing. Rental units in the City are generally affordable due to the sluggish economy.
While newer single family housing units have been developed in recent years, older single family homes continue to provide much of the affordable housing. These older homes are concentrated the central and southwestern portions of the City. These areas also lack basic infrastructure improvements such as curb, gutter, sidewalks and adequate streets. Community Development Block Grant (CDBG) Target Areas have been established for both central and southwest Moreno Valley. These areas are targeted for specific programs, projects and funding to foster improvement. Many programs have been designed specifically to enhance and improve these areas, including Code Compliance, Neighborhood Policing, Neighborhood Clean-Up and various housing infrastructure projects.
The City of Moreno Valley is an entitlement jurisdiction for both Federal
Community Development Block Grant and HOME Investment Partnership (HOME) funds.
The City expects to receive a total allocation of $1,930,000 ($1,583,000 CDBG,
$347,000 HOME) for both programs during the 1995-96 Fiscal Year. In addition,
the State of California is providing a $153,000 match to the City for the HOME
program, in order to meet the required $500,000 threshold. Both CDBG and HOME
funds are used for a variety of programs and projects, to improve and enhance
housing opportunities, neighborhood preservation activities and public services.
Below Market Condition Housing Needs
During the Citizen Participation process the following housing needs were identified.
According to the 1990 Census, there are a total of 37,945 housing units in the City. Single family units total 31,319 and represent 83% of the housing stock; multi-family housing units total 4,678 and represent 12%; and mobile homes total 1,201 and make up 3% of the total housing stock. From January 1986 through January 1991, only 1,190 multi-family units were constructed. The housing stock in Moreno Valley is dominated by single family detached units, which continue to increase at a faster rate than other housing types. The increasing proportion of single family units reflects the market demand of young families and retirement age couples from Los Angeles and Orange Counties who are seeking to purchase less expensive housing in Moreno Valley.
The construction of both single family and multi family housing declined significantly from 1991 to 1995 due to economic conditions.
Both rental and home ownership opportunities are available in the City ataffordable rates.
Rental units identified as substandard totaled 636. Of the total substandard units, 413 rental units are identified as suitable for rehabilitation. A majority of these units are older single family homes which are renter occupied.
Homeless providers are seeing homeless persons for whom the cause of homelessness is not directly related to a lack of shelter, loss of work or because they are victims of economic difficulties. Homeless providers are seeing more of the chronically homeless, whose homelessness is a direct result of chemical abuse by the individual or a family member, spousal or child abuse, mental illness and lack of independent living skills. The providers reported that 90% of the homeless persons they serve became homeless a as a result of substance abuse. They reported that 60% of the homeless they serve have issues with spousal or child abuse, often combined with chemical dependency. They also reported that the chronically homeless are mentally ill, and are often dually diagnosed with a chemical dependency.
Specific needs include:
The City does not oversee any public or assisted housing. Assisted housing in the City is managed by the Riverside County Housing Authority. As a result specific details regarding public housing and Section 8 are included in the Consolidated Plan of Riverside County.
The City identified barriers to affordable housing such as, limited public resources, high development fees, infrastructure costs, construction financing and substandard housing. The City has outlined strategies for addressing these barriers.
The City completed an Impediments to Fair Housing Study which will be used as a guide for addressing fair housing issues. In addition, the City affirmatively furthers fair housing, by contracting for fair housing services and supporting work shops and informational meetings in the City.
The 1990 Census Information indicates that the number of units constructed prior to 1979 is 8,129. These units are most likely to contain lead-based paint. The majority of housing units that contain lead-based paint hazards are located in older areas of the City. These areas are readily identifiable based upon the City's growth patterns.
The City identified many community development needs, which include the following:
The City enjoys a cooperative relationship with surrounding jurisdictions
and agencies, as well as non-profit organizations. The City meets on a regular
basis with the City of Riverside, Riverside County Housing Authority, and other
county agencies. The City utilizes a variety of non-profit organizations to
address community needs, such as homelessness, special needs, fair housing and
food distribution services. In addition, the City also works with state and
federal agencies through several grant programs to facilitate services and
programs which meet housing and safety needs in the community.
The City of Moreno Valley plans to implement a Five-Year Strategic Plan by directing a variety of efforts and resources toward the creation and retention of affordable housing, housing related programs, special needs and non-housing community development needs. Achievement of the strategy will be facilitated by coordination with private developers, non- profit organizations, lending institutions, City and Federal funding resources and other governmental jurisdictions. The City is committed to maximizing existing resources and opportunities to achieve a better quality of life for every resident. This includes the general priorities for allocating investment geographically within the jurisdiction and defining priority needs.
The Strategic Plan will incorporate priorities related to affordable housing, homelessness and non-housing community development needs. In establishing priorities, the City utilized the needs assessment, public input, available resources and the ability of the City to address the need.
The City of Moreno Valley has established a vision for change by adopting the following six goals:
Through a series of meetings and research, Housing and Community Development Objectives and Priorities were established for the City. The objectives and priorities were addressed through five categories which include: Neighborhood Preservation and Revitalization, Expansion of Affordable Housing, Special Needs, Homelessness and Economic Development Activities.
Neighborhood Preservation and Revitalization is the foundation of the City's Strategic Plan. This section includes programs which focus on preserving existing neighborhoods, through programs such as housing rehabilitation, neighborhood policing and code enforcement. It also includes revitalization programs which serve to enhance and improve deteriorated neighborhoods through infrastructure improvements and neighborhood programs. By addressing preservation and revitalization of neighborhoods through a consolidated effort, we expect to deter the rate of deterioration and improve the quality of life for citizens within the City and specifically the CDBG Target Ares. This category is divided into housing and non- housing priorities. Non-housing supportive services are also included in this category and include a wide variety of public services.
The need for affordable housing is accomplished through several priorities in the Strategy. Opportunities to increase affordable housing are identified through rental rehabilitation programs which secure units as being affordable. Vouchers and Section 8 programs were not addressed as a priority since these programs are not provided by the City but are provided through the Riverside County Housing Authority. This category includes both housing and non-housing priorities.
Priorities for persons with special needs were also based upon the City's ability to provide the services. As a new city, there are a limited number of special needs facilities and services available. Special needs will also be met by providing accessibility features when completing street improvements and by supporting various programs and projects.
Many senior needs have already been addressed by the City through the development of a Senior Housing Project, a Senior Community Center and various senior activities. There is a need for congregate care facilities.
Homelessness is addressed through prevention, emergency shelter and transitional housing. The priorities identified are based on the ability of the City to provide them. Some of the needs identified include substance abuse counseling and assisting the mentally ill. Substance abuse counseling is provided by non-profit and private organizations as well as Riverside County agencies. Assistance for the mentally ill homeless is provided through a new program operated by the Department of Mental Health. The Homeless category also includes housing and non-housing priorities.
Promoting small business growth is a crucial component of stimulating economic growth and jobs, especially to low and moderate-income persons. In Moreno Valley, the role of small business is especially significant because the majority of businesses are small. Small businesses employ the greatest proportion of the workforce, and have the potential to contribute toward significant job growth and sales tax revenue.
The promotion of economic growth and prosperity in the business sector is a long-term objective of the City. The City will strive to strengthen its economy and financial foundation to insure the continued provision of economic and community activities.
The City identified several programs in it's strategy to produce and preserve affordable housing. The implementation of these programs such as the Home Improvement Loan and Rental Rehabilitation programs, as well as, re-evaluating zoning in specific neighborhoods will assist in maintaining livable conditions for lower income persons. In addition, the City is assisting Habitat for Humanity in the development of new single family houses for very low income persons. These programs, when coupled with the various social services, children's programs, shelter and food services and counseling programs provide City residents opportunities to utilize programs at little or no cost, thereby reducing financial burden. In addition, programs in the job training provide residents needed job skills training. The City's Business Development Loan Program also includes the provision to increase jobs for low income persons.
The City of Moreno Valley will utilize a variety of Federal, State and local funding sources to achieve both community and housing priorities identified. Specific funding resources will be utilized based upon availability, opportunities and constraints of each particular project or program. Specific funding identified includes: Community Development Block Grant, HOME, Redevelopment, Measure A, Gas Tax, Federal and State grants, General City funds and special assessments.
The Strategic Plan relies on the coordination and cooperation of the City of
Moreno Valley, the various surrounding jurisdictions and agencies, as well as
the non-profit organizations. The City endeavors to foster these relationships
in order to address the needs of the community and provide the needed services
and programs.
The One-Year Action Plan addresses the City's plan for use of CDBG and HOME funds during the 1995-96 Fiscal Year. The plan is based upon the Consolidated Plan prepared for both programs. The Action Plan facilitates the Consolidated Plan Strategy by addressing housing and community needs through various mechanisms. The City expects to complete housing, community development and economic activities, which meet the needs of low and moderate income persons in the community. The following Table outlines many of the programs and projects to be funded during the Fiscal Year.
MAP 2 - Points of Interest highlighted by areas where 39.6 % of the residents have low to moderate income.
MAP 3 - Areas of minority concentration within the previously outlined areas with low to moderate income residents.
MAP 4 - Areas of highest unemployment delineated.
MAP 5 - Map showing some of the City's CDBG funded projects.
TABLE (without associated map) provides information on the proposed project(s).
