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Agenda Report - December 1, 1993 (40)
4� (BIW OF LODI COUNCIL COMMUNICATION AGENDA TITLE: Review and Consider Approving Countywide Comprehensive Housing Affordability Strategy MEETING DATE: December 1, 1993 PREPARED BY: Community Development Director RECOMMENDED TI at the ty Council review and approve the Comprehensive Housing Affordability Strategy (CHAS), a required document, which enables the City to continue receiving funds under the Federal Community Development Block Grant (CDBG) and HOME programs. BACKGROUND INFORMATION: In the first few years of the City's participation in the federally funded CDBG program, we were required to prepare a Community Housing Assistance Plan (CHAP) and a Housing Assistance Plan (HAP). These documents were basically goal statements for the provision of housing with funds to be received under the program. The CHAS is the successor to CHAP and the HAP and is required by the Federal government in order to continue participating in the CDBG and the relatively new HOME programs. As the applicant and the direct recipient of the funds, San Joaquin County Neighborhood Preservation is the lead agency in the CHAS's preparation. All the agreement cities, of which Lodi is one, have assisted the county in drafting the CHAS and need to approve it in its final form before it can be approved by the County Board of Supervisors. This document specifies one year and five year housing goals under the program. The City's goals are listed below: o Continue funding the owner -occupied rehabilitation program approximately $240,000 per year. o Continue funding fair housing related support services approximately $10,000 per year. o Complete the Lodi Hotel rehabilitation project with $150,000 of CDBG and approximately $240,000 of HOME funds. o Fund a rental rehabilitation program with approximately $100,000 of HOME funds per year. FUNDING: Program Years 1993-94 through 1997-98 Fund - Community Development Block Grant (CDBG) and HOME Allocation - Approximately $500,000 CDBG and $100,000 r OME per year Ja s B. Schroed unity Development Director JBS/EV/ck (Prepared by Eric Veerkamp) Attachments APPROVE07-7—iM Jv THOMAS A. PETERSON xrc(.d pope ` City Manager J CC -1 CCCD93.47/TXTD.01C M SAN JOAQUIN COUNTY* g�Nsly� 11106, 9� C.H.A.S. 0 A�w �`4$ILITY November 1993 *SAN JOAQUIN COUNTY C.H.A.S. JURISDICTION : ESCALON, LATHROP. LODI, MANTECA, RIPON. TRACY. AND THE UNINCORPORATED COUNTY FOR FURTHER INFORMATION: SAN JOAQUIN COMMUNITY DEVELOPMENT DEPARTMENT (209) 468-3152 D TABLE OF CONTENTS Page SUMMARY OF CHAS DEVELOPMENT PROCESS ....................................... i L COMMUNITY PROFILE .................................................... 1-1 Introduction........................................................... 1-1 A. MARKET AND INVENTORY CHARACTERISTICS ........................... 13 1. Community Description ....................................... 1.3 i. Background and Trends.................................13 ii. Demographics/Low-Income and RaciallEthnic Concentrations .... 1-11 iii. Table 1A - Population and Household Data ................. 1-15 2 Market and Inventory Conditions ............................... 1-17 L General Market and Inventory ............................ 1-17 ii. Assisted Housing Inventory ............................. 1-23 iii. Inventory of Facilities and Services for the Homeless and Persons Threatened with Homelessness .................... 1-25 iv. inventory of Supportive Housing for Non -Homeless Persons with Special Needs ................................... 1-41 V. Table 1 B - Market and Inventory Conditions ................. 14b B. NEEDS ASSESSMENT.............................................1.49 1. Current Estimate/Five Year Projections ........................... 1.49 i. Very Low Income ..................................... 1-49 ii. Other Low Income .................................... 1.49 iii. Moderate Income ..................................... 1-49 iv. Table IC - Housing Assistance Needs of Low and Moderate Income Households...............................:...I-54 T 2 Nature and Extent of Homelessness ............................. 1-55 L Needs of Sheltered and Unsheltered Homeless individual and Families........................................1-55 ii. Need for Facilities and Services by Subpopulations ofHomeless.........................................1-57 iiL Characteristics anti Needs of Persons Threatened with Homelessness ................................... 1-61 iv. Table 1D - Homeless Population and Subpopulations .......... 662 3. Population Other Than Homeless with Special Needs ................ 1-63 L Need for Supportive Housing ............................ 663 & Table 1E - Homeless Special Nerds Populations ............. 1-65 C. AVAILABLE RESOURCES...........................................1-67 1. Federal Programs ..........................................I-67 2 Non -Federal Public..........................................1-73 L State Programs ...................................... 1-73 ii. Local Programs ...................................... 1-77 3. Private Resources .......................................... 1-79 i. For -Profit ........................................... 1-79 ii. Non -Profit ....................1-81 11. FIVE-YEAR STRATEGY ................................................... 11-1 A. PURPOSES/OBJECTIVES OF THE FIVE-YEAR STRATEGY .................. 11-1 B. PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT .................... 11-3 1. Priority a: Renter Households: Very. Very Low income; Very Low Income; and Other Low Income ........................... 113 I. Analysis ............................................ 113 k Strategy Development - Investment Plan .................... 11-5 2 Priority b: Owner Households: Very. Very Low Income; Very Low Income; and Other Low Income ........................... II -9 L Analysis ............................................ II -9 ii. Strategy Development - Investment Plan ................... 11-13 C. Priority c: Homeless Individuals and Families ..................... if -is Ill. ANNUAL PLAN ........................... .............................111-1 A. STRATEGY IMPLEMENTATION ....................................... 111-1 1. Priority a: Renter Households: Verb, Very Low Income: Very Low Income: and Other Low Income .................... 111-1 i. Investment Plan ...................................... 111-1 LAnalysis ........................................... 11-15 ii. Strategy Development - Investment Plan ................... I1-17 4. Priority d: Non -Homeless Persons with Special Needs .............. 11-21 LAnalysis ........................................... 11-21 rw Strategy Development - Investment Plan ................... II -23 5. - Table 2 - Priorities ......................................... II -25 C. RELEVANT PUBLIC POLICIES. COURT ORDERS. AND HUD SANCTIONS ...... U-27 L Relevant Public Policies ...... ........................ 1:-27 ii. Court Orders and HUD Sanctions ........................ 0.37 D. INS MU I ONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION ... 1139 LDesc rip:ion........................................ 11.39 ii. Table 2A - Participating Organizations .................... II -44 6i. Overcoming Gaps ................................... 11-45 ,,�,r� taW E. PUBLIC HOUSING IMPROVEMENTS ................................. 11-49 I. Management/Operation ............................... 11-49 ii. Living Erwironrrtent ................................... 11-49 F. PUBLIC HOUSING RESIDENT INITIATIVES ............................. 11.49 LManagement ....................................... 11-49 & Homeownership ..................................... 11-49 G. MONITORING STANDARDS AND PROCEDURES ........................ I1-49 H. LEAD-BASED PAINT HAZARD REDUCTION ............................ II -51 Ill. ANNUAL PLAN ........................... .............................111-1 A. STRATEGY IMPLEMENTATION ....................................... 111-1 1. Priority a: Renter Households: Verb, Very Low Income: Very Low Income: and Other Low Income .................... 111-1 i. Investment Plan ...................................... 111-1 Z Priority b: Owner Households: Very Very Low Income: Very Low Income: and Other Low Income .................... 111-5 LInvestment Plan...................................... 111-5 3. Priority C. Homeless Individuals and Families .................... III-11 LInvestment Plan..................................... 111-11 4. Priority d: Non-Homeless Persons with Special Needs .............. 111-15 L Investment Plan..................................... 111-15 S. All Priorities.............................................. 111-17 L CHAS Requirements Applicable to AN Priorities .............. 111-17 rL Geographic Distdbutlon ............................... 111-19 H Service Delivery and Management ....................... 111-21 IV. Table 3A - Investment Plan ............................. 111-22 V. Table 3B - Goals.................................... 111-24 B. OTHER ACTIONS................................................111-25 L Public Policies...................................... 111-25 ii. Institutional Structure................................. 111-27 ui. Public Housing Improvements 111-27 Iv. Public Housing Resident Initiatives ....................... 111-27 V. Lead-Based Paint Hazard Reduction ..................... 111-29 C. ANTI-POVERTY STRATEGY........................................ 111-31 D. COORDINATION EFFORTS........................................ 111-37 E. CERTIFICATIONS................................................ 111-37 IV SUMMARY OF CITIZEN COMMENTS........................................ IV-1 APPENDIX A. TABLES AND MAPS B. GLOSSARY OF TERMS C. HOUSING AUTHORITY OF SAN JOAQUIN COUNTY: ANNUAL STATEN ANT AND FIVE YEAR ACTION PLAN D. CERTIFICATIONS SUMMARY OF CHAS DEVELOPMENT PROCESS The Comprehensive Housing Affordability Strategy (CHAS) was prepared by staff from the County Community Development Department, with the assistance of staff from the cities of Escalon, Lathrop, Lodi, Manteca. Ripon, and Tracy. Staff from the County's Human Services Agency and Mental Health Services, and staff from the Housing Authority of the County of San Joaquin, also provided significrnt input. Further detail about the process by which the Housing Strategy was developed is provided below and In Chapter N of the CHAS. 'Summary of Citizen Comments.* Consultations with Social Service Agencies and Organizations In June 1993. in order to prepare for the development of the jurisdiction's housing strategy, a two-part questionnaire was developed and sent to 115 social service agencies and local government programs. The questionnaire requested general information regarding the agency/program, the services the agency provides, and the needs of the agency's clientt& An addendum for agencies serving the homeless asked for specific data on clients. There were several purposes for this questionnaire: • to gather information about the nature and full extent of services provided and the types of clients served; • to collect data regarding the numbers of people served; • to obtain input from the service providers about the housing needs of the clients they work with. Although a review of the returned questionnaires showed that some agencies did not provide services related to housing programs, supportive houriing, or the i tomeless, nevertheless, these organizations were able to provide information on the housing needs of the people they serve. The perspectives of all respondents are included in Section I of the CHAS, the Community Profile, under the section entitled 'Needs Assessment.* Citizen Participation Process Section t of the CHAS, the Community Profile was prepared during July, 1993. Approximately 140 copies of the draft document were mailed to Interested Persons, Agencies, and Organizations' or. August 9, 1993. These included agencies that had responded to the questionnaire noted above, as well as other individuals and civic groups who might wish to comment on the draft document. In addition, ninety notices of the availability of the draft were mailed to individuals and agencies who, though not directly } involved in providing housing -related services, might be interested in reviewing and responding to it. 4 The draft document which was mailed included a cover fetter and a flyer. Both indicated the date, time. and place of the public meeting. The cover letter also indicated that written comments would be accepted by the Department for an additional three weeks after the public hearing and that copies of the document were available for review at the Community Development Department. as well as at all branches of the County's public libraries. Five days before the public meeting, a press release that had been prepared by staff and the County's Public Information Office was provided to all of the County's newspapers. It contained a description of the document and pertinent details of the public meeting. On the day before the public meeting, a public notice was published in The Stockton Record, the County's largest newspaper. The public meeting for the Draft Community Prcfile wns held on Wednesday, August 18, 1993, at 7:00 p.m. in the County Public Health Services auditorium. The meeting was staffed by five individuals from in early October. 1993. a complete Draft CHAS was prepared by staff. Public review of the draft Megan on October 18th and ended on November 16,1993. Notice of the availability of the draft CHAS was sent to local newspapers. The draft was available for review at all libraries in the County and at the Community Development Department. Written mice of the document's availability and its public meeting was provided to interested persom agencies. and orgarkaltm by the Community Development Department on October 15,1993. A public notice regarding the availabft of the draft docxurwrt and the public meeting was published fn The Stockton Record on October 17.199:1. A press release was prepared and released on October 29. 199.3. to all of the County's newspapers annourx-Zng a public meeting on November 3. 1993. to receive the public's comments on the Draft CHAS. An article about the meeting was included in The Stockton Record on November 3, 1993. The public meeting fa the Draft CHAS was held at 7:00 p.m, In the County Public Health Services Auditorium. The meetatg was staffed by three individuals from the Community Development Department and attended by *9 individuals from the community. Revisions generated by this review process were inckrded in the final CHAS that was reviewed by Me cities within the CHAS Planning Area and adopted by the Board of Supervisors before it was submitted to HUD (the U.S. Department of Housing and Urban Development). Dates for the cities' review were: November 1% City of Manteca: December 1. City of Lodi: December 6, City of Escalon; December 7. Cities of Lathrop. Ripon. and Tracy. The Board of Supervisors reviewed the CHAS on December 7 and formally adopted it on December 14, 199M November, 1993 0E r COMMUNITY PROFILE The Community Profile is the fust of the tour required sections of the Comprehensive Housing Affordability Strategy (CHAS); the other three sections are the Five Year Strategy, the Annual Plan, and the Summary of Citizen Comments. The Community Profile is intended to provide a portrait of the jurisdiction by describing its population, housing stock, housing needs. and available resources to meet the identified needs. The Community Profile is made up of three sections: Market and Inventory Characteristics, Needs Assessment. and Available Resources. Each section is summarized below. Market and fnventory Characteristics The fast portion of this section is entitled Market and Inventory Characteristics and provides backgrwutd Information and a discussion of relevarti trends in the CHAS Planning Area; a narrative which di=ngs the demographics of low-income and raciaVethnic c:oncen ations in the CHAS; and maps to illustrate the narrative discussion; and the required Table 1A.'Population Groups.* The second portion of this section is entitled Market and Inventory Conditions and contains the following information: a description of the significant general market and inventory conditions in the CHAS; a narrative on the total number of housing units in the CHAS broken out by unit size, the number of vacant units, and the condition/rehabilitation needs of those units for public housing, Section 8, and other units; a description of the facilities and services that assist homeless individuals and families with children; and a description of the facilities and services that assist persons who are not homeless but who require supportive housing; and the required Table 1 B. 'Housing Stock.* Needs Assessment r This section addresses the horsing needs of children, elderly persons, persons with disabilities, homeless persons, other persons served by social service agencies, and the citizen participation process. This assessment is based on data from the U.S. Census and consultation with involved social service agencies. The section is further broken down into three subsections. The first subsection addresses current estimates and five-year projections for groups at specific income levels and contains Table 1 C, 'Current Needs.' The second subsection descnim the nature and extent of homelessness within the CHAS boundaries and includes Table 1 D. 'Homeless Populations.• The third subsection contains a di=c Sion of the those groups of people who are not homeless but who require supportive housing and includes Table 1 E. *Special Needs.' Available Resources This final section of the Community Profile contains a listing by activity type of all resources and programs that are expected to be available to the CHAS from federal, non-federal public, and private sources. Community Profile Page 1-1 ;a A. MARKET AND INVENTORY CHARACTERISTICS 1. Community Description i. Background and Trends The San Joaquin County Comprehensive Housing Affordability Strategy (CHAS) Planning Area is comprised of the unincorporated portions of San Joaquin County and the cities of Escalon, Lathrop. Lodi, Manteca. Ripon. and Tracy (see map). The City of Stockton is currently preparing its own CHAS. Overview of CHAS Planing Areas The CHAS area is located just east of the San Francisco -Oakland metropolitan region and northeast of the San Jose/Sfton Valley area R Is bordered to the north by Sacramento County, the east by Stanisiaus, Calaveras. and Amador Counties. and the south by Stanislaus County. Positioned at the heart of the rapidly urbanizing Central Valley, the entire County is a focal point of an area that many forecasters believe w1i be the fastest growing region In the State of California in the coming decades. State Route 99 and Interstate S. two of the State's major north -south roadways, pass through the County. offering excellent access in both these directions. Interstates 205 and 580 provide direct connections to the San Francisco Bay Area to the west Combined with three transcontinental railroads, with Amtrak Service, an intercity bus fine, a metropolitan airport, and a port connecting to the Pacific Ocean, the County is strategically located to continue its major role in intra- and interstate trade. This regional transportation network in conjunction with relatively low land costs has attracted nonagriculturalty-related industrial development Historically, food processing has been one of the area's largest manufacturing activities. Now, a greater emphasis on durable goods, including electronics manufacturing, is being witnessed. The increasingly closer linkages with the San Francisco Say Area, the Sacramento metropolitan area, and the Icrger Central Valley have resulted in more inter -regional travel and has strained the County's roadways. Several deficiencies in the circulation system have become evident in recent gears. Projections for the four -lane Interstate 205 indicate that it will need to be widened to eight lanes to handle the new conunuters crossing the Aftamort Pass each day. Growth has burdened the wastewater treatment systems and water supplies in the County, and the ability to upgrade and expand water supply systems and wastewater treatment plants to accommodate the new growth has been greatly hampered by their high costs. If the County is to sustain this growth and achieve a more diversified economic base, new financial and regulatory mechanisms must be established to ensure timely and cost-eff icient provision of, and improvements to, the County's infrastructure. Trends Growth The CHAS Planning Area has been experiencing significant changes in recent years. Population and employment growth have been high during the 1980's, exceeding growth rates of the State and the San Francisco Bay Area. Much of the population growth has come from say Area residents in search of more affordable single family housing. The Tracy -Lathrop -Manteca portion of the CHAS Planning Area has captured a substantial amount of this type of growth in San Joaquin County. In addition, warehouse and distribution users have been moving to the CHAS Planning Area because of the abundance of relatively inexpensive land and good transportation access to northern and central California. as well as access to southern California via Interstate 5 and State Route 99. Prime examples of such users include the huge Community Profile Page 1-3 -i MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) Safeway Distribution Center, the Foodmaker distribution center, and the Yellow Freight facility in the Tracy area. The impact on housing cotes of the increasing number of Bay Area residents coming to the Central Valley in search of affordable housing has been two -fold: one, home prices have risen in response to a greater demand for housing due to a willingness on the part of Bay Area workers to pay more for that housing; and two, tical residents are less able to afford the increasingly expensive housing because local wages are lower than those in the Bay Area. Historically, the economy of San Joaquin County, including the CHAS Planning Area, has been tied to agriculture. While agriculture is still a major industrf in the County, it is no longer the only major driving force for economic growth. The CHAS Planning Area, along with the rest of the Central Valley, is experiencing mayor structural shifts in terms of new job growth. As population grows, more population - serving jobs are required in the retail and service industries. The CHAS Planning Area is witnessing such growth in these economic sectors. Examples incfude a regional mall planned for the Tracy area; Wal -Man stores being opened or constructed in three of the cities of the CHAS Planning Area: Lodi, Manteca, and Tracy; and a factory outlet store area, known as The Crossroads. currently under construction in Lathrop. This population growth is also expected to generate significantly more growth in finance, insurance, and real estate services (as well as local governmental services) than previously existed. This diversification of the local economy will help alleviate the unemployment situation that has affected the CHAS Planning Area Although somewhat tower than the Countywide rate, the unemployment rate in the CHAS Planning Area has consistently been higher than the Statewide rate, reflecting the wide seasonal employment fluctuations normally attributed to agriculture and agriculturally -related employment in the CHAS Planning Area For those who are unemployed and without other resources, no housing is affordable. Even without the diversification of the economy in the CHAS Planning Area, agricultural employment is expected to decline over the next several years. According to the State Employment Development Department, the decline in agricultural employment will be triggered by a number of issues facing growers during the 1990's: increasing opposition to pesticide use: conversion of farmland to industrial, commercial, and residential use; increased government regulation: competition in the world markets: and increasing competition for water. However, there will still be a significant unmet need for housing for migrant farm workers for the foreseeable future. Adoption of New General Plans The cities of the CHAS Planning Area have recently adopted general plans to accommodate the population and employment growth expected to occur within the next twenty years. Additional development capacity in the CHAS Planning Area is anticipated to be generated by several new towns approved by the San Joaquin County Board of Supervisors as part of County's new General Plan. The General Plans of the Cities and the County, however, may be in conflict. Because the new towns are located at the gateways of the County, they could intercept growth that previously had been expected to occur in the existing cities of the CHAS Planning Area. Marketing and advertising for the proposed new towns would primarily be directed toward first-tirre homebuyers and move -up homebuyers, which are also tine groups that are expected to locate in those areas shown for residential development in and around existing Cities, according to the Cities' General Plans. It is also possible, however, that the new towns would attract households and businesses htat might otherwise have gone to nearby counties, resulting in an increase in future population and employment over what had previously been projected by the State to occur. Community Profile Page 1-4 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) Growth Limitations Activities Complicating the Issue of affordable housing, is the fact that a number of cities in the CHAS Planning Area have adopted limits on the amount of housing permitted in their jurisdictions. The City of Escalon adopted a Growth Management Ordinance in 1978. The purpose of the Ordinance was to provide an equitable method of utilizing limited municipal services and utilities, to establish a mechanism to adequately meet the demand for all City services, and to control the future rate and distribution of growth In the City. The Ordinance has been revised several times, but the construction of residential units is stiff limned to seventy-five units per year. The latest revision to the Ordinance permits a developer to carry over building permits from one year to another. Since the Growth Management Ordinance was adopted in 1978 there has been only one year In which as many as severity -rive building permits for new dwellings have been issued by the City Bu+Wuig Department. The City Council has the discretion to set aside building permit allocations to provide housing for low income households. To date, six building permits have been set aside for this purpose. The City of Lathrop was affected by a building moratorium between 1983 and 1987, due to a limited sewage treatment capacity. The moratorium was lifted upon completion of a sewer interceptor line between the Cities of Lathrop and Manteca. Residential development has been occurring at a steady pace over the past two years. with over 200 new single family dwellings being constructed. Continuing limitations in the City's sewerage system and the lack of residentially -zoned property, will limit the total number of new housing units to approximately 800 during the next three to five year period. !n an attempt to preserve its agricultural land and reduce the encroachment of housing into unincorporated farm and vineyard areas, Lodi voters in 1981 approved Measure A. That action removed unincorporated land from the City's future land use plan and established an agricultural greenbelt around the existing City limits. Annexation and rezoning of land within this greenbelt became subject to voter approval. The Measure was repealed by voters in 1987 and has since been replaced by a 2 percent annual growth cap. According to City Planning staff, the result of Measure A was that the restricted availability of land for development in Lodi artificially raised the cost of acquiring land, which in turn raised median home prices and rental rates. City staff also noted that even though Measure A was repealed, the market conditions that resulted from its approval have tended to persist. The City of Manteca has a Growth Management Program in place that limits residential growth in the City to a maximum 3.9 percent increase in the housing stock each year. City staff have indicated that neither the Growth Management Program nor the City's development fees adversely affect the provision of or the incentive to construct affordable housing in the City. A primary goal of the City of Ripon's 1988 General Plan is to stabilize population growth at a rate of 3 to 6 percent annually and to promote commercial and industrial development until a balanced relationship between jobs and housing is achieved. No ordinance has been adopted to implement this goal. The City of Tracy's Residential Growth Management Plan (RGMP) allows an average of up to 1200 Equivalent Consumer Units (ECUs) to be used for residential construction per year, with limited exemptions. Allocation of ECUs is based upon the City's determination that adequate urban services are available for a project. The RGMP exempts up to 300 Residential Growth Allotments per year serving very low, lower, and moderate income households. According to information provided by City staff, no housing units have been constructed under this regulatory incentive. Community Profile Page 1-5 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) Jurisdictions Escalon The City of Escalon, located approximately twenty-one miles southeast of downtown Stockton and ten miles north of downtown Modesto, had a population of 4,437 in 1990 On March 12, 1957. Escalon became the sixth incorporated city in San Joaquin County. Escalon was originally surveyed at right angles to the Atchison Topeka ff Santa Fe Railroad, which traverses the City along a diagonal axis from northwest to southeast. The decline of the railroad and increase in traffic on State Route 120 has diverted commercial activity away from downtown and changed the pattern of development in the community. Most of Eseaion's growth has been to the west along First Street and to the east along Yosemite Avenue and Main Street. In 1987, the City of Escalon contained 612 acres of residential development and schools, 122 acres of commercial development. and 200 acres of industrial development. The City contains a distinct least side' and west side•, with the two being divided by the railroad and the downtown area. Very little growth has occurred north or south of the downtown area. Land around the City limits is generally agricultural. The City's General Plan 1987 provides a significant amount of land to the north and south for residential expansion. Higher residential densities are shown around the downtown area and industrial land uses are shown in the area south of the City along the west side of McHenry Avenue. Commercial uses are shown in the City's downtown area and along McHenry Avenue and State Route 120. Construction of the State Route 120 Bypass will increase the feasibility of locating additional industrial uses in this area. ,,+r+w�+ Lathro rpt Previously the largest unincorporated community in San Joaquin County. Lathrop is now San Joaquin County's newest city, having incorporated in July of 1989. Its population in 1990 was 6,800 and it encompassed 4,150 acres. Lathrop is located nine miles south of downtown Stockton and four miles west of downtown Manteca. Primary access to the City is from two interchanges along 1-5. Prior to construction of the Central Pacific Railroad around 1870, Lathrop consisted of a store and school house and was known as Wilson's Station. The town was initially founded by Leland Stanford, who conceived the town as a means of revenge against the Stockton City Council. The council had frustrated Stanford during his negotiations on the Central Pacific's alignment through the City. Subsequently. Stanford ordered construction of the railroad around the east side of Stockton, and attempted to deplete Stockton's commerce by giving special freight rates and passenger fares to his new town. Wilson's Station was renamed for Stanford's brother-in-law Charles Lathrop and became an important division point and major rail stop by 1871. The town grew steadily through the 1870s, reaching a population of 600 by 1879. Lathrop entered a period of decline in the 1890s; a trend which would continue for nearly fifty years. With the transfer of the railroad roundhouse and machine shop to Tracy, the transfer of rural postal customers to Manteca, and a major fire in 1911. Lathrop's population and economy dwindled until World War II. The war brought Permariente Metals to town, producing aircraft parts and magnesium bombs, and Sharpe Amey Depot, one of the major Army supply depots in the Western United States. The Depot is still one of the County's largest employers and is presently the Army's western distribution center for repair and spare parts. Community Profile Pace 1-6 MARKET AND INVENTORY CHARACTERISTICS: Community Description (Cont.) During the 1940s, Lathrop expanded from Its original townsite to an area of over We square miles. In addition to the housing tracts constructed during the postwar years, the town became home to some of the largest industrial employers in San Joaquin County. Best Fertilizer built its main chemical plant in Lathrop in 195M The plant is now operated by Simplot and still produces fertilizer and pesticides. Libby - Owens -Ford, another large employer, produces auto glass at its Lathrop facility. Residential growth in Lathrop was slow during the 1950s and 1960x. then accelerated during the 1970s and 1980s. Nearly all of the vacant land between the original townsite and Interstate 5 has been developed or is now committed to development. Lathrop had about 700 homes in 1970, 1,100 homes in 1980, and about 1.400 homes by 1983. The town was affected by a building moratorium between 1983 and 1987, which was Red upon completion of a sewer interceptor between Lathrop and Manteca. Between 1987 and early 1989. another 450 units were built, making Lathrop one of the fastest growing areas in the County. In the past, the prevalence of industry, absence of local services, lack of a civic center, flooding, groundwater problems, and an abundance of lower-cost housing have given Lathrop an image problem. Lathrop has been one of the heavy industrial centers of the County for the past five decades. The City's General Plan shows major expansion of Lathrop to the north, south. and west. Industrial growth is directed north, east, south and southeast of the existing town. Residential growth is directed wes4 with approximately 2,000 acres west of 1.5 designated for residential development. With a buildout capacity of over 18.000 housing units in the new residential areas. Lathrop could emerge as the County's i'tfth largest city by the year 2010. Lodi Lodi is located thirteen miles north of downtown Stockton and thirty-four miles south of Sacramento in the north central part of the County. Lodi is the County's second lay gest city, with 51,900 residents according to the 1990 Census. As of June, 1993 the City covered 11.8 square miles. It is surrounded by agricultural land and the adjacent unincorporated community of Woodbridge. The City was first subdivided in 1869 by the Central Pacific Railroad Company and was incorporated in 1906. Its initial land use pattern was shaped by the railroad, with industrial uses developing near the railroad tracks, commercial uses developing near the depot, and residential development occurring in a piecemeal fashion around the core area. Lodi's Planning Commission was established in 1919 and the City was first zoned in 1936. In 1987, the City of Lodi contained 4,974 net acres, about half of which was residential. About 10 percent of the City was industrial, 8 percent was commercial, 16 percent was public or institutional, 6 percent was in parks or permanent open space, and 11 percent was vacant or agricultural. Most development outside the City limits is located in Woodbridge. Roadside commercial uses extend along Highway 99 north of the Mokelumne River and there are scattered rural residences around the perimeter of the Cay. Southwest of the City, there is a small residential area consisting of about sixty homes, known as Henderson Village. The physical setting of Lodi has traditionally not constrained development within the City, but has instead affected patterns of growth within the City. The Mokelumne River and its associated flood plain have limited expansion to the north. The prevalence of Industry on the east side has caused most residential growth to shift to true west. Although not generally regarded as a constraint to development, the City lies Community Profile Page 1.7 r �1 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) on some of the best farmland in the County. Since 1981, when a growth initiative was passed, the City has been limiting hs growth Manteca Manteca is located twelve miles south of downtown Stockton, fourteen miles northwest of Modesto, and seventy-five mules southeast of San Francisco. In 1988, the City of Manteca had approximately 38,200 residents, or nine percent of the County's total population. In 1863, Joshua Cowak known as'ihe Father of Manteca.' settled in San Joaquin County and purchased a large ranch that included most of present-day Manteca. Following the completion of an irrigation network in the lane 1910's, Manteca's population leaped from eighty to 2000 residents. The City incorporated in 1918. In 1955 the City adopted its first zoning ordinance; in 1962. its first General Plan; and in 1970 its first subdivision ordinance. Manteca's General Plan was updated in 1975 and again in 1981. In 1988, the City completed a comprehensive revision of the General Plan. In 1986, a redevelopment plan was prepared and adopted for areas within and adjacent to the City. Originally, Manteca functioned as an agricultural service center for the County. And although the City is surrounded by rich agricultural lands on the north, east, and south, the development of industry just west of Manteca has enabled the City to diversify economically. Reflective of the entire County. Manteca's population and housing experienced tremendous growth and development during the last decade. The City has indicated that there are continued signs of increasing pressure for housing and employment. Despite such pressure for growth, Manteca has maintained its small-town character. In 1986, the City of Manteca covered 4,155 acres with about 78 percent, or 3,231 acres, developed. Almost two-thirds of the City is designated for residential uses, with about 86 percent of this land already developed. Approximately 75 percent of the housing in Manteca at that time was single-family; 22 percent mufti -family, at.d 3 percent mobile homes. Areas designated for commercial use covered 14 percent o! the City and were concentrated along Yosemite Avenue and Main Street, Currently, about 60 percent of the commercial land has been developed. Public uses comprised about 12 percent of the City, including 24 parks, 3 fire stations, a library. golf course, and various corporation yards and utility facilities. Industrial development accounted for 6 c -accent of the land. and is generally located adjacent to and south of the Southern Pacific Railroad in the southeast portion of the City. To date, 65 to 70 percent of the City's industrially -zoned land has been developed. The General Plan for Manteca indicates continued residential growth on all sides of the City. especially to the northwest and south. Over three square miles south of Route 120 are being designated for future urban use. Future residential and industrial uses will extend to the Lathrop Planning Area boundary on the west and to Northland Road on the north. The plan also reflects Manteca's desire to attract more jobs and services, particularly in the southeast part of the community (north of Woodward Avenue near the Route 99/ Route 120 junction). Community Profile Page 1.8 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) Ripon originally developed along both sides of the Southern Pacific Railroad. State Route 99 was constructed parallel to the railroad, dividing the City Into east and west halves. Commercial development is concentrated on the west s;de. while the east side Is primarily residential. A substantial amount of land in the southwest part of the City has been designated for industry; however, little industrial development has taken place to date, in part due to access problems. For the most part, land adjacent to the City Is planted in row crops and grapes, with scattered rural residences and roadside commercial uses. The City's General Plan designates sufficient residential land to accommodate a buildout population of nearly 10.000. New residential areas are distributed throughout the City, with most of the growth expected to occur to the north and west. Commercial expansion is planned west of downtown along West Main Street and east of downtown at the freeway interchanges. Industrial development in the southwest pan of the City can be facilitated by an extension of Doak Boulevard. Tracy In 1990. the incorporated boundaries of Tracy included about 12 square miles of laird and about 33,373 People. Surrounding the City are the unincorporated communities of Banta, Chrisman, Lammersville, Vernalis. Stoneridge. and the *new towns' of New Jerusalem and Mountain House. The City has gained more than 10,000 residents during the 1980s. and has tripled in land area since 1960. Approximately one third of the City's housing stock has been built since 1987. These areas of new homes have broad arterial streets, new public facilities, relatively young landscaping and community slopping centers at key intersections. Approximately two-thirds of the City's housing supply was built prior to 1982- These neighborhoods are more mature, with large street trees, a variety of structure age, size, and architecture and neighborhood shopping. Tracy and the surrounding area have been heavily affected by growth in the San Francisco Bay region, especially employment growth in the Tri -Valley cities of Livermore, Pleasanton, and San Ramon. Droximity to these job centers and relatively affordable housing have made Tracy one of the fastest growing communities in San Joaquin County. This growth has been facirdated by an excellent transportation network. including three Interstate Freeways (5, 205, and 580), and several major railroad lines. Growth pressures have affected both the City and the rural areas nearby. with a significant amount of large -lot subdivision occurring within the area. Permanent settlement of the Tracy area began in 1869, following the construction of the Central Pacific Railroad through the Aftamont Pass between San Joaquin County and the Bay Area. In 1878, a second rail line was constructed to the north, connecting the County with Martinez In 1887, a third line was extended south from the junction of these two railways, connecting the Bay Area to Los Angeles. In 1882, Southern Pacific established the 'Town of Tracy, around the junction of the three lines. The town's strategic location led to early prosperity, and Tracy quickly became an important commercial and service center. The City was incorporated in 1910. During the last fifty years, the town's growth has beer. influenced by three factors, first, the establishment of the massive Tracy Defense Depot during World War 11 created thousands of jobs and brought many new residents to the area; second, major agricultural industries, including Heinz and Holly Sugar, located in Tracy after the war, further fueling the City's growth; and third, starting around 1980, escalating home prices and a shortage of land that could be easily developed in the Bay Area have caused a second and even more significant wave of growth in Tracy. Although the town remains an important agricultural processing center, new housing has been the City's most significant product during the 1980s. The City of Tracy adopted its first General Plan in 1959, and revised it in 1970, in response to concerns about the rate of growth in the area and later added new Stato-mandated General Plan elements. A third Community Profile Page 1-9 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont) Southern Pacific established the 'Town of Tracy' around the junction of the three fines. The town's strategic location led to early prosperity, and Tracy quickly became an important commercial and service center. The City was incorporated in 191 M During the fast fifty years, the town's growth has been influenced by three factors: first, the establishment of the massive Tracy Defense Depot during World War II created thousands of jobs and brought many new residents to the area; second, major agcniltural industries. including Heinz and Holly Sugar, located in Tracy after the war, further fueling the City's growth: and third, starting around 1980, escalating home prices and a shortage of land that could be easily developed in the Bay Area have caused a second and even more significant wave of growth In Tracy. Although the town remains an important agricultural processing center, new housing has been the City's most significant product during the 1980s. The City of Tracy adopted its first General Plan in 1959, and revised it in 1970, in response to concerns about the rate of growth in the area and later added new State -mandated General Plan elements. A third plan was prepared in 1982 Because of the City's rapid growth and tremendous real estate speculation on the fringes of Tracy. the City began updating this plan in 1991, and adopted a new plan in 1993. Grov.ih pressures in the Tracy area probably exceed those of any community in San Joaquin County. The escalation of land prices in the Livermore Valley and the employment boom 'over the hill' in developments Eke Bishop Ranch and Hacienda Business Park have triggered a surge of land speculation in the triangular area bounded by Interstates 5, 205, and 580. To reduce impacts on agricultural land and provide adequate services for new development, the City's General Plan provides for growth adjacent to existing areas of development. The supply of vacant land within the areas planned for development is more tt'an sufficient to accommodate projected growth during the next two decades. r MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) ii. Demographics/ Low Income and Racial/Ethnic Concentrations Population Characteristics Chanoe in Poaulation In April 19906 the population of the CHAS Planning Area was 269685. This represents an increase of almost 37 percent over the 1980 Census figure of 197563. or an annual rate of increase of 3.2 percent per year (See Table 1. Appendix A). By vvntrast, the rate of increase for the State of California during this period was 2.6 percent per year. Not surprisingly, the rate of growth in the CHAS Planning Area has decreased during the past several years {from January 1990 to January 1993) owing to the persistent recession in California However, by California standards it is still significant, 2.5 percent per year (See Table If, Appendix A). Minority Population From 1980 to 1990. there has been a dramatic increase in the minority population. Although comprising i only 29 percent of the total population of the CHAS Planning Area in 1990, the m;nority population accounted for over 45 percent of the growth during this period The most dramatic changes occurred in the Hispanic. Asian. and Black populations, which increased 79 percent, 71 percent, and 64 percent respectively. By comparison, the white (nor. -Hispanic) population increased 26 percent during the 1980- 1990 period. These relationships are shown on CHAS Table 1A. Areas of Minority Concentration Areas of Minority Concentration are depicted on Maps 1 through 11, in Appendix A. By local definition, these are areas in which the total 1990 Census minority population exceeds 29 percent of the total population of a given census block group. The 29 percent figure represents the average minority percentage in the CHAS Planning Area. Their occurrence within the CHAS Planning Area is summarized as follows: In the unincorporated portion of the Stockton urbanized area, areas of minority concentration are located primarily in the southern and eastern portions of the community with a significant area in the central western portion of the community along the north side of Smiths Canal. In Lodi areas of minority concentration occur in the central, southeastern and eastern portions of the city. In Manteca areas of minority concentration occur primarily in the central portion of the city, although there are also significant areas in the eastern portion of the city along Yosemite Avenue and in the north central portion of the city along Louise Avenue. In Tracy minority concentrations occur predominately in the southern, central and western portions of the city. In Ripon, there is only one area in the northern part of the city which qualifies as an area of minority concentration. In Lathrop. all of census tract 51.20, the entire city of Lathrop, is by definition an area of minority concentration. There is no area within the city of Escaton which qualifies as an area of minority concentration, Outside of the urban communities of the CHAS Planning Area, all of the Delta area (census tracts 39.00 and 40.00), portions of census tracts 36.02, 41.01, 41.02. 47.02 (around the Communhy of Clements). 48,00 (outside of the community of Linden), 49.98, 51.06, 51.19, 52.03, and 55.00 qualify as areas of minority concentration. The degree of minority concentration in terms of actual percentages by 1990 Census block group is given in Table ill, Appendix A. Community Profile Page 1.11 MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) Areas of Low Income Concentration Similar in geographic location to areas of minority concentration are areas of low-income concentration. Areas of kyw income concentration are defined as areas where at least 51 percent of the population of a 1990 Census block group consist of persons of low and Rtoderate income. The distribution of these areas are shown on Maps 12 through 22 in Appendix A. Their occurrence within the CHAS Planning Area is summarized below; Within the unincorporated portions of the Stockton urbanized area, low income concentrations are located in -ft eastern southeastern, and southern portions of the community. In Lodi they occur in the eastern portion of the city. generally east of Hutchins Street and north of Lodi Avenue and east of the Southern Pacific Railroad tracks. In Manteca low incomes concentrations are primarily found In the central portion of the city. In Tracy they occur exclusively within the city between Eleventh Street and the Southern Pacific Railroad tracts. In Ripon low income concentrations within the city occur between State Route 99 and Mitgeo Road west of Stockton Avenue. In Escaon there is only one area within the city located west of McHenry Avenue and south of Ullrey Avenue. There are no low income concentrations within the city of Lathrop, although block group 1 within the city approaches the 51 percent threshold at 50 percent. Outside of the urban communities of the CHAS Planning Area, all of the Delta (census tracts 39.00 and 40.00), and portions of census tracts 36.01, 36.02, 38.00 including the community of French Camp), 41.02, 47.02 (including the community of Clements and most of the older portion of the community of Lockeford), 48.00, 49.98, 51.06, 51.19, 52.02 (including the area known as Larch - Clover adjacent to the city of Tracy on the north), and 55.00 quality as areas of low income concentration. The degree of low income concentration in terms of percentages by 1990 Census block group is shown on Table IV, Appendix A. Employment From 1980 to 1990 the unemployment situation within the CHAS Planning Area improved significantly. In 1980. the unemployment rate was 10 percent; by 1990, the unemployment rate had dropped to 7.7 percent (See Table V. Appendix A.) Although the 1990 unemployment rate was considerably better than the overall Countywide rate of 10.3 percent, it still exceeded the Statewide rate of 6.6 percent. This improved employment situation reflects the fact that the growth of two of the principal cities of the CHAS Planning Area, Manteca and Tracy, was fueled by Bay Area transplants who continued to commute to their jobs in the Bay Area It is reasonable to assume, however, that the unemployment rate within the CHAS Planning Area has worsened significantly due to the current recession. the lower rates of growth of these cities during the 1990-1992 period, defense and local government cutbacks and layoffs,and the susceptibility of the remainder of the CHAS Planning Area to downturns in the economy. This unemployment indirectly has resulted in more people needing affordable or supportive housing. Housing Characteristics Change in Housing Units Between 1980 and 1990 there was an increase of over 19,000 units in the CHAS Planning Area, from 74,700 housing units to 93,700 housing units. (See Table VI, Appendix A.) Multiple (amity units comprised nearly a fourth of this increase. From January 1990 to January 1993, however, multiple family units as a percentage of the total units added had, fallen to less than 10 percent. (See Table VII, Appendix A.) The Community Profile Page 1-12 I� MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) decline in the percentage of multiple family units can largely be attributable to the change in the tax laws in 1986 and in commercial lending criteria Occupied Housing Units The 1990 Census reported that there were over 89,700 occupied housing units in the CHAS Planning Area Approximately eight out of ten of these units were occupied by white (non -Hispanic) households. Hispanic households Comprised over 15 percent of all occupied housing units. (See CHAS Table IA.) Median Income, Median Housing Unit Value. Median Rent Analysis of Census data reveals that the increase in median family income has not kept pace with the Increase in median housing unit value and median rent Between 1980 and 1990, median family income in the CHAS Planning Area increased by 92 percent. By contrast, median housing unit value increased by 139 percent and median rent by 136 percent. This fact indicates that housing has become fess affordable during the 198W& (See Table VIII, Appendix A) Minority households would appear to be more vulnerable to the impact of housing affordability than white (non-H-ispanlc) households. Examination of the 1990 Census data shows that minority households generally had lower incomes than white (non -Hispanic) households. While only a third of white (non - Hispanic) households had household incomes which were less than 81 percent of the County median family income, over 45 percent of minority households had household incomes which were less than this threshold. (See CHAS Table 1A) Percentage of Household Income Spent on Housing Further evidence that housing has become a less affordable commodity during the 1980's comes from data showing the percentage of household income spent on housing. In 1980 the percentage of homeowners spending more than 35 percent of household income on housing in the CHAS Planning Area was 6 percent; for renters it was 30 percent. By 1990 the percentage of homeowners spending more than 35 percent of household income on housing had increased to 17 percent; for renters the percentage had increased to 32 percent. (See Table IX, Appendix A.) The extent to which these percentages have been affected by the phenomenon of lower interest rates for home mortgages in effect during the last several years is unknown. 1t is assumed, however, that for renters the effect would be minimal since rents generally have not fallen. For existing homeowners the housing cost burden is assumed to have improved somewhat since many have refinanced their higher interest rate mortgages. The effect probably would be greater I it were not for the uncertainty caused by the deep recession and the high level of unemployment in San Joaquin generally. Household Composition Census data show a continuing shift away from the traditional married couple family to other types of household relationships. In 1980 married couple families in the CHAS Planning Area comprised G6 percent Of 811 households; in 1990 the percentage of married couple families declined to 63 percent. Single parent families and nonfamily households Showed the most dramatic percentage change during this period. Female treaded households increased by almost 5o percent (from 6,157 in 1980 to 9,213 in 1990); male headed household increased by 85 percent (from 1,885 to 3,487); and nonfamily households increased by over 30 percent (from 15.859 to 20.747). By contrast, the percentage change for married couple families was 24 percent (from 69,291 to 89,736). (See Table X, Appendix. A.) Community Profile Page 1.13 I= MARKET AND INVENTORY CHARACTERISTICS: Community Description (cont.) These changes in household composition have important implications for the number and types of housing units to be constructed. To adequately house the population. developers will have to design and market units which will address the needs of an groups, not just target the traditional married couple family. Change in Owrw/Renter Occupancy The percentage mix between owner -occupied units and renter occupied units continues to change. In the CHAS Planning Area in 1980. owner occupied units as a percentage of total occupied units was 67 percent. By 1990. thisfQm had declined to 65 percent. More signNicantly, in terms of the change in the number of occupied housing units between 1980 and 1990, owner -occupied units accounted for 58 percent. while renter -occupied units accounted for 42 percent (See Table XI, Appendix A.) The Census numbers seem to buScate that the shortage of affordable for sale housing during the 1980's was driving more households into rental housing arrangements. As was noted above, because of the reduction in the number of multiple family units being constructed during the tatter part of the 1980's and early 1990's, it is reasonable to assume that single faraily, units are being converted from owner -occupied units to rental housing accommodations. Without a significant increase in the construction of multiple family units, there will be an increasing upward pressure on rents for both existing multiple family units and single family dwellings. Community Profile Page 1-1a --------------------------------------- --------------------------•---- CHAS Tabic to ------- U.S. Deparunent of Housing and urban DevelOpment office d Community Planning and Development Population b Household Data Compmhensrve Housing Allordabrity Strategy (CHAS) Instructions for Local Jurisdictions --------------------------------------------------------------------------------- Name of Jurisdiction: San Joaquin County tl- Population { 1980 I 1990 I % I I Census Data { Conus Dao 1 Change I ! uu (e) l (C) I _ 1. White Inion -Hispanic) -_---.1 _I _---151443 I ~ 190.7371 ---------- 26%1 -----------------------I 2. Black (non -Hispanic) 1 I -------- I 3.4571 f --- ----1--------- 5.6731 04% I f 3 Hispanic full nesse) 1 33.ss31 1 80.020 l N _ 79% 1 I 1 4. Native Amro an 1 2.673 2.3 44 -12%1 (nal-Kalls"10 1 ' i S. fIslaraders 6.153 1 10.63S 71%' (non -Hispanic) i I 1990 I � 6. orbs► (non -Hispanic)~— 1 2841 i 3761 I 32%1 I T. Total Population --�) 197.583 1 1 269.885 l 1 37%1 I 1 ---------------------- 6. Household Population !-------1------I 1 192.2711 I 258.1841 ! ----------I 34%1 I I ---------------------------1---------1---------1---------1 9. Non -Household Population 1 5.2921 t 11.501 1 1 :17% h 1 I •------------------ ---------------------- D. Relative Median Incorne of .ksisdiction I MSA Medan I Jurisdiction's { National I Faultily I Medan Famify 1 Median 1 fncw..Je I Income (not I Farnily I i available for I Income Larban ! Icy I I i I I I { S34.700 I w I 535.939 -------------------------------- S. Special Categories a W g. studena. wAtary. migrant farm workers. etc) ----- —------------------- (,v+v+' ------------------ -------------- -------------------- ---------------------------I ----------I-------I I i l I ----------I I i I I } I I I I C. Households I Toni I % d Taal i % Very Low I % Othor low I % Moderate I % I I Housendds I Households I Income I Income I Incorne I Above I I 1990 I 10-50-AMFI. 151-80%MFV181-95%MFI.1 95%MFI• I f (A) I (e) I (C) 1 (D) I (E) I (F) I ---------------------------------i------------------•---------------------------------- 1. White(ran-Hispanic) 1 70.541 i I 79% 1 18%1 15% 1 I I I 8%1 1 69%j I -----------------------i---------I---------i---------I---------I---------1------------I 2. BlacIt (non -Hispanic) 1 1.1331 I I 1% 1 23% 1 16% I I I I 9% 1 I 52%1 I 3. Hispanic fall races) ( 13.721 ( I i 15% I 27% 1 21% I I 1 l 70% I I 41% 1 1 4. Na"American i 1.1651 1% 1 30%1 15% 1 7% 1 48% 1 (non-Hispmtic) I I I I I 1 I -------------------------I---------•I---------i----------I----------I---------•1------------I 5. Asian & Pacific Islanders I 3.1341 3% 1 16% 1 17% 1 8% 1 51% 1 (non -Hispanic) I I ----------I I I I ----------I ----------I ----------I I ------------I I -------- G. AN Households ---------•I i 89.7361 100% I 20%1 tS% 1 I I I 8% 1 I 56% 1 I ------------------------------------------------------------------------------------------- • Or. based upon HUD adjusted income Gnus. if applica Ae HUD 40090-A (1/93) Community Profile Page 1-15 MARKET AND INVENTORY CHARACTERISTICS (cont.) 2. Market and Inventory Conditions 1. General Market and Inventory Supply of Housing Total Housinq Units In 1990 there were 93,749 housing units in the CHAS Planning Area. Studio units and one bedroom units accounted for 13.8 percent; two bedroom units for 31.S percent; and three or more bedroom units for 54.7 percent. (See CHAS Table 18.) During the 1980'5, the average number of units added to the housing stock was over 1.900 units per year. From January 1990 to January 1993, the average number of units added had declined to less than 1,500 units per year (See Tables VI and Vil. Appendix A.) Putting this into perspective, the actual number of units added during the 1990-1993 period is comparable to the number added during the recessionary period of the early 1980's (from January 1980 to January 1983). This fact supports the argument that the current recession is severe and is generating pent-up demand for housing. Tenure Status (Ownership or Rentaf) Of the 89,362 occupied housing units in the CHAS Planning Area, 35% were renter -occupied and 65 % owner -occupied Almost half of the renter occupied units (45.6 percent) were two bedroom units; over a fourth (27.2 percent) were studio and one bedroom units. With respect to owner -occupied units, seven out of ten were three or more bedroom units; almost a fourth were two bedroom units. (See CHAS Table 1 B.) Vacant Housing Units Vacant housing units comprised 4.7 percent of the total housing stock in the CHAS Planning Area in 1990. Of the 4,387 vacant units, 1,200 were 'vacant for rent' and 1,147 'vacant for sale'. The distribution of vacant for rent units and vacant for sale units by number of bedrooms is given in CHAS Table 18. Of critical concern in this discussion of vacant housing units is the extremely low vacancy rates for both rental and ownership housing. The vacancy rate for rental housing in 1990 was 3.65 percent; for ownership housing it was 1.95 percent. In a healthy housing market, it is generally held that vacancy rates of at least sic percent for rental housing and four percent for ownership housing are essential in order to provide for choice In selecting housing accommodations. Extremely low vacancy rates characteristically tend to drive up rents and the purchase price of ownership housing. Excessive competition for housing also has the distinction of pressing into service housing units that are .substandard. Overcrowding Analysis of Census data shows that overcrowding within the CHAS Planning Area increased during the 1980's. In 1980 less than seven percent of all occupied housing units were overcrowded. By 1990 the percent of overcrowded housing units had increased to over nine percent. While the percent of overcrowded owner -occupied units remained fairly constant from 1980 to 1990, the percent of renter - occupied units showed a dramatic increase. The percent of overcrowded renter -occupied units went from less than 10 percent in 1980 to almost 17 percent in 1990. In terms of numbers, there were nearly 5300 overcrowded renter -occupied units in 1990. (See Table XII, Appendix A.) Community Profile Page t-17 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Housing Demand The data previously presented indicate that demand for housing in the CHAS Planning Area is high. The decline in both the number and percentage of multiple family unrs; the increase in the incidence of overcrowding the conversion of single family ownership housing to rental housing; the extremely low vacancy rates for both rental and ownership housing; all support the conclusion that there is a pent up demand for housing. Housing Condition _ There are over 8,700 substandard housing units in the CHAS Planning Area. (Note: This is a conservative estimate. based on extrapolations from a condition of housing windshield survey of primarily older housing units conducted during the 1970's.) The number of substandard emits represents about 9 percent of the total housing stock The remaining 91 percent of the housing stock is considered to be sound. Of the 8700 substandard units, 5600 are suitable for rehabilitation, while the remainder is not considered suitable for rehabilitation (See Table XIII, Appendix A). By local definition, a substandard housing unit is defined as one having a condition rating of 3 or more on a i -to -5 scale. A housing unit considered suitable for rehabilitation is defined as having a condition rating of 3 or 4. A housing unit regarded as not suitable for rehabilitation is defined as Raving a condition rating of 4 or 5. The apparent overlap between categories (Le. housing units considered suitable for rehabilitation and housing units not considered suitable for rehabilitation) occurs because generally halt of housing units with a condition rating of 4 are regarded as economically capable of rehabilitation. A description of the deficiencies or characteristics associated with each condition rating is provided in :he glossary. Housing Cost (By Type and Number of Bedrooms The cost of housing can be expressed either in terms of the rent paid or purchase price required for housing, or in terms of On affordability of rental or homeownership housing. Cost of rental housing The HUD Section 8 Fair Market Rents (FMRs) provide an indication of relative rent levels. In 1990 the HUD established FMR for a no bedroom unit in the CHAS Planning Area was $370; for a one bedroom unit it was $450; for a two bedroom unit it was $529; and for a three bedroom unit it was 5661 (See CHAS Table 1 B). By the end of 1992. FMRs had increased eight percent over 1990 levels. With respect to the affordability of rental units, the rents affordable to households earning 50 percent or cess of the median family income in the CHAS Planning Area in 1990 were as follows: $304 for a no bedroom unit; $347 for a one bedroom unit; $390 for a two bedroom unit; and 5451 for a three bedroom unit (See CHAS Table 18). Examination of 1990 Census data shows that only about a third of no bedroom and one bedroom renter occupied units (combined), and less than a fourth of either two bedroom or three bedroom renter occupied units were affordable to households earning 50 percent or less of the median family income (See Table XIV, Appendix A). Vacant rental units were even less affordable to such households. Of the tutal vacant rental units identified in the 1990 Census, less than a fourth were affordable to these households. (See Table XIV, Appendix A.) Cost of ownership of single family housing. Sales data on single family homes sold in the CHAS Planning Area show that the average purchase price of a single family home increased significantly from 1984 through 1990, and then experienced a 12 percent decline from 1991 through the first half of 1993. The average purchase price of a home ir, 1984 was 567,400; in 1990, it was 5167.800; by July, 1993, the average sales price had dipped to $148,300 ( See Table XV,(to be completed) Appendix A). These figures Community Profile Page 1.18 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) indicate that the cost of homeownership is still beyond the reach of most low and moderate income households. With respect to the affordabrTrty of ownership housing. Census data show that households earning 50 percent or less of the 1990 median family income are much less able to afford a two or three bedroom home than a two or three bedroom rental unit. About a fifth of all two bedroom homes and less than three percent of aN three or more bedroom homes are affordable to these households. (See Table XVI, Appendix A.) Incidence of Lead Hazards The incidence of lead hazards In housing is of critical concern to health practitioners. The National Center for Lead -Safe Housing notes that the ingestion of flaking or peeling lead-based paint or the inhalation of tiny lead particles in household dust have severe `eakh consequences for children. In their publication Lead-based Paint Hazards. the Center states the following: Children do not have to eat paint chips to become lead -poisoned. Most children become exposed to lead-based paint and dust hazards living in older homes. Young children most frequently become poisoned by inadvertently ingesting lead contained in household dust during the course of normal hand-to-mouth activity. Older, low income, privately owned rental housing that has not been adequately maintained is potentially the most hazardous to young children. In marry older properties, windows have been allowed to deteriorate, resulting in peeling, chipping, flaking paint, frequently containing high levels of lead. . This paint debris often r accumulates in window wells and silts. Because children enjoy playing at or near windows. the ` debris represents a serious hazard to their health. In addition, children are exposed to lead-based paint and dust hazards during the renovation. remodeling or repair of older homes when lead-based pain; is disturbed. The 'time honored, practices of burning, dry scraping, and sanding -especially power sanding --older paint can increase lead dust levels in the home 100 -fold and result in the inadvertent poisoning of children, pets and workers. Although lead was banned from residential paint in 1978, a significant number of pre -1978 housing units and some post -1978 housing units in the CHAS Planning Area contain lead-based paint. As noted by the Center, by itself the presence of lead-based paint does not constitute an exposure hazard, but lead in paint that is intact on non -impact, non -friction surfaces constitutes a latent problem that may in the future be released and rause harm. Therefore, in order to gauge the magnitude of the problem. Federal law requires that the CHAS contain an estimate of the number of pre -1980 occupied housing units that contain lead, particularly those occupied by very low and low income households. Of the 47,800 occupied housing units in the CHAS Planning Area estimated to contain lead-based paint, 16,600 were renter occupied and 31,200 were owner -occupied. Of the renter occupied units, about 5,200 were occupied by very low Income households and 8500 by low income households. In other words, over 80 percent of all renter -occupied housing units containing lead-based paint were occupied by poor households. In terms of owner -occupied housing units containing lead-based paint, very low income and low income households fared somewhat hetter (although this was more a function of their inability to afford homeownership than their wise choice of housing accommodations). Of the owner -occupied units containing lead-based paint, 3,400 were occupied by very low income households and about 2,600 were occupied by low income households. These numbers together account for less than a fifth of all owner - occupied housing units containing lead-based paint. (See Table XVII, Appendix A .) Community Profile Page 1-19 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Imoediments/Ooportunities Created by Market Conditions The impediments and opportunities created by market conditions for providing housing affordable to all income groups, particutarly very tow and low income households, are summarized below. Impediments 1. There is Insufficient vacant land zoned for mufti -family development. An analysis of the amount of vacant land in the CHAS Planning Area that is zoned for medium-high and high density residential development and that has the necessary infrastructure or the potential to obtain the necessary infrastructure shows that it is not adequate to alleviate housing demands, particularly for very low and low income households. 2 There is a lack of infrastructure to support residential development, particularly in the unincorporated towns and urbanized areas of the CHAS Planning Area. Residential development In the cities of Lathrop. Manteca. and Tracy has periodically been constrained by a lack of sufficient sewage treatment capacity, resulting in either moratoriums on housing construction or restrictions on the number of residential units permitted to be built on an annual basis. Some unincorporated towns of the CHAS Planning Area have no public sewage disposal system or water system sewer or both, or have systems which need substantial expansion in order to accommodate even modest residential growth. Other unincorporated urbanized areas around existing cities lack essential public sewage disposal and storm water drainage facilities. 3. Local growth control measures in some cities within the CHAS Planning Area have had the effect 1011, of escalating housing costs by placing more demand on existing housing supplies. Planning staff kl_, members of the City of Lodi note that Measure A, Lodi's growth limitation measure, had the effect of raising median home prices and rents, and that these results persisted even after the ordinance was repealed in 1987. 4. Ho sing production geared toward meeting the housing demand of Bay Area workers have p•oduc:ed unfortunate consequences. Because of competition from Bay Area workers, single family homes within the CHAS Planning Area have become increasingly less affordable in general. but especially for local workers and their families. Since wages generally are lower in the CHAS Planning Area than in the central Bay Area communWas, a greater proportion of a local employee's income is required to pay for housing. In addition, because there is a direct linkage between the housing markets of the Bay Area and the housing market of the CHAS Planning Area, the recessionary decline in housing sales in the Bay Area has produced a downturn in the sale of new single family homes targeted at Bay Area residents seeking more affordable housing in the CHAS Planning Area. The result has been a targe unsold inventory of upper end housing and housing *auctions". 5. Exactions for development or improvement of infrastructure (e.g. freeway interchange improvements, arterial streets, intersection signalization, water and sewer trunk line extension, etc.) imposed by local jurisdictions within the CHAS Planning Area have increased the price of housing, in some cases significantly. Added to this expense are impact fees which have increased dramatically in numbers and amounts in recent years. These fees, since thev have been developed by a multitude of taxing agencies (e.g., local governments, school distric!s, fire districts, air pollution control district, water districts, etc.) vary widely 'rom jurisdict.on to Community Profile Page 1-20 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cant.) jurisdiction. Both exactions and impact fees have adversely affected the ability of the market to provide affordable housin 6. Changes in Federal= laws and lending criteria for commercial banks and savings and loan associations have reducedthe profdabMity and attractiveness of residential development. Because banks and SWs now require developers to have a substantial equity component In their projects (normally 30 percent of the value of their project) before lending, fewer developers quality for a loan. Those that do have experienced significantly reduced profit margins. In addition, because of the S&L crisis of the 19Ws, commercial lending institutions now look to make 'qualified asset loans' for projects with a high probability of success. Hence, those developers that have a proven record of successful development are much more likely to secure financing for their project than a developer with less experience. These changes have had a particularly profound affect on the development of private multi -family projects. The reduction in the number of multi -family units within the CHAS Planning Area can be attributable to a large extent on these changes in Federal taw. 7. The major components of the cost of producing housing --land, labor and materials --have been increasing, even during the current recession. Lumber prices, for example, have increased significantly because of increases in demand due to natural disasters (e.g. the rebuilding required after Hurricane Andrew, Midwest flooding) and to environmental concerns (e.g. spotted owl). The end result is a continuing squeeze on the profit margins of developers, who may decide not to build if they are unable to realize a decent return on their investment. a. Environmental concerns in portions of the CHAS Planning Area have delayed residential development, thereby Licreasing the holding period, and hence the project cost, for developers. Concern over such endangered species as the swainson hawk, the kit fox, the giant garter snake, and the elderberry beetle have resulted in project delays while environmental studies are made and appropriate safeguards or mitigation measures are prepared. 9. The difficulty of obtaining reliable and sufficient surface water resources for several proposed major projects with significant residential components within the CHAS Planning Area has appeared. In the long term, potential water resource shortfalls could limit the growth potential of the CHAS Planning Area. 10. The cost of private housing rehabilitation often exceeds the selling price of the rehabilitated unit, particularly in lower income neighborhoods, further discouraging homeowners from maintaining or upgrading their homes. 11. Although mortgage rates have been reduced to their lowest levels in 20 years, many individuals seeking to purchase a home have experienced difficulty in obtaining a mortgage. This phenomenon is attributable to the reasons cited in Impediment No. 6 above and the related consequence that most lending institutions now sell their loans on the secondary market instead of portfolioing thea loans. 12. Covenants, conditions, and restrictions (CCBRs) placed on subdivisions within the CHAS planning area have, in certain instances, made it more difficult to develop housing for low income households. CC&Rs wh:rh impose square foot minimums, extensive design requirements and other restrictions may become so extensive that no housing for low income households world be feasible in the areas covered by the CCBRs. Community Profile Page 1-21 T MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Opportunities 1. in response to the treed for multi -family housing. some cities within the CHAS Planning Area have adopted policies requiring that on balance a specified percentage of new residential development be developed as multi -family housing. As written in the City's General Plan, Lodi s goal is to attempt to achieve the following mbc 65 percent low density. 10 percent medium density, and 25 percent high denskyr. The City of Lattuop's General Plant caps for maintaining an adequate ratio of about 70 percent single family homes to 30 pe.�;ent multi -family units. 2. The downturn in the demand for new single family homes from Bay area workers has caused some developers to reduce the price and size of their housing to accommodate more local housing demand. 3. The reduction in the number of mutti-tamtily units due to changes in Federal tax law and commercial lending criteria has provided an opportunity for local jurisdictions and nonprofit groups to enter into innovative financing arrangements with private developers and/or lending institutions using Federal, State. local and private housing programs to develop mufti -family housing Some of this has already been done. Developers of the Sycamore Village apartment complex in the City of Tracy received low interest Mufti -family Mortgage Revenue Bond Financing from the City of Tracy to refinance their loan in exchange for setting aside 61 below market rate rental units for very low and low income households. Similar innovative arrangements have been used to secure homeownership opportunities for low and moderate income households. 4. State taw now requires local jurisdictions adopt density bonus/incentive merit ordinances to encourage developer.: to provide housing affordable to low income households. Several ~ jurisdictions within the CHAS Planning Area have already adopted such ordinances. The County of San Joaquin, for example, provides a 25 percent density bonus plus one or more other incentives to reduce development costs (e.g. reduction in processing fees, reduction in setbacks, reduction in lot width) to developers who set aside a specified percentage of their units for the elderly or tow income groups. 5. The recent phenomenon of lower interest rates has resulted in a wave of home mortgage refinancing, thereby reducing the housing cos; burden of participating homeowners. The lower interest rates have also meant that: more households are able to afford a loan to purchase a home: private housing rehabilitation is more atfordabfe; and public subsidy costs for housing is lower. 6. In an effort to promote howing preservation and private rehabilitation, some jurisdictions within the CHAS Planning Area have begun to focus their efforts and financial resources on selected neighborhoods. Infrastructure Improvements, housing code enforcement, fee waivers/reductions ana subsidized housing rehabilitation have all been part of this effort. Community Profile Page 1-22 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) iL Assisted Housing Inventory Public Housing The total number of public housing units in the CHAS Planning Area is 246. Of this total 45 are no bedroom or one bedroom units, 74 are two bedroom units. and 127 are three or more bedroom urian. (See Table XVUI, Appendix A.) As of July, 1993, all were occupied. The Housing Authority of the County of San Joaquin, which owns and operates theses units, reports that their ccndition is excellent. The Housing Authority notes that it has recently completed the modernization of these units through the Comprehensive Improvement Assistance Program (CLAP), and that it does not anticipate any loss of any of its stock for any reason. Section 8 The Housing Authority is also responsible for administering Section 8 Housing Assistance Payments. As of November. 1993, the Housing Authority reported that there was a total of 476 Section 8 assisted units under ACC contract within the CHAS Planning Area Of this total, 321 were no bedroom and one bedroom units (for the elderly), 127 units two bedroom units, and 28 three or more bedroom units. (See Table XVIII, Appendix A.) All Section 8 units are existing units that meet :he Housing Authority's criteria for standardness. The Housing Authority noted that as of April 30, 1993, it had no unused tenant -based rental certificates and vouchers, and that all units were occupied. An assessment of the Section 8 units administered by the Housing Authority shows that none are expected to be lost from the assisted housing inventory for any reason, including losses through prepayment or voluntary termination of a federally assisted mortgage. Other Assisted Housin The total nurrber of other assisted units within the CHAS Planning Area is 1013. Of this total, 446 are no bedroom or one bedroom units, 293 are two bedroom units, and 259 are three or more bedroom units (See Table XIX, Appendix A.) The total number of Section 221 (1(4) units is 15, all of which are one bedroom. The total number of Section 221 (d)(3) units is 242, distributed by size (i.e.number of bedroom per unit) as follows: 84 no bedroom or one bedroom units, 137 two bedroom units, and 10 three or more bedroom units. There are a total of 126 Section 202 units (all of which are no bedroom or one Gedroom units) and 282 236Q(1) units. Of the Section 236 units, 184 are no bedroom or one bedroom units, 82 are two bedroom units, and 16 are three or more bedroom units. All of the Section 202 units and over half of the Section 236 units are also the recipients of Section 8 (existing) subsidies. These were not included in the count of Section 8 units in the previous section since they are not administered by the Housing Aute arity. There are a total of 160 of these Section 8/Section 236 units, distributed by size as follows: 112 one bedroom units, 32 two bedroom units, and 16 three bedroom units. All of these Section 8/Section 236 units are located in the City of Tracy. An assessment of the Section 8/Section 202,236 units shows that none are expected to be lost from the assisted housing inventory for any reason. There are a total of 42 Section 515 units, distribured by sue as follows: 18 one bedroom units, 20 two bedroom units, and 4 three or more bedroom units. There are a total of 245 Section 502 units, 95 percent of which are three or more bedroom units. In addition to these federally subsidized units, there are a total of 61 units subsidized by Mufti -family Mortgage Revenue Bond Financing from the City of Tracy. Accordi, ;g to the conditions set forth in the Community Profile Page 1-23 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont) e—% In addition to these federally subsidized units, there are a total of 61 units subsidized by Mufti family Mortgage Revenue Bond Financing from the City of Tracy. According to the conditions set forth in the bond agreement, 31 of the total set-aside units must be available for rent by very low income households: the remaining half mM be renter to other low income households. Nineteen of the units are one bedroom units and 42 are two bedroom units. Current rents are $S10 and $605 for the one and two bedroom units respectively. The restricted rents are $40 less than comparable market rate "units at the apartment complex, which is located In Tracy. An estimate of the number of vacant other subsidized' units was made in July, 1993. based on telephone calls to apartment managers and application of the vacancy rate figures from the 1990 Census for ownership housing for Section 502 units, By subsidy pregr-4ri4 the results are as follows: Section 202 units: no vacancies; Section 221(d)(3):11 vacancies; Section 221(d)(4): no vacancies; Section 236p(1): no vacancies (Note: al Section 236Q(1) units have waiting ruts of several years. Thus, although these units do tum over, they cannot really be considered as vacant): Section 515: no vacancies: Section 502 units: 4 vacancies; Mortgage Revenue Bond Units: no vacancies. Community Profile Page 1-24 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) iii. Inventory of Facil?ties and Services for the Homeless and Persons Threatened with Homelessness In order to get an accurate view of the picture of homelessness in the CHAS Planning Area it is important to first view San Joaquin County as a whole, Including the Stockton CHAS area. There are three major reasons for this approach First, San Joaqu'.n County is the sole local govern—..Vital agency which provides services in the areas of homelessness, substance abuse, mental health, physical health, and public assistance. Program are run and funds are dispensed on a county -wide basis. Second. an agencies based in Stc:saon accept crr. As from Luoughout the county. Many have branch offices or provide outreach In outlying areas, Third. the Cit/ of Stockton has historically been the hub of shelter fad. Stockton Is a •draw• to the homeless. and contains not only its own homeless, but also the homeleas from outlying cities and rural areas, as well as transient homeless people. Same of the reasons for the concentration of homeless in Stockton include the following: • Stockton has haN of the county's population; • it is tha location of most of the low cost housing in the County; • Public Assistance can be accessed only in Stockton; • the size and variation of the city allow some of the homeless to remain invisible; and • there is limited transportation between the outlying cities and the City of Stockton. Many of the agencies providing service to the homeless fall into more than one category. The most common overlap is between social service agencies serving the homeless and those that work with people in danger of becoming homeless. The agencies cescribed in this section have been listed according to their chief function. Number of Overnight Facilities for the Homeless Estimates of the number of overnight shelter facilities, transitional housing for homeless persons, permanent housing for homeless persons with disabilities, and the sleepirg capacity of each, are provided in Table XX, Appendix A. A brief description of the services provided by each facility is given below. The Archway, Lodi The Archway, run by the Salvation Army, is a 28 -bed shelter for men. At the Archway meals are served three times a day and work training and AA meetings are offered. A medical clinic is offered one night a week DAWN House Dawn House is a shelter for abused women and their children operated by the Women's Center of San Joaquin County, a multiple program agency offering services to women. This facility houses approximately 32 people, 18 adults and 14 cW;dren. The length of stay is 12-14 days, but may extend to as long as 5 weeks. Community Profile Page 1-25 M; MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Gospel Center Rescue Mission The Gospel Center Rescue Miission operates a 90 -person shelter for singles. In addition, a 90 -day rehabilitation plan (New Lite Program) houses 24 men and 24 women; participants are substance abusers, parolees, and the disenfranchised. These persons have a case plan. receive counseling and training, and work within the Mission. In the New Life Plus Program, a transitional housing phase, 6 clients rive in the program while seeking employment outside, paying room and board and saving funds to become reestablished in the community. In addition, the Misslori has a facility for families. It has 36 beds for transient families and 36 beds for families In the New life Programs. The New Life Family Shelter dosed June 1, 1993 because of a shortage of itnnds; the plan was to open it again In September 1993, but this has not occurred and there are no Immediate plans to do so. The Mission estimates they serve 105,525 meals a year, lodge 43,603 people, and serve 4,004 rehabilitation clients. Haven of Peace. French Cam The Haven of Peace is a temporary shelter for women and their children which houses 35 (25 adults and 10+ children) and provides meals, clothing, counseling, and social services. Many of the women are abused, homeless, substance abusers, and unemployed. This shelter is generally at capacity and reports that it turns people away daily because it is full Hope Family Shelter, Manteca The Hope Family Shelter is a new program providing apartments for 6 families. Food, utilities and counseling are provided Jesus Saves Ministries Jesus Saves provides emergency overnight shelter; it has six beds for women and children. It also distributes food baskets and provides services to young people. McHenry House, Tracy The McHenry House provides shelter and meals for single women, women with children. and couples, .up to 17 people for a maximum stay of 15 days. The shelter typically serves 40 to 50 families a month. They distribute clothing and food, as well as provide job counseling and housing referral services. McHenry House also has two units of transitional housing which have a capacity of 4 adults and 10 children. The maximum stay is 2 months; the head of household must be employed. Ryan White House The Ryan White House is a transitional housing program which houses 4 people who are HIV positive. It is funded by HUD's 'Housing Opportunities for People with AIDS' (HOPWA) funds administered by the y Ryan White Consortium, which authorized Public Health Services to contract with the Stockton Shelter for Community Profile Page 1.26 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont) the Homeless to manage the facility. It has a live-in house manager and each resident has a case manager from the either Public Health, the San Joaquin AIDS Foundation, or the Agricultural Workers Health Center. The Ryan White Consortium also receives funds to provide medicine, food and support services. Safe House Safe House provides temporary shelter, counseling and support services to up to 6 runaways at a time. Most of these are deemed to be drug abusers and victims of domestic violence. Safe House is a program of the Center for Positive Prevention Alternatives, an agency which provides services to youth. Stockton Shelter for the Homeless The Stockton Shelter for the Homeless operates a shelter for single adults, a family shelter, a transitional house and a drop-in center. The singles shelter has a capacity of 111 men and 39 women. During this last year there has been an increased demand for space for men. In the winter the number rose to 170, and additional space was made available to house the overflow. During the summer up to 140 men have been sheltered nightly. The family shelter has a rap ac3y of 20 families, although because of the poor condition of the building at times some rooms are under repair and therefore uninhat :able. A new family shelter is under construction and should be open for winter 1993-94. it will increase the capacity by 9 - 10 families. Stockton Shelter also operates the winter overflow facility at Artesi 3, a migrant housing project in French Camp, which is funded by the county. It serves 10 - 11 families from the first of December through mid April. Stockton Shelter operates a transitional housing program for 4 - S single persons who have obtained jobs. It also handles the payee program administered by Stockton Metropolitan Ministry and runs the Ryan White House (for information on both programs, see below). It provides 108.000 units of shelter per year for 4,000 persons, 114,000 meals are served. A case management program is integrated into all shelter programs. providing supportive services. The Shelter actively assists clients in obtaining permanent housing. Transitional Care Facility The Transitional Care Facility is a program which provides temporary supportive placement in Board and Care Homes for abused and/or abandoned seniors, and individuals who may be at physical or psychological risk, who are experiencing a life crisis. This emergency shener can last up to 14 days. There are generally 4 - 5 such placements each month, about half made by Older Adult Services, County Mental Health, and had by Adult Protective Services, Human Services Agency. Number of Less Than Overnight Facilities For the Homeless The number and type of fatties (e.g. day shelters, soup kitchens, etc.) providing assistance to homeless persons on less than an overnight basis are provided in Table XX, Appendix A. A description of the services provided by each facility follows here. Community Profile Page 1-27 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) St. Mary's Interfaith Dining Room SL Mary's Interfaith Dining Room provides a hot meal to approximately 600 people a day - 240.000 meats a year. On weekdays they also provide showers. clothing, haircuts, medical and dental tare. referral for jobs and housing, and mental health and substance abuse counseling. An estimated 7596 of their clients are homeless. SL Mary's is located adjncent to the Stockton Shelter for the Homeless. this proximity enables them to serve those staying in the Shelter. Salvation Army, Lodi - At the Archway (the homeless shelter). both residents and other needy persons receive three meats a day. Over 3,000 meals are served per month Stockton Shelter for the Homeless Drop-in Center The Stockton Shelter for the Homeless Drop -In Center, adjacent to the Shelter, is a place where people can be protected from the elements, have coffee and sandwiches. and receive counseling and referral services. Voucher Services for the Homeless The names of the providers of voucher services are given in Table M Appendix A. A description of the extent and type of programs offered by providers of vouchers for food, shelter, and services is given �- below. Crisis Intervention Center, Mental Health Services The Crisis Intervention Center spends $16,000 a year for food and hotel rooms for mentally ill homeless persons. The food voucher is $25 and tha hotel voucher is $10 a night. They also have $63,000 for Board and Care Homes which are utilized on a crisis basis. General Relief The General Relief Program provides eligible indigent adults with monthly vouchers for housing worth an average of $222 and a food voucher or food stamps valued at $72 (Changes are expected to 1994.) In September 1993, there were 1,606 one-person cases (up 32% from September 1992) and 40 family cases (up 74% from September 1992). Approximately 80% of the GR recipients live in congregate housing in Stockton, such as SRO hotels, halfway houses, or rented rooms in private residences. Therefore, General Relief supports approximately 350 persons residing in the CHAS area. Homeless Assistance Program The Homeless Assistance Program is a state program administered by the Human Services Agency whereby those who are homeless and eligible for AFDC can receive funds for temporary shelter. Upon finding permanent shelter, the families can receive the first month's rent and move -in costs, such as those to start utility services. For March, April and May 1992, the average number of cases for temporary and permanent assistance approved was 261 a month, with an average of 1398 days of shelter. \...' Community Profile Page 1-28 MARKET AND INVENTORY CHARACTERISTICS; Market and Inventory Conditions (cont.) Larch Clover Community Center, Tracy The Larch Clover Community Center, a program of tate Community Action Agency/County► Department of Aging; Children's and Community Services, budgets $1.800 a year for motel vouchers. The average length of stay is three days, with efforts made to find shelter space for the homeless families. Emergency food Is also provided. Wong with counseling and case management seryices. The Center works in cooperation with Tracy Interfaith Ministries and the Salvation Army. Lodi Community Center The Lodi Community Center, a program of the Community Action Agency/County Dept of Aging. Children's and C rnmunity Services. budgets $1,800 a year for motel vouchers. The average length of stay is three days, with efforts made to find shelter space for the homeless families. Emergency food is also provided. along with counseling and case management services. Also, the City of Lodi provides travel vouchers for senior citizen and other low income residents to utilize Dial -A -Ride services.Tracy Interfaith Ministries Tracy Interfaith Ministries, with funding assistance from the Tracy Ministerial Association and the Tracy unit of the Salvation Amry, distributed 195 vouchers for hotel rooms in 1992. valued at $4,000. They are able to assist only single women and families, and for only one night, because of funding limitations. They also provide vouchers for bus rides for those needing to keep appointments, and for gasoline for those ~' stranded in the area. McHenry House a McHenry House,. in conjunction with the Salvation Arty, provides motel and bus vouchers for approximately 10 adults and 20 children a month. Ryan White Consortium The Ryan White Consortium supplies food vouchers and bus passes for those who are HIV positive or who have AIDS and are without other resources. Salvation Army The Salvation Army has extension programs outside Stockton and Lodi to assist the needy. Money reaised in each community is used to provide vouchers for emergency food, shelter and clothing. Some work in conjunction with local police departments and emergency food providers. San Joaquin AIDS Foundation The San Joaquin AIDS Foundation provides vouchers for food in $10 increments on a limited basis to their clients who have a need Community Profile Page 1-29 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Social Service Programs for the Homeless A list of providers is given in Table = Appendix A. A description of the extern and type of social service programs for the homeless offered by each provider is given below. Case Management Program, 2!—.kton Shelter for the Homeless The Stockton Shelter for the Homeless provides case management services as part of all their programs in both the singles' and family shefters. They also provide storage of personal belongings, laundry, mail drop, job counseling and We skin training. Mental health, drug and akcohol cou.+Seung are also available and referrals are made. Community Worksl. Office of Substance Abuse Community Works! is a heath access outreach program which provides risk reduction information about ir>fectious diseases and eruoUs clients in scrbstartoe abuse programs. its staff visits the shelters and the Emergency Food Bank, among other site% making contact with approximately 50 adults and 5 juveniles a day. Once people are in treatment, they provide supportive services to them and to their families. One day a week a Heath Van seeks out pregnant women to provide HIV and STD testing and to refer into the AIM program; those who are homeless or who need more appropriate housing are referred to the Inner Voice transitional/supportive housing program. Also, the Heath Van also goes out one day a week under the auspices of the Public Heath Department to search out and provide services to those with Infectious diseases. r` Homeless Outreach Program, Mental Health Services The Homeless Outreach Program offers off-site counseling and intervention, and also brings severely mentally ill persons to the Mental Heakh Center for crisis intervention, day treatment, case management. inpatient services, and residential treatment. Approximately 2250 service contacts for 778 persons were made in FY 92.93. St. Mary's Interfaith Transitional Learning Center St. Mary's Interfaith Transitional Learning Center (TLC) is a school for elementary age homeless children from family shelters. A collaborative effort of SL Mary's, San Joaquin County Superintendent of Schools Office, and California State University. St inisfaus, the school teaches 49 youngsters reading and math skills, as well as sell esteem. so they will have a smooth transition to a regular school. Stockton Metropolitan Ministry Stockton Metropolitan Ministry is an interfaith association which seek to improve the lives of people in the community. Through is Emergency Food and Housing Committee it raises funds for nonprofit organizations and oversees the fiscal portion of the Payee Program it operates in conjunction with the Stockton Shelter for the Homeless and St. Mary's Interfaith Dining Room. It provides an Emergency Travel Fund administered by the Stockton Shelter for the Homeless which assists those who are stranded in this area and need money to mach their destination. Without this help, they would need to avail themselves of local services. Also, tickets or gas are purchased to help with transportation to and from new jobs until , the first paycheck arrives. Community Profile Page 1-30 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Programs For Preventing Homelessness A description of the extent and type of general social service programs aimed at preventing low income people from becoming homeless is given below. County Department of Atmtg The County Department of Aging assists approximately 2.700 clients a year through the following programs: - • The In -Home Supportive Services Program is designed to allow those with limited ability to We in an independent home setting as brig as possible. Blind. disabled, and aged persons who cannot fully care for themselves and cannot We safely at horse without help are assisted through 'this program. ft also helps those who, with car% are able to return to their homes from hospital% nursing homes, or board and ca -9 homes. • The Linkages Program is designed to serve frail elderly and functionally impaired adults at risk of institutionalization by linking theto services that foster and maintain independence. irndudirtg m counseling and service coordination. • The Multipurpose Senior Services Program helps the frail elderly who are certifiable for placement in skilled nursing homes or intermediate care facrTdies or are already patients in such facilities. to live in a less restrictive environment. By proving support services and case management` services, it may help such persons to We in their own homes, in the homes of relatives or fiends, or in board and care facilities. • Adult Protective Services investigates and deals with elder and dependent adult abuse, neglect, fiduciary abuse, abandonment, mental suffering and set( -neglect. It also assists those who are lacking in necessary food, clothing, shelter, or who are unable to take advantage of the benefits due them The Agricultural Workers Health Center, Inc. 3 The Agricultural Workers Health Center, Inc- provides 50,000 medical/dental visits to low-income, uninsured. and Medi -cal patients each year. it also provides outreach, health screenings and education, and case management services for pregnant women, families, the elderly, farmworkers, substance abusers, the HIV positive. They focus on the Hispanic community; about half of their clients are farmworkers. They have clinics in Stockton. Lodi and Tracy. Charterhouse Center Charterhouse Center is designed to guide refugees to sell -sufficiency. it offers services related to English as a Second Language, mental health, outreach, advocacy, resource and referral, and transportation. Charterhouse is working on a new project, My Sisters House, which will provide shelter for Asian women and children who are victims of domestic violence. Community Profile Page 131 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Child Abuse Prevention Council The Child Abuse Prevention Council otters services in the areas of public education and crisis intervention. R works to prevent or reduce child abuse and neglect in families through early intervention, offers social services to families in crisis or an emergency. whose children are at risk of abuse, and operates a respite care nursery. Child Care Coordinator San Joaquin County and the County Office of Education fund the position of Child Care Coordinator. The C xxx& 2or encourages employer -assisted child care. assists child care providers and potential provident conducts needs assessments. and works to heighten public awareness and understanding for the need for a variety of child care programs. In prior years, this position has also received funding from the cities in the County and has operated under a contract with the Famify Resource and Referral Center. Commodities Program The Commodities Program is run by the County Community Action Agency and distributes government surplus food, approximately 687 tons a year. through the seven Community Centers and other outreach sites. Community Action Resources of Escalon (CARE) CARE provides food and clothing to families throughout the Escalon Unified School District. It is �-- supported by the Escalon Ministerial Association, which channels donations from churches, and it also serves as a brown bag and government commodities distribution site. Community Centers The Community Action Agency has 7 Community Centers around the county in unincorporated areas which provide a multitude of services which come under the headings of education, emergency services, nutrition, employment, housing, health, income management, faulty based case management. and linkage with other programs. About 5% of their clients are homeless; 90% are estimated to be in danger of becoming homeless. In 1992. income management was provided to 2,524 persons; 17 persons received rent subsidies; 8.646 persons received commodities; 588 were served through the Brown Bag Program; 800 units were weatherized; 1,556 households received utility payment assistance. County Conservator's Office The County Conservator's Office manages finances forthose who are not able to do So because of mental disability or physical problems. This program prevents problems leading to homelessness should the individual lose resources or fail to maintain obligations, it also prevents victimization. Community Profile Page 1.32 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Council for the Spanish Speaking The Council for the Spanish Speaking offers legal, immigration, and family services, which include assistance with food and housing. They estimate that 20% of their 4,500 clients a year are in danger of becoming homeless. Emergency Food Bank, Stockton The Emergency Food Bank serves over 100,000 persons a year. They estimate that of these. 27% are homeless, 15% are housed by General Relief, and the remaining 58% are in danger of becoming homeless. They distribute over 1 million Ms. of food to individuals and farmlie% some through other agencies such as the Women's Center, Safe House. halfway houses, etc. The Emergency Food Bank also provides information and referral to 40,000 a year to help them find longer-term solutions. Expanded Food and Nutrition Education Pro -gram The Expanded Food and Nutrition Program is run by the University d California Cooperative Extension. K assists low-income persons with food budgeting, shopping skills, meal planning, use of commodities, food safety and sanitation. It also provides education programs on nutrition, money management and parenting. Their Home Economist believes that 80% of the 5,000 people they work with in a year are in danger of becoming homeless. Family Resource and Referral Center The Family Resource and Referral Center is a program funded by the state to provide information about licensed child care. It also administers state contracts for subsidized care programs, assists providers and potential providers of child care, loans infant car seats and toys, sponsors the Employer Abo; =dd Child Care Coalition, and serves as a clearinghouse for information on nutrition, parenting classes, and general resources. Good Samaritan Community Services, Inc. Good Samaritan Community Services. which is the parent organization for the San Joaquin County Food Bank, also provides services to ..ie Tracy area It sponsors the Brighter Christmas Program, contracts with Valley Mountain Regional Center to provide transportation for the developmentally disabled, and is working to establish an adult day care program in Tracy. Good Samaritan Training Center The Good Samaritan Training Center in east Stockton is a Christian -based organization that provides food and clothing, limited counseling, and referrals for shelter and other needs. The Center is open 3 days a week and assists up to 22 families each day. An affiliate of the Christian Life Center, it is largely supported by the listeners of radio station KCJH. Commoinity Profile Page 1-33 T MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont. ka Health for All Health for AN is an adult day health care center located in Lodi which serves 38 seniors from the north county area Its goal is to restore and maintain each participant's health and independence at maximum capacity. delaying or preventing placement In a skilled nursing facility/nursing home. Jene Wah Jene Wah provides a daily meal to seniors, primarily those of Chinese ancestry who live in the inner city area The total is 15.600 per year. They provide home visiting and telephone assurance to 1.000 persons per year. Love Thv Neiahbor. Manteca Love Thy Neighbor serves the residents of Manteca, Lathrop, Ripon and French Camp. Food is distributed to over 40 families each day. Clothing, furniture. blankets and household items are also suppried as available. Assistance with shelter is provided when financially possible. Older Adult Services. County Mental Health Coder Adult Services offers several programs to assist those with mental health problems. • The Case Management Program is designed for older adult, who can no longer manage their financial affairs, have a history of mental illness or are under conservatorship, It provides counseling and help in managing finances and thereby assists those living independently to maintain their autonomy. • The Mobile Evaluation Team assists older men and women who are having emotional problems, are at risk or in a crisis situation. It can be of special value to those who are homebound. Referrals for placement in more assisted living arrangements can be made if necessary. • Day Treatment is a specialized program to assist adults living in the community by providing support and counseling in order to assist in maintaining independence and reducing the possibility of hospitarization. • Senior Peer Counseling pairs volunteers with those facing challenges as they grow older. This can provide an important source of support in maintaining one's independent lifestyle. Although this program is not receiving funding after July 1, 1993, those currently in the program are continuing. Pacific Gas and Electric Company The Pacific Gas and Electric Company (PG&E) has a number of programs for low-income people, but is expecting a funding cut of $20 to $30 M in Customer Efficiency Programs as programs are downsized or eliminated this year. • Low Income Rate Assistance (LIRA) provides a 15% discount on energy bills to qualified low- income households. �-- Community Profile Page 134 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) • Refief for Energy Assistance Throuciil Community Help (REACH) provides energy assistance to low-income people not eligible for federal assistance programs who are experiencing financial difficulty in paying thew energy bills. • Energy Crisis Intervention Program uses state funds to providb assistance to low-income persons facing an energy-related crisis. • Home Enemy Assistance Program provides energy assistance payments to low-income customers to help offset the high cost of heating and cooling weir tames. • The State Weatherizatic i Program weatherizes homes and apartments for low4ncome people. • Target Customer AWmee Program rTEACUP) offers refrigerator replacement, hot water heaters, furnaces and evaporative coolers to replace air conditioners. Microwaves are also available for those who receive Meals on Wheels. Pavee Program The Payee Program, fiscalry administered by Stockton Metropolitan Ministry and overseen by the Stockton Shelter for the Homeless and St. Mary's Interfaith Dining Room, provides management of personal funds for clients who need assistance in paying bills and making decisions on spending SSI checks. More than •"`� 50 people are currently being served. The Shelter and St. Mary's staff respond to the recipients' requests for their funds and provide social services to help the recipients into appropriate programs and keep them from becoming homeless. Perinatal Services, County Office of Substance Abuse AIM, for pregnant women, and FOCUS, for women and their drug -exposed babies, are programs which combine substance abuse counseling, health care for women and children% and educational services and support so that women can provide safe, nurturing homes for themselves and their children. About 10% of the women coming into these programs are homeless; 80% are considered in danger of becoming homeless. These programs have 85 clients; 85% have substance abuse problems and an additional 15% have substance abuse and mental illness problems. Public Health Services' AIDS Program The AIDS' Program at the Public Health Department provides nursing and social work case management, home nursing care, benefits counseling and subsidies for food, medical care, utility payments, housing and transportation - direct assistance to over 150 adults and children a year. They estimate that 5% of their clients are homeless and 10% in danger of becoming so. This program is also the fiscal manager for HUD's 'Housing Opportunities for People with AIDS, (HOPWA) and the Ryan White Comprehensive AIDS Resources (CARE) Act of 1990 funds, and contracts with non- profit community based organizations for services. Community Profile Page 1-35 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Ripon Interfaith Ministries Ripon Interfaith Ministries provides food and clothing to those in need. Because it is open limited hours, it operates in conjunction with the Ripon Police Department to assist with emergency situations. The Ryan White Consortium The Ryan White Consortium is a partnership of public and private non-profit HIV health and support service provider% perverts with HN, and representatives of communities affected by HN. CARE has provided funds for case management. benefits assistance, and reporting of unmet client needs. The Conor mt administers funds received under the HOPWA program to assist those with AIDS who are homeless and to prevent people with AIDS who have a fixed residence from becoming homeless. These funds are supporting the Ryan White House described above. The funds are also used for rental assistance, short-term rent. mortgag% and utility payments; and operating costs for housing facilities. Salvation Army, Lodi The Salvation Army, at their Lockeford Street facility in Lodi, provides food for families (nearly 2.000 meals a mortal); help with energy bills; clothing (for about 350 persons a month); substance abuse and family counseling; and operates a youth game room. Salvation Army, Stockton The Salvation Army provides food to those who seek services at its Corps Community Center in Stockton. Because of funding limitations, families can be helped once every 4 months. - The Salvation Army also participates in PG&E's REACH program, assisting the low income, disabled, and those on Social Security with Wity payments. The maximum amount provided is $200.00, and is limited to once every three years. In addition, the Salvation Army operates a youth center and provides social services. San Joaquin AIDS Foundation The San Joaquin AIDS Foundation has an active caseload of approximately 116 people. The caseworkers estimate that 4% of their clients are homeless and 40% are in danger of becoming so. They assist approximately 7 clients a year with housing, and are involved in the Ryan White Consortium and the Ryan White House. They also have a limited pantry of donated food to assist those in need. San Joaquin County Food Bank, A Division of Good Samaritan Community Services, Inc.. Tracy The San Joaquin Food Bank collects, warehouses and distributes food from food processors, warehouses, and farmers. It distributes to 60 agencies, including food closets, homeless shelters, drug rehabilitation programs, 4 million pounds of food a year, valued at $9 million. This provides approximately 3 million meals. Under the auspices of the County Department of Aging, the Food Bank also runs tl to Brown Bea Pr ram for seniors, distributing bags containing at least 10 pounds of groceries with a value of over $15 to over 2,500 seniors at twelve sites countywide. Community Profile Page 1-36 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) SEARCH (Southeast Asian Refugee Community Healthl SEARCH helps Southeast Asians to access health care, using bilingual outreach workers to provide a bridge between the health practices of East and WesL It provides basic health care services to individuals with complex chronic conditions (such as TB) and substance abuse. Over 9,000 contacts were made in 1992-93. Senior Ser :ce Aaen The Senior Service Agency provides a daily meal for approximately 675 seniors at 20 fixed Nutrition Sites throughout the county and delivers a midday meal to another 675 low-income seniors, 5 days a week through the Meals on Wheels Program. The goal Is to help seniors stay healthy so they can care for themselves and remain in their own homes. Their Adult Day Care and Adult Day Health Care programs provide respite for families and socialization for seniors, both in an attempt to avoid institutionalization. e San Joaquin Valley SHARE SHARE is a food -buying cooperative program which provides approximately $35 to $40 worth of food for $14 monthly at sites throughout the County. There are no eligibility requirements. Approximately 2,000 participate each month from San Joaquin and Stanislaus Counties Stockton Shelter for the Homeless —� When funds are available from the Emergency Shelter Grant or the Emergency Shelter Program, the Stockton Shelter for the Homeless manages a county -wide one-5me rental assistance program, which provides money for those in danger of losing their residences because of a temporary inability, for example due to illness or job loss, to make a monthly payment Su Salud Su Salud (To Your Health) is a non-profit health-care organization that holds an annual health fair for low- income families without health insurance. In 1993, 3,000 doctors, dentists, nurses and other volunteers treated 20,000 people. Offered were free medical, vision, hearing, and dental testing for adults and children; family counseling; health-care education: children's immunizations: and referrals for follow-up care. Tracy Interfaith Ministries Tracy Interfaith Ministries distributes bagged meals (156,236 in 1992), clothing (to 2733 people), and household items. As the main resource for those in danger of becoming homeless in the Tracy area, they estimate they serve 14,867 people a year. Approximately 10% are homeless: 6596 are considered in danger of becoming homeless. This agency is sponsored by a coalition of 20 churches and the Tracy unit of the Salvation Army. Its service area extends to the County line to the west. Interstate 580 to the south, Vernalis to the east and McDonald Island to the north. Community Profile Page 1-37 MARKET AND INVENTORY CHAPAICTERiSTICS: Market and inventory Conditions (cont.) Women's Center of San Joaquin County The women s Center provides supportive services to victims and survivors of domestic abuse and sexual assault and Vim families. Services include: 24-hour crisis Ines, 24 -ht. response to hospitals; peer counseIN; advocacy/court accompaniment•. community presentations on related issues: intormationlreferral services designed to assist clients who choose to establish new residence when escaping a violent scituatiom It also operated DAWN House, listed in the Shelter section, and provides emergency food and clothing. In Lodi, the Women's Center has a facility at which they provide individual and small -group counseling for battered women and abused men. Approximately 400 people from northern San Joaquin County are helped each year. A clothes closet has apparel appropriate for interviews Or col -A appearances. WIC (Special Supplemental Food Program for Women. Infants and Children) There are three Special Supplemental Food Programs for Women, Infants and Children (WIC) in San Joaquin County. They provide health care, nutrition education, and food vouchers for low income pregnant or breast feeding women and their children. While only a small percentage of these are homeless (perhaps 3%).25 - 50% are in danger of becoming homeless. Many are migrants and refugees. Public Health's WIC Program serves about 7,000 people monthly. Delta Health Care serves 3,500 and operates in Stockton, Lodi and north Waal county. The Agricultural Workers Health Center has clinics in Stockton, Lodi and Tracy. Programs Related to Housing Asian -Pacific Self -Development and Residential Association APSARA is a membership non-profit organization dedicated to serving the needs of low-income renters I" in run-down apartments. Asociacion Campesina Lazaro Cardenas, Inc. ACL-- is a non-proft organ;zation whose goal is to develop low-cost housing. This includes such projects as rehabilitation of a substandard apartment building to house low income seniors, developing single- family set -help homes, construction of townhouses for low4ncome families, and construction of a single family home subdivision. Cambodian New Generation, Inc. Cambodian New Generation is a social service agency which works with youths and families, including neighborhood organizing and liaison with law enforcement in communities where residents do not speak English. CNG plans to become involved in housing services since their clients have needs related to neighborhood safety, affordable housing, and knowledge of tenants' rights and grievance procedures. Community Profile Page 1.38 1 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Central Valley Low Income Housing Corporation CVUHC's is a nonprofit community-based housing development agency whose goal Is to increase the supply of affordable housing for low-income fanvfts. CVUHC plans to initiate a FmHA mutual self-help housing program in rival San Joaquin County within the year. The agency is also involved in a variety of housang p%.,ts throughout Sart Joaquin County, including single-family and multi4amiy developments. AN of CVUHC's programs are designed to meet the housing needs of low and very -low income families in both Waal and urban San Joaquin County. Habitat for Humaritty of San Jo --Quin County Habitat's goal is to provide decent. affordable housing through volunteer labor and donations of money and materials, and In partnership with home recipients. The homes are soli at no profit to partner fames, and with flexible, no -interest mortgages. Housing Affordability and Neighborhood Designs Trust The HANDS Trust is an inner-city taut of the Land Utilization Alliance and is organized exclusivey for charitable and educational purposes. its goals are to promote affordable housing by supporting the development, buffing and planning of low cost housing; to assist in the rehabilitation and renewal of neighborhoods and depressed areas; to encourage neighborhood groups to sustain their cultural identity; to coordinate and disseminate information regarding cultural activities; and to provide mutual support in seeking economic development funds for such activities. StocktorVSan Joaquin Community Housing Resource Board (CHRBi L The purpose of the CHRB is to mediate landlord -tenant disputes and promote fair housing practices. The CHRB works to reduce the effects of discrimination and ensure that housing programs are not discriminating. i x Community Profile Page 139 Community Profile Page 1.40 MI, Am MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) iv. Inventory of Supportive Housing for Non -Homeless Persons with Special Needs Number and Type of Housing with a Planned Service Component A description of the services of the agencies involved In proving supportive housing (i.e. housing that includes a planned service component. such as group homes) is given below. Acclimation, Inc. _ Acclimation is n group of halfway houses, 3 for women and 1 for men. which assist persons with substance abuse problems. The capacity is 24 persons, some of whom may be the children of the residents. The program lasts up to a year, but people stay in the homes until they are ready for unassisted truing. About 20% are homeless upon admittance. Currently all the Acclimation Homes are in the Stockton CHAS area. Aspira Foster Family Services Aspira Foster Family Services is a therapeutic foster care agency that recruits. trains and certifies foster parents and places children in their homes. Bethany Home Society of San Joaquin County, Inc. The Bethany Home Society of San Joaquin County, Inc. is a non-profit corporation comprised of a 74 -bed skilled nursing facility, apartments for the independent elderly, a 49 -bed adult residential care facility, and an adult day care center. ft serves 120 elderly and 145 frail elderly a year. In the housing programs, 17% to 25% of the residents are below poverty level. Bethany Home is located in Ripon. Case Management Program, County Mental Health Services County Mental Health Services provide a case management program for the mentally ill who have been f homeless. Most live in board and care homes and have a case worker. Thera is also a payee program component. The Children's Home of Stockton i The Children's Hame is a residential treatment program for 52 children and adolescents ages 9 to 18. r The program includes an on -grounds school (which also accepts referrals from school districts) and 7 satellite homes, 3 of which are on the grounds of the Home and 4 of which are in the community. Clark Foster Care Claris Foster Care recruits and trains foster parents, supervises families, and provides therapy for children. A three -county agency, Clark is working with 32 children, 4 of whom are in San Joaquin County. Hanot Foundation The Hanot Foundation is a non-profit supportive housing provider for approximately 40 developmentally disabled adults. It also provides respite care for 35 people. Community Profile Page 1-41 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Human Services Proiekxs. Inc Human Services ProjeM Inc. is a non-profit organization involved with social services, supportive housing, and housing development and rehabilitation. It operates Teen Triumph, a long-term residential treatment approach for 2430 adolescent sex offenders in five 6 -bed homes. The Indian Council The Ind -rant Council has a 15 -bed 90 -day social model treatment program in rural Manteca for Native American men. primarily Mose with alcohol problems. Last Chance. Inc. cast chance operates 7 ha%ay houses for single men and women, recovering aiW*IIcs and addicts, ar4 offers a supportive environmer>t as well as job trai;iing in the construction trades. Their capacity is 42, and they state that virtually all their clients are homeless upon admittance. Five of the homes are located In Stockton; 2 are in the CHAS area L IEE Children's Services Ulliput provides treatment foster care and adoption services for children of all ages. Foster and adoptive parents are recruited, trained, and certified. Meadows Depot Meadows Depot is a 6 -tome, one year program located on 14 acres in Acampo. It serves 17-20 women recovering from substance abuse, and their children. Participants are referred from the courts, Child, Protective Services, County substance abuse programs, and shelters, and are required to participate In AA and/or NA Perinatal Services, County Office of Substance Abuse The County contracts with the Women's Center of San Joaquin County to run Inner Voice, a program which provides transitional housing and counseling services to women dealing with substance abuse problems, and their children. They occupy a building with 14 apartments in central Stockton. Women can stay in this facility for uo to 9 months while they are in the AIM or FOCUS programs. Once they successfully complete a program, they are assisted in fording independent housing. Recovery House Recovery house is an 115 -bed facility for men and women age 14 and above who are dealing with alcohol problems; persons with both drug and alcohol problems are also admitted. Its 3 -month program is run by the County Office of Substance Abuse. Regional Youth Services Regional Youth Services, formerly the Regional Adolescent Treatment Program, offers educational, mental health, and residential services, assisting children and adolescents, including those who are transitioning from locked facilities, and their families. Community Profile Page 1-42 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Residential Care Facilities for the Elderly In San Joaquin County there are approximately 77 licensed Residential Care Facilities for the Elderly (age 60 and above). with a total of 1518 beds. 51 homes (874 beds) have Stockton addresses, but some of these are in this CHAS area 26 homes (644 beds) are In the CHAS area. Residential Care Facilities for Adult_ There are 138 Adult Residential Facilities (age 18 to 59) in San Joaquin County with 1,036 beds. These facilities serve the menially 11 and the developmentally disabled Of these, 27 homes (286 beds) are in the CHAS area 11 homes (750 beds) have Stockton addresses, although some of these are outside the city Omits and in the CHAS area Residential Drug Proaram The Residentia Drug Program, which opened in January 1993, is a 48 -bed facility for adult men and women with drug and drug -and -alcohol problems operated by the County Office of Substance Abuse. The usual length of stay is three to sit months. Salvation Armv Adult RehaNlitation Center The Salvation Army has a 78 -bed facility and 6 -month live-in program for substance abusers (which can be extended). Many of those entering the program are homeless: some are referred by the Courts. The Cerner provides counseling and work therapy; all the men work in the Thrift Shops, which endeavor to finance the program. An after-care component, called Bridge House, is a facility for six graduates of the Cerner. They are expected to work and corimb ute to the running of the house. Seeds of Hope Seeds of Hope, also known as Community Alchol/Drug Awareness Program (CADAP), is a halfway house for women recovering from substance abuse, and their children. United Cerebral Palsy United Cerebral Patsy works to help those who have cerebral palsy reach their highest level of independence. Most of their adult clients five to residential care facilities and wish to access a supported living environment. UCP has an Independent living Program that prepares the individual to transition to and/or maintain an independent living lifestyle. They are in the process of developing a supported living program. They also run programs designed to provide support to parents and families so they can maintain their children who have cerebral palsy within their homes. One of their programs, an Adult Developmental Center, is located in Manteca- Valley anteca Valley Mountain Regional Center Valley Mountain Regional Center had 2,745 clients in San Joaquin County as of June 1993. Valley purchases residential services for developmentally disabled adults and children, most of whom need supportive housing. They have between 770 and 880 developmentally disabled persons Irving in licensed board and care homes. Another 100 - 120 persons receive supportive living services. Community Profile Page 1.43 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) VMRC uses approximately 116 adult homes, 26 children's homes. 11 elderly homes. and 24 foster homes in San Joaquin County. (rhe Adult and Elderly homes are included in the Residential Care Facilities totals below.) They plan to de-emphasize the use of licensed homes and to emphasize the use of non -licensed residential arrangements such as apartments, coupled with more supportive Iain% training and services. They have two supportive Wing programs: the Parent Assisted Program for families and the Assisted Personal Living Environment Program for singles operating through contract with a private vendor. Victory Outreach Victory Outreach Is a non-profd, Christian-onented residential program for substance -abusing men. Currently it operates 2 `tomes for approximately 20 menh and hopes to add to the number of residences and also house women in the fuwre. Willow House Willow House is a social rehabilitation facility for those with mental health problems and legal issues who are being released from locked facilities and require a supportive living environment. Run by Carefilled Homes. Inc., it is expected to c Gert in December 1993. Other Programs The fisting of halfway houses in this section is not all-inclusive. Additional six -person, one -and two -house programs are continually being developed to meet the need for sober and safe environments for those recovering from substance abuse. Efforts to Coordinate Programs Efforts to coordinate service programs for addressing the needs of people in supportive housing include the following. • The Stockton Developmental Center and Valley Mountain Regional Center work together in providing supportive housing to the developmentally disabled. See the description of the Delta Regional Program in the next section. • Val!ey Mountain works with the Association for Retarded Citizens on housing issues. It is assisting United Cerebral Palsy in setting up and funding a program for supported housing. • United Cerebral Palsy coordinates with the County's In -Home Supportive Services Program to enable cerebral palsy ciients to remain in the least restrictive setting. • Valley Mountain, United Cerebral Patsy and the Area VI Board on Disabilities have plans to provide 3 seminars over the next year for consumers and service professionals to foster dialogue and provide training for those interested in supponive housing. • The Stockton Shelter for the Homeless, the Ryan White Consortium, and the AIDS Program of the Public Health Department work cooperatively in the running of the Ryan White House, a transitional housing program for those who are HN positive. Community Profile Page 1-44 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) The County's Office of Substance Abuse is contracting with the Women's Center to manage Inner Voice, a supportive housing program for recovering substance abusers and their children. The County Mental Health Services, Department of Aging, and Human Services Agency support the Transitional Care Facility program for abused/abandoned seniors and individuals experiencing a life crisis that provides a safe, temporary environment with food and physical supervision for up to 14 days. Adult Protective Services, Older Adult Services, the Ombudsman, Valley Mountain Regional Center, and a representative of the State Licensing Department meet regularly to monitor and assess the services provided by board and care hones and share any concerns or problems. This assures quality in the living situations of their clients. Other Programs • There are a number of day programs which provide special education and recreation for developmentally disabled adults, most of whom fere in residential care facilities. Among these are Manteca CAPS, which serves 100 people a year, and The Activity Center, run by San Joaquin County Mental Health Services. • There are Senior Centers throughout the County, most of which function as congregate meal saes. Some also include social and recreational programs as well as services for seniors, such as tax information, renters information, and limited health-related testing. A partial fisting of these Senior Centers in the CHAS area includes: Manteca, Lockeford, Loel (Lod), Woodbridge, Lolly Hansen (Tracy), Escalon and Ripon. Some Centers are owned/managed by the cities in which they are located; others are privately operated. • The Easter Seal Societyin addition to providing an outpatient rehabilitation center. is a community information and referral source for persons with disabilities. • The Community Blind Center provides educational. recreational and social services aimed at independent living. The Center teaches daily living skills to the blind and visually impaired and assists with job training Supportive Housing for Persons Returning from Institutional Settings A description of the extent and type of programs to reintegrate persons returning rom institutional settings such as hospitals, psychiatric .aaTties, prisons and jails is given be;aw. The halfway houses listed above serve people leaving residential treatment programs, jail, and prison, as well as others from the _community. We are interpreting their goal less as reintegration than providing a supportive (especially clean and sober) living environmenL County Mental Health Services County Mental Health Services has two transitional programs. The Colonial Apartments (aka Satellite Apartments) provide transitional housing for those who have been in inpatient treatment. The University of the Pacific is under contract to provide a resident manager to assist the clients as needed. Community Profile Page 1-45 1 MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) /"° Grant House is a short term crisis residential treatment program on the grounds of the Mental Health Center for those who have been M the Psychiatric Health Facility or the Crisis Intervention UniL It is nut by Carefilled Homes, Inc. It also offers: Through Older Adult Services, the Day Treatment Program for seniors, which provides vocational rehabilitation, counseling and a treatment pian for approximately one year for seniors who have been in the Inpatient Program at Crestwood Manor, a geropsychiatric hospital. The Adult Day Treatment Program provides transitional assistance for those who have been in the County's Psychiatric Health Facility. Delta Regional Protect, Stockton Developmental Center The Delta Regional Project has three S bed homes on the grounds of the Stockton Developmental Center. These are seen as Coring 'options' rather than transitional housing, but they are less restrictive than Developmental Center living and people do move on to more independent living when they show an ability and willingness to do so. The Center also places individuals in intermediate care and community care facilities, which are categorized according to the level of service needed and provided. Hospice of San Joaquin The Hospice of San Joaquin is a medically directed program which serves terminally ill persons and their families in their own homes. Some of these are persons who are released from hospital settings. Nurses, pharmacists, counselors, clergy, family visitors and volunteers work together to provide care to over 1,000 oersons each year. In -Home Nursing Services There are numerous in-home nursing services which assist persons being released from medical facilities to readjust to life in the community and avoid further institutionalization. New Directions New Directions is a new non-profit formed to offer rehabilitation services for those with drug problems. Some clients are referred from the Courts; New Directions also has a contract with the Department of Corrections. Positive Alternative Lifetreatment Services PALS. is a program for recovering addicts and parolees that offers a 90 -day treatment program, 2 program houses for clients in that program who need supportive housing, and a transition home which provides a safe, drug-free environment for those in the 9 -month follow-up program who are returning to society. They currently house 20 and feed and provide social services for 22 people. P.A.LS.' 4 homes are in Stockton but plans to expand into the CHAS area. Community Profile Page 1.46 r MARKET AND INVENTORY CHARACTERISTICS: Market and Inventory Conditions (cont.) Programs for Parolees The State of Cardornia has parole programs for youthful and adult parolees. The California Youth Authority has one group home which houses 6 young men being released from institutions. Most of the nest of the 250 parolees five with relatives. although about 4 at any one time are In foster homes licensed by CYA. The average age of parolees is 19 years. ` The state parole program for adults had one hallway house during FY 1992-93, but its contract was not renewed for the current fiscal year. The state has a contract with New Directions, a relatively new private j non-Profitorgarization, to house 14 parolees who are dealing with mug problems and assist them In returning to the mainstream. The parole office also bans money to parolees who need help with housk)% Some parolees r lay in shelters until they have qualified for General Relief. Most parolees IM places to stay with family members or friends. Parole also has contract with PALS and with New Directions, programs described above. Regional Youth Services For intormation an this program, see p.1-42. San Joaquin General Hospital Social Services The County's General Hospital places indigent adults in board and care homes when they are ready for discharge, have no residence, and need a limited amount of assistance with daily living. Community Profile Page 1-47 fl ------------------------------------------- CHAS 'table 15 Market & Inventory Conditions ----------------- Name ol Jurisdiction: San Joaquin County Check One: — +990 Census Other Source: (specto - Data as or: (enter date) ------ -------------------------------- U.S. Department at Housing and Urban Development Office of Comrruniy Planning and Development Comprehensive Housing Allordabirty Strategy (CHAS) tnsttuctirns for Local ktrisdictons -------------------------------------- 5 Year Period (enter fiscal yrs.) Hsng Cond Survey I FY: 1 through FY: I M-941 97-98 ----------------------------------------------------------------------------------------- A. Housing Stock Inventory I I I 1 1 --- 3 or more1 3901 1 i Tot 1 Vacancy Rye 10 and t bedroom 1 2 bedroorns 1 bedrooms 1 Category ! (A) I (e) 1 (C) I —------------I (0) 1 ------------ (q i ----------------------- 1. Total Year -Pound Housing I ---------------I 1 93.749) I 1-1 --- ------- 1-»_»»»--t 1 12.9431 1 29.5131 1 51.2931 1 --------------------I---------------I 2. Total Occupied Units 1 69,362 1--"-----""""""'1 I 1------------I------------1------------1 12.121 I I l 28.0051 49.2361 3. Renter 1 31.8581 1 6.623 1 -----------1 14.4351 6.596 1 4. Owner » j 67.7061-1 ...-.�....�......1----------- 3.4981 13.5701 _---- 40.636 I II I ------------ S. Total Vacant units 1 4.3871-1 1-1 822 1 1 1.501111 1 2.0571 1 0. For Rent ---------- -I--------------I-----------I-----------I------------1------------I 1 1.2001 3.65%1 4041 575 1 2211 7. For Sale 1 1.1471 1.95%1 251 1691 953 1 1 ---------------------------I--------------i 1 1 ------------I ------------I 1 1 ------------I ------------1 ! 8. Diner 1 2.0401 1 f 1 3931 .......""»"...^..! I 7641 I 863 I I -------------------------------------------------------------------------------------- B. Substandard Unita I I % Susable for I ----- I % Substandard I Rehabilitation I category ----M I (A) I (B) 1. AN Renter 1 10.9%1 1 1 64% 1 1 -----------------------•I--------------I------------1 2. At Onner 1 6.6%1 I I 64% f I ---------------------------- C. Public Housing --------------- I I ----------------------------- I 1 ---------------------- 1 3 or more I I Total I Vacancy Pats 1 o ano + beoroom 1 2 beorooms I bedrooms 1 Category I (A) I (B) 1 (C) I (D) I (E) I --------------------------i ---------------I ------------1------------I----------- ( i 1. Total 1 245 1-1 45 I 1041 127 ---------------------------i--------------•I------------I--- 2_ Vacant 1 01 I I ---------------------- I ---------- --1 I Rehat>xtation I Estimated Hard Costs - - Physid Improvements: I Grand Total PHA Needs: I Needs: 1 $2.136.4691 S2.136.4E9 I D. Rents I I Rent Atbrdabte I Applicable FMRs I at 30%ol 50% MFI I unit size I (A) 1 (8) 1 --------------------------i---------------I------------I 0 Bedaorns i 370 I 3041 i I I I Seaoom 1 4501 t I 3471 1 2 Bedrooms 1 520 1 I I 3901 1 -------------------------•I--------------•I------------1 3 Bedrooms --------------------------•--------------•-------------- 1 6611 I 1 451 I I Community Profile HUD 40090-A (153) Page 1-48 �t B. NEEDS ASSESSMENT 1. Current Estimates/Five Year Projections i. Very Low Income ii. Other Low Income iii. Moderate Income Renters Elderly Households Elderly renter households in general and low income elderly renter households in particular often have significant needs for housing assistance. Analysis of 1990 Census data shows that within the CHAS Planning Area over 70 percent of very low income elderly renter households experienced housing problems. This percentage declines somewhat for other low Income elderly renter households. but it is still significant, 58 percent. For moderate income elderly renter households, the percentage who had housing problems was 44 percent. By comparison, only about one in eight above moderate income elderly renter households experienced housing problems. Overall, there were more than 2500 very low. low, and moderate income elderly renter households that had housing problems in 1990. This figure represents almost 60 percent of all elderly renter households. These relationships are provided in CHAS Table 1C. (See also Table XXIII, Appendix A.) Small Related Households For very low income and other low income small related renter households, the percent who experienced housing problems is even greater than for elderly renter households of the same income group. Data from the 1990 Census shows that almost seven out of eight very low income small related renter households and that nearly six out of ten low income small related renter households had housing problems. The situation for moderate income small related renter households was considerably better. Less than a third experienced housing problems. In terms of numbers, there were over 5500 very low, low, and moderate income households in the CHAS Planning Area that had housing problems in 1990. (See CHAS Table 1 C; and Table XXIII, Appendix A.) Large Related Households Large related renter households are the most affected percentage wise by housing problems According to the 1990 Census, over 95 percent of all very low income and other low income large related renter households experienced housing problems. In addition almost two thirds of moderate income large related renter households had housing problems. The situation for above moderate large related renter households was somewhat better, but even for this group the percent affected by housing problems was significant, 50 percent. Overall, there were 3300 very tow, other low, and moderate income large related renter households, representing nearly 60 percent of all large related renter households, that had housing problems in the CHAS Planning Area in 1990. (See CHAS Table 1C; and Table XXIII. Appendix A.) Other Renter Households Renter households other than those noted above (e.g. nonfamily households, such as unmarried -partner households and unmarried -couple households) also had significant need for housing assistance. Data from the 1990 Census shows that eight out of ten very low income and over halt of other low income other renter househrlds had housing problems. Only about a fourth of moderate income other renter households had housing problems. In terms of numbers, there were almost 2100 very low, other low, and Community Profile Page 1-49 NEEDS ASSESSMENT: Current Estimates/Five Year Projections (cont.) moderate Income other renter households in the CHAS Planning Area that experienced housing problems in 1990. (See CHAS Table 1 C; and Table XXIII, Appendix A.) Cost Burden and Severe Cost Burden Analysis of 1990 Census data shows that three fourths of very low income renter households (7100 households) were lost burdened and that nearly half (4,400 households) were severely cost burdened. Data on other low income renter households shows that although 44 percent (3,000 households) were cost bt., I-ened, the percentage that were severely cost burdened was relatively small, 6 percent. For moderate income renter households, the data shows a significant improvement—less than a fourth (700) households) were lost burdened, and less than two percent were severely cost burdened By comparison. 37 percent of total renter households were cost burdened, and 16 percent severely cost burdened. (See CHAS Table 1C: and Table XXIV, Appendix A.) Overcrowding Overcrowding in the CHAS Planning Area continues to be a major problem, particularly for large related renter households. Census data shows that about a fifth of very low income households and other low income households experienced overcrowded housing conditions in 1990. The combined total for both groups in 1990 was about 3000 households. Large related renter households as a specific type of renter household was the most affected by overcrowded housing conditions. In 1990, over three-fourths of very low income large related renter households (1200 households) and over two-thirds of other low income large related renter households (1100 hovseholds) were overcrowded. By comparison, the incidence of overcrowding experienced by all renter households in the CHAS Planning Area in 1990 was 17 perces it, or about one out of every six renter households. (See Table XXV, Appendix A.) Substandard Housing Conditions The number of renter households living in substandard housing conditions continues to be a source of concern, particularly with respect to very low and other low income renter households. Of the 3400 substandard housing units occupied by renter households in the CHAS Planning Area in 1990, an estimated 90 percent were xcupied by very tow income and other low income households (note: the estimated percentages were 41 percent for very low, and 47 percent for other low, income households). Over a third of very low income renter households experiencing substandard housing conditions (500 households) are estimated to have had 'worst case' needs. Disproportionate Need of Minority Renters Very, very low income minority renters experienced proportionately more housing problems than total very, very low income renter households. Data from the 1990 Census show that almost 91 percent of minority very, very low income renter households in the CHAS Planning Area experienced housing problems. By comparison, about 84 percent of all very, very low income renter households experienced housing problems. Analysis of 1990 Census data concerning renter households with incomes below 51 percent of median family income also reveals that large families comprised a disproportionate share of minority renter households when compared to tote: renter households. Almost 30 percent o minority -headed households in the CHAS Planning Area were made up of large families. By comparison, large families made up less than 17 percent of total renter households. Community Profile Page 1-50 NEEDS ASSCSSMENT: Current Estimates/Five Year Projections (cont.) Owners Elderlv Households The degree to which elderly homeowners need housing assistance is dependent. not surprisingly, on which income group they belong. According to the 1990 Census, 45 percent of very low income, 16 percent of other low income, 9 percent of moderate income, and 6 percent of above moderate income elderly homeowner households had housing problems. The number of very low, other low, and moderaie income elderly homeowner households who had housing problems was nearly 3000 in 1990. (See CHAS Table 1 C; and Table XM. Appendix A.) Other Owner Households As a group, owner households other than elderly owner households fared worse than elderly owner households in terms of needing housing assistance. Data from the 1990 Census shows that in the CHAS Planning Area two-thirds of very low Income owner households, and over half of other low income and moderate income other owner households experienced housing problems. This amounted to almost 5500 households in 1990. (See CHAS Table 1C; and Table XXVI, Appendix A.) Cost Burden and Severe Cost Burden Census data regarding the extent to which cost burden and severe cost burden are being experienced by different owner household income groups shows, not surprisingly, that very low income owner households are the most affected. The data reveals that half (4100 households) of all very low income owner households in 1990 were cost burdened and that three out of ten very low income owner households (2400 households) were severely cost burdened. By comparison, about a fourth of total owner households were cost burdened, and less than a tenth were severely cost burdened. The percentages for other low income and moderate income owner households were similar to those of total owner households. About 29 percent of other low income owner households (2100 households) and 31 percent of moderate income owner households (1300 households) were cost burdened; 11 percent of other low income owner households (800 households) and 8 percent of moderate income owner households (350) were severely cost burdened. (See Table XXV11, Appendix A.) Overcrowding The extent of overcrowding for owner hos,eholds was much less than that for renter households in the CHAS Planning Area. Overall, less than five percent of all owner households in 1990 were overcrowded. However, the situation for both very low income and other low income owner households other than elderly owner households was considerably worse. Nearly one in seven (1000 households) was overcrowded. This is more than four times the rate of overcrowding experienced by all owner households. (See Table )XVIII, Appendix A.) Substandard Housing Conditions There were almost 5000 owner households in the CHAS Planning Area living in substandard housing conditions in 1990. About une in sot such households were very low or other low income owner households (eight percent and nine percent respectively of total owner households experiencing substandard housing conditions). R is estimated that almost 150 very low income owner households living in substandard housing conditions experienced worst case' needs. Community Profile Page 1-51 �1 NEEDS ASSESSMENT: Current Estimates/Five Year Projections (cont.) Disproportionate Need of Minority Own e► Households Low income minority owner households experienced proportionately more housing problems than total low income owner households. In 1990. 80 percent of very, very tow income; 55 percent of very 1M., income; and 54 percent r' other low income; minority owner households experienced housing problems. By comparison. 65 percent of very, very tow income; 44 percent of very low income; and 34 percent of other low Income; total owner households experienced housing problems. Housing Authority Wafting Usts and Selection of Applicants As of April 30, 1993, the Housing Authority reported 160 applicants on its waiting list for public housing unks acid 840 applicants on Its waiting list for Section 8 housing units within the CHAS Planning Area. The Housing Authority notes that all program waiting fist are currently opened. and that 75 percent of applicants meet one of the three federally mandated preferences for admission. With respect to the selection of : vplicants, the Housing Authority stated in a June 7, 1993, letter to the San Joaquin County Community Development Department the following: Every applicant is given an opportunity to quality for at least one (1) federally mandated preference category as follows: Involuntarily displaced Substandard Housing Paying over 50 percent of income for rent and utilities Selection of preference holders for the issuance of Cenificates/Vouchers are granted in conjunction with date and time of their application with equal weight. Special priority is applied for Veterans/Servicemen families. Also, 10 percent of those applicants applying for assistance in any one year may be selected out of said order to meet City/County needs (i.e. Rental Rehabilitation Program, displacement by local governmental action, or flood, fire disasters). Need for Homeownership for First -Time Homebuyers Fust time homebuyers as a group have become the largest segment of the homebuying market in recent years. A depressed housing market for existing homes in the Bay Area has meant that sales of upper end housing in the CHAS Planning Area (generated to a great extent by Bay Area workers in search of more affordable housing in the Central Valley) has declined and that developers have had to adjust both the price and size of their single family homes in order to be more responsive to the housing demands of local workers. Discussions with housing professionals indicate that between 70 to 80 percent of all home purchases in the CHAS Planning Area are made by first time homebuyers. By contrast, a study of homebuyers in California shows that 42 percent of all homebuyers in 1992 were first time homebuyers. A typical profile of a first time homebuyer in the CHAS Planning Are, reveals that the homebuyer is between 25 and 35 years of age and has a spouse who works. Childless couples are just as likely to purchase a home as couples with children. The price of housing most in demand is in the 5100,000 to 5120.000 range. According to local realtors and mortgage lenders, the major obstacle faced by first time homebuyers is coming up with the money for the down payment and closing costs. Homebuyers often have sufficient Community Profile Page 1-52 NEEDS ASSESSMENT: Current Estimates/Five Year Projections (cont.) income to afford the debt but don't have enough for the down payment. Of those that quality, it is estimated that as many as 65 percent ha,e received gifts of money from parents for the down payment. All housing professionals that were contacted indicate that there is a 'huge* demand for housing by first time homebuyers. Five -Year Housing Needs Projection During the five year period of the CHAS. it is estimated (based on the Fair Share Housing Allocation Plan prepared by the San Joaquin County Counsel of Governments) that 14,000 new households will reside in the CHAS Planting Area Of this number, it is projected that there will be approximately 3300 very, very low income and very low income households (combined group), and 2300 other low income households. Of these new low income households, it is estimated that seven out of ten very, very low income and very low income households (combined group), and almost half of other tow income households will need some font of housing assistance (1500 very. very low income and very low income renter households (combined group); 700 other low income renter households; 800 very, very low income and very low income owner households (combined group); and 400 other tow income owner households). These numbers assume that the 1990 percentage mix between owner and renter low income groups are applicable to these new households, and that the percentages of owner and renter low income groups experiencing housing problems in 1990 are also applicable to such households. Community Profile Page 1.53 Cl I AS TaWa I C U.S, Copt anent d Housing and Urban 0eu61opm4lN 011ke d Cornrlarnily Pl w*v and Oowlopnwrd Housing Aulsli'Me Noah Of Ctlm elwrsltro Housing Mailability Slsho (CHAS) Low ♦ Modoalo 111COn10 Households trial urdons la Local Jalstictions r 'r ------- —------------------------------------------ J rlu on: Hann d d --- --------- »-»-_--. I SOU Coe d 04W I Dab Is Wlent I FW*Yea Per W. 1 as d 9a Iollowing We: ( FY: 9rough FY: San JoquinCotnty I CHAS Dahbook:1990Grsw — -------- -----------_»__•-_—i 1 1 93-941....... - ------I----= 97_98 -------------- -------------------f- - ------------- — -----------—--- ------------------_�_ »� ____---------- Owners' ----------------I ---- ----- I------------------------------- Houseltold by I Type. kxorne. B Housing hoblam I Elduly I I I I I & 2 Mambo I Shall Rohled 1Lwge lkdalud ( AN Other I TOW PAnhn I Eldav I 1 AN OBw ( I Total I Total I HousultoWs 1 (26ap 1 (Sanwa) I H4ltnetalds I I I Owners i Owns I Harsololds I w I (B) i p 1 (w 1 (E) I (F) I (a► 1 --------1 6(I 1 ------I----------- M --------------------- ------------I------------I------------I------------I------------I------------1-----I I VuyLow ltxane(0lo50%MFQ- I 2,5701 3,7171 1,5701 1,5741 ------ 9.4301 6,1331 9.1291 »----3-aa 6,2391 17,096 2 oa3o%MH.----------------------�------------ 11--11-2-M .039 j ------------ 2.012---------N1-I---------Too i 4— 401 1 -- :-� 1 -I• --- - 1.4771 1-- 1 -1- ---•--7,w1- ---------•------------------------ 3 % .oat arty Hotnkty Pfvtoam 1 70% ------------ -----------1------------I------------1------ 90%1 95%1 79%1 -I- 44%1 00%1 73%1 63,16 1 75% -- -------------•--i-------- -- .- ------ 4 %Cw18uJwts 1--------N%i--------79%i--------73%i--------7e%1_««—•60%II------- (11 1 71% ----------------------------------I----------- -----------I------------I-----------I------------I- ---_I--- —.----«I__--___-1---------- - S. % Caal Bu dun > 50% 1 60%1 77% 1 S3%1 dd% I 06% I 38%1 51%1 _— 43%1 --------- 1--------- 56% —_ ---------------------------------- 6. 31 10 50% MR, I------------ I ------------ 1 1,5321 1 ------------ I----- ------- I_____---.�I_ 1,706 1 1.0171 7041 6,030 1 I 9,070 1 1.0491 4,719 1 9,757 ___- ..--___----- _i ------------i ------------I 74%1 74%1 ------------ i -_—._ ------ I _»»__.««I«.«__...»I 83%1 98% 1 81%1 03%1 95% 1 03%1 ----- 44%1 ----- --1 64% --------- -•._ 6. %Cost Su dun > 30% ----I------------I 1 73%1 ------------I -----------I----_----I 76%1 64%1 00%1 _--- 73%1 _1--_ 34%1 I 62%1 41%1 67% ---------------------------------- ; -----------I------------I ------------I -- --------- I _»__»_»»i _____»»_—I ----- ---I 9 %Cost Bu don > 50% 1 33%1 30%1 22%1 33% 1 30%1 12% 1 -1-____-------1-----_»»I 33%1 19%1 25% ------------ --------------- ------------------I 10, 00ki Low-ks.a•a(51 to00%MFI)• ------------I ------------I 1 9721 ------------I ------------I ---------1- 3.021 1 I,S561 1,254 I 0.0021 3.6181 ---I----------i 3.7711 7,3091 14,191 -»_-- ---------------------------------- it. %wish any Haatng R obIona 1------------ I ---------- I 58%1 —1 --------- --I ------ —---- I---» 69%1 OS% 1 55%1 1 64%1 16%1 62%1 ---1 34%1 49% --------- ----------------------------------1------------I------------I------------I------------I----------1 12.% Cost Bu dal > 30% 1 58%l 48% 1 26%1 47% 1 44%1 ---1 15%1 ----1 --- 1---____-----1-----_---12. 42% 1 ----I 29%1 36% ---------------------------------- % Coal Bunion > 50% I------------ I------------ 1 11% 1 I ------------ I ------------ I ------ 6%1 2%1 5% I ----I----�1_— 6%1 6%1 16%1 ----------1------------ 11% 1 e% ----------------------------------I------------i------------I------------I------------I------------i----1 14 M4)tIuialohKano(ol-95%MFq• I 2571 1.6131 7331 5151 3,1181 1,4661 -I 2.7371 ___-_______-I» 4.2071 - 7.330 ------------ .I 15. % wtlh uny HaubO Rotikins ------------I ------------ i 44%1 I »---------- I _— --------- i ____«_»�I 30%1 04%1 27%1 30%1 9%1 61%1 — 37%1 36% ----------- 16 % Coil Bu ----------------30% --------------- i -------- 44% -------- 21 % I -------- 21 % I ------------ --------23% 23%1 1.. »e% 1-----'--43% 43%1 31%1 ----------------------------------1---------- 17 %Co110udW13-50% -I------------1------------1-------------1------------1^- ( 9%1 1%1 0%1 0%1 1%1 ----I------------I------------1------------ 2%1 12%1 _1--------•---1--.---..----- 8%1 6% ----------------------------------i------------I------------I-----------i---------- 10 Touil liciLm4tdds- 1 4.3371 -1---__-------I----_---____i---_-- 14,829 1 5,7391 6,221 1 30.9261 16.4351 42.3751 66.0101 69.736 ----------------------------------I------------I-----------I-----------I------------I--- 19. % wi8t any ttatsino R olsoms 1 60%1 42% 1 74%1 40%1 I----- 50%1 -I 20%1 _____«»»_1-----------I------------ 31%1 20%1 » 36% --------------------------------___-------------------------- atH(70 o. -----______-______-__«-_�._»_»-.».-- »_____--_----__ IamHUO-40090-A(1/93) C n � 1 [10 NEEDS ASSESSMENT (cont.) 2. Nature and Extent of Homelessness I. Needs of Sheltered and Unsheltered Homeless Individuals and Families San Joaquin County and this CHAS area has a very high unemployment rate and a very low wage rate. Unemployment and underemployment, perhaps more than any other factors. contributes to a steadily increasing number of the homeless. Also, housing affordability indexes consistently rank this county as extremely low. Construction of moderate -cost homes has been limited, and building of multiple family units for rental has been negligible, despite the growling population. San Joaquin County is ?:i agricultural t:Onirt unky, and migrants following the crops are a part of the koiud demographics. Agricultural workers, whether local, from other pafts of the country or from Mexico. are at the mercy of the weather, the market, and the other seasonal variables that affect agribusiness. Farmworkers, except those with year-rounrl positions with specific growers. tend to be very low income. Many are unable to find adequate, low-cost housing, and are homeless or reside in shelters. As in other parts of the country. the struggling econorny Is contributing to an increasing number of homeless fames. This is largely due to unemployment, under -employment, plant ck nures/job loss, rising rents, inability to manage available resourcm personal crises related to illness or injury, mental health or substance abuse problems, or victiffitatioit An additional contributing factor to homelessness is the loss of single room occupancy hotels in Stockton. While there has been an effort at replacement, the need outstrips the supply. Migrant farmworkers and those on general relief must compete with more stable populations, such as elderly men living on social security, who call these hotels home. Also. San Joaquin County is a transportation hub at the heart of the San Joaquin Valley. It is a rail center and houses an international port. State Rahe 99 to the east and Interstate 5 on the west provide corridors which connect the area to Sacramento, Los Angeles, and the Bay area. The greater Stockton area always has been a stopping -off point for transients. Agencies Surveyed Approximately 115 agencies were surveyed regarding the needs of the clients they serve; more than 70 responded. The following information on the needs of the homeless, the low income, and special populations reflects their answers to our irwiries. General Needs of the Homeless All homeless in San Joaquin County share key needs. These are: jobs; wages above minimum level; • affordable housing and/or housing subsidies; and • support services in areas related to life skills so they can manage their lives, homes and Incomes. Their chief other needs are: • greater availability of food supplies; • access to health care; • improved education; Community Profile Page 1-55 7� NEEDS ASSESSMENT. Nature and Extent of Homelessness (cont.) • funds for private transportation and/or access to public transportation; • access to vocational training opportunities. GAIN and other programs; • amen to substance abuse treatment programs. Need for Facilities and Services for Homeless Individuals Shehered & unsheltered In addition to the major needs Wed above, unsheltered individuals need the following: • More emergency housing for men. Providers are noting a trend toward increasing numbers of single men needing housing. A disproportionate number of these are Hispanic. • In Tracy and Manteca there is a tack of shelters and related services such as showers for single persons. Hat meals also are needed Sheltered individuals need the following: • Minors who are enuncipating from Safe House, reside.:ial treatment, and other programs need help learning independent living skills such as how to live on their own within a budget: training for jots and in life skills-, and affordable housing with supportive services. • Homeless individuals need more counseling while in shelters and more aftercare or transitional housing after leaving shelters. Both sheltered and unsheltered individuals need more safe SRO housing. Need for Facilities and Services for Homeless Families with Children Sheltered and Unsheltered For unsheltered farri fies, • There is a need for a family shelter, as well as transitional housing, in Lodi. • There is a need for additional shelter facilities for families in the Stockton metropolitan area. An expansion of the Haven of Peace in French Camp is being sought by that facility. • Women leaving abusive situations need resources for rental deposits, utilities deposits, etc. Families Waving shelters have this same need: it is one of the most significant problems case managers deal with. Both sheltered and unsheltered families have the following needs: • Safe, affordable child care so they can pursue training, school and jobs. They need respite care to prevent abuse induced by stress: the pressure of managing a family wit., limited income. • Family planning, well -baby care, child health and disability prevention screenings are needs cited by professionals. • Assistance with family communication problems, marriage counseling, and parenting training, are needed. • Abused women and families need medical and dental services performed by professionals sensitive to their needs. Community Profile Page 1-56 NEEDS ASSESSMENT: Nature and Extent of Homelessness (cont.) ii. Need for Facilities and Services by Subpopulations of Homeless The Mentally 14 Those who are severely mentally ill currently have a good array of services available to them, including outreach. One major problem is the unwillingness of some to accept these services. Substance Abusers There is not enough space in residential treatment facilities for all the homeless with substance abuse problems. ft is probable that overall more beds or more facilities are needed. The availab7dy of more detoxifration beds for women has been identified as a need. Supportive housing, especially dean and sober living environments. are needed for those leaving treatment who do not have homes to return to. Mentally III Substance Abusers Those who are both severely mentally ill and substance abusers have limited services. Currently, there are special treatment groups at the Mental Health Center for this population. Runaways Safe House appears to meet most of the need for housing for runaway youth referred by parents or the police. As the population grows, another such facility may be required. Also, a facility may be needed for self -referring youths: those who are ejected from their homes or are involved in family disputes and need a temporary respite. This county does not seem to have numbers of youth living in the streets like larger metropolitan areas. HIV/AIDS Patients Those who are HIV positive or have AIDS could benefit from another transitional living facility for 6 people. A clean and sober halfway house for HIV positive people coming out of treatment programs is a growing need. Domestic Violence Victims Victims of domestic violence need additional shelter space for themselves and their children. There does not appear to be adequate space throughout the county at this time. Southeast Asian women who are victims of domestic violence need a shelter facility geared to their particular cultural situation. Community Profile Page 1-57 NEEDS ASSESSMENT: Nature and Extent of Homelessness (cont.) Estimates of the Homeless Population CHAS Table 1D requires numbers for homeless populations and subpopulations. The 1990 Census provides the following figures for the CHAS area: sheltered adults: 210; sheltered juveniles: 92; unsheltered adults: 46, for a total of 348. The San Joaquin County total is 924. These census figures do not accurately portray the sltuation. A study of the homeless in San Joaquin County in 1986-87 by Mendelson & Associates found that there were approximately 2,650 people homeless in the summer months and 2.400 during the winter. Of these, an estimated 62S were unsheltered during the summer months. This figure is reduced during winter months when people more actively seek shelter because of the weather, or move to other areas or return to government assistance programs when the agricultural season and its jobs end. According to these figures, .6% of the County's total population is homeless at any given time during the summer months, with a decrease to approximately M% during the winter. Thus, using the Mendelson study. it can be estimated that the homeless population is currently 3,100 in the summer and 2,800 in the winter. Following Mendelson's assumption that 75% of the homeless are in Stockton, the homeless population in the CHAS area ranges between 700 in the winter and 770 in the summer. Rather than using the current estimates noted above, we are choosing to use the 86-87 figures. They are a reasonable minimum base. The number of homeless has increased because of the economic situation of the country; California has been harder hit than many other states, and San Joaquin County has one of the highest unemployment rates in the state and the highest welfare rate in the nation. The following is the methodology presented by Mendelson & Associates as the one used to arrive at the 86 - 87 figures. Unsheltered Individuals and Families Mendelson & Associates consulted with service providers and a number of formerly homeless people to determine probable locations throughout the county where unsheltered homeless individuals and families might be found. i" Once possible locations were determined, Mendelson and Associates, both directly and by i engaging the assistance of formerly homeless people. surveyed the possible locations and conducted both head counts and interviews with homeless people. The interviews were to determine gender, ethnicity, age and causes of homelessness. In order to prevent duplication in the count, the interviews and count were conducted over a short period of time; duplication was also prevented through the use of the same people in conducting the count. Service area sites (soup kitchens, clothing exchanges, etc.) were not used to count those population. All interviews and counts took place at locations where unsheltered homeless were living at night Community Profile Page 1-58 NEEDS ASSESSMENT: Nature and Extent of Homelessness (cont.) During the period that the count process was underway, 225 interviews were conducted. Based on the relatively short amount of time devoted to this effort, it was assumed 50% of the area's unsheftered homeless were contacted and counted. Sheltered Individuals and Families In order to court the number of sheltered homeless in San Joaquin County, the first step was to define who should be courted Under the operating guidelines issued by HUD, the homeless were c onsidergd to be an those pentons residing In emergency shelters, those temporarily housed through charitable orgarkations, those In institutions who were homeless on entry, and those being housed at the direct expense of local government agencies because they had no other resources. Contact was made with all identifiable providers of housing to the defined population, public and private. and Information was collected from each regarding the numbers served on a daily, weekly, and monthly basis gang back over the proceeding year. Mendelson and Associates also determined average length of stay figures for the various service providers; by using this calculation, it was possible to avoid duplication the number of people being counted. Using these two sets of numbers, monthly averages of the number of sheltered individuals and families in San Joaquin County were determined. Community Profile Page 1-59 —""I NEEDS ASSESSMENT: Nature and Extent of Homelessness (cont.) lit. Characteristics and Needs of Persons Threatened with Homelessness The following categories of people are in danger of becoming homeless: • all who are on pubic assistance; • the unemployed and underemployed; • the functionally illiterate; • all who earn less than $7.50 per hour, • all who are living In •double up' situations; • those with little knowledge of basic Ile skims such as money management, nutrition, shopping skills, problem solving and decision making; • those who do not have private transportation and do not have easy access to public transportation; • elderly on ranked income; • severely mentafly it not receiving treatment; • those with mental health problems not sufficiently severe to receive County mental health services and without funds or insurance to pay for private treatment; • substance abusers; • those who cannot make a monthly rent or house payment because of illness, job loss, etc.; • the •working poop who are without health insurance or who have inadequate insurance; • those who need services but are unawa.-, of their availability or unwilling to accept them: • those who drop out of high school and those who become parents while teenagers. Their needs are: • job training; • decent paying jobs; • low cost housing: • supplemental food supplies; • fife -skills training; • basic coping skills: financial planning, food shopping, spending; • safe, inexpensive child care; • accessible, reliable public transportation: • case management services or supportive housing after leaving a shelter; • coordinated case management for those involved with a variety of public entities, such as the courts, parole, eta; • Southeast Asian former refugees need information regarding public housing and understanding of their rights; • a safe environment, drug and gang free; • recreational programs for adults; • additional funds for Meals on wheels and Senior Nutrition sites; • chore services, including yard maintenance for the elderly; • assistance with medication administration for the elderly; • a short-term housing payment program for those with hearth problems or job loss. Community Profile Page 1-6t '�7 1-0 ------- --------------------------------------—��� _�--------- - ----- CHAS Table 1 D U.S. Demnmem of Housing and t.lban Development Oti;ce of Community pWu*V and Devebpnwe Homeless Population & Subpoprdasbns CompreAe wm Housing AROXMall Slatapy p*4 Instructions for lad JASOetions �. _---_------------- ----------------- Name cUutdlctlon: I FM Year Psfod: (erta Asral yrs.) IFY: Irrouph FY: San .bacp In Canty Part t: Homeless Population Sheweree I lltsflMtarod Total �7 �bmeless Famfltes with CMfdren I. Number of Nameless Famtles I I 1201 138 258 2. Number of Persons in Homeless Families --------� I 480 I 850 1,030 ------�-_-_-_-�—__.I Homeless k>avbisls 3. Youth (17 Yeats cryotngo —_�_— I 351 i - 0 -�- �N 35 4. Adults 0 8 Years and of 1.2W 250 1.510 5. Total (Imes 2+3+4) ( 1.773 e0D 2.573 — Part 2 Subpoputations Hoermeless Psons with Servte Needs Pelated tx I ! Shettwed { (%) I Ur . M ed . I 1. severe Mmol Illness (Sw Orly —�_--_ ___--- I -- 2% 6% 2. Alcohot/OMw Du2Abuse only I 50%1 50% 3. SMI b AMAhdU)lier Drug Abuse ------ I 2%1 13% 4. DMOSOC Vl *M9 15% 25'X. 5. Fbmetess Youth — C1% C 2% II 6. AIOST%ft ed Diseases --- I 10% I 20%1 — -- -------------------------- --- 7. oma `c��}ae_—� j ----------i - --I I I I Community Profile HUD 4M90—A 0/9M Page 1.62 MWO NEEDS ASSESSMENT (coni.) 3. Populations Other Than Homeless With Special Needs i. Need for Supportive Housing CHAS Table 1 E requrires estimates of the number of households in need of supportive housing for each of the populations with special creeds fisted below. The estimates currently provided are very preliminary and will be modified as Input from local professionals and providers of services is received. The Elderly The need for additional supportive housing for the elderly has not yet been determined. It is estimated. based on population figures. that 6.000 elderly in the CHAS area need supportive housing. The Frail Elderly The frail elderly need residential care facilities for those whose only income is SSI. In-home health services for elderly living independently who are showing signs of dependence or have medical emergencies are needed Based on population figures, it is estimated that there are 950 frail elderly in the CHAS area needing supportive housing. The Mentally III Local mental health providers estimate that the mentally ill need approximately 100 more beds in supportive housing. Population figures suggest that between 175 and 640 mentally it) persons in the CHAS area need housing assistance. More beds would be needed if all those who need treatment were to acknowledge this. There are not suffit lent community treatment services. This lack will impact the need for supportive housing in the future. The Physically Disabled The need for supportive housing for those with physical disabilities has not yet been determined. The Developmentally Disabled There is a sufficient number of board and care homes available in San Joaquin County for the developmentally disabled population. However, there is a need for more community placements or supportive living arrarufements - specifically, community-based residences with trained staff, a transitional step toward independent riving. Also needed are affordable apartments for adults on SSI and residential care for the elderly developmentally disabled. Based on population figures, it is estimated that 350 developmentally disabled persons in the CHAS area need supportive housing. Community Profile Page 1.63 NEEDS ASSESSMENT: Populations Other Than Homeless With Special Needs (cont.) Persons with Substance Abuse Problems Housing with a supportive environment for recovering acdicts and alcoholics completing treatment programs is needed. There is a need for supportive housing for those who have completed detox and are waiting to get into treatment programs. Facilities where women can reside with their children as they recover from substance abuse are needed. There is Insufficient long-term drug- and alcohol -free housing, such as clean and sober SRO hotels. Persons Diagnosed with AIDS and Related Diseases AIDS patients in final stages need a hospice facility. Farmworkers Additional housing for farmworkers is needed. Farmworkers need more low cost housing and SRO facilities. 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Community Profile Page 1-66 4"" C. AVAILABLE RESOURCES This section provides brief descriptions of a wide variety of affordable housi, ig assistance programs available from federal and state agencies and private lending institutions. This listing of available resources is a list of programs which provide funding for housing related activities. It is not an all inclusive fist and does not include programs which provide resources primarily designated for public service related =Wide& The following is a brief description of the major government agencies involved in affordable housing development and financing. U.S. Department of Urban Development (HUD): HUD is the primary federal agency providing funding for the development of affordable housing. The purpose of HUD programs is to provide housing for those unable to afford safe, decent and sanitary housing. Since 1980, federal support for housing has declined by 7546, placing greater responsibility on state, local and private agencies for the provision of affordable housing. Farmers Home Administration (FmHA): FmHA offers a number of programs that are available generally in rural areas only. Rural areas include open country and towns with fewer than 10,000 people that are located outside on urbanized area Towns with up to 25,000 people can quality for FmHA programs under some circumstances. Federal Home Loan Bank Board (FHLB): The Federal Home Loan Bank is a congressionally - chartered central credit facility for real estate mortgage lending. FHLB members are federally - Insured financial institutions with substantial mortgage, real estate and housing performance. There are 12 FHLB Districts in the country. San Joaquin County is located in the 11th District which includes California, Arizona and Nevada. The 11th District FHLB is headquartered in San Francisco. Calffomia State Department of Housing and Community Development (HCD): HCD is the primary state agency in California which provides long-term subsidy funds for housing projects developed for low and moderate income persons. California Housing Finance Agency (CHFA): CHFA has been the principal state agency to provide tax-exempt bond -financed amortized loans to developers for affordable rental and ownership housing. Most of CHFA's funds for financing housing activity are provided through the issuance - of tax-exempt bonds, and are subject to federal and state requirements governing tax-exempt bonds. California Tax Credit Allocation Committee (TCAC): Located within the State Treasurer's Office, TCAC allocates state and federal tax credits for qualifying affordable rental housing projects. 1. Federal Programs U.S. Department of Housing and Urban Development (HUD) Programs HOME (Renter and Owner) A federal housing block grant intended to expand the supply of affordaole housing. Eligible activities include moderate rehabilitation, substantial rehabilitation, new construction, site improvements, acquisition, Community Profile Page 1-67 AVAILABLE RESOURCES: Federal Programs (cont.) tenant -based rental assistance. financing costs and relocation benefits. Funds may be used as loans or grants, interest rate subsidies, equity or other methods approved by HUD. For rental housing, at least 90 percent of the funds must be used for units that serve households at or below 60 percent of the area median Income. For homeownership programs, 1006/6 of the funds must be used for units that serve households at or below 80% of the area median income. During FY 92-93 San Joaquin County, and the Urban County jurisdictions, received a HOME allocation of $781,000. Supportive Housing for the Elderly This program assists non-profit corporations sponsoring affordable housing offering supportive services for the elderly by providing interest-free capital advances and project rental assistance. Repayment of capital advances is not required as long as housing remains available to very low income elderly. Project rental assistance is provided through an annual rental assistance contract which covers costs of units occupied by very low income elderly residents not met from project income. Capital advances may be used for construction, reconstruction, rehabilitation, or acquisition from the Resolution Trust Corporation of any structure which will be used for supportive housing for the elderly. Funding is provided on a competitive basis. In FY 1992 approximately $409 million was available nationwide. Supportive Housing for Persons with Disabilities This program seeks to promote independent living among persons with disabilities. The method of subsidy is a combination of interest-free capital advances and project rental assistance. Eligible activities include production, rehabilitation, and acquisition of small group and independent living homes. Funding is provided on a competitive basis. In FY 1993 approximately $266 million is available nationwide. i Emergency Shelter Grant Program (ESG) The program seeks to improve availability of existing emergency shelters for the homeless, to help make available additional emergency shelters, to help meet operating costs of such shelters and provide specified social services to homeless individuals, and to help prevent the increase of homelessness through preventative programs. Financial assistance is provided by formula grants to entitlement cities and counties. Funding requires equal matching funds. Eligible activities include rehabilitation, conversion, provision of essential services, operational expenses, homeless prevention and administration. The County received $38,000 in ESG funding during FY 1993. M Community Profile Pane 1.68 u AVAILABLE RESOURCES: Federal Programs (cont) Supoortive Housing for the Homeless (McKinney Act) Supported Housing Program This program provides funds for supportive housing and special support services for the homeless. The program specircalfy targets the de -institutionalized mentally ill, developmentally disabled, handicapped, and families with children. The program provides grants to public and private non-profit entities to promote the development of supportive housing and services. Funds can be used for acquisition, rehabilitation, new construction, leasing of structures, operating costs and supportive services costs. Funding is available through a national competitive selection process. $100 million has been set-aside for this program. Housing Opportunities for Persons with AIDS Program (HOPWA) This program offers two types of grants, entitlement and competitive, for housing assistance and i supportive services for low-intxxne persons with AIDS, or related diseases, and their families. t Funds can be used for acquisition rehabilitation, conversion, lease and repair of facilities, new construction, rental assistance, supportive services, operating costs and administrative expenses. During FY 1993 $90 million is available for entitlements and S10 million for competitive grants nationwide. Section 8 Rental Voucher and Rental Certificate Programs This program provides rental assistance payments to private owners who lease their units to assisted families. Public Housing Authorities administer the program and eligible applicants to the program .rust be very low income (less than or equal to 50% of area median income). Surplus Housing for Use to Assist the Homeless f This program makes available rent free, suitable federal properties that are leased to homeless 3 organizations. These organizations must pay operating and any rehabilitation and/or renovation costs. i HUD publishes a notice of property determinations and availability. Shelter Plus Care Program This program is designed to provide housing and supportive services on a long term basis for homeless persons with disabilities, primarily those with serious mental illness, chronic problems with alcohol and/or drugs, AIDS or related diseases who are living in places not intended for human habitation or in emergency shelters. Applicants must match the aggregate amount of Shelter Plus Care rental assistance with supportive services. During FY 1993, 5300 million will be available nationwide for the program. Community Profile Page 1-69 AVAILABLE RESOURCES: Federal Programs (cont.) 5a (,-mmunity Development Block Grant Program (CDBG) A federal block grant intended to develop viable urban communities by providing decent housing and a suitable living environment and expanding economic opportunities, principally to persons of low and moderate income. Eligible activities include acquisition, public facilities and improvements, demolition, public services, renvy al of architectural barriers, relocation, construction of housing, housing rehabilitation, special economic activities, planning and adrninistratiom Funds may be used as loans or grants. Sixty percent of funds received by grantees must be used for activities that benefit persons of low and moderate income. During FY 93-94 San Joaquin County. and Urban County jurisdictions, received a CDBG allocation of 53.2 million. HOPE 1. 2. and 3 The programs provide funds for homeownership of public housing, multi -family units and single family houses, respoctivey. Grants for planning; which includes counseling, preliminary design, training and design, and implementation: legal work, relocation acquisition, rehabilitation and administration, are also available. Eligible applicants include private non-profit organizations, public organizations, cities, counties, states. !- public housing authorities. Joint applicants are also accepted. ._. Awards are made by competitive grants. Planning grants are placed in a national pool, while implementation is done regionally. Matching funds equal to at least 33% of the grant amount must be provided by the applicant for multi -family activities. Farmers Home Administration (FmHA) Programs The FmHA 502 Home Ownership Loan Program This program provides below-market rate loans to low and very -low income home buyers in rural areas. These loans are provided in two ways: directly and through a new loan guarantee program. Direct loans are available from the FmHA county office while the guarantee program works through commercial lending institutions. The so2 program reaches low and very -low income families because the interest rate is as low as 1%. which increases the pool of quaffied applicants. And, loans are amortized for up to 38 years, although most 502 loans are issued for a 33 year period Further, loans can be made for 100% of appraised value, particularly for borrowers under the FmHA mutual self-help housing program. The FmHA 523 Technical Assistance Grant Program This program provides grant funds to public and private nonprofit agencies to plan, organize, direct and supervise the FmHA mutual self-help housing program. Through the self-help program low and very -low income families work in groups of 6-10 families to construct each others' home. The families must Community Profile Page 1-70 AVAILABLE RESOURCES: Federal Programs (cont.) contribute at least 65% of the tabor required to build the home. They work mutually on all the homes. No one gets into their home until the final house in the subdivision passes final insperion. The 523 grant provides the agency with the funding required to direct and support the self-help efforts of the families. Funds may be used to supervise construction. empower the families to build the homes and to help the families pay their bills. Funding may not be used, however, to purchase the land. FmHA Housing Rehabilitation FmHA offers the following housing rehabilitation programs: (a) Home Improvemert and Repair Loans: The loans are made to bring substandard houses up to standard. Loans of up to $10,000 are available for up to 25 years. These loans are usually issued at the FmHA county office level. (b) Very -Low Income Repair Loans: These loans are available to make houses safe and to remove health hazards They are available only to very low income families who earn no more than 50% of the county median Income adjusted for family size. The loan limit is 515,000, with an interest rate of I%. The maximum term for repayment of 20 years. In addition, some granas are available under this program, but they are limited to very -low income elderly homeowners (62 years of age or older). Grants are limited to 55,000 and are usually mixed with a loan to provide the financing required to do the repairs. The FmHA 515 Rural Rental Housing Loan Program This program is available to private for-profit, private nonprofit agencies, individuals, public agencies and cooperatives to construct apartment -style housing or to purchase and rehabilitate existing rental housing. FmHA issues these loans through their National Office. The interest rate is often below -ma: ket rate and the repayment period can be for as long as 50 years. This program is designed to provide rental housing for low and moderate income families in rural areas. FmHA is revising this program in response to a General Accounting Office (GAO) report issued last year. The FmHA 5141516 Farm Labor Housing Loan and Grant Program This program provides a mux of low-interest loans (the 514 program) and grants (the 516 program) to finance the construction of rental units for domestic farm laborers. The interest rate is 1 % on the loan program. Eligible applicants include public agencies, private nonprofit agencies and individual farmers. Most of the projects that are built through this program are apartment -style complexes that provide year- round housing to farmworker families, although seasonal units can, and are. built through this program. Rental Assistance For both the 515 and Farm Labor Housing Programs, FmHA provides rental assistance to low and very - low income families, similar to HUD's programs. Through rental assistance, these families pay no more than 30% of their monthly income in rent Community Profile Page 1-71 C� Community Profile Page 1-72 AVAILABLE RESOURCES (cont.) 2. Non -Federal Public i. State Programs California Tax Credit Allocation Committee (ECAC) Low Income Housing Tax Credit Prooram (UHT The UHTC programs create additional housing units affordable to persons of low income through encouragement of investment of private capital. The federal LIHTC program provides tax credit to owners of low income rental housing that may be claimed annually over a 10 -year period A companion state tax credit may be claimed over a 4 -year period as a supplement to the federal credit Eligible activities include construction, rehabilitation, or acquisition and rehabilitation of low income rental housing units. Maximum rent limits are imposed and are based on target incomes and unit size. Eligible rental project owners apply to the Califomia Tax Credit Allocation Committee. Applications are competitively ranked for reservation of credits. In each calendar year a limited number of federal tax credits (equal to a formula of 57.25 multiplied by the state population) is available. The state credit ceiling formula is the same. However, a total allocation amount cannot exceed $35 million. California Department of Housing and Community Development (HCH): Renter Programs California Housing Rehabilitation Program - Renter (CHRP-R) The purpose of this program is to assist in the rehabilitation or acquisition and rehabilitation of substandard low income rental housing to bring the buildings into compliance with the California Health & Safety Code. Financial assistance includes low interest and long term loans. Local government agencies, for-profit and non-profit organizations, and individual owners of eligible properties may apply. Awards are made on a competitive basis. This program is funded through Propositions 77, 84. and 107, until funds are exhausted. Pental Housing Construction Program (RHCP) This program assists new construction of rental units affordable to low income households. Financial assistance includes low interest long term loans with payments of principal and interest beginning 30 years from date of loan, with the full amount due and payable at the end of the loan term. Loan proceeds may be used for most normal project development costs. Eligible applicants and sponsors include local government agencies, any individual, joint venture, partnership trust, corporation, cooperatives, local public entity qualified to own and manage or construct a rental housing development Applicants may be for-profit, non-profit or limited profit. RHCP is funded through Propositions 77 and 84 until funds are exhausted. Community Profile Page 1-73 AVAILABLE RESOURCES: Non-federal Public (cont.) Emeraencv Shelter Prooram (ESP This program assists in the provision of emergency shelters for homeless individuals. Terms of financial assistance are grants. Grants may be used for rehabilitation. renovation or expansion of existing facilities, site acquisition, and equipment purchase. Each county in the state receives a grant allocation, based generally on a formula of population and unemployment rate. The program is funded through Propositions 77, 84, and 107, until funds are exhausted Predevelopment Loan Program (PLP) This program provides predevelopment or 'seed* money to non-profit corporations and local government agencies in the form of loans for projects in urban and rural areas., Loans may be used for costs associated with land purchase, bonding, permit fees, repayment of a predevelopment loan and site acquisition. Housing assisted with the urban portion of loan fund must be assisted housing at least 15% of which is designated for low income households. All housing assisted by the rural portion of a fund must be assisted housing designated for low income persons. Local government agencies, non-profit corporations, cooperative housing corporations may appy. California Department of Housing and Community Development (HCD) California Housing Rehabilitation Program - Owner (CHRP-01 This program provides for rehabilitation of substandard homes owned and occupied by lower income households. Financial assistance includes low interest deferred payment loans, (5 year term for non -elderly with possible 5 year extension) with a maximum deferred loan amount of S20,000 per unit, $30,000 with room addition. The target population for this program is lower income households. Local government entities or non- profit corporations appy competitively for funds. The program is funded through Proposition 77, until funds are exhausted. California Homeownership Assistance Program (CHAP) This program assists lower and median income families in the first-time purchase of homes. Terms of financial assistance include equity sharing mortgage participation loan. loans of up to 49% of home purchase price and purchaser responsible for at least 3% down payment and closing costs. Households receiving assistance must pay 35% of their gross income toward housing costs. Local government agencies apply for CHAP funds. However, the agencies may use CHAP funds to assist eligible households, non-profit corporations, or stock cooperative corporations. Community Profile Page 1-74 7 AVAILABLE RESOURCES - Non -federal Public (cont) The program's source of funding is through loan repayments and are available when repayments justify an RFP. Caltfornla Housing Finance Agency (CHFA): Renter Program State/Local Rental Housing Program This program assists non-profit sponsored mute-famiy developments and multifamily developments to which a local jurisdiction has made a loan or grant in the minimum amount of 10% of total development cost. Financial assistance includes first permanent financing loan and second deferred interest -write-down loan. Et'igibfe activities include new construction and substantial rehabilitation. Forty-nine percent of the units must be affordable to households whose incomes are below 90% of county median income. CHFA funds are generally provided through the issuance of bonds. i Small Mufti -family Mortgage Program This program involves low-interest loans to developers to help finance small low income multi -family housing projects. Financing is meant to be used as 'gap, financing. Thirty percent or more of all units must be set-aside for households below 80% of area median income. Tax Exempt Affordable Mortgage Program (TEAM) v� This program assists in the provision of multifamily rental housing for low income households. Financial assistance consists of first permanent mortgage at below market interest rates. Eligible activities include new constnvntion, rehabilitation and acquisition of mufti -family housing between 20.150 units. Twenty percent of units must be occupied by persons having incomes of 80%. 20% of units must be occupied by persons having incomes of 50% or less of county median income. For-profit, non-profit and public agency developers may apply. CHFA funds are generally provided through the issuance of bonds. Bonds are usually issued for a pool of projects. California Housing Finance Agency (CHFA): Owner Program?. Single Family Housino/Home Mortgage Purchase Program First-time Homebuyer This program assists first-time homebuyers of low and moderate income in purchasing new or resale single family homes through mortgage financing. Permanent mortgage loans are made at fixed interest rates generaliy below market rates. Sales prices may not exceed limits established by CHFA. The target population is first-time homebuyers with incomes ranging up to 140% of median income. Income eligible first-time homebuyers may apply for financing through CHFA approved lenders. Community Profile Page 1.75 r -1 AVAILABLE RESOURCES: Non-federal Public (cont.) Single Family Housing/Home Mortgage Purchase Program Developer Builder This program enables low and moderate income households to purchase new single family homes on affordable terms and stimulates the housing construction industry by making attractive financing available to have builders and developers. Home site prices may not exceed limits established by CHFA. The program targets first time homebuyers with incomes of 140% of median, or less. depending upon area of development. Developers apply to CHFA for a mortgage financing commitment through participating tenders. Information on availability of funds is available through CHFA fisted lenders. Mortgage Credit Certificate Program (MCC) This program assists fust -time homebuyers in the purchase of homes. The MCC operates as an IRS credit. The qualified homebuyer is eligible to take an annual credit of 20% of annual interest paid on the mortgage. The MCC tax credit reduces the Federal income taxes of homebuyers purchasing homes. As a result, homebuyers have use of more of their income to spend on the purchase of a home. The MCC is in effect for the life of the mortgage loan as long as the home remains the principal residence. Income-efigible fust -time homebuyers may apply to the local administering agency, which in San Joaquin County is the Housing Authority. Mortgage credit certificates are obtained from participating lenders. Homebuyers apply for a certificate at the same time they make a formal application for a mortgage loan. Community Profile Page 1-76 r t� AVAILABLE RESOURCES: Non-federal Public (cont.) ffm Deterred Fee Programs Local Programs The County has an established deterred payment program of Traffic Mitigation Impact Fees for qualified low/moderate income residential developments. Payment of fees can be deferred up to five years with 20 percent down at time of btu'Iding issuance and equal payment instailments for remaining balance over five years. Density Bonus The County provides a density bonus of 25% for proposed projects that provide at least one of the following: (a) 20% of the dwelling units are affordable to low income houseth ,Ids; (b) 10% of the dwelling units are affordable to very low income households; or (c) 50% of the dwelling units are for senior citizens. The developer must agree to maintain these units as affordable for at least 10 years. Second Unit Dwelling Local codes amended to liberalize the allowability of second unit dvrellings. These dwellings do not have age restrictions thus they are available to all. Therefore, the allowance of second units results in lower development costs. Section 108 Loans This program enables grantees to borrow against future Community Development Block Grant allocations. Section 108 loans are borrowed at the federal treasury rate applicable at the time of loan funding. The funds can only be used to assist low-income households. SB -308 [Tax Increment) Senate Bill 308 allows jurisdictions to create Infrastructure Finance Districts for the purpose of using property tax revenues to finance various infrastructure needs of new development. Redevelopment Agencies The cities of Tracy, Manteca and Ripon have established redevelopment agencies. Redevelopment agencies capture property tax increments and use these revenues within redevelopment projects in support of affordable housing. Twenty percent of all tax increments captured musi be dedicated specifically to low and moderate income housing. Eligible uses of these funds range from predevelopment loans, acquisition construction financing and long term assistance for both rehabilitation and new construction for either single or mufti -family projects. Community Profile Page 1-77 Community Profile Page 1-78 r AVAILABLE RESOURCES (cont.) 3. Private Resources i. For Profit Community Reinvestment Act (CRA) Lender Programs Community Reinvestment Act fCRA) The Comr.wnity Reinvestment Act requires federally chartered or insured financial institutions provide for the community credit -needs of low income and minority neighborhoods, including the construction rehabilitation, bridge and acgt.7sition financing needs of developers of affordable rental housing and for - sale housing, as well as fast time. low and moderate income homebuyers. The terms and types of financial assistance vary from institution to institution. Subsidies tend to be shallow, 9 present at all. Typically, affordable housing lending from financial institutions requires public subsidy. Income groups targeted by CRA will vary by lender and by loan program. Applicants may be for profit or non-profit entities. Amounts available vary widely by lender. Savings Associations Mortgage Company (SAMCO) SAMCO is a private, for profit lending consortium of thrifts creatsd to increase community reinvestment and provide long-term financing for affordable housing projects. SAMCO was established in 1971 and } has 52 savings and loan institution members. i SAMCO has been involved in the financing of a wide range of innovative housing projects from homeless shelters to single family housing. A minimum of 51 % of the units must be made available at rents not to exceed 30% of 80% of area median income. Requests for permanent financing are reviewed by the Board members. Once approved, the project is offered for sale to shareholders, with subsequent origination and servicing of the loan by SAMCO. Bank of America State Bank This bank is a wholly-owned subsidiary of the Bank of America formed to provide financing for affordable housing projects throughout the bank's service area. They provide below-market rate financing for a wide variety of purposes. They will even do portfolio loans although they prefer to sell most of their loans to the secondary market. They are headquartered in San Francisco. Community Profile Page 1-79 F - L� Community Profile Page 1-80 w AVAILABLE RESOURCES: Private Resources (cont.) I Non -Profit California Community Reinvestment Corporation (CCRC) CCRC is a non-profit banking corporation which serves as a consortium of banks that pools resources to reduce lender risk in financing affordable housing and meet community lending opportunities. CCRC provides long term financing and technical assistance. Community Investment Fund (CIF) The Community Investment Fund was extended by the Financial Institutions Reform. Recovery and Enforcement Act of 1989 (FIRREA) and is designed to encourage member institutions to increase their participation in community revitalization and development activities and undertake community -oriented mortgage lending. CIF offers interest rates at 20 basis points below the 11th District cost of funds. Eligible activities include: • Home purchases by families whose incomes do not exceed 115 percent of the area median income; • Purchase or rehabilitation of housing for occupancy by families whose income does not exceed 115 percent of the area median income; • Commercial and economic development activities that benefit tow and moderate income families or activities that are located in low and moderate income neighborhoods; • Projects that further a combination of the above purposes. Projects funded have ranged from 20% to 100% affordable units. Generally housing costs must not exceed 30% of 115% of area median income. Applicants must be financial institutions who are members of the Federal Home Loan Bank. Affordable Housing Program (AHP) The Affordable Housing Program (AHP), was also created by FIRREA, to increase member bank participation in and support for efforts to expend the supply of affordable housing. Tile intent of the program is to provide funds to qualified projects that would not meet customary criteria or existing secondary mortgage market requirements or for which there is no secondary market. Applications must meet four basic threshold requirements: • Compliance with fair housing laws; • Project feasid'6ty; • Ability of member bank to quality for an advance to fund the project; and • Ability of the project to begin using bank assistance with twelve (12) months. Eligible activities include home purchase by eligible families: purchase or rehabilitation of federally -owned or held housing for use as affordable housing; or nonprofit or publicly sponsored purchase, construction and rehabilitation of rental or ownership affordable housing. AHP funding requires affordability restrictions. AHP applicants must be financial institutions who are members of the Federal Home Loan Bank. Applications are typically for individual projects or activities. Eligible activities include existing acquisition, rehabilitation or new cons!ruction of multi -family rental projects with five or more units. Minimum affordability requirements are in place, with priority given to projects which exceed these limits. Applicants may be for-profit developers. non-profit entities, or public agencies. - Community Profile Page 1-81 Community Profile Page 1.82 c W" FIVE-YEAR STRATEGY This Section of the CHAS establishes general priorities for assisting low income residents, based on the analysis of the needs and market and Inventory conditions described in Section L It also sets forth the strategy to be followed and the actions to be taken over the five-year period of the CHAS to address the imbalances between the needs for housing assistance and the affordable housing and supportive services Inventory. A. PURPOSES/OBJECTIVES OF THE FIVE YEAR STRATEGY s _ The purposes/objectives of the Fere-Year Strategy are summarized below: 1. To increase the supply of housing affordable to low income households. 2 To maintain safe and sanitary housing for low income households. 3. To ensure long-term affordability of units for low Income households. 4. To promote homeownership. S. To provide shelter for the homeless. 6. To provide support services and facilities for the following groups: a. The homeless: b. Persons threatened with homelessness; C. Those with special needs; f d. Low income households. i 7. To increase the supply of transitional housing, i t3 To increase the resources available to address housing -related needs identified in the CHAS, # including the number of community based housing organizations (nonprofit and for profit). r a _ Five -Year Strategy Page II -1 F L� Five -Year Strategy Page 11-2 'D B. PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT The rationale for establishing priorities of need among categories of residents, and for identifying which activities and programs (i.e.. strategies) should be pursued to address that need, is provided below. 1. Priority a: Renter Households: Very, Very Low income: Very Low Income: and Other Low Income i. Analysis Need for Housing Assistance 1990 Census data show that within the CHAS Planning Area low income renter households have significant needs for housing assistance. Over 80 percent of very, very iow income and very low income renter households and almost two thirds of other low income renter households experienced housing problems. The problems are even greater for low income renter households within the cities of Lodi. Manteca, and Tracy. Overcrowdng With the exception of large related renter households, overcrowding for low income renter households affects about one -filth of all such hoL%;eholds. For large related renter households, the problem of overcrowding is more significant: over three-fourths of very, very low income and very low income large related renter households. and over two-thirds of other low income large related renter households, were overcrowded in 1990. } Meeting Federal Preferences In terms of meeting Federal Preferences for housing assistance, over half of very, very tow income elderly renter households would qualify, while a third of very low income and about one -ninth of other low income elderly renter households would qualify. For small related renter households, the percentage of very, very low income households meeting Federal Preferences for housing assistance is relatively high: 77 percent. About 30 percent of very low income and six percent of other tow income small related renter households would meet Federal Preferences for housing assistance. Very. very low income large related renter households are similar to elderly renter households of the same income group with respect to meeting Federal Preferences for housing assistance. Over half of very, very low income large related renter households would qualify. A number of jurisdictions within the CHAS Planning Area have recorded even higher percentages. For the cities of Lodi. Manteca, and Tracy, the percentages for very, very low income large related households are 80 percent, 67 percent, and 100 percent respectively. With respect to very low income and other low income large related renter households, the percentages meeting Federal Preferences for housing assistance are even lower than that recorded for small related renter households: 22 percent and two percent respectively. For all other renter households, the percentages meeting Federal Preferences for housing assistance is comparable to those of small related renter households. Sixty-six percent of very, very low income, 30 percent of very low income, and six percent of other low income all other renter households would quality. Five-Ysar Strategy Page 11-3 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority a - Renter Households (cont.) Housino Condition/Vacancy Rates Coupled with the problem of the affordability of rental units for low income households are the problems Of the condition and the vacancy rate of such units. it is estimated that over 40 percent of very, very low income and very low income renter households occupy substandard housing units. Almost 50 percent of other low hnoome renter households occupy units which are considered substandard. The low vacancy rates recorded in 1990 for rental units further exacerbates the problem of finding standard housing accommodations. For two bedroom units, typically needed by small related renter householdL% the vacancy rate was less than four percent. For three bedroom or larger units, which are needed by large related renter household% the vacancy rate was less than three percent. For efficiency and one bedroom units, needed by elderly and all other renter households, the vacancy rate was somewhat better—nearly five percent. it Is generally held that a vacancy rate of at least six percent is required for rental housing to provide a degree of choice in selecting housing accommodations. There is a perception among apartment managers and other housing professionals that the vacancy rate for rental housing has increased since 1990, even for units that are presumed to be affordable to low income households. At the same time, there is a general impression that overcrowding of rental units has Increased. An explanation given for this phenomenon is that the unemployment situation has worsened due to the current recession and that more and more low income households are being forced to seek housing with relatives or friends or to double up. Relationshio to Jobs The critical element in this discussion of housing units which are both available and affordable to low Income households is jobs. In particular, it is not only unemployment which obviously exacerbates the housing and other problems faced by low income households but the lack of jobs which provide a reasonable level of support for such households. To illustrate, to support a two bedroom apartment renting at $573 per month, the HUD -established fair market rent in October 1992. an individual or household would have to be earning a minimum of gd.92 per hour. For a one bedroom unit renting at a fair market rent of $487 per month, the minimum %.rages would have to be at least 58.43 per hour. for a three bedroom unit renting at a fair market rerc of $716 per month, the minimum wages would be $12.39 per hour. A significant percentage of the jobs within San Joaquin County pay at rates below $7.50 per hour. Priorities Prior' 1: For the reasons cited above, a relative numerical priority of 1 was assigned to the following categories of renter households: Very, very low income: elderly; small related; large related; and all other; renter households. Very low income: elderly; small related; large related: and all other; renter households. Prior' 2: A relative priority of 2 was judged to be suitable for the following renter households: Other low income: elderly; small related; large related; all other; renter households. Five -Year Strategy Page 11-4 r PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority a - Renter Households (cont.) Activitles fl. Strategy Development - Investment Plan Analysis of the housing problems experienced by low income renter households indicates that rental assistance, new construction% and rehabilitation are the primary activities that should be pursued over the next five years. Although the Housing Authority provides rental assistance (in the form of Section 8 housing assistance payments) to nearly SW households in the CHAS Planning Area, there are nine times as many households which need and which qualify for that type of assistance. Rental assistance by local jurisdictions and agencies within the CHAS Planning Area should, therefore, be a major focal point of the Frve-Year Strategy. Since the meed for housing assistance payments is so critical, the construction of rental units affordable to lora Income households should also be pursued on a tandem track. Finally, since almost go percent of low income households occupy units which are considered substandard to some degree, both moderate and suba..antial rehabilitation should be pursued, together with such ancillary (secondary) and important activities as the construction of essential infrastructure (e.g.. curbs, gutters, sidewalks; storm drainage; water systems; and sanitary sewer facilities), neighborhood code enforcement. weathertzation, and neighborhood clean-up/paint-up efforts. These ancillary activities often act as stimuli to private rehabilitation efforts and as deterrents to further neighborhood deterioration. To provide local residents with jobs which offer reasonable levels of support, local jurisdictions within the CHAS Planning Area should, whenever possible, hire local contractors to do the work. i -✓ If local jurisdictions within the CHAS Planning Area propose to acquire existing housing units for eventual rental to low income households, they should have the organizational structure, staff, and fiscal resources i necessary. If the unit is to be purchased and then sold to a nonprofit sponsor or to the Housing Authority, it must be brought up to the standards required by that entity (Note: these standards are generally those specified by Federal or State regulations). Housing rehabilitation specialists 'rave noted that this process is both time consuming and expensive, and that this approach may not be the most cost effective method of increasing the supply of rental units affordable to low income households. (1t also may not be preferred by the Housing Authority or the nonprofit, because of the additional complication involved.) Programs The following programs and resources (Federal. State, local, and private) will be pursued over the Five - Year Strategy period. All programs identified as available for the above activities in Section I.0 of this CHAS will be pursued. San Joaquin County will generally support applications for these programs and resources from eligit-le nonprofits :.id other entities when application is limited to such entities. However. when the County is alw :!n e!igtble applicant, it will take the lead and apply directly for funding, financial capacity and staffing resources permitting. ( Note: For a description of the programs, see Section I.C.) Five -Year Strategy Page II -5 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority a - Renter Households (cont.) 1. Primary Activities Rental Assistance A. Federal: HOME - Tenant -based rental assistance Section 8 - Rental certificates Section 8 - Rental vouchers Supportive Housing for the Elderly (Section 202) Utility Payment Assistance (ECIP) Section 515 (FmHA) Rental Assistance Rehabilitation A. Federal: HOME Five -Year Strategy Page 11-5 Low Income Housing Preservation Program CDBG (Section 108 Loan Guarantee) Comprehensive Grant Program Section 515 - (FmHA) Rural Rental Housing Loan Program, Rehab B. State: Low Income Housing Tax Credit Program (UHTC) - Rehab Calif Housing Rehab Program - Renter (CHRP-R) Predeveiopment Loan Program (PLP) State/Local Renter Housing Program Small Mufti -family Mortgage Program Tax Exempt Affordable Mortgage Program (TEAM) C. Local: Redevelopment agencies - Rental/Multi-family Rehab Fee Modification Programs (e.g., deferral, reduction, waiver, etc.) D. Private: Community Reinvestment Act - Rental Rehab Calif Community Reinvestment Corporation (CCRC) - Rent31 Rehab Community investment Fund (CIF) - Rehab New Construction A. Federal: HOME ' Supportive Housing for the Elderly (Section 202) ' CDBG - New construction Section 515 (FmHA) Rural Rental Housing Loan Program Section 514/516 (FmHA) Farm Labor Housing Loan and Grant Program s B. State: Low income Housing Tax Credit Program (LIHTC) - New Construction Rental Housing Construction Program (RHCP) Predevelopment Loan Program (PLP) State/Local R,3ntal Housing Program Small Multi -Family Mortgage Program Tax Exempt Affordable Mortgage Program (TEAM) Five -Year Strategy Page 11-5 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority a - Renter Households (cont.) Five -Year Strategy Page 11-7 C. Local: Redevelopment agencies - New Construction Mortgage Revenue Bond programs Fee Modification programs (e.g., deferral. reduction. waiver. etc.) Developer Incentive programs Infrastructure Financing Districts (SB 308) Marlts-Roos Financing Programs D. Private: Community Reinvestment Act (CRA) - Gap and Acquisition Financing _ Savings Associations Mortgage Company (SAMCO) California Community Reinvestment Corporation (CCRC) - New ` I i Construction Affordable Housing Program (AHP) - New Construction 11. Secondary Activities i infrastructure InstallatiorOmprovements A. Federal: CDBG F 4 B. State: Revolving Loan Program Neighborhood Code Enforcement/Clean-up A. Federal: CDBG e S B. Local: General Fund S a i Weatherization A. Federal: Department of Energy Weatherization Program Dept of Economic Opportunity L -HEAP WX (Low Income Home Energy Assistance) Program I ? Five -Year Strategy Page 11-7 Five -Year Strategy Page 11-8 r PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT (cont.) 2. Priority la: Owner Households: Very, Very Low Income: Very Low Income: and Other Low Income i. Analysis Need for dousing Asswtance As a group, low income owner households are susceptible to a lesser degree to housing problems than low income renter households. However, low income owner households still have significant needs for housing assistance: For very, very low income owner households, except elderly owner households of the same income group, over two-thirds experienced cost burden greater than 30 percent in 1990; over half experienced severe cost burden. By contrast. 59 percent of elderly households experienced cost burden greater than 30 perceru. while 38 percent experienced cost burden greater than 50 percent Very low Income owner households, except very low income elderly owner households, was somewhat better off than very, very low income owner households in terms of the percentages experiencing housing problems. although these percentages were still significant. Sixty-three percent of such households experienced housing problems in 1990 (compared with 73 percent of very, very low income owner households); over half experienced cost burden greater than 30 percent; a third experienced severe cost burden. Very low income elderly owner households were significantly less affected as a group in terms of the percentages experiencing housing problems than other very low income owner households. Thirty-five percent of this group experienced housing problems in 1990; 34 percent experienced cost burden greater than 30 percent; 12 percent experienced severe cost burden. For other low income owner households, except other low income elderly households. the percent needing housing assistance was still relatively significant. Over hag experienced some housing problems In 1990; 42 percent experienced cost burden greater than 30 percent; 16 percent experienced severe cost burden. By contrast. other low income elderly owner households were the least impacted of any household group in terms of the percentage needing housing assistance. Only 16 percent of this group experienced housing problems; 15 percent experienced cost burden greater than 30 percent; only six percent experienced severe cost burden. Moderate income owner households mirror other tow income owner households in terms of the percentage needing housing assistance, although to a somewhat lesser degree. Only nine percent of moderate income elderly owner households experienced housing problems in 1990; eight percent were characterized by cost burden in excess of 30 percent, only two percent experienced cost burden in excess of 50 percenL For all other moderate Income owner households, over half experienced some housing problems; 42 percent experienced cost burden over 30 percent; 12 percent experienced severe cost burden. Five -Year Strategy Page 11.9 PRIORITY'ANALYSIS AND STRATEGY DEVELOPMENT: Priority b - Owner Households (cont.) Housing Condition An analysis of the data concerning the extent to which low income owner households live in substandard housing reveals some interesfiN results. While there are about 5,000 owner units that are substandard. only about one in six (17 percent) are occupied by low income households. This is still a significant number (over SW units) and a significant problem, particularly when it is realized that low income owner households are the least aIle to afford the expense of home repair. The finding that the majority of substandard owner units are occupied by moderate income and higher income households is not surprising. Homeownership in past years has not been attainable for most low income households. First Time Homebuyers With regard to first time homebuyers, the current low interest rates for home mortgages have the potential of allowing more low income households to become homeowners. However, even in this current market it is estimated that, without some form of public subsidy. only a small percentage of prospective low income first time homebuyers will be able to purchase a home. The basis for this conclusion is provided in the discussion which follows. As a group, first time homebuyers accounted for over half of all single family home purchases in the first half of 1993. Home purchases by first time homebuyers were evenly split between those with children and those without children. The fact that fust time homebuyers now account for the majority of housing sales reflects the recent dynamics of the housing market (.e., the lackluster sales of upper end housing in the CHAS Planning Area because of the downturn in home sales in the Bay Area; the downsizing of new units to attract local residents into the housing market; the consequent lowering of home prices: and the reduction in home mortgage interest rates to their lowest levels in 20 years). It is a remarkable reversal of past trends, and even more noteworthy because first time homebuyers face significant obstacles in purchasing a home. Discussions with lenders reveal that perhaps the greatest impediment faced by first time homebuyers in purchasing a home is coming up with the down payment Lerniers report that many first time homebuyers have been able to become homeowners only because relatives have made gifts of money to cover the down payment. Another obstacle in realizing the goal of homeownership is qualifying for a mortgage. Because of changes in lending criteria imposed by the Federal government on banks and savings and loan associations after the banking crisis of the 1980's, commercial lenders seek to make loans only to the most qualified applicants. Finally. there is the problem of earning enough money to pay the monthly house payment. (This problem is often associated with the problem of qualifying for a home mortgage.) Because of these problem many prospective low income first time homebuyers have been unable to purchase a home. While many new and existing homes currently on the market are priced between 585,000 and 5110,000, few low income households can overcome the impediments to homeownership just noted To illustrate the problem. consider the following example: a $100,000 mortgage for 30 years at seven percent interest. Assuming that the applicant has good credit and can make the required down paymerrt, the monthly house payment would be S86S (i.e. S66S for principal and interest on the mortgage: $30 for insurance; $90 for taxes; and $80 for utilities). If a prospective first time homebuyer is to pay no more than 30 percent of household income on housing, the total yearly income needed by that homebuyer to make that house payment would be $31,100. For an 580,000 mortgage at the same rate and term and given the same assumptions as before, the monthly house payment would be 5715 and the yearly income needed to support that payment would be $25,700. In both examples, the only low Five -Year Strategy Page it -10 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority b - Owner Households (cont.) Income households which could afford the monthly house payment are those in the other low income household group, and. in particular. those in the upper end of that group. The primary beneficiaries of these low home mortgage rates and home prices would appear to be moderate income and higher income households. Priorities Priority 1: Given the above anaysi% a relative priority of 1 has been assigned the following categories of owner households: • Very, very low income: existirtg homeowners; First time homebuyers with or without children. • Very low income: existing homeowners (except existing elderly homeowners); and first time homebuyers with or without children. Priority 2 A n,lative priority of 2 was judged suitable for the following categories of owner households: • Very low income: existing elderly homeowners. • Other low income: existing homeowners (except existing elderly homeowners); and first time homebuyers with or without children. Priority 3: A relative priority of 3 was assigned to existing. other low income elderly homeowners. Five -Year Strategy Page II -11 Five -Year Strategy Page 11-12 Al PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority b - Owner Households (cont.) ii. Strategy Development • Investment Plan Activities An assessment of the housing problems experienced by low income owners and low income first time homebuyers and an appraisal of the availability. condition, and affordability of existing and new units lead to the conclusion that debt rnanagemen:,assistance and refinancing assistance, homebuyer assistance, and rehabilitation are the primary activities whiLh should be pursued and used over the next five years. Secondary activities which should be pursued include new construction, infrastructure installation and improvements, neighborhood code ertforcement/clean-up, and weatherization Since a large proportion of low Income homeowners and prospective first time homebuyers are adversely affected by cost burden and in many instances severe cost burden, the possibility of developing a program to assist such homeowners to restructure their debt or to refinance their existing mortgages should be explored Because prospective low income first time homebuyers are largely excluded from the housing market, various gap financing techniques should be investigated and implemented. Finally, in view of the financial limitations of low income owner households to rehabilitate their homes, and the relatively large number of homes within the CHAS Planning Area which are substandard and occupied by low income homeowners, both moderate and substantial rehabilitation is recommended. Secondary activities such as infrastructure installation and improvement is recommended as a means of fostering private rehabilitation efforts among moderate and higher income households, deterring neighborhood deterioration, and stimulating new construction activity. New construction of homes for sale to low income households should be investigated as a cost effective secondary activity, since a number of low income households who wish to become homeowners would be excluded from homeownership -� under other named activities. Programs The following programs and resources (Federa!, State, local, and private) will be pursued over the Five - Year Strategy period, depending on the availability of funding. All prcyrams identified as available for the above activities in Section I.0 of this CHAS will be pursued. (New prcgrams which become available during the FNe-Year period M the CHAS will also be pursued if they have relevance to the activities identified.) San Joaquin County will generally support applications for these programs and resources from eligible nonprofits and other entities when application is limited to such entities. However. when the County is also an eligible applicant, it will take the lead and apply directly for funding, financial capacity and staffing resources permitting. (See Section I.C. for a description of the programs listed.) Primary Activities Debt Management-Assistance../Refinancing A. Federal: HOME HOPE 1.23 CDBG FmHA Section 502 Program First Time Homebuyer Assistance A. Federal: HOME (Gap Financing) B. State: California Homeownership Assistance Program (CHAP) Five -Year Strategy Page II -t3 im PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority b - Owner Households (cont.) CHFA Single Family Housing/Home Mortgage Purchase Pror yam first A. Federal: CDBG B. Local: General Fund Weatherization A. Federal: Dept of Energy Weatherization Program Dept of Economic Opportunity U -HEAP WX Program Five -Year Strategy Page II.14 1 Time Homebuyer Mortgage Credit Certificate Program (MCC) C. Local: Redevelopment Agencies - Homebuyer Assistance Fee Modification Programs (e.g.. deferral. reduction. waiver, etc.) Rehabilitation A. - Federal: HOME CDBG FmHA Section 502 Program B. State: California- Housing Rehabilitation Program - Owner (CHRP-O) C. Local: Redevelopment Agencies - Rehabilitation Fee Modification Programs (e.g., deferral, reduction, wai -er, etc.) D. Private: Community Reinvestment Act (CRA) - Rehabilitation Savings Associations Mortgage Company (SAMCO) U. Secondary Activities New Construction A. Federal: HOME CDBG - New Construction FmHA Section 502 Program B. State: Predevelopmeru Loan Program (PLP) CHFA Single Family Housing/Home Mortgage Purchase Program Developer Budder C. Private: Community Reinvestment Act (CRA) Savings Associations Mortgage Company (SAMCO) Infrastructure Installation/improvement A. Federal: CDBG B. State: Revolving Loan Program Neighborhood Code Enforcement/Clean-up A. Federal: CDBG B. Local: General Fund Weatherization A. Federal: Dept of Energy Weatherization Program Dept of Economic Opportunity U -HEAP WX Program Five -Year Strategy Page II.14 1 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT (cont.) 3. Priority c: Homeless Individuals and Famines 1. Analysis An analysis of the needs of the homeless population was provided in Section I.B of the CHAS. Deficiencies in services were also identified in Section I.B. In accordance wrth that assessment, the following priorities were developed Prlorftles Priority I A relative priority of 1 was given to the following categories of homeless: • Homeless individuals needing immediate and transitional shelter • Homeless famtiies needing immediate and transitional shelter • Homeless persons/farWes who are victims of domestic violence Homeless individuals and homeless families, who have immediate and transitional shelter needs, have been given a relative priority of 1 because there is a shortage of shelter facilities for these groups and because the number of homeless has been increasing in recent years, with this trend expected to continue. Homeless persons who are victims of domestic violence were assigned a relative priority of t because existing facilities for this group are overcrowded and because more counseling services and training opportunities are needed by them. Priority2 A relative priority of 2 was considered appropriate for the following groups of homeless. • Homeless persons who are both severely mentally ill and have substance abuse problems • Homeless persons who have substance abuse problems only • Homeless persons with AIDS and related diseases Homeless persons who are both severely mentally ill and have substance abuse problems were assigned a relative priority of 2 because of two counterbalancing reasons: (1) the need for access into substance abuse facilities which recognize that such individuals have mental health problems as well as substance abuse problems, and (2) the possibility that members of this group could receive income assistance (e.g. SSI) for their mental health problems. Homeless persons whose only disability is a substance abuse problem were given a relative priority of 2 because there is currently insufficient space in residential treatment facilities for them: and supportive housing, especially clean and sober Irving environments, are needed by a number of them leaving treatment Homeless persons with AIDS and related diseases were assigned a relative priority of 2 because, although there are funding sources available to adequately house such individuals at this time, there are deficiencies in supportive housing services (e.g.. outreach, case management) available to them. Five -Year Strategy Page II -15 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority c - Homeless Individuals and Families (cont.) Prior' 3: A relative priority of 3 was judged appropriate for the following groups of homeless: • Homeless persons with severe mental illness • Homeless youth The severely mentally ill homeless were assigned a relative priority of 3 because currently there is a good array of services avallabfe to them, Including outreach, and because such individuals are eligible for SSI income assistance. Homeless youth were assigned a relative priority of 3 because currently there is adequate housing available to meet the needs of runaways referred by parents or police. Although self - referring homeless youth (e.% those who are ejected from their homes or who are involved in family disputes) may need temporary housing, there does not appear to be the numbers of such runaways riving on the streets of this County as in other areas. Five -Year Strategy Page H.16 r W PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority c - Homeless Individuals and Families (cont.) II. Strategy Development - Investment Plan Acttvttles/Programs The following activities/programs should be pursued over the next five years to meet the needs of homeless individuals and families, and for preventing low individuals and families from becoming homeless. Actividles/Proarams to Address EmergencYSheiterfrranskional Housincl_Needs. To address the emergency shelter and transklonal housing needs of homeless individuals and homeless families with children. the following acxivlties/programs wig La pursued: • Continued support of existing shelters (e.g. maintenance. operation, including rent, but excluding staff; insurance; utilities; and furnishings). A. Federal: CDBG ESG MdCinney Act FEMA Runaway and : Homeless Youth Fund B. Private: Donati its (e.g. businesses, organizations, individuals) • Development of additional shefters. When funds become available, additional shelters should be developed. In Lodi, there is a need for a family shelter. In Tracy and Manteca, shelters for single individuals need to be provided. In the Stockton metropolitan area, there is a need to increase the capacity of existing shelters via expansion or to build new shelter facilities. Southeast Asian women are in need of a shelter for victims of domestic violence. Throughout the CHAS Planning Area, transitional housing is needed. A. Federal: CDBG ESG FEMA B. State: ESP C. Private: Donations • Provision of emergency housing and food to homeless persons and families through vouchers. A. Federal: McKinney Act B. State: Homeless Assistance Grant Mental Health Vouchers C. Local: General Relief Five -Year Strategy Page 11-17 4� . Five -Year Strategy Page II -18 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority c - Homeless Individuals and Families (cont.) • Provision of food packages and hot meals to homeless persons and families from non - shelter providers. A. Federal: CDBG FEMA Congregate Nutrition Program (Title III -C1) Golden Age Harvest Program (£itle III -B) USDA Emergency Food Assistance Program B. Locat Donations Private Providers • Provision d assessment. treatment, and referral services to h,)meless persons and families. A. State: Mental Health Funds B. Locat County Matching Funds - Provision of temporary housing for individuals with special needs (e.g.. abused and/or abandoned senior`; individuals who may be at physical or psychological risk; mentally ill homeless; etc.) in board and care homes. A. Federal: Title III Funds (Older Americans Act) �._. B. State: Mental Health Funds C. Locat County Matching Funds • Provision of housing for homeless individuals who are HIV positive or who have AIDS. A. Federat: HOPWA ' F ActiVdies/Programs Needed to Achieve Independent Living To help homeless persons (including persons with special needs who rewire services to achieve and maintain independent living) make the transition to permanent housing and independent living, the following activities/programs should be pursued. d s • Provision of case management services to homeless individuals and families in shelters. 3 A. Federal: SAMHSA (Substance Abuse, Mental Health Service Administration) G Grant McKinney Act c • Provision of case management services to homeless individuals outside of shelters. A. State: Mental Health funds B. Local: County Matching Funds Five -Year Strategy Page II -18 a.. PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority c - Homeless Individuals and Families (cont.) T • Provision of outreach services to the severely mentally ill homeless to enable them to obtain " term supportive housing and other needed services. A. Federal: PATH Grant • Provision of housing on a long term basis, together with supportive services, to homeless persons with disabilities, including serious mental illness. A. Federal: Shelter Plus Care Grant • Provision of transitional schooling for elementary age homeless children in family shelters. A. State: Office of Education Funds Provision of housing assistance funds to homeless families who are eligible for AFDC to enable them to obtain temporary and (later) permanent housing. A. State: AFDC Funds B. Local: County Matching Funds (State AFDC Funds) • Provision of safe, affordable child care to enable single parents and families to pursue training, school, and jobs. t A State: Office of Education Funds B. Local: County General Fund; County Office of Education t • Provision of fami.1 planning services, well -baby care, child health, and disability prevention screenings. A. Federal: Various Federal programs a t • Provision of indlMdual counseling, marriage and family counseling, and parenting training. t A. No know source of funds at this time. Activities/Programs for Preventing Homelessness. To prevent low income individuals and families with children (especially very, very low income families) from becoming homeless, the following activities/programs should be pursued. • Distribution of packaged (bagged) meals, hot meals for seniors, and clothing to low income households. A. Federal: CDBG Congregate Nutrition Program (Title III -C1) Golden AGE Harvest Program (Title ill -B) USDA (Temporary Emergency Food Assistance Program) FEMA r - PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority c - Homeless Individuals and Families (cont.) B. State: Dept of Social Services Emergency Feeding Organization Dept of Aging Brown Bag Program CSBG C. Private: Donations Private Providers • Cortirtued involvement in the Special Supplemental Food Programs for Women, Infants, and Children (WIC) in San Joaquin County. A. Federal: WIC • Provision of income management services for those who are not able to do so (because of mental illness or physical problems). A. State: Mental Health Funds B. Local: County Matching Funds D. Private: Donations • Provision of educational services, emergency services, health and nutrition services. employment placement services, housing subsidies, income management and family r .. based management services to tow income households via Community Centers. l� A. Federal: CSBG B. Local: County Matching Funds • Provision of health-care services to low income individuals and families. A. State: Medi -Cal Medicare B. Local: San Joaquin General Hospital Enterprise Fund C. Private: Services donated by health care professionals Five -Year Strategy Page II -20 s PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT (cont.) 4. Priority d: Non -Homeless Persons with Special Needs 1. Analysis An analysis of the supportive housing needs of non -homeless persons with special needs was providers in Section I.S. of the CHAS. Deficiencies in existing services were also identified in Section I.B. In accordance with that assessment the following priorities were developed. Priorities Priority 1: The only nonhomeless group assigned a priority 1 ranking are farmworkers. Analysis of available information suggests that more low cosi housing and SRO facilities are needed for this group. Priority2: The following groups of nonhomeless persons with special needs were assigned a relative priority of 2: • Frail:IdeFly • Persons with severe mental illness • Persons who are developmentally disabled • Persons with alcohot(other drug addiction problems The frail elderly were given a priority 2 ranking for the following reasons: (t) individuals of this group have more critical health problems than the general elderly population. (2) there is a need for additional residential care facilities for those frail elderly whose only income is SSI; and (3) there is a need for in- home services for those who show signs of dependence or who require emergency medical assistance. Persons with severe mental illness were given a priority of 2 because there is a need for more beds in supportive housing facilities (Note: mental health p.oviders estimate that an additional 100 beds are needed). and because there are not sufficient community r:arment services available. The Developmentally disabled were assigned a priority of 2 because, although there are a sufficient number of board and care homes available to them. there is a need for more supportive living arrangements (e.g.. community-based residences with trained staff) to assist such individuals achieve independent living. Persons with substance abuse problems were given a priority 2 ranking because such individuals are particularly at risk of losing their housing and because there is a need for housing with a supportive environment for those who are in recovery. Prior' 3: The following groups of non-homeleSs persons with special needs have been Given a relative priority of 3: • Elderly persons • Persons who are physically disabled Five -Year Strategy Page 11-21 PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority d - Non -Homeless Persons with Special Needs (cont.) • Persons with AIDS and related diseases r The elderly were given a prioaty of 3 because significant resources are already being committed to meeting the housing and heath needs of this group. In fact, many affordable housing projects have focused on this group. primarily because of the absence of public contra ,rsy. The physically disabled were given a priority 3 ranking because generally such individuals have the intellectual and emotional capacky to manage their own affairs and have income resources available to them. Their primary problem is to adapt the physical environment to allow them to function, a remedy which Is usually low cost and available. Non -homeless persons with AIDS and related diseases have been assigned a priority of 3 because currently there Is fairly respons" mechanism in place to deal with their problems. There is, however, difficulty in providing case management to these individuals. There is also a need for a hospice facility for such individuals In the final stages of the disease. i Five -Year Strategy Page II.22 r PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority d - Non -Homeless Persons with Special Needs (cont.) H. Strategy Development - Investment Plan Activitles/Programs The following activities/programs should be pursued over the next five years to meet the supportive housing needs of non -homeless persons and families with special needs. • Provision of substance abuse counseling, health care, educational services, transitional housing and support services to women dealing with substance abuse problems, and to their children. A. Federal: FOCUS and AIM grants B. State: Med!Cal • Support of housing and supportive living services to developmentally disabled adults and children. A. State: State General Fund B. Private: Private Grants • Provision of in-home care and nursing services, counseling services, money management services, and other support services to the elderly, blind, and disabled to enable them to live in an independent home setting. A. State: Tale XX Funds B. Local: County Matching Funds • Support of adult day care and adult day health care facilities for the elderly. A. State: Medi -Cal Program B. Private: Private Insurance Private pay • Support of halfway houses for women recovering from substance abuse and their children. A. Federat AFDC SSI B. Local: General Fund C. Private: Donations Five -Year Strategy Page II -23 i PRIORITY ANALYSIS AND STRATEGY DEVELOPMENT: Priority d - Non-Hometess Persons with Special Needs (cont.) • Support of halfway houses for single individuals recovering from substance abuse problems. A. Federal: SSI B. Local: County General Fund C. Private. Donations • Provis+on of support services (eg., case management; home nursing care; counseling; rental/mortgage payment assistance) for persons who are HIV positive or who have AIDS. A. Federal: HOPWA Mental Health AIDS Service Grant Ryan White Tile II Allocation I a 9 Frio -Year Strategy Page II -24 I ----------------------------------------------------------------- ---------------------------------------- CHAS Table 2 U.S. Department of Housing and Urban Development Office of Community Planning and Development Priorities lot Assistance Comprehensive Housing Affordablity Strategy (CHAS) 5—Year Plan Instructions for Local Jurisdictions Nam- of Jurisdiction-------------------------~--------------------------------------Five ---Year Period (anter --fiscayrs.) I FY: through FY: San Joaquin County I 93-94 I 97-98 ( I ------------------ I ---------------------------------- Ranters I ---------- -----------( Owners Homeless -- -- INon—Homeless (-----------------------------•----------I---------•------------------I ' Persons I Persvns ( Elderly ( Small I Large ( Ail I Existing list—Time Homeowners I with Special 1 162 I Related I Related I Other (Homeowners -----------------1 hdvdls. I Families ( Needs ( Member J Households i Households I Households I I with I All I I 1 ( Ir.ousaholds 1 (5 or more) 1(5 or more) I I I Children I Others I I 1 A. Household Income ( (A) I (B) I (C) I (D) I (El I (F) I (d) I (H) I (1) -------I 1 (J) ---------------- ---------------1 1. Very Low ---------I----------I 1 t 1 t ---------•I ( 1 ---------I---------I 1 1 ) 1 -------f I 1 J ---------I 1 -------I I SEE NARFI ATIVE I 0 to 30% MFI• --------------- 2. very Low I ---------I --------- I t 1 1 I —=------- 1 t I---------I---------i 1 1 I t -------I I t 1 --------- t 1 I 1 31 to 50% MFl• I I I I I I I ! I I ! --------------- 3. Other Low I---------I----------I i 2 I 2 ----------1 1 2 ---------J I 2 I ---------I 2 -------I I 2 1 ---------I 2 I I I to 80% MFl• I I I I I 1 I I I I - —51 ---I---------I----------i---------•I--------I---------I-------I---------I-------I-------I---------------- ------------------ B. WhAlY I I I I— I I I I ! ! 1. Acquisition ---------------I---- I I --- I I I I I ( I 1 2. Rehabilitation ---------------I---------I----------1----------I---------1---------II---------I I----------1---------•I---------f---------I-------I---------I-------I-------I---------------- I P I P I P I P I P I P I ------- P I I -------------- I I 1------------ ---- 3. Now I P I P 1 P i P I s I s I • I I I Construction I I I I I I I I I 1------- 1------- I I---------------- ---------------- 4. Rental I--------- I---------- I P I P 1---------- I P I--------- I--------- 1 P I I----------------- I"""""'" ... """"I I I Assistance I I I I I 1"""""'"""""""I I I --------------- 5. Homebuyers --------------------•--------------------- I............... .......... ......... .......................I --------- P ---------- I P I P I I I Assistance 1.... .....................................................1 I ( I I -------I I ---------------- ---------------I fi. Support ----1---------i ..------I ---------I -------I Facilities 1 s 1 s J s I s 1 s 1 a i s I P I P I P a service: I I I I I I I I 1 I —— . Or, be -sea upon HUD ad)u sled income (units, it applicable. -- t C. RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS 1. Relevant Public Policies Descrfptlon/Assessment The discussion which follows describes the various public policies (i.e., those policies implicit in statutes, ordinances, regulations, and administrative procedures/processes) in place affecting the provision of affordable housing In the CHAS Planning Area and assesses to what extent the development of affordable housing is influenced by those policies. For purposes of organization, these policies are reviewed for each of the jurisdictions within the CHAS Planning Area. The discussion of each jurisdiction's policies includes a brief narrative on the availability of vacant land designated for mufti -family uses in October of 1991. For the purposes of this section of the CHAS, multi -family designation is defined as Medium High and High Density Residential General Plan designations. San Joaquin Coun The Development Title is the document that implements the County's General Plan. Contained within the Development Title are zoning and subdivision regulations, as well as specific provisions to reduce housing costs and promote housing opportunities. Each of these regulations is described below. Second Unit Dwellings: The intent of this Chapter of the Development Title is to provide a method for permitting additional housing options for the elderly or for those who are ill or infirm. It is intended that second unit dwellings allow such individuals to maintain independent Irving " situations and encourage housing arrangements that prevent their isolation. Second unit dwellings may be permitted in any zone which allows a single-family dwelling as a permitted use. Dwelling Cluster: The intent of this Chapter is to allow for the placement of two or more primary dwelling units, or two or more structures containing dwelling units, on the same parcel, consistent with General Plan policies and zoning density requirements, in order to achieve a more efficient use of land, provide a means of developing difficult sites, promote a more affordable living environment, and encourage the use of common open areas and other amenities in project design. Dwelling clusters may be permitted in any residential zone. Mixed -Use Zoninct The intent of this Chapter is to provide for activity centers containing a variety of compatible and integrated land uses (including large multi-tarniy uses consisting of ten or more dwelling units within one or more buildings) under a coherent plan. Planned Development: The intent of this Chapter is to permit greater flexibility and innovation in the design and processing of projects than would otherwise be allowed under conventional zoning regulations. The goats of the Chapter include: encouraging the efficieni use of land; simplifying the processing of proposed projects by providing a method of concurrent review of land use, subdivision, public improvements, and citing considerations; allowing mixed use projects, containing residential, commercial, and/or civic uses, that are desirable and compatible with surrounding uses; lowering project costs by permitting increases in density beyond those norm^ allowed for standard projects and by reducing the costs associated with road and utility networks: acid encouraging diversity in housing types, styles, and price ranges. Five -Year Strategy Page II.27 ,r RELEVANT PUBLIC POLICIES. COURT ORDERS, AND HUD SANCTIONS (cont.) Density Bonus: The intent of this Chapter is to provide a method by which a major subdivision, minor subdivision, a mobile home park, or a multi -family complex that provides affordable housing shall receive a density bonus and other development incentives. The developer of a project that provides affordable housing shalt receive a twenty-five percent density bonus plus one or more additional incentives if the proposed project will result in any one of the following: twenty percent of the dwelling units affordable to low income households; ten percent of the dwelling units affordable to very low income households; or fifty percent of the dwelling units for senior citizens. The incentives that may be provided to developers of affordable housing projects are reduction in setback. reduction in lot width, reduction in square footage requirements of the tot, reduction in yard dimensions, increase in building height, increase in building intensity, reduction of ratio of vehicular parking spaces per unit, reduction in open space requirements, and reduction in fees. The developer of such a project shall agree to ensure continued affordability of all lower income density bonus units for either thirty years, or a longer period of time if required by the construction or mortgage financing assistance program, mortgage insurance program, or rental subsidy program; or ten years lt the county does not grant at least one of :he additional incentives and it governmerd financing with a longer designated preservation period is not used for the project. The developer shall also enter into a formal agreement with the County to ensure compliance with the provisions of this Chapter. Over the last three years, the County has undertaken a series of steps designed to increase the efficiency of the development process and to reduce the amount of time needed to process development applications. Th.) list of measures taken include: consolidating planning, building, engineering. environmental health, and fire protection personnel in a single location; establishing a 'one-stop' public counter, reducing the required level of administrative review for action on development projects to the lowest permissible level; using preapplication conferences to facilitate the processing of large. complex projects; setting up an appointment system for filing discretionary applications; establishing a permit tracking system to ensure timely processing of applications and permits; consolidating the collection of processing and development fees (where possible); and developing an integrated computer system. The Country collects both biding permit, fees and development impact mitigation fees for residential projects. The former would typically total $1.425.00 for a 1,500 -square foot residence with a 500 -square foot garage. The tatter include fees for traffic, fire, water, and school impacts. Because the County collects fees for a targe number of special districts, whose fees vary widely, it is not possible to a single typical figure for total fees or even a single range of fees. However, the typical ranges for each impact fee is as follows: traffic impact fees range from 52,364 to $3.612 for a single family -residence and from $1,551 to 52,369 for each multi -family residential unit, fire fees range from S.08 to S.29 per squarf: foot of structure for residences, and water impact fees (including administrative costs) for a single-fam':y Five -Year Strategy Page 11-28 RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) residence are $1,18276, with $354.83 for each additional residence in a multi -family residential project. School fees collected by the County generally total 5265 per square foot of liveable area; although some of the County's school districts collect additional fees on their own. The unincorporated portion of the County contains 899 acres of vacant muhi4amily designated land Of that amount, 236 acres are located within the New Communities of Mountain House, New Jerusalem, and Riverbrook. with the remaining 663 acres located In the County's existing communities. For incorporated communities. resrdentW densities are those planned by the cities. The 899 acres represents approximately 3 percent of the County's total vacant. planned residential land. That figure is surpassed only by the figures foc the Cities of Lathrop and Tracy. The County's General Plan does not include policies requiring a specfic ratio of single-family units to mufti -family units. Prior to developmerit of each new community, a community -wide Master Plan and area -specific Speck Plans must be approved. The Master Plan, by General Plan policy, must contain a discussion of the provision of affordable housing. City of Escalon The City of Fscalon adopted a Growth Management Ordinance in 1978 to provide an equitable method of utilizing limited municipal services and utilfties; to provide a method to adequately meet the demand for all city services to the citizens of the community; and to control future rate and distribution of growth. The Ordinance has been revised several times, but the construction of residential units is still limited to seventy-five units per year. The latest revision to the Ordinance permits a developer to carry over building 1—N permits from one year to another. Since the Growth Management Ordinance was adopted in 1978, there -- has been only one year that at least seventy -rive building permits for new dwelling have been issued by the City Bulling Department The City Council may set aside building permit allocations for low income housing. The City's Zoning Ordiriance is consistent with the noted goals and policies of the Growth Management Ordnance. It also contains speciTic provisions to permit duplexes on corner lots with an approved use permit in the R-1 (Single Family ResidentiaQ Zone and to allow second dwelling units on residential lots. The City is currently collecting impact fees for residential construction. The impact fees collected by the City for an average 1,600 -square -foot single-family residence total $8,554, or 511,541 for a home in an area with special development impact fees. School fees are collected separately by the local district. The City has So acres of vacant residentially designated land. None of that land is designated for multi- family residential developmenL The City's General Plan does not include policies requiring a specific ratio of single-family units to muf i -family units. City of Lathrop The first two goals of the City's General Plan Housing Element are to provide and ensure provision of adequate housing for all persons regardless of age, race, sex, marital status, ethnic background, income or other arbitrary factors and to promote and ensure the provision of housing selection by location, type, price and tenure. To implement those goals, the City has adopted a Zoning Ordinance which permits the placement of low and moderate income housing sites, allows manufactured housing as an alternative to stick -built housing as a means to improve housing affordability for tow and moderate income groups, permits the development of single-family housing on small lots under 6,000 -square feet in areas as an alternative to Five -Year Strategy Page II -29 A RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) W meeting affordable housing needs otherwise requiring apartment development, and grants density bonuses for low -moderate, low, and very low income households. The Zoning Ordinance contains provisions for waiving or permitting modification of selected development standards under Planned District zoning procedures for affordable housing projects. Finally. the Zoning Ordinance includes provisions for second unit dwellings and the allowance for residential development within Professional Office zoning districts. The City Is collecting Impact fees for residential development in the following categories: transportation, cultural & leisure. City services, administration, sewer collection, and water connection. The total fee for a single-family residence is $11,035 per dwelling unit and $7,068 for each multiple -family dwelling unit The fees do not include school and fire district impact fees that are collected by the responsible districts. - The City has 9 acres of vacant multi -family designated land included in its 234 acres of vacant residentially designated land. The 9 acres represents 3.8 percent of the total vacant residential land. The City's General Plan policies require that a 70:30 ratio be maintained between new low density and medium/high density residential development City of Lodi In an attempt to preserve Its agricultural land and reduce the encroachment of housing into unincorporated farm and vineyard areas, Lodi voters in 1981 approved Measure A. That action removed unincorporated land from the City's future land use plan and established an agricultural greenbelt around the existing City limits. Annexation and rezoning of land within this greenbelt became subject to voter approval The Measure was repealed by voters in 1987 and has since been replaced by a Growth �`- Management Ordinance with an Allocation Schedule which prescribes a maximum two percent annual residential growth rate. Two of the Goals of the City's General Plan Housing Element are to provide a range of housing types and densities for all economic segments of the community while emphasizing high quality development and home ownership, and to promote equal opportunity to secure safe, sanitary, and affordable housing for all members of the community regardless of race, sex, or other arbitrary factors. The Housing Element also states that its policies, regulations, and procedures shall, while assuring the attainment of City objectives, not add unnecessarily to the costs of producing housing. To implement those Goats, the City's Zoning Ordinance contains specific provisions to assure that affordable housing is available to effected populations within the City. These include granting density bonuses of at least twenty-five percent along with other concessions on development requirements for qualifying affordable housing projects, requiring buyer/renter eligibility screening and resale/rent controls for at least thirty years to maintain the affordability 7f housing units to the originally targeted income groups, and allowing the installation of mobile homes and factory -built housing on permanent foundations. The City is currently collecting development impact mitigation fees for residential construction projects. The fees, which are calculated for each residential project, are based on project acreage and include individual fees for water, sewer, storm drainage, streets, police, fire, parks and recreation, and general fees. The total tees per acre range from 540,170 for low density residential development to 5107,210 per acre for high density residential development. Building permit fees are reduced to a flat fee of 5100 for the rehabilitation of single -(amity residences, using Community Development Block Grant funds. Five -Year Strategy Page II -30 RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) The City has 12 acres of vacant residentially designated land. None of that land is specifically designated for mufti4amily residential development, however, applications may be made for mufti -family projects in the single-family areas. The City's General Plan policies require that a 65:25:10 ratio be maintained between new low density, medium density, and high density residential development. Under the Growth Management Ordinance. the 10 percent is provided by density bonuses. City of Manteca The City has a Growth Management Program which limits residential growth in the City to a maximum of 3.9 percent of the housing stock per year. The City has revised its Zoning Ordinance to provide for a density bonus of at feast twenty-five percent for projects in all residential zoning districts 9 the project reserves at least twenty -Tuve percent of it units for low- or moderate -income households, or at least ten percent of its units for lower income households. or at least fifty percent for qualifying senior citizens. The City has worked with the San Joaquin County Housing Authority in developing procedures and guidelines for establishing income eligibTi dy for the 'reserved' units and for maintaining the units as affordable units over a stipulated period of time. The point rating system of the City's growth management program includes special incentives for the inclusion of housing that is affordable to low- and moderate -income households and qualifying seniors. Under special circumstances, the City may waive its development impact fees for housing projects that are affordable to tower -income households. The total fee on an average 1.500 -square -foot residence would come to approximately $7,814, and include fees for building permits, sewer and water hook-ups, parks and recreation, road and highway improvements, and other City administrative costs. The Redevelopment Agency actively involves itself in the production and rehabilitation of housing units for the benefit of very low, lower, and median income households. The Cedar Glen project, currently under construction, v60 provide 66 units of single-family detached housing for sale to persons of very low, lower, and median income households. The Redevelopment Agency has the ability to participate with land write- down, payment of development fees, Down Payment Assistance, and moderate to minor rehabilitation. The City also has entered into an agreement with the San Joaquin County Housing Authority to participate in the Mortgage Credit Certificate Program for first time homebuyers. To increase the availability of affordable housing, the City has amended its Zoning Ordinance to provide for the development of mobile homes and mobile homes parks in all residential zones and may also consider allowing mixed residential -commercial projects in commercial designations and zoning districts. The City also allows mobile home and factory -built housing that is installed on permanent foundations and that meets all zoning requirements on any residentially -zoned parcel. Finally, the City evaluates the effect of existing and proposed fees on the cost of new housing, when revising the development fee structure. The City is embarking on a comprehensive Public Facilities Implementation Plan to identify infrastructure needs that will be required fol all new development over the next fifteen to twenty years. This should help development of all types of housing, as well as commercial and industrial by identifying improvements and asscciated costs up front. Also the City, through its Redevelopment Agency attempts to actively expedite and recruit affordable housing projects and these projects include some units set aside for very low, lower, and median income households. The City has 49 acres of vacant multi -family designated land included it its 1098 acres of vacant residentially designated land. The 49 acres represents 2.5 percent of the City's total vacant residential Five -Year Strategy Page II.31 r RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) land The City's General Plan policies require that a 30:20 ratio be maintained between new single-family and multi -family residential development. City of Ripon The Housing Element of the City of Ripon's General Plan states that it is the goal of the City to provide decent housing and a quality Hying environment for an resident regardless of race, religion, sex, marital status, ancestry, national odgiM color, or economic level. To attain this goal, the City has developed a housing strategy and zoning ordinance to provide housing opportunities by means of designating lands for residential use which will promote affordable housing for an segments of the community and to participate in programs which will genre and rehabilitate the City's existing housing stock. The City permits mobile homes and manufactured housing units in residential zones, subject to meeting existing z: ring requirements. The City of Ripon has adopted a density bonus program that permits up to a twenty -ince pement increase in allowable residential units along with other incentives for qualified affordable projects. Zoning regulations have been amended to allow placement of duplexes on corner lots within new subdivisions without the requirement for special permits in an effort to better integrate affordable housing into such developments. Development impact fees are being collected by the City for single-family and mufti -family construction projects. The fees are based on building permit (based on project valuation, plan check fees. energy compliance, and plumbing, mechanical, and electrical fees), park, garbage, traffic, capital improvement. and school fees, as well as sewer and water hook-up fees. The local fire district also collects fire impact fees for all covered structures. The City has 16 acres of vacant residentially designated land. None of that land is designated for multi. family residential development. The City's General Plan policies require that a 80.20 ratio be maintained for the number of acres of land developed with new single-family and mufti -family residential development. City of Tracy The City of Tracy recently adopted a new Housing Element for its General Plan that places a greater emphasis on the provision of affordable housing than the previous document. In order to implement *Iiat Plan, the City will develop a density bonus program for affordable housing, matte revisions to its second unit provisions, and has exempted affordable housing projects from the City's Growth Management Ordinance, which established a residential growth allotment permit process. The City will also give priority to senior citizen and affordable housing projects as they are submitted for processing. The City is collecting impact fees for residential development. The City has 38 acres of vacant mufti -family designated land included it its 638 acres of vacant residentially designated land. The 38 acres represents 6 percent of the total vacant residential land in the City. The City's General Plan does not include policies requiring a specific ratio of single-family units to multi -family units. Five -Year Strategy Page II.32 7 RELEVANT PU13UC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) Strategy to Address Negative Effects San Joaquin Cournv The County has identified a number of constraints to development, in general, and providing affordable housing, in particular. These include utter- and intra -governmental coordination. consistency of the process, duplication of permit and inspection services, the cost of streamlining, impact fees, lack of coordination between State departments, new regulations, and California Environmental Quality Act (CEQA) evaluation. Those items that are beyond the ability of the County to influence (e.g., lack of coordination between -State departments, new State regulations, and required CEOA evaluation) have been noted and the nature of the problems affecting the County have been outlined to the State. The problems relate to the irtconsis m application of State regulations by different agencies and personnel in those agencies, tads of timely response by the State to requests for information and comment, and detachment of State personnel from the process and as a result they are insulated from complaints about regulations and functions. Those constraints over which the County has influence are included in the five. year strategy and are discussed in the following paragraphs. Inter- and Intra-oovemmental Coordination: In spite of its efforts to consolidate permitting authority into a single authority in a single place, a number of County and non -County (school, fire, water, and sewer districts) agencies have chosen not to participate in the process. For that reason, the concept of •one- stop' permitting remains a somewhat slusive goal. Efforts to improve the efficiency of and bring more agencies into the process will still be made, however, through continued work by County administrative staff working in conjunction with representatives of the permitting authorities. Consistency of the Process: Experience has shown that there exists a general lack of consistency and unevenness in the application of regulations throughout the permitting process. Specifically, there are differences between the way that individual cities and the County administer what are essentially the same regulations. Having to learn how to operate within multiple permitting systems leads to difficulties and confusion on the part of the development community. To alleviate this problem, County staff will continue to meet with developers and other users of the permitting system on an on-going basis to improve the operation of the system. Duplication of Permitting and In:.pection Services: The County Community Development Department has completed the first round of coordinating and consolidating, where possible, those permits required for development that are under its control. As noted, after three years, deficiencies still exist and areas for improvement can still be found. Integrating this process with the permits of other agencies (e.g.. septic tank permits, sewer hook-ups, fire permits, hazardous materials storage permits, air pollution permits, as well as permits required by State agencies) and reducing duplication of effort will continue to be a goal of the County. As an example of continuing efforts being made in this area, the County is currently in the process of taking over a number of responsibilities that have previously been given to local fire districts. The Cost of Streamlining: Although certain efficiencies and savings are realized through reorganization, many of the improvements to the permitting system that have been identified result in the need for increased staffing levels. The cost of providing additional staff in these recessionary times is becoming an increasingly difficult problem. The solution to this problem, at this point, can only come in one of two ways: either by increasing the fees charged for the services that are being provided or by decreasing the level of service to other programs and divisions within the organization. Five -Year Strategy Page 11-33 7 RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) Impact Fees: The number and amount of impact fees has increased dramatically in most jurisdictions over the fast few years, including In San Joaquin County. These fees, since they are developed by a large number of taxing agencies (�.e.. local governments, school districts, fire districts, air pollution control districts, water districts), vary widely. According to the development community, a more uniform and consistent way of paying for the cost of development is needed. To alleviate this problem. County staff will continue to meet with developers and other users of the system on an on-going basis in an effort to standardize the amount and application of impact fees. The San Joaquin County Board of Supervisors in December of 1991 appointed a sixteen -member task force, known as the San Joaquin County Affordable Housing Task Force, to review the issues and constraints related to affordable housing to the County and report back to the Board. The Task Force has 8natized its recommendations and wo present them to the Board of Supervisors in November of 1993. Depending on the action taken by the Board additional actions may be taken by the County to eliminate Constraints to providing tow income housing and Increase the availability of this type of housing to specific Identified populations in the County. City of Escalon The most obvious constraints to providing affordable housing in the City are the lack of provisions in the zoning ordinance for density bonuses and other incentives. Escalon's overall goal over the next five years is to balance social, environmental, economic, cultural, and aesthetic concerns to create and maintain the best possible living environment for all residents. More specifically, the City's General Plan is due to be updated in the next two years and it is tentatively planned to include many items addressing policy constraints to affordable housing, such as fast-track processing for housing projects affordable to low and moderate income households, revision of the number of permits allowed under the Growth Management Ordinance or to set aside permits for projects for low income households, amendments to the General Plan and zoning for parcels suitable for medium and high density residential development, rezoning of suitable commercial parcels for high density residential use which includes lower income housing, facilitating building permits for rehabilitation of existing residences, providing assistance in preparing plans and obtaining building permits. The City will also provide density bonuses to residential developers of five or more units which provide at least twenty-five percent of the units for low and moderate income households, provide reductions in minimum required lot widths/sizes and street widths for pedestrian - oriented projects with affordable housing components, and require fewer other development improvements (e.g.. alowtng hammerheads instead of cut -de -sacs for non -through streets) for affordable housing projects. City of Lathrop In order to ensure that the City maintains an environment that is conducive to affordable housing, the City Will on an on-going basis consider the impact of zoning/subdivision regulations and development fees on the provision of affordable housing. The City will monitor their effect on housing costs al to take SU -.h additional steps as may be necessary to alleviate these costs. The most important housing -related program planned by the City for implementation is the creation of a Redevelopment Agency, the adoption of a Redevelopment Plan, the designation of project areas, and the preparation of plans for the systematic elimination of blighted conditions within existing residential areas and the provision of replacement housing where necessary. It is anticipated that the Redevelopment Agency will be involved in the rehabilitation of rental and owner -occupied housing units, as well as other affordable housing programs Five -Year Strategy Page I1-34 me RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) for tow and very low income residents. This action, though being started in the first year of the CHAS, will be on-going throughout the five-year CHAS. The actual funding of the Redevelopment Agency is not anticipated unta the third year d CHAS. Although Me City does not have a provision for deferring or waiving the payment of Capital Facility Fees (impact fees) in most cases, k is wrisidering a provision for loans that can be made from the Capital Facility Fee Fund for up front payment of the fee and then repaid over time by the developer of projects that provide affordable housing. The City is also investigating the use of a Below Market Rate Housing Program to stimulate new affordable housing units by offering incentives for developers who sell or rent at least twenty-five percent of their units under the prevailinr7 market value. City of Lodi Given the stated provisions of the General Plan and zoning standards, the City believes it has no policy constraints to the development of affordable housing. While the City has no Redevelopment Agency or other agency mechanisms with which to actively pursue the provision of affordable housing, there are no identified public policy barriers to the development of such housing. The City will continue to maintain its policies which allow the provision of high density housing. City of Manteca .-� While the City has a Growth Management Program which limits residential growth in the City to a maximum of 3.9 percent of the housing stock per year, it does not believe that this program, nor the City's development fees, building codes, or zoning ordinance, adversely affects the provision of affordable housing or acts as a disincentive to the development of affordable housing. Through the use of redevelopment funds, the development of affordable housing is actually encouraged by providing financial assistance to developers. The City's Growth Management Program also encourages the development of affordable housing by providing extra points to projects that are point -rated and to those that provide affordable housing. The City actively uses development agreements to provide affordable housing, in exchange for entering into these agreements, developers are provided access to sewer allocations and bulling permits. Those projects with development agreements that do not provide affordable housing are charged an Affordable Horsing In Lieu Fee of $500 per unit, which is then pooled to help provide affordable housing elsewhere in the City. The City has no strategy to remove negative effects of the public policies, since no negative effects have been identified. During the next five years the City will continue its existing policies that suppon the provision of affordable housing. City of Ripon In spite of not having any vacant land specifically designated for multi -family development, the City h:,s taken actions to provide opportunities for tete construction of affordable housing. The City has formed an affordable huusing committee, consisting of members from the Planning Commission, City Council, and staff, to monitor progress of the programs in the Comprehensive Housing Affordability Strategy and to assist project proponents in identifying funding sources and potential project sites. Renter and owner - occupied residential rehabilitation programs have been implemented throughout the community using Five -Year Strategy Page II -35 r RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) Community Development Bloc Grant and Redevelopment funds. The above -noted actions will continue to take place during the five years of the CHAS. City of Tracy Ginn the rioted General Pian and zoning provisions„ the City believes it is dealing v' i the constraints to provding affordable housing in the City of Tracy. The City Will continue to cooperate with the San Joaquin County Housing Authority and non-pror'd providers of affordable housing to provide rental units or assistance to eligible tenant households, to identify preference buyers for assisted units and to develop financing strategies tareWh those units as affordable, to review and revise existing ordinances to ensure that none discriminate against any residential development because of method of financing or intended occupants. and to coordinate with agencies that address housing issues. The City will also give priority to senior citizen and affordable housing projects as they are submitted for processing and continue to exempt them from the Growth Management Ordinance. Five -Year Strategy Page II -36 T Allow RELEVANT PUBLIC POLICIES, COURT ORDERS, AND HUD SANCTIONS (cont.) I Court Orders and HUD Sanctions San Joaatrin County c The County is not under any court orders or sanctions. City of Escaton There are no caorders, consent Jec:rees. or sanctions imposed on the City o1 Escalon. ul 4 City of Lattuoo I 1' There are no sanctions or court orders that have been levied against the City of Lathrop. City of Lodi The City is not under any cart orders or sanctions regarding the provision of affordable housing. City of Manteca The City has received no court orders or HUD4mposed sanctions that affect the provision of assisted housing or fair housing remedies. ' � I I City of Ripon The City is not under any court orders or sanctions. i z i City of Tracy s t There are been no court orders, consent decrees, or sanctions against the City pertaining to the provision of affordable housing. Five -Year Strategy Page II -37 - -T Fire -Year Strategy Page II -38 r D. INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION i. Description Public Institutions, Nonprofit Organizations, and Private Industry: Their Rotes, Programs, and Relationships Each organization that plays a part in the Institutional structure which carries out the affordable and supportive housing strategy is named and identified by type and purpose in TABLE 2A. In this CHAS Pia ring area. San Joaquin County and the cities of Escalon, Lathrop, Loci, Manteca, Ripon and Tracy work together as a CDBG Entitlement area In this capacity they prepare a Community Development plan with both short and long term community development objectives. These entities have also been cooperatively involved in the preparation of this CHAS, as has the Housing Authority of San Joaquin County, the major provider of low-cost housing in this area. What follows is a description of the roles of each of these entities and the programs they are implementing. Because these are governmental agencies with discrete physical boundaries, each is primarily responsible to deal with housing Issues within its own borders. That is, each city and the county Is charged with accomplishing the objectives of the Five -Year Strategy within its jurisdiction. unless otherwise noted each entity may engage In rehabilitation, infrastructure installationliimprovements. weatherization, neighborhood code enforcement/clean-up, homebuyer assistance, rental assistance, new construction, and debt restrumtringtreliinancing within its jurisdiction. Such activities are implemented according to the amiability of funds and local priorities. Included in the discussion of each governmental agency are the community organizations with which it contracts to help achieve its housing goals. Funding is provided by a wide array of federal, state and local sources. (Further information on each of these organizations, as well as information on funding sources, can be found in the Community Profile.) Also included are those private businesses which work with the governmental agency as part of that agency's housing suategy- Countv of San Joaouin The County is the lead agency in the CDBG Entitlement area with the cities of Escalon, Lathrop, Lodi, Manteca, Ripon and Tracy. It is also the lead agency in the preparation of this CHAS. For the last several years San Joaquin County has allocated a portion of CDBG funds through contracts with local nonprofit orgatii�ations, because each of these is it a unique position to provide a specific needed service: the Ste—' to Joaquin Community Housing Resource Board (CHRB) for a fair ;rousing program, tf , ... : ood Bank, the Senior Service Agency for a new central kitchen, and the Stockton r .ne Homeless. The Coulrty is also engaged in a new venture with the San Joaquin Housing Authority. The County, in conjunction with a local contractor. will be constructing single family homes which will be sold to the Housing Authority. The Housing Authority, in tum, will rent these homes to its higher -income tenants, thus freeing space in the public housing units. Five -Year Strategy Page 11-39 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont.) Community Development Department The Community Development Department is charged with the responsibility to monitor and respond to the housing needs of those who reside within the unincorporated area of the county, and, to a lesser extent. the entire county. This Department takes the lead among the six cities in responding to federal and state requirements and opportunities, such as tate HOME and CHDO programs It operates the Neighborhood Preservation Division, which deals with housing rehabilitation :or both owners and renters; the upgrading of neighborhoods; the utilization of grant funds for innovative programs. such as those which leverage non -County public and private sector investments in housing acquisition and rehab programs; and the involvement of private sector lenders in construction, bridge and permanent financing. Currently the Department is wonting with the Stockton Savings Bank on a gap financing program for first-time homebuyers. Mental Health Services The County's Mental Health Services has the primary responsibility for the severely mentally ill. With state and local funds, R contracts with several local agencies for services for the homeless: the Archway Shelter. the Haven of Peace, the Hope Family Shelter, Jesus Saves Ministries, McHenry House, Safe House, St. Mary's Interfaith Dining Room, and the Stockto:. Shelter for the Homeless. Mental Health contracts with Crestwood Manor for day treatment and for inpatient services for the elderly merualy ill. lt works with a system of licensed board and care homes, and has a contract with the University of the Pacific to manage the Colonial Apartments, a transitional housing program for those who have been in inpatient treatment. Office of Substance Abuse The County's OSA:manages a spectrum of programs, among which are those which provide services to people with problems with drugs and/or alcohol. It has contracted with the Women's Center of San Joaquin County to provide housing for substance -abusing women and their children in its FOCUS and AIM programs. Public Health Services The Public Health Services, Community Services AIDS Program, has 11 state and federal HIVJAIDS grants to provide both direct and indirect services for its clients who are HIV positive or who have AIDS. In tum, it contracts with the Stockton Shelter for the Homeless, the San Joaquin AIDS Foundation, the Agricultural Workers Health Center, Planned Parenthood, and Berryman House to provide housing and casework -related services. Department of Acing & Community Services The Department of Aging dispenses MclCnney funds to house families during the winter months in the Anesi 3 Migrant Camp; the migrant camps are owned by the State and managed by the Housing Authority. Community Services contracts with the Stockton Shelter for the Homeless to provide casework services for these families. Five -Year Strategy Page I"o r INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont.) The University of Cardomia C000eratfve Extension The Cooperative Extension, which Is partially funded by San Joaquin County, operates an expanded Food and Nutrition Education program for the low income. It is also working with the Housing Authority to provide services to their residents. City of Escal n Escalon has utilized CDBG hinds for the Stockton/San Joaquin Community Housing Resource Board for several years, and has provided funds to assist the Senior Service Agency. It also constructed a sidewalk to increase the accessibility of the downtown area for seniors and the handicapped, and renovated an existing facility for access by the disabled City of Lathrop Lathrop hzs utilized CDBG hutds to contract for services with the CHRB, the San Joaquin Food Bank, and the Senior Service Agency. It also initiated a low income lighting project. The City has operated a Housing Rehabilitation program for homeowners under the direction of and in cooperation with the San Joaquin County Neighborhood Preservation Division of the Community Development Department, utilizing both CDBG and HOME funds. Lathrop also is creating a Redevelopment Agency which will involve various housing related acdAkm Including rental and homeowner rehabilitation and affordable housing programs for low and very low income residents. City of Lodi Lod has utilized CDBG funds for the CHRB, the San Joaquin Food Bank, the Senior Service Agency, and for the Women's Center's Lod branch. It also provides funds to the Lodi Community Center run by the County for vouchers for DW A -Ride for seniors and other low income residents. The Lodi City Council created the.Eastside Improvement Committee to empower citizens to fight crime, drugs and blight; CDBG funds cover its basic expenses. Also. CDBG funds have been used to rehabilitate the historic structure which houses the Archway Shelter, improve parks, and replace curbs for handicapped accessibility. City of Manteca Manteca has utilized CDBG funds for the CHRB, San Joaquin Food Bank, and the Senior Service Agency. Manteca has a Redevelopment Agency which provides services through several programs. The Senior Housing Rehabilitation Program provides health- and safety-related repairs to seniors in their owner. occupied homes. The Down Payment Assistance Program provides low-interest loans to qualified first. time buyers to purchase single family residences. The Agency is participating in the Cedar Glen Affordable Housing Project. a 66 -unit single-family residential development for very -low to moderate income residents. The Agency contributed toward the purchase of the Hope Family Shelter; loaned funds to the Manteca Historical Society for purchase of a historical building for a newly established museum; provided funds for the relocation and expansion of the Manteca CAPS program for the developmentally disabled; and assisted the Manteca Adult School with the purchase of equipment for satellite transmission of classes from California State University, Stanislaus. The Redevelopment Agency also funds Manteca's contribution to the San Joaquin Partnership, a county -wide economic development program. Five -Year Strategy Page il-41 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont.) c City of Ripon Ripon has utilized CDBG Funds to fund ACLC, a nonprofit housing developer, the CHRB, the San Joaquin Food Bank, and the Senior Service Agency. It funds a Senior Adult Day Care program operated in conjunction with the Bethany Home Society, a provider of residential services for seniors. Ripon recently forted an Affordable Flousintg Committee, consisting of members from the City Council, the Planning Commission, and staff; its goal Is to assist project proponents in identifying funding resources and potential project site% and to monitor the progress of the programs of the CHAS. Ripon also has a Redevelopment Agency wNd will provide housing services for seniors and the low income. CIN of Tracy The City of Tracy utilizes CDBG funds for a variety of community projects. Among these have been: Boys & Girls Club Gang Intervention Program. Boys b Girls Club Scholarships, the CHRB. Good Samaritan Brown Bag Program, Good Samaritan Senior Day Care, Larch Clover Day Care Center, McHenry House, San Joaquin Food Bank, Senior Service Agency, and Tracy Interfaith Ministries. Tracy also has a Redevelopment Agency which provides 20% of its funds to assist in the provision of low income housing. Currently Tracy is exploring the possibility of a joint venture with ACLC to develop a 37 -unit apartment complex with a day care center for low income families. Housing Authority of the County of San Joagukn The Housing Authority is responsible 11or over a thousand units of public housing and 2.650 units of Assisted Housing - Section $ administers a Family Self -Sufficiency Program; operates the Mortgage Credit Certificate Program; and manages fax migrant housing projects. The Housing Authority also has a cooperative agreement with each city and with the county, authorizing it to carry out its Section 8 housing program within each jurisdiction. The Federal Emergency Management Act (FEMA) Board. FEMA allocates approximately $400.000 to San Joaquin County annually; these funds play a critical rote in the provision of services to the homeless, hungry and poor in this CHAS Planning area. The funds are distributed through a local Board wNch is set up and administered by the local United Way of San Joaquin County. This Board has established criteria for distribution of the funds and over the years has been a vehicle for interagency cooperaion. Agencies which currently receive assistance through this program are: St. Mary's Interfaith Dining Hall; Stockton Shelter for the Homeless: Haven of Peace; Gospel Center Rescue Mission; Lodi Salvation Army; Emergency Food Bank; the County Department of Aging, Children's and Community Services' Community centers; Stockton Salvation Army; San Joaquin Food Bank; Mc Henry House; Women's Center of San Joaquin County: Tracy Interfaith Ministries. Other Agencies It is noted that a number of programs fisted in the Community Profile which provide housing -related services and supportive housing do so apart from any formalized relationship with local government. Some examples of these programs include many of the halfway houses, most services for the developmentally disabled, and nonprofit organizations that depend solely on philanthropic donations. Five -Year Strategy Page II -42 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont) These programs play a vital role in the community and their goals tie in with this CHAS strategy but at this time they are not part of the institutional structure. Intergovernmental Coordination and Cooperation Coordination and cooperation can be classified in three categories of relationships: between public agencies, between public agencies and nonprofit organizations. and between nonprofit organizations. In the public -public category. • the Mortgage Credit Certificate Program was established and is administered by the Housing Authority; it is operated through a cooperative agreement with the cities and the County. • The operation of the CDBG Program is undertaken by the cities and the county as cooperative venture. • The Ripon Redevelopment Agency and the County of San Joaquin are exploring methods of working together for programs for the elderly and low income persons. • The Housing Authority has cooperative agreements with each of the cities and with the county for the operation of its Section 8 housing program. • The San Joaquin County Community Development Department, Neighborhood Preservation Division, administers Lathrop's, Lodis, and Ripon's housing rehabilitation programs for homeowners, utilizing both CDBG and HOME funds. • The County currently is assisting the City of Ripon by administering its Redevelopment Agency funds. In the public-nonprort category, there are a multitude of examples of working relationships expressed through cont. -acts between governmental agencies and nonprofit organizations for the provision of services. Most of these are listed above in the organizational structure. In the nonprofit -nonprofit category, the Affordable Housing Coalition and the Emergency Food & Shelter Coordinating Committee are prime examples of coordination and cooperation. Each has an open membership which is composed of representatives from the key agencies and organizations involved in providing the service. The Affordable Housing Coalition has brought together representatives from the building and construction industries, financial institutions, community groups and affordable housing advocates to share ideas, generate interest in affordable housing, educate the community, and encourage innovative partnerships. The Emergency Food and Shelter Coordinating Committee has actively worked to more clearly define roles, eliminate duplication, foster cooperation and the sharing of resources and information, and improve the delivery of services to the needy. Five -Year Strategy Page II -43 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont) If. TABLE 2A INSTITUTIONAL STRUCTURE: PARTICIPATING ORGANIZATIONS NAME ME PURPOSE ACLC Nonprofit Public Housing Archway Shelton Nonprofit Social Services Bethany Horne Society Nonprofit Social Services Cafl(omia, State of Public Public & Mental Health Funding Community Housing Resource Board Nonprofit Housirm Services Eastske MVmvwwnt Corrmase (Loon Public Community Development Escalom City of Public Ping Agency Haven of Peace Nonprofit Social Services Hope FamBy Shelter Nonprofit Social Services Jesus Saves Ministries Nonprofit Social Services Lathrop, City of Public Planning Agency Lathrop Redevelopment Agency Public Community Development Lodi. City of Public Planning Agency Manteca. City of Public Pinning Agency. Manteca Redevelopment Agency Public Community Development McHenry House Nonprofit Social Services Ripon, City of Public Planning Agency Ripon Redevelopment Agency Public Community Development Sate House Nonprofit Social Simices San Joaquin County Public Planning Agency SM Housing Authority Public Public Housing San Joaquin Food Sank Nonprofit Social Services St Mary's Interfaith Dining Room Nonprofit Social Services Senior Service Agency Nonprofit social Services Stockton Savings Bank Private Financial Instituflon Stockton Shelter for Vie Homeless Nonprofn Social Services Tracy, City of Public Planning Agency Tracy interfaith Ministries Nonprofit Social Services Tracy Redevelopment Agency Public Community Development Unitd Way of SJC Nonprofit Soda) Services University of Califomis Extension Public Educational Institution University of the Pacific Private Educational Institution Five -Year Strategy Page II -44 A INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (Cont.) iii. Overcoming Gaps Assessment of the Capacity of the Structure to Carry Out the Housing Strategy The current organizational structure for CDBG consists primarily of a Technical Advisory Committee and a Policy Advisory Committee which report to the City Councils and the Board of Supervisors regarding the allocation of CDBG funds. This structure is modified as needed for other cooperative ventures, for example, the preparation of this CHAS. The Technical Advisory Committee Is comprised of a representative of each city's and the county's professional Manning or administrative staffs. The members present needs from their jurisdictions and make for the allocation of their share of CDBG funds. For the preparation of the CHAS. this committee was augmented by representatives of the Housing Authority, Mental Health Services, and the Human Services Agency. The Policy Advisory Committee consists of one elected official from each jurisdiction. The PAC meets with representatives from the TAC, reviews their recommendations, and takes them to their respective full bodies for action. The method of allocating CDBG funds for the CHAS area basically consists of independent decisions made by each of the cities and by the county. While County staff review these decisions to assure their appropriateness under HUD standards, nevertheless, each entity has its own internally -set goals determined by the professional assessment of staff and the input of elected officials who know the preferences of their constituents. Within this process each entity also makes its own decisions about contracts with nonprofit organizations. Identification of Strengths and Gaps The system outlined above has many positive benefits. These include: Autonomy in decision-making Each city is in the best position to assess and determine the principal needs its community faces. The county has a comprehensive view of the unincorporated area, as wen as first-hand understanding of the health and human welfare needs of the entire population, sir -.e it is the principal provider of these types of services. The develooment of relationships and_Loint_ventures between governmental and nonprofit agencies. Contracts with nonprofit organizations have the benefit of maximizing public fut ids by blending them with private sources within the community. This process also leads to fuller cooperation and increased understanding of the mutual challenges faced by both the private and public sectors. It is notable that over the cast several years it has frequently been the case that several governmental entities contributed CDBG funds to a nonprofit organization providing services throughout the county, such as the Senior Services Agency with its congregate Mews Program and Meals -on -Wheels, and the San Joaquin Food Bank, which gathers food and distributes it to agencies serving the poor throughout the county. Such 'pooling' of funds has enabled agencies to complete their capital projects within a shuner time fame, greatly increasing their ability to be responsive to community needs. Five -Year Strategy Page II -45 1 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont.) • The creation of effective Public-private oartnershios. We have the flexibility to leverage non - County public and private sector investments in affordable housing, housing acquisition and rehab programs. We have been able to seek the involvement of private sector lenders in construction, bridge and permanent financing. Several gaps have been identified in the way this system is currently operating. • Decisions on fundlng, because they are made independently by each jurisdiction, may not have the benefit of a full assessment of all the needs of the community. Certain needs could be overlooked or -not given their due importance. • Many nonprofit organizations are unfamiliar with the CDBG process, are unaware of what is available in terms of federal programs and grants, and In general do not know how to access the system. A very limited number of nonprofits have applied for CDBG funds within the last several years. • Because of HUD's 15% cap on funding for community programs with CDBG funds, if one entity chooses to allocate a significant amount of funds to nonprofit organizations, the remaining entities are limited in the funds they can distribute for public service activities. • We need to proMe an outreach and education component for private for-profit and non-profit developers, providing information, training, and technical assistance. • The current system of distribution of governmental funds in general tends to encourage agencies f. to be grant -driven in their direction, rather than basing their programs primarily on their own assessment of what is needed. What tends to emerge is an agency -by -agency approach, a grant -by -grant approach, to dealing with community problems such as homelessness. Mo.e broad-based grants which allow greater flexibility will encourage a. more accurate response to community needs. • Some available funds may not be utilized because the cities and county are unaware of them, and consequently cannot apply for them or encourage other entities to do so. It would be helpful to have a specific office or individual responsible for researching and preparing grant applications, as well as for providing technical assistance to nongovernmentam agencies. • Ways need to be found to encourage public/private partnerships such as joint ventures between for-profit and non-profit housing developers. • There are a limited number of non-profit and for-profit organizations which are involved in the development of affordable housing. Methods of encouraging a broader range of participation need to be identified • A number of nonprofit organizations provide supportive housing and housing -related services but they are not included in this institutional structure because no funding links connect them to the local goverment entities who are responsible for the CHAS. Communication with them is extremely limited and needs to be enhanced. Five -Year Strategy Page II -46 7 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (Cont.) Identification of anv naps that may result In homelessness The insutticieru amount of shelter space, especially for families but also for singles to some degree. is a paramount problem. The absence or funded transitional housing programs, especially for families leaving shelters, is a serious gap. A change in regulations (June 1993) governing General Relief, a public assistance program for indigent adults whose funding source is exclusively the County's General Fund, is threatening the survival of halfway houses which rely on each participant's cortri'bution of hisJher GR check in order to meet basic costs. A cutback in staffing has [=eased the length of time persons must wait to receive assistance. In addition, funding cutbacks are expected during the first halt of 1994 which will reduce the total grant to each recipient and lead to greater reliance upon private agencies for supplemental assistance. • The State's decision that local Mental Health programs are exclusively for the severely mentally ill means that many of those with lesser but stip significant problems will not receive County services. Those described as `in need of mental health services' are in danger of becoming more ill and less able to cope without professional assistance. For those who have housing, i deterioration of their condition could lead to homelessness. For the homeless. reduction in the availability of services may prevent them from reentering the main stream of the community. There is not a regular source of funding in this CHAS area for those in danger of losing a residence because of lack of funds due to job loss, illness, etc. In addition, only very limited funds are available for rental and utility deposits needed by those moving from shelters or other temporary housing to a more permanent residence. Actions In order to deaf effectively with the gaps in this delivery system and develop a comprehensive plan to meet our community's needs, the principal deficiencies need to be identified and agreed upon and strategies formulated to correct them. An improved system to better assess the needs of the entire CHAS Planning Area needs to be developed in order to facilitate decisions on priorities and funding distributions. To gain a broader and clearer picture, both the cities and the County could benefit from input by the county's mental health and social service professionals and by the private organizations who work with the homeless, those in danger of becoming homeless, and special housing needs populations. This information would be coupled with the cities' first-hand knowledge of their more geographically circumscribed communities. The cities can add information on not only lacks/gaps but also private resources for the provision of services; they can also identify possibilities for interagency coordination. Therefore, the Policy Advisory Committee and the Technical Advisory Committee will look at new roles and possibly additional membership in order to further strengthen, coordinate and integrate the priority -setting and decision-making structure. Following the completion of this CHAS, both groups will meet to begin to recommend changes to accomplish the following goals: Five -Year Strategy Page 1147 INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION (cont.) • to further developlutilize the PAC's role in formulating the policies and setting the guidelines which determine the allocation of CDBG funds. Closer coordination between policy makers and the Technical Advisory Crmmittee, which will have an incre.sed amount of input from the community, wilt broaden the base of information available to the PAC members. • to establish a mechanism through which the TAC can receive input from a wide range of service providers on the principal needs of the homeless, those in danger of becoming homeless. and those with special housing needs. The information received can be formulated into preliminary priorities to be presented to the Policy Advisory Committee ,or consideration. It win be the role of these committees to analyze community needs, prioritize them, set forth a description of the types of programs to be funded, and recommend the percentage of funds to be allocated to each type & program and each geographic area While the PAC and TAC now meet primarily to determine the allocation of funds, they would need to meet more regularly to perform ott+gr related functions. such as to determine what grants should be pursued; analyze how to bring resources to bear on the main problems; consider how to coordinate the services provided, minimizing overhead and duplication or administration; decide how most appropriately to encourage citizen participation. The communication begun Turing the preparation of this CHAS between governmental agtncies and community organizations which provide housing -related services and services to the homeless, those in danger of becoming homeless, and populations with special needs for housing, will be continued and expanded upon. Five -Year Strategy Page II -48 E. PUBLIC HOUSING IMPROVEMENTS i. Management and Operation The Housing Authority's plan to improve the management and operation of the public housing units locatrd within San Joaquin County is contained in as Annual Statement and Five -Year Action Plan of its Comprehensive Plan. These are included in Appendix C. fl. Living Environment The Housing Authority's plan to improve the riving environment of public housing residents is contained in its Annual Statement and Five -Year Action Plan of its Comprehensive Plan. (See Appendix C.) t F. PUBLIC HOUSING RESIDENT INITIATIVES i. Management t The Housing Authority does not purpose to take any actions during the five-year period of the CHAS to encourage public housing residents to become more involved in the management of public housing. Ii. Homeownership Activities to ba undertaken during the five-year period of the CHAS to encourage public housing residents to become home owners consists of providing first-time homebuyer assistance to these residents using Mortgage Credit Certificates. G. MONITORING STANDARDS AND PROCEDURES The County has established monitoring procedur,,s in compliance with applicable federal program requirements. The County will monitor on a regular basis all activities undertaken with funds received from HUD. Monitoring will occur to ensure that statutory and regulatory requirements are being met and that information submitted to HUD is accurate and complete. Five -Year Strategy Page 11-49 Five -Year Strategy Page 11-50 H. LEAD-BASED PAINT HAZARD REDUCTION Several agencies operating in the CHAS Planning Area are actively engaged in activities to evaluate and reduce lead-based paint hazards. The principal participants in this effort include the Housing Authority, the Environmental Heath Division of the San Joaquin County Public Health Services Department, and the Neighborhood Preservation Division of the San Joaquin County Community Development Department. The Housing Authority has recently completed testing all of its housing units for lead-based paint hazards. Approximately half of its 1075 units were found to have lead-based paint hazards. A large majority of affected units were found to have lead paint only on exterior trim and fascial details. Hazard reduction, in most of these cases, wig o rtsist of encapsulating the Lead-based painted surfaces, generally by building new soffits around thesewood trim and detail pieces. A minority of affected units had indoor lead- based paint hazards. Treatment in these instances generally will consist of relocating the residents of the unit% removing the painted surfaces, and replacing them with lead-free surfaces and coatings. As of September 1993. contracts had been awarded to eliminate lead hazards from all of the affected units. Completion of the work is expected by February of 1994. The Housing Authority also has an active program of evaluating and reducing lead-based paint hazards in housing units involved in the Section 8 Rental Assistance Program. Key features of the program are summarized below: • At the time all persons are certified for the Section 8 Rental Assistance Program, they are issued a 'Notice to Section 8 Participants—The Danger of Lead Poisoning* form. This f� Notice is signed by the family, with the family and the Housing Authority each retaining a copy. It a Housing Authority representative inspects a unit built prior to 1978 which has peeling or chipping paint and a child or children under the age of 7, the unit is immediately rejected for participation (or continued participation) in the Section 8 Program. If the owner of the unit still wishes to participate in the Program, he must remediate the lead- based paint hazard in accordance with HUD standards. Abatement must be performed before the Section 8 contract is executed or within 30 days of the Housing Authority's notification to the owner of the lead-based paint hazard detected at the inspection. If a Housing Authority representative inspects a unit built prior to 1978 which has peeling or chipping paint and no children under the age of 7, the owner of the unit may be requested to remediate the lead-based paint hazard, depending on the overall condition of the unit. The Environmen:sl Health Division becomes involved in actions to evaluate and remediate lead-based paint hazards as a consequence of testing for elevated levels of lead in children's blood. Medical repons are generated through testing at the Public Health Services clinic and from local doctors. Instances of elevated levels of lead in children result in the testing of the child's residence for existing lead levels. Remediation, if required, is then undertaken through appropriate public health programs. Five -Year Strategy Page II.51 t-EAO•BASEO PAINT HAZARD REDUCTION (cont.) The Neighborhood Preservation Division becomes involved in lead-based paint hazard evaluation and reduction as a resin of its kwolvement in housing rehabilitation activities. Housing units that are to be rehabilitation are routinely tested for lead-based paint hazards and remediated, where necessary. Act-rorts to evaluate and reduce lead-based paint hazards over the five-year period of the CHAS include those on-going actions enumerated above. In addition, the following activities should be pursued: • Formation of a Task Force to consider ways of providing incentives to reduce lead-based paint hazards In housing and to identify resources that could be utilized in this effort. • lnt1usion d lead-based paint hazard reduction as a priority activity in all subsidized housing rehabilitation programs. • Assessment of the extent of lead-based paint hazards in neighborhoods targeted, for improvement. Five -Year Strategy Page 11.52 K`� Fri r III. ANNUAL PLAN This section constitutes the Annual Plan of the CHAS. In brief, the Annual Plan provides a specific plan for investment or use of affordable and supportive housing funds that are expected to be available during the coming Federal fiscal year (e.g., October 1st through September 30th). The Annual Plan also specifies the goats for individuals and households to be served. and describes the implementation plan guiding the activities and other actions to be undertaken. A. STRATEGY IMPLEMENTATION 1. Priority a: Renter Households: Very, Very Low Income: Very Low Income: and Other Low Income i. Investment Plan Activltles/Programs The following activities and programs will be undertaken during the coming Federal fiscal year on behalf of low income renter households. For purposes of organization, these activities and programs are arranged by jurisdiction for each jurisdiction within the CHAS Planning Area. City of Escalon A Fundrmg: Source of Fundng: Responsible Agency: Goals: Activity: Funding: Source of Funding: Responsible Agency: Goals: City of Lathrop Rental Assistance (Citywide) $29,400 Section 8 Certificates and Vouchers Housing Authority 8 elderly households, 2 small related households. All very low income. Support Services (Fair Housing) $900 CDBG CHRB Not known at this time. Activity: Rental Assistance (Citywide) Funding: $7100 Source of Funding: Section 8 Certificates and Vouchers Responsible Agency: Housing Authority Goals: 2 small related very low imcome households. Activity: Support Services (Fair Housing) Funding: $1,400 Source of Funding: CDBG Responsible Agency: CHRB Goals: Not known at this time. Annual Plan Page 111-1 S STRATEGY IMPLEMENTATION: Priority a - Renter Households (cont.) City of Lodi Aciirrky' Funding; Source of Furnfing. Responsible Agency: Goals: Rental Assistance (Citywide) $551,300 Section 8 Certificates and Vouchers Housing Authority 156 elderly households, 24 small related households, 7 large related households. All very low income. ActivRy: Rehabilitation Project Lodi Hotel Funding: $425.000 Source of Funding: CDBG ($150,000); HOME ($275,000) Responsible Agency: City of Lodi (Administered by San Joaquin County Neighborhood Preservation' Division). Goals: 60 rental units for very low income elderly households. Activity: Support Services (Fair Housing) Funding: $10,000 Source of Funding: CDBG Responsible Agency: CHRB Goals: Not known at this time. City of Manteca Activity. Rental Assistance (Citywide) Funding: $273.200 Source of Funding: Section 8 Certificates and Vouchers Responsible Agency: Housing Authority Goals: 36 elderly households, 37 small related households. 8 large related households. All very low income. Activity: Support Services (Fair Housing) Funding: $7,900 Sauce of Funding: CDBG Responsible Agency: CHRB Goals: Not known at this time. City of Ripon Annual Pian Activity: Rental Assistance (Citywide) Funding: $25,392 Source of Funding: Section 8 Certillicates and Vouchers Responsible Agency: Housing Authority Goals: 6 elderly households and 2 large related household. All very low income. Page 111-2 � �ft. STRATEGY IMPLEMENTATION: Priority a - Renter Households (cont.) Activity: Rehabilitation (Citywide) Funding $225,000 Source of Funding: Ripon Redevelopment Agency Responsible Agency: Ripon Redevelopment Agency (Administered by San Joaquin County Neighborhood Preservation Division). Goals- 1 small related very. very low income household; 1 very low Income elderly household: 2 very tow income small related households: 1 other low income elderly household. 1 other low income large related household. Activity: Support Services (Fair Housing) Funding $1,400 Source of Funding: CDBG Responsible Agency- CHRB Goals: Not known at this time. City of Tracy Activity: Rental Assistance (Citywide) Fundung: $103,700 Source of Funding: Section 8 Certificates and Vouchers Responsible Agency. Housing Authority Goals: 17 elderly households, 17 small related households, 2 large related households. All very low income. Activity: Project: Funding: Source of Funding: Responsible Agency: Goals: Activity: Funding: Source of Funding: Responsible Agency: Goals: San Joaquin County Annual Plan Activity: Funding: Source of Funding: Responsible Agency: New Construction (Mufti -Family) Mountain Yew $1,333,000 AHP ($333,000); HOME-CHDO ($180,000); HOME (5420,000): Tracy Redevelopment Agency ($400.000) Tracy Redevelopment Agency Very, very low income households: 4 small related households, 4 large related households; Very low income households: 9 small related households, 9 large related households; Other low income: 6 small related households, 5 large related households. Support Services (Fair Housing) $6,500 CDBG CHRB Not known at this time. Rental Assistance (Countywide) $472,100 Section 8 Certificates and Vouchers Housing Authority Page III -3 STRATEGY IMPLEMENTATION: Priority a - Renter Households (cont.) Goals. Very k)w income: 98 elderly households, 45 small related households. 9 large related households. Activity: Rehatbilaatlort (Unincorporated - Areawide) Funding: $100.000 Source of Funding: HOME Responsible Agency: Community Development Department Goals: Other low income: 2 elderly households, 4 small related households. Activity'. New Construction Project: Motutield Funding: $312,000 Source of Funding: HOME Responsible Agency: Community Development Department Goals: 4 targe related, very, very low income households. Act": Support Services (Fair Housing) Funding: $24,100 Source of Funding: CDBG Responsible Agency: CHRB Goats: Not known at this time. Areawide Activities. Activity: Rental Assistance Funding: $305,800 Source of Funding: ECIP Wily Payment Assistance Program) Responsible Agency: San Joaquin Co. Dept of Aging and Community Services Goals: Low income households: 255 elderly, 319 small related households, 319 large related households, 255 all other households. Activity: Weatherization Funding: $60,000 Source of Funding: Dept of Energy Weatherization Program Responsible Agency: San Joaquin County Department of Aging and Community Services Goals: 30 elderly low income households, 60 small related low income households. Activity. Funding: Source of Funding: Responsible Agency: Goals: Weatherization $142,500 Department of Economic Opportunity LI -HEAP WX (Low Income Home Energy Assistance Program) San Joaquin County Department of Aging and Community Services 80 elderly low income households, 160 small related households. _.. Annual Plan Page 111-4 STRATEGY IMPLEMENTATION (cont.) 2. Priority b: Owner Households: Very, Very Low Income: Very Low Income: and Other Low Income 1. Investment Plan AdWities/Progmms The following activities and programs will be undertaken during the coming fiscal year on behalf of low income homeowners.' For purposes of organb2tion, these activities and programs are arranged by Jurisdiction for each jurisdiction in the CHAS Planning Area { CV of Escalon I Activity: First Time Homebuyer Assistance (Citywide) Funding: $112,000 Source of Funding: MCC Program Responsible Agency: Housing Authority Goals: 2 other low income first time homebuyers, 4 moderate -to -above moderate income fust time homebuyers. City of Lathrop Activity: Fust Time Homebuyer Assistance (Citywide) Funding: $187,500 Source of Funding: MCC Program Responsible Agency: Housing Authority Goals: 3 other low income first time homebuyers, 6 moderate -to -above moderate income first time homebuyers. Activity: Rehabilitation (Citywide) Funding: $116,600 9 Source of Funding: CDBG ($65,100): HOME ($51,500) Responsible Agency: City of Lathrop (Administered by San Joaquin County Neighborhood Preservation Division) i Goals: 3 other tow income existing homeowners. ; i Activity: Infrastructure InstallationAmprovement (Citywide) Project: Citywide Low Income Lighting Program Funding: $4,500 Source of Funding: CDBG Responsible Agency: City of Lathrop Goals: Very, very low income: 25 elderly households, 15 small related households, 10 large related households. (Note: These numbers also include renter households.) Annual Plan Page III -5 STRATEGY IMPLEMENTATION: Priority b - Owner Households (cont.) City of Lodi Activity: First Time Homebuyer Assistance (Citywide) Funding- $337.SOO Source of Funding: MCC Program Responsible Agency: Housing Authority Goals: 5 other tow income fust time homebuyers, 12 moderate -to -above moderate first time homebuyers. Acdvity: - Funding: Source of Funding: Responsible Aged Goals: City of Manteca Activity: Funding: Source of Funding: Responsible Agency: Goals: Activity: Project: Funding: Source of Funding: Responsible Agency: Goals: Activity: Funding: Source of Funding: Responsible Agency: Goals: Activity: Project: Funding: Source of Funding: Rehabilitation (Citywide) $22,.000 CDBG City of Lod (Administered by San Joaquin County's Neighborhood Preservation Division) ' 2 very low income existing homeowners, 2 other low income existing homeowners. First Time Homebuyer Assistance (Citywide) $337,500 MCC Program Housing Authority _ 5 other low income first time homebuyers, 12 moderate -to -above moderate first time homebuyers. First Time Home Buyer Assistance Cedar Glen $466,500 Manteca Redevelopment Agency Down PF fn.ent Assistance Program Manteca Redevelopment Agency 4 other low income fust time homebuyers, 62 moderate -to -above moderate fust time homebuyers. Rehabilitation (Minor, Citywide) $246,000 HOME ($146,800); Manteca Redevelopment Agency Rehabilitation Program Manteca Redevelopment Agency Very low income: 15 elderly households, 20 other existing homeowners; Other low income: 25 elderly households. 35 other existing homeowners. New Construction (Single Family) Cedar Glen $50,000 Manteca Redevelopment Agency New Construction Program Annual Plan Page lil-6 D IM STRATEGY IMPLEMENTATION: Priority b - Owner Households (cont.) Responsible Agency: Manteca Redevelopment Agency Goats: (Note: number specified under Down Payment Assistance Funding: Program) Actively: Infrastnxture Installation/Improvement Project: Drain 5 Modification Project E Funding: $141,000 Source of Funding: CDBG Responsible Agency: City d Manteca Goats: ' Project to benefd 700 low income individuals and 1900 moderate. to -above moderate individuals. City of Ripon ArtW. First Tune Homebuyer Assistance (Citywide) Funding: $187,500 Source of Funding: MCC Program Responsible Agency: Housing Authority Goats: 3 other low income first time homebuyers, 6 moderate -to -above moderate first time homebuyers. Activity: Homebuyer Assistance ►� Funding: $500,000 j Source of Funding: Ripon Redevelopment Agency Gap Financing Program i Responsible Agency: Ripon Redevelopment Agency (Administered by San Joaquin s County Neighborhood Preservation Division) } i Goals: Very low income: 1 elderly household, 2 first time homebuyers: Other low income: 2 first time homebuyers; Moderate income: 1 elderly household, 4 fust time homebuyers. 3 Activity: Rehabilitation (Citywide) Funding: $586,000 Source of Funding: CDBG ($80,000); HOME ($206,000); Ripon Redevelopment Agency Rehabilitation Program ($300,000) Responsible Agency: Ripon Redevelopment Agency (Administered by San Joaquin County Neighborhood Preservation Division) Goals: Very, very low income: 2 elderly households, 3 other owner households; Very low income: 2 elderly households; Other low income: 2 elderly households; Moderate income: 2 elderly households, 2 other owner households. City of Tracy Activity: First Time Homebuyer Assistance (Citywide) Funding: $262,000 Source of Funding: MCC Program Responsible Agency: Housing Authority Annual Plan Page III -7 Atxtvity- Rehabilitation (Unincorporated - Areawide) Funding: $426,000 Source of Funding* CDBG ($272,000): HOME ($154,000) Responsible Agency: San Joaquin County Neighborhood Preservation Division. Golfs: 1 very, very low income household, 5 very low income households, 4 other low income households, 3 moderate income households. Activity: Rehabilitation Project: Taft/Mosswood Funding: $250,000 Source of Funding: CDBG Responsible Agency: San Joaquin County Neighborhood Preservation Division. Goals: 3 very, very low income households, 3 very low income households, 2 other low income households. Activity: First Time Homebuyer Assistance i STRATEGY IMPLEMENTATION: Ram Estates Priority b - Owner Households (cont.) $300,000 Source of Funding: HOME (Gap financing) Responsible Agency: San Joaquin County Neighborhocd Preservation Division. Goals: 4 other low income first time hcmebuyers, 9 moderate -to -above moderate first time homebuyers. Activity- Rehabilitation (Citywide) i Funding: $300,000 Source of Funding CDBG (Small Cities) Responsible Agency: City of Tracy Goals: 1 very, very low income elderly household. i San Joaquin CautN San Joaquin County Neighborhood Preservation Division. Activity: F•Irst Time Homebuyer Assistance (Unincorporated - Areawide) Funding $75,000 Source of Funding: MCC Program Responsible Agency: Housing Authority Goats: 1 other low income first time homebuyer, 3 moderate -to -above moderate fust time homebuyers. Atxtvity- Rehabilitation (Unincorporated - Areawide) Funding: $426,000 Source of Funding* CDBG ($272,000): HOME ($154,000) Responsible Agency: San Joaquin County Neighborhood Preservation Division. Golfs: 1 very, very low income household, 5 very low income households, 4 other low income households, 3 moderate income households. Activity: Rehabilitation Project: Taft/Mosswood Funding: $250,000 Source of Funding: CDBG Responsible Agency: San Joaquin County Neighborhood Preservation Division. Goals: 3 very, very low income households, 3 very low income households, 2 other low income households. Activity: First Time Homebuyer Assistance i Project: Ram Estates Funding: $300,000 Source of Funding: HOME (Gap financing) Responsible Agency: San Joaquin County Neighborhocd Preservation Division. Goals: 40 other tow inconse first time homebuyers, 19 moderate -to -above moderate first time homebuyers. { s Activity: New Construction (Single Family) Project: Hinkley/Main Funding: $130,000 Source of Funding: HOME Responsible Agency: San Joaquin County Neighborhood Preservation Division. Goals: 4 other low income households. , Annual Plan Page III -8 I STRATEGY IMPLEMENTATION: Priority b - Owner Households (cont.) Activity: Infrastructure Installation/Improvements (Utility Connections) Project: Tatt/Mosswood Funding: $100,000 Source d Fu nding: CDBG Responsible Agency- San Joaquin County Neighborhood Preservation Division. Goals: 6 very low income households. 12 other low income households. Activity: Neighborhood Code Enforcement/Paint/Clean-up Project: Taft/Mosswood Program) FuncrhT $65,000 Source of Funi&V: CDBG Responsible Agency: San Joaquin County Neighborhood Preservation Division. Goals: Prnject to beneft 590 low income persons, 440 moderate -to -above moderate income persons. Areawide Activities Activity: Debt Management-Assistance/Relinancing Funding: $34,000 Source of Funding: ECIP Responsible Agency: San Joaquin County Department of Aging and Community Services Goals: 125 other low income existing homeowners. i Activity: Weatherization I Funding: $80,000 Source of Funding: Dept of Energy Weatherization Program Responsble Agency: San Joaquin County Department of Aging and Community z Services ' ( Goals: 30 low income existing homeowners. Activity Weatherization Funding: $47500 Source of Funding: DepLrtment of Economic Opportunity U -HEAP WX (Low Income Home Energy Assistance Program) Responsible Agency: San Joaquin County Department of Aging and Community Services Goals: 80 low income existing homeowners. t I Annual Plan Page I11-9 Annual Plan Page 111-10 r STRATEGY IMPLEMENTATION (cont.) 3. Priority C. Homeless Individuals and Families Investment Plan Activities/Programs The following activities and programs will be undertaken during the coming Federal fiscal year on behalf of homeless individuals and famiTes. and to prevent knw income individuals and families from becoming homeless. Activity. Support of Exiting Shelters Source of Funding: CDBG; ESG; FEMA; MdGnney Act; Runaway & Homeless Youth Fund; Private donations. Responsible Agency(s): Shelter providers (See Table X)), San Joaquin County Mental Health Services, San Joaquin County Department of Aging and Community Services Goals: 2000 individuals, 300 families. Activity: Emergency Housing and Food Through Vouchers Source of FundiiV General Relief•, Emergency Life Support Program; McKinney Act; private donations. Responsible Agency: San Joaquin County Mental Health Services; San Joaquin County Department of Aging and Community Services; San Joaquin County Human Services Agency; private non-profit agencies. Goals: 14,400 voucher payments made to individuals, 600 voucher payments made to families. Activity: Food Packages/Hot Meats Provided by NonShefter Providers Source of Funding: CDBG, FEMA, State Dept of Social Services Emergency Feeding Organization, State Dept of Aging Brown Bag Program, Federal Title I11 -C1 (Congregate Nutrition Program) funds, Federal Title III -B (Golden Age Harvest Program) funds, private donations. Responsible Agency(s): San Joaquin County Department of Aging and Community Services, non-profit providers (e.g. Senior Services Agency, Emergency Food Bank, St. Mary's Interfaith Dining Room, San Joaquin County Food Bank), United Way, Goals: Unable to determine at this time. Activity: Assessment, Treatment. and Referral Services to Homeless Persons and Families Source of Funding: State Mental Health funds, County matching funds (10%). Responsible Agency: San Joaquin County Mental Health Services Goals: S00 individuals, 10 families served. Activity: Temporary Housing for Homeless Individuals With Special Needs in Board and Care Homes. Source of Funding: Federal Title III (Older Americans Act) funds, State Mental Health funds, County General Fund. Responsible Agency: San Joaquin County Mental Health Services Goals: 500 individuals served. Annual Plan Page 111-11 M Annual Plan Activity: Transitional Schooling for Elementary Age Homeless Children in Shelters Source of Funding: State Department of Education funds Responsible Agency: St. Mary's Interfaith Dining Room Goals: 50 children served. Activity: Housing Assistance Funds to Homeless Individuals Eligible for AFDC Source of Funding: State AFDC funds, County matching funds Responsible Agency: San Joaquin County Human Services Agency Goals: 2520 families served. Activity: Supplemental Food Program for Women. Infants, and Children Source of Funding: Federal WIC Program funds Responsible Agency: Delta Health Care, Agricultural Workers Health Center. San Joaquin County Public Health Services Goals: Not known at this time. Page III -12 %%We, STRATEGY IMPLEMENTATION: Priority c - Homeless IndrvidualS and Families (cont.) Activity: Housing For Homeless Individuals Who Are HIV Positive or Who Have Aids Source of Funding: HOPWA Responsible Agency: San Joaquin County Public Health Services. Goals: 50 individuals served. Activity: Case Management Services to Homeless Individuals and Families in Shelters. Source of Funding SAMHSA Grant, MclGnney Act Responsible Agency. San Joaquin County Mental Health Services; Stockton Shelter for the Homeless Goals: S00 individuals, 200 families served. Activity: Case Management Services To Homeless Individuals and Families Outside of Shelters Source of Funding: State funding. County matching funds Responsible Agency: San Joaquin County Mental Health Services Goals: 160 individuals served. ; Activity: Outreach Services to Severely Mentally III Homeless for Purpose of Obtaining Long Term Supportive Housing Source of Funding Federal PATH Grant Responsible Agency: San Joaquin County Mental Health Services Goals: 770 individuals. 30 families served. �- Activity: a. Long Term Housing and Supportive Services to Homeless Persons with Disabilities Source of Funding: HUD Shelter Plus Care Grant Responsible Agency: San Joaquin County Mental Health Services Goals: 60 individuals served. Annual Plan Activity: Transitional Schooling for Elementary Age Homeless Children in Shelters Source of Funding: State Department of Education funds Responsible Agency: St. Mary's Interfaith Dining Room Goals: 50 children served. Activity: Housing Assistance Funds to Homeless Individuals Eligible for AFDC Source of Funding: State AFDC funds, County matching funds Responsible Agency: San Joaquin County Human Services Agency Goals: 2520 families served. Activity: Supplemental Food Program for Women. Infants, and Children Source of Funding: Federal WIC Program funds Responsible Agency: Delta Health Care, Agricultural Workers Health Center. San Joaquin County Public Health Services Goals: Not known at this time. Page III -12 %%We, STRATEGY IMPLEMENTATION: Priority c - Homeless Individuals and Families (cont.) Activity: Income Management Services to Mentally 111 or Physically Disabled Source of Funding: State Mental Health funds, County Matching funds (10%), private donations Responsible Agency: San Joaquin County Mental Health Services. Stockton ; ! Metropolitan Ministry Goals: 1400 individuals served Activity: Support Services to Low Income Households via Community Centers Source of Funding: State CSBG funds, County matching funds (33°x) Responsible Agency- San Joaquin County Dept of Aging and Community Services Goad Not able to be determined at this time. ' Activity: Health Care Services to Low Income Individuals and Families Source of Funding: San Joaquin General Hospital Enterprise Fund, Federal funds, Medi -Cal. Medicare Responsible Agency: San Joaquin County Health Care Services, Agricultural Workers Health Services, Delta Health Care Center, St. Mary's Clinic, Su Salud, SEARCH Goals: Not able to be determined at this time. i 3 t Y. 9 3 i i 7 Annual Plan Page 11113 F Annual Plan Page ;11.14 mi j STRATEGY IMPLEMENTATION (cont.) 4. Priority d: Non -Homeless Persons with Special Needs 1. Investment Plan Annual Plan Page III -15 Activities/Programs The following activities and programs will be undertaken during the coming Federal fiscal year on behalf of non -homeless persons with special needs. Activity: Supportive Services and Transitional Housing for Women with Substance Abuse Problems Sources of Funding. FOCUS, AIM grant funds Responsible Agency: San Joaquin County Office of Substance Abuse Goals: 85 women, 1S famifies served. Activity: Supportive Living Services to the Developmentally Disabled Sources of Funding: State General Fund; Federat, State, and private grants Responsible Agency: Valley Mountain Regional Center Goals: Not able to determine at this time. Activity: In -Home Supportive Services to the Elderly. Blind, and Physically Disabled Sources of Funding: State and Federal Title XX funds; County matching funds (2556) i Responsible Agency: San Joaquin County Dept of Aging and Community Services j Goals: 3000 individuals served. i Activity: Adult Day Care Facilities for the Elderly Source of Funding: Not known at this time. Responsible Agency: San Joaquin County Dept of Aging and Community Services, private providers Goats: Not able to be determined at this time. Activity: Support Services for Persons HIV or with AIDS Source of Funding: HOPWA, Federal Mental Health AIDS Services Grant, Ryan White Tine II funds Responsible Agency: San Joaquin County Public Heafth Services Goals: Not able to be determined at this time. Activity: Disabled Access Renovations Source of Funding: COBG Responsible Agencies: City of Escalon (Escalon-Bellota Road Sidewalk); City of Lodi (Curb Replacement for Handicap Accessibility, Lawrence Park Rest Room, Emerson Park Rest Room). City of Manteca (Disabled Access Renovations); City of Ripon (Disabled Access s` Renovations): City of Tracy (Downtown Handicap Ramp Installation) Goals: Not able to be determined at this time. Annual Plan Page III -15 Annual Plan Page 111-16 a STRATEGY IMPLEMENTATIQN (cont.) S. All Priorities L CHAS Requirements Applicable to All Priorities Programs in Five Year Investment Plan Not Pursued in Annual Plan The Five Year Investment Plan contains an comprehensive fisting of activities and programs which the County and the other jurisdictions and agencies within the CHAS Planning Area will be pursuing. Because these activities and programs necessitate the hiring andlor training of staff for program administration and management. the development (n some instances) of administrative structures, and coordnation with existing programs, during the first year of the CHAS only a selected number of programs will be accessed. During the second through fifth year of the CHAS, the County and the other jurisdictions ano agencies within the CHAS Planning Area expect to expand their administrative and management capacity to access available resources. Support of Applications for Funding by Other Entities San .Joaquin County will generally support applications for funding during rascal year 93.94 from eligible nonprofits and other entities when application is limited to such entities. However, when the County is also an eligible applicant, it will take the lead and apply directly for funding, financial capacity and staffing resources permitting. The County will not certify the applications of other entities when such applications do not address the needs of low income household groups, the homeless, or special needs groups, which have a relative numerical priority ranking of 1, Z or 3; or when such entities, in the County's judgment, lack the capacity to undertake the activity or program. Plan for Leveraging Private/Non-Federal Funds by Using Federal Funds The County is very supportive of the concept of leveraging private and non -Federal funds to expand the availability of funding for low income housing. Several strategies have been developed to build the capacity of public and private participants to enhance their coordination and to maximize the use of limited Federal resources. Strategies include nonprofit capacity building; the provision of technical assistance to private developers and lenders; and involvement of a local lender consortium. To this end, the County has entered into an agreement with a local bank to provide financing for its first• time homebuyer program. With this agreement, the County anticipatc *hat for every 51.00 in Federal assistance provided, approximately $8.00 of private funding will be generated to assist low income first• time homebuyers. Without this Federal assistance in the form of gap financing. it is doubtful whether private funding would be available to assist tow incc.-re first-time homebuyers. The County is pursuing additional similar agreements with other lending institutions to maximize choices and to increase participation. Several other jurisdictions within the CHAS Planning Area have established redevelopment agencies. The County is currently reviewing the requirements related to the use of redevelopment funds in order to design programs that maximize the use of such funds with private, Federal, and State funds. The County is currently working with several developers of low income housing, who are being considered for assistance, to prepare and submit applications for both Federal and State low income housing tax credits (UHTC). The availability of LIHTC's on a given project will greatly enhance the project's capacity to encourage the investment of private funds, thus reducing the project's reliance on Federal funds. Annual Plan Page III -17 STRATEGY IMPLEMENTATION (cont.) To facilitate the use of funds from programs with matching fund requirements, the County has identified potential match sources. To meet the matching fund requirements of the HOME program. the County committed to fee waivers and density bonus allowances on one affordable housing development, resulting In approximately 25 percent more units being proposed for the development. Additionally, where applicable the County will apply cash equivalents of below market rate loans as match. i The County will con&tue to seek additional matching fund sources for programs with matching fund requirements and to explore all possibilities for maximizing the Leveraging of non -Federal sources of ; funding. The County is committed to maldmlzing the *bang, for Federal dollars by exploring the availability of other fundic g sources for all low income housing proposals being considered. Annual Plan Page 111.18 1 STRATEGY IMPLEMENTATION (cont.) ii. Geographic Distribution A total of seven specific geographic areas, identified by project name, have been targeted for receiving housing assistance and related activities for low income households: 1) Tatt/Mosswood (census tract 24, block groups 4 and 6 and census tract 38, block group 3); 2) Mourfield (census tract 24, block 617); 3) Hinkley/South Main (census tract 27.01. block 311); 4) Ram Estates (census tract 2Z block 208); 5, Lodi Hotel (census tract 42.OZ block 703); 6) Cedar Glen (census tract 51.13, block 201A); and 7) Mountain Yew (census tract 5205. block 101A). A map location of each of these areas is provided in Appendix A, Maps 23 through 29B. The rationale for the selection of these areas andlor a description of the nature of the impact which is hoped to be achieved through such investment is provided below. Taft/Mosswood Taft/Mosswood is an unincorporated area located in the southern pact of the Stockton urban area. It is generally bounded by Homestead Canal, EI Dorado Street. Clayton Avenue and 1-5. The area has been targeted for housing assistance and related activities because of the following reasons: 1990 median income for the area was approximately two thirds of the Countywide median, with almost 60 pere,ant of the population identified as lour income; 1990 median value of owner occupied units was less than half of the Countywide median; over a fifth of the housing units were built prior to 1950, with a number of these needing rehabilitation; over a fifth of the housing units were overcrowded in 1990; public facilities, principally sewer facifitfes, are absent; unemployment is high, over two and a half times the Countywide rate In 1990. The investment program initiated by the County is intended to arrest further neighborhood deterioration, foster neighborhood pride, and promote private rehabilitation efforts. The components of ,.� this investment program consist of: installing sewer facilities; providing low interest loans (deferred or amortized) to assist low Income households in rehabilitating their homes and in financing hook-ups to the public sewer facilities being installed; a paint program; a clean-up program: and a code enforcement program. Mourfield Mourfield is a half acre site owned by San Joaquin County in the Tatt/Mosswood area, located on the west side of Mourfield Avenue, north of Clayton Avenue. The site has been selected for a pilot project to increase the number housing units available for very, very low income renters. The project consists of constructing four single family [nits as a dwelling cluster using HOME financing for apprc�lmately S75.000 per unit and then selling the units (at a low interest rate) to the Housing Authority. The Housing Authority will rent out these units using Section 8 certificates and vouchers and will report annually to the County regarding tenants ar.d upkeep for the term of the deed restrictions. Hinkley/Main Hinkley/South Main is a 1.3 acre unincorporated parcel, located at the nonheast corner of Hinkley Avenue and Main Street in south Stockton. To assist very low income first time homebuyers purchase a home. the San Joaquin County Neighborhood Preservation Division is working with a local contractor to build four new homes for approximately $85.000 per unit at this location for sale to such prospective homebuyers. The County will process the lot splits and represent the contractor in meetings with the County Planning Division. Fees regv:rcd by the Planning Division will be reduced or waived. To further reduce the cost of housing, the County will provide construction financing to the contractor using HOME funds. In order to assist qualified tow income first time homebuyers obtain a loan from the bank with whom the County has an agreement, the County will provide gap financing utilizing the HOME money rolled over from the construction loan into deferred loans. Annual Plan Page III.19 MENTATION cont. STAATEGYIMPLE (cont.) Ram Estates Ram Estates Is an eleven acre unincorporated parcel, located east of B Street and south of Thirteenth Street. in southeast Stockton. The site is the proposed location of a 59 unit single family subdivision. It is anticipated that units will sell for $80,00 to $85.000. The intent of the development is the same as the Hinkley/Main project: to provide low income fust time homebuyers with the opportunity of purchasing a home. To this end, the County has committed HOME moneys to be used for gap financing to assist low Income fust time homebuyers in qualifying for a home mortgage. Lodi Hotel Lodi Hotel is the site of the Lodi Hotel, located at the southwest comer of School Street and Pine Street In the City of Lodi. The Lodi Hotel is situated in an area where according to the 1990 Census more than half of the population is low income. To increase the supply of rental units available to low income elderly households, the City of Lodi is proposing the rehabilitation of the structure and conversion of the upper floors of the building into approximately 60 units of senior housing. The City has committed CDBG funding and HOME moneys for this purpose. Cedar Glen Cedar Glen is an 18.7 acre site, located at the northwest corner of Vasconcellos Avenue and State Route 120 in the City of Manteca. The site is currently being developed as a 66 unit single family subdivision. The project represents the first major involvement of the City in stimulating the production of affordable housing for sale to low and moderate first time homebuyers. To accomplish this purpose, the City's Redevelopment Agency is contributing $500.000 toward the project. In addition, the Redevelopment Agency is setting aside $466,000 to help qualified homebuyers make the down payment, paying up to r 75 percent of a 10 percent down payment it is anticipated that the units will range in price from 590,000 to $98,000. As of September 30,1993, the Redevelopment Agency reported that it had received over 130 applications from City residents interested in purchasing a home. Mountain View Two sites are being considered. ARemative W is a two acre site located at the southwest intersection of Schulte Road and MacArthur Road in the southeastern portion of the City of Tracy. Alternative 'B' is a three acre site located on the north side of Mt. Diablo Avenue and west of West Street in the southwestern portion of the City of Tracy. Either alternative •A' or aftemative •B• will be selected by the City as the location of a multi -family rental complex for very low income households. If alternative 'A• is selected, it is anticipated that 31 units will be built; if alternative 'B' is selected, 37 units will ba built. Financing for the project will come from a variety of sources: AHP (8333,000), HOME-CHDO funds ($180,000), HOME ($420,000), and Tracy Redevelopment Agency funds ($400.000). The project will include a day care facility for the residents. Construction costs are anticipated to be $100.000 per unit. Annual Plan Page III.20 STRATEGY IMPLEMENTATION (cont.) lii. Service Delivery and Management The governmental and other entities that will deliver and manage the specific housing assistance programs noted in the Annual Plan's Investment Pian are identified in said investment Plan. 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(cw11 v-cacao,-crm usq 'O1q"ldds II •.IMu1 aumy Paten to an" uo pool gj0 . --------------------------------------------- -------------------------------------------------------------- ---- o I otr'► I o I sa Iwo 1 u1 1 cc 1 zf l 9c I as 10 I Is I est 1 99c I 1 i 1 1 1 I 1 1 I I I I 1 on I t oa 1 oeo w 1 n I or I a I SI 1 I o 1 of I c I -------I_-------1-------1-----•---�--------- --------I•------- I -------- I --------1'---------------I---------I -------- I --------� -------=•u9 --- 1------�---------�---------�9-----• ----- Iz------ I(c�----- es9 _-- I ------ Icc------ Oct Iaoc---- r t r 1 1 1 I 1 I I 1 1 I ) --+-_-- i ca I I 1 I o. 1 1 lot 1 cl I I o 1 9 I 1 tw I (W I M 1 H 1 rd 1 W IID) (A 1 WI fol I b) 1 (9) I M I 'loco 1 11900 "N I 1 +41 jJ940 1 1wJMO Is+/u�Wa+l u...d I IAMVWq•11 (OMWSO9) 1 (►alZ) I X*XPVMHI 91a 1 pial Pl-d:• I Sorw/ I SprPA4 I Prof I AV I 4W 1 &9*3 1 FMJ 1 -4014 I POPPU I Pr1114V I J94—nanl uc9ar5 I I momIw+411---- ------------ I ----------------I I I 1 95*1 1 MWS I 4Mc13 I Erol I I _1141 1 rsrul4l I wokq 410" 11-1/1) 1 I I I I I ------------ --------------- ------.»..--------1-------------------I•----------------------------------- -----I • (Gail pua -- MYaDui-Mv11go1 y --------------- .9-4MI 10%w ca to Gw"_.Cn)*%A0 •c Jun 10%N q to awowl-.Gn AWA 'a ---------------- •UX04-.0n M.A 'I dio o ru+aotl Act PGPP*Jd O"i"MV I Woo I wruh! I .--------'-'- -----------------------------------'----------------`---------•------------------------- -------------------•----------- --- u - r0 -CO Alunco 1 uap�lpayry 10 MurN ai _ _ _ _ __ •-------..-..-.-•...-•-..-...-....•......-.iY41ol0.W:'Ip011ClfVC90M�1Q-.•.................-•..------•---•---•--.•-..-...----...-•------.• �tnM VIW Psl4�+/�0 a1 t611N:) AOmme A4rgIP10a1/ &Wg4ONSURMduco .uaswd 1 oPIoNing41q 4ra0 1uvadc1m0 PN OUP UVW AIN1KMCO 10 SOW M»ubolw0 ureal P110 &onc" a luvAwoal0.6n L 8c DIC01 SVIO 0 rn m IL r B. OTHER ACTIONS i. Public Policies The five-year strategy discussed and assessed the policies related to affordable housing of the County and the cities that make up the CHAS Planning Area. It also identified any negative effects that the policies have on affordable housing and discussed the foie -y gar strategy to deal with these effects. This section Identifies specifically what Is to be done during the nem year to remove or ameliorate the negative effects. San Joaquin County The County will continue efforts to improve inter- and intra- governmental coordination, to improve consistency of regulations in the permitting process, to integrate various permitting and inspection services to avoid dupfication, and to work to standardize the amount and application of impact fees. These efforts are explained more fully in the Fire -Year Strategy. In addition to the above, the issue of affordable housing will be considered in the Master Plan that is now being prepared for thA :few community of Mountain House. Residential densities planned within the community are to be higher than those planned for other communities of the County. In addition, specific provisions are being considered to encourage second unit dwellings. The Master Plan will also specifically address affordable housing and include provisions in it. It is expected that upon receipt of the report of the County's Affordable Housing Task Force, the Board of Supervisors may direct that additional actions be taken to address constraints to providing housing for -� tow income households and to increasing the availability of such housing. r City of Escalon Those actions from the Five -Year Strategy that the City of Escalon plans to consider during the first year include the following: working with the Housing Authority to provide rent supplements to low income households; fast-track processing of housing projects for low and moderate income households; amending the zoning ordinance to permit the Planned District zone to be used for multi -family projects when more than four units are proposed; revising the Growth Management Ordinance to increase the number of permits set aside for housing for low income households: amending the General Plan to permit the rezoning of suitable commercial parcels for high density residential uses: facilitating the processing of building permits for the rehabilitation of existing residences; and providing assistance in the preparation of plans and the issuance of building permits for affordable housing projects. City of Lathrop The most significant housing -related activities planned by the City during the first year of the CHAS include the creation of a Redevelopment Agency; the adoption of a Redevelopment Plan; the designation of project areas; Ute preparation of plans for the systematic elimination of blighted conditions within existing residential areas; and the provision of replacement housing where necessary. It is anticipated that the Redevelopment Agency will be involved in the rehabilitation of rental and owner -occupied housing units, as well as other affordable housing programs for low and very low income residents. Due to the amount of time required to establish the Redevelopment Agency and make it operational, rehabilitation programs and other affordable housing programs requiring Redevelopment Agency participation will be initiated during the second through fifth year of the CHAS. Annual Plan Page III.25 OTHER ACTIONS (cont.) City of Lod Since there are no identified public policy barriers to the development of affordable housing in the City of Lodti the City Is anticipating no changes to existing policies during the coming year. The City will continue to maintain its General Plan and Growth Management Ordinanca which allow for the provision of high density housing. City of Manteca No negative effects of policies on affordable housing have been identified. During the coming year the City wig continue its existing policies that support the provision of affordable housing. City of Ripon The newly forted Affordable Housing Committee will monitor progress of the programs in the CHAS and assist project proponents In Identifying funding sources and potential project sites. The City will continue existing rehabilitation programs. City of Tracy No negative effects of policies on affordable housing have been identfiied. The City win continue to cooperate with the San Joaquin County Housing Authority and non-profit providers of affordable housing to provide rental [nits or assistance to eligible tenant households; to identity preference buyers for assisted units, to develop financing strategies to retain assisted units as affordable; to review and revise existing ordinances to ensure that none discriminate against any residential development because of method of financing or intended occupants; and to coordinate with agencies that address housing issues. The City will also give priority to senior citizens and affordable housing projects as they are submitted for processing and continue to exempt them from the Growth Management Ordinance. 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Pali M But.Peay eyl Japun 'veld lenuuy eyl to (3 ill uolmS japun 141n; ajow paquosap d6am= e) soulwwoO dloslnpy IMNLI381 ail pue aau!wwoO Iljoslnpy A0110d an to salty pue ditMagwaw a g 6upuedx3 • ZulNMo; eyi epnW 'A6alejis 6ulsno4 a.yvoddns pue algepjoue ayl ino 6urAuea jo; algisuodsai ajnioruisleuopnpisul ayl elei6aiul pue eieulpj000 4usil6uails of pue MalenS jesA-m4 ayl uI papurapl ulerft / mMep 6ulsnoy ayl uI sde6 ayl aleulwya of 06-56 jeaA leosi} lejapaj 6uunp ualleuapun eq of sdais pue sw= eyl ainlonns leuolinilisul -11 ('A=) SNOMOV ti31-1110 r-1, Annual Pian Page III -28 W OTHER ACTIONS (cont.) v. Lead -Based Paint Hazard Reduction Actions to be undertaken during Federal fiscal year 93-94 to evaluate and reduce lead-based paint hazards include the blit V • On-going testing/remediation of residences for lead-based paint hazards by San Joaquin County Public Health Services upon confirmation of elevated levels of lead in children's blood samples. • On-going inspection of Section 8 rental units by Housing Authority representatives for lead- based paint hazards, w3h mandatory remediation of detected hazards required of owners who wish to participate (or continue participation) In the Section 8. Program. • On-going testing for lead-based paint hazards (and remediation where necessary) of housing units undergoing rehabilitation by the San Joaquin County Neighborhood Preservation Division. • Assignment of top priority status to applications for housing rehabilitation for pre -1978 housing units which have peeling or chipping paint and a child or children under the age of seven. Annual Plan Page 111.29 f Annual Plan Page 111-30 C. ANTI -POVERTY STRATEGY This jurisdiction has numerous programs in place which have as their goal the reduction of the number of households with kxximes below the poverty line. Several statistics which highlight the necessity of such actions and which have led to the development of these programs are reiterated here. The unemployment rate in San Joaquin County in August 1993 was 12.1 per cent, down from 14.5 per cent in July and 15.7 in June. This is the lowest rate since September 1992. when the rate stood at 12 per cert. A high of 18.8 per cert occurred in November 1992. The State Employment Development Department reported that 27,200 county residents were unemployed in August 1993. These numbers do not reflect the'discouraged-worker effect, those who have dropped out of the system. The county's population has Increased nearly 43% since 1980, the number of jobs has increasA.0 less than 24%. In 1992, Immigrants accounted for about one quarter of the 12,000 new residents in San Joaquin County. The county is home to 38,000 Southeast Asian refugees and thousands of immigrants from other countries. Given these statistics, it has become clear to both the government and business sectors that in order to solve housing problems In the CHAS Planning Area, the issue of jobs must be tackled. Increasing the number of people with adequately -paying jobs has been approached on two parallel tracks: increasing the quantity and quality of jobs through the solicitation of new businesses and the expansion of existing ones, and preparing low income individuals for employment through the development of job skills and the building of life skfils. Increasing the Ouantity and Ouality of Jobs There are number of organizations which focus on bringing jobs to San Joaquin County. The San Joaquin County Employment and Economic Development Department (EEDD) This County Department provides employment training, education and economic development services countywide, focusing on business retention, expansion and the joint City of Stockton/County of Sart Joaquin Enterprise Zone. In addition, it is responsible for providing staff and administration for the Economic Development Association, a nonprofit corporation which operates under the authority of the Board of Supervisors, and for programs which include: the federal DTPA program and its Private Industry Council Board, the State Greater Avenues for independence (GAIN) Program, under agreement with the Human Services Agency; the State funded Rural Economic Development Promotion Program (Rural Renaissance Program). This Department also provides staffing for the Tracy/San Joaquin Certified Development Corporation, overseeing SBA 504 financing programs in San Joaquin County. The EEDD operates the Economic Development Center, which includes its Business Retention and Expansion program, Revolving Loan Fund. Small Business Loan packaging programs, and the Economic Development Association program. The Small Business Development Center of Sun Joaquin Delta College is co -located in the Economic Development Center. The following are some of the EEDD's accomplishments: In FY 1992-93, the EEDD funded 11 business loans totalling $9 M. saving or creating 337 jobs. It also packaged 13 SBA Loans. The EEDD created an additional 2.640 jobs through 20 plant locations or expansions valued at $215 M, facilitated by the Economic Development Association. ual Plan Page 111-31 ANTI -POVERTY STRATEGY (Cont.) The San Joaquin Partnership - Business Council Inc The San Joaquin Partnership was created in 1991 to implement San Joaquin County's regional economic development recommendations detailed in the Vision 2000 - A Blueorint for the Future planning process. Organized by a group of business. civic and public sector leaders, the San Joaquin Partnership Is a private -public, non-profit economic development corporation managed by a joint private -public board. It was initiated for a single purpose: to attract job -creating investment to San Joaquin County. In a major action of commitment and cooperation, San Joaquin County committed $75,000 a year to this venture: the cities of Escalon, Lodi, Manteca, Ripon. Stockton, Tracy also have contributed, as has private industry. The Business Council! was founded to develop strategies and advocate public policies to improve the business climate and to enrich public educational services. It focuses on human resource development and regional growth management. It has its own Board of Directors and is entirely privately funded In 1993 the Partnership and the Business Council reorganized and merged operations with a single administrative staff in order to achieve maximum impact and effectiveness. Together they have undertaken Targeted Public Policy Initiatives program which will concentrate on retention and expansion of kxal firms, state relations and business climate programs, human resource development and public education, and product df mlopment. Chambers of Commerce Each of the cities has a Chamber of Commerce which focuses on improving its business climate as well as welcoming new businesses and retaining existing ones. C In addition. there are organizations representing ethnic groups, including the Mexican -American Chamber of Commerce, the Black Chamber of Commerce, and the Filipino Chamber of Commerce. These seek to promote business opportunities for their members and foster equal opportunity - Enterprise Zone The City of Stockton and the County of San Joaquin were successful in the spring of 1993 in winning an Enterprise Zone designation from the State. This 27 -square -mile area extends from central Stockton to the unincorporated area south and east of the city. This zone is intended to encourage commercial and industrial development and to secure jobs for the economically disadvantaged or unemployed. The Cities' Economic Development Programs Escalon The City of Escalon has recently formed an Economic Development Committee. Its Mission Statement expresses its goal to promote, support and improve the economic growth, economic diversity, business climate, job creation, and quality of life in the City of Escalon. Annual Plan Page 111-32 ANTI -POVERTY STRATEGY (cont.) Lathrop The City of Lathrop is currently creating a Redevelopment Agency plan. An economic development component will be included Lathrop has been working with the San Joaquin Partnership in securing new businesses for the city. Lodi The City of Lodi has an Economic Development Coordinator who plans, organizes, coordinates and directs the Economic Development Plan for the City. The Coordinator also provides assistance in the retention and expansion of existing businesses; in marketing and outreach programs for the attraction of commercial andindustrial development to the Lodi community; and assists In redevelopment of the downtown area. Manteca The City of Manteca's Redevelopment Agency, in conjunction with the City Managers Office, is responsible for economic development. The Agency staff provide resource referral for business assistance inquiries; ombudsman services between the developer and City departments; expediting and tracking; and consideration for financial participation in projects. For new business development, preliminary staff review meetings are set up; special meetings are held with those considering business location, relocation or expansion to Manteca; and on-site visits to identify site constraints are provided. 4, Since the Agency's inception in December 1986, a number of projects have been undertaken, including nine (9) commercial projects and six (6) affordable housing programs. With its redevelopment funds Manteca is able to promote new construction, rehabilitation of existing businesses, and loans to small businesses in order to improve the city's economic climate and provide an increased number of jobs. it is also able to assist with single- and mufti -family and senior housing rehabilitation, and provide a down payment assistance program. Manteca has a Vocational Education Training Agreement with the San Joaquin County Supe•'•rtendent of Schools for a Regional Occupational Program/Career Office Training program which places students in city departments and provides work experience. The City of Manteca distributes a 'Resource Guide to Starting and Operating a Small Business in Manteca,- prepared by the Small Business Development Center at San Joaquin Delta College. Ripon The Ripon City Council established an Economic Development Commission to act as an advisory body regarding economic development matters. The six -member commission consists of representatives from the Chamber of Commerce, Business Improvement District, and local residents. It has been tasked with developing an economic development element to be incorporated into the current general plan revision. The Commission also acted as the tiaison between the city and the proponents for a wireless cable business which will be located in Ripon and will employ 60 - 80 persons from the area. Ripon has contracted with an economic development consulting firm to develop market strategy program for the attraction of new job -based development to the community. It has also submitted an application for an economic development grant for the extension of public utilities to the north Annual Plan Page 111-33 ANTI -POVERTY STRATEGY (cont.) W side of the Jack Tone Road/Highway 99 interchange which currently contains approximately 80 acres of prime commercWindustrial properties within the city limits. One project already approved for this area is an auto/truck travel plaza which will employ approxi natety .00 persons. Tract The Tracy Economic Development Committee Is a partnership between the City of Tracy and the Tracy of Commerce. Its purpose is to attract new businesses and to retain the existing commercial and industrial companies. Efforts at Coordinatiom The San Joaquin Partnership, the San Joaquin County Economic Development Association, the Greater Chamber of Commerce, and the Business Council have entered into a Cooperation Agreement in order to clarity roles and responsibilities, avoid dupikation of efforts, and en.'tance the coordination df the organizations' complimentary programs and activities. As noted above, the San Joaquin Partnership and the Business Council reorganized recently to form a single unified organization. Also, the City of Stockton, and San Joaquin County have cooperative agreements in place for purposes of Lcilltating the success of the Enterprise Zone. Preparing Low Income Individuals for Jobs In order for indrMuats to cross the threshold from poverty to a more moderate income, they need to be able to procure jobs which pay them a modest wage, in this area at least $7.50 an hour. In order to earn such an Ir come, there is an obvious need for skips training. Program that provide this are fisted below. For some who have not previously been consistently employed, there is also a need for training in general job-related skiffs, such as punctuality, appropriate attire, conflict resolution, etc. In the preparation of the Community Profile. groups who work with the homeless pointed out that finding a family a new residence and a job is not sufficient. People often need training in life skills so they can deal with stressful situations related not only to their employment but also to their family situation. Therefore, this aspect of training is also included below. • Job Training Partnership Act Programs/Private Industry Council As mentioned above, the County's Employment and Economic Development Department has the responsibility for the Job Training Partnership Act programs administered through the Private Industry Council and its Board. These programs listed the following accomplishments: • In FY 1992-93, the EEDD assisted 627 persons to find jobs maintained an adult entered employment rate of 76%, increased wages at placement from S7.37 to $7.56 per hour, and exceeded performance standards for the 10th consecutive year, earning a bonus; • finalized and approved job competencies by the Private Industry Council for 22 occupations; • incrPased length and quality of training with 327 clients completing training and 86% placed in occupations with good wages and benefits; • served 2,400 participants in the Summer Youth Employment & Training Program and earned national awards. �.,. Annual Plan Page 111-34 r ANTI -POVERTY STRATEGY (cont) In compliance with federal DTPA amendments. major changes are underway to shift emphasis to target services to hard -to -serve clients, while increasing job retention requirements from 3 to 6 months. �C_ Ali:' GAIN is a mandatory job -training program for certain recipients of public assistance. EEDD contracts with the human Services Agency for Pre -Employment Preparation, .Job Search, and Assessment training for GAIN participants. to 1992 - 93, 1066 persons were served. • Food Stamp Employment S Training Program This program provides reimbursement for transportation, child care, or other costs up to $25 per month for a maximum of two months to food stamp recipients who are actively seeking employment It is expected that this program will be used in conjunction with GAIN during this fiscal year. • Refugee Assistance Program As noted above. this county has a large population of refugees, especially from southeast Asia. The Federal government prr.dides funds for training, especially in language skills, necessary in almost all cases before employment can be obtained. Most of this training is provided by Mutual Assistance Agencies, local groups which assist in the acculturation process of its members. Among these are The Cambodian Community of Stockton and the Vietnamese Voluntary Foundation. County Community Action Agency and Community Centers The seven Community Centers in the CHAS area, and their programs, provide the primary access to thoso who are low income; they are also good sources for the dissemination of information and for the integration of services. The Centers operate an Adopt -A -Family Program which aids families originally seen in crisis on a longer-term basis. The program provides access to such assistance as finance -managing classes, trade -training programs, Headstart, and Section 8 housing. It gives the families an extra •push• toward seff-sufficiency. Senior Employment Services This program of the County Department of Aging provides work experience, job counseling and services to people 55 years of age or older. There are a myriad of other programs, many of which are included in the Inventory of the Community Profile, to assist people with developing life skills and help them as they rind and maintain employment. Examples of these include the Child Abuse Prevention Counci� s In -Home program, where family crisis workers visit individual families on a weekly basis for up tc twelve months, working with each family on budgeting, home management, nutrition, and alternative discipline techniques; and the respite program, which allows parents a lime out' during which they can leave their chik!ren at the Council. Another important service is the Adult Literacy Program operated by the Stockton -San Joaquin Public Library. Many adults who are unable to read have participated in this program in order to obtain employment or promote into jobs that are above minimum wage. Annual Plan Page II;•35 ANTI -POVERTY STRATEGY (cont.) Coordination and Results The-InstkWonal Structure and Intergovernmental Cooperation• section of the Fare Year Strategy sets forth a plan for new membership and new roles for the Policy Advisory Committee and the Technical Advisory Committee which oversee both the CDBG and the CHAS processes. This restructuring includes developing a process for invoking people -serving agencies and establishing improved communication. The result will be improved dilation of housing -related strategies with social service and job 'ending and job -creating program We do not believe that it is possible to project at this time the extent to which our efforts will assist in reducing the number of households with incomes below the poverty rite. Annual Plan Page 11136 D. COORDINATION EFFORTS The process of preparing the CHAS involved soliciting input on the needs for affordable housing, supportive housing. and services for those with special needs from community groups and organizations. as wen as from governmental agencies. The Information received was very useful and has begun a dialogue which will benefit both the governmental erdWes wtkh make decisions regarding prioritizing and funding programs, and the programs themselves and the people they serve. The Institutional Structure and Intergovemmentat Cooperation section of the Five Year Strategy sets forth a plan for expanded membership and new roles for the Policy Advisory Committee and the Technical Advisory Committee. This restructuring includes developi V a process for involving peopte-serving agencies In order to mate an ongoing dialogue lbrough which the governmental agencies can learn what these providers are experiencing and what they see the most critical needs to be. The Polly Advisory Committee and the Technical Advisory Committee will meet early in 1994 to discuss augmenting their memberships and to begin the process of allocating specific roles and goals for each body. In generat the effort will be to: • widen the base of information being solicited and received from community-based organizations: • analyze the existing needs and prioritize them: • develop policies for the allocation of funds; "~ determine the amount of funds to be allocated to each category of program and each geographic area ' It is expected that the PAC and TAC will need to meet more regularly than in the past, when their primary function has been the allocation of funds. They are expected to expand their functions to include consideration of what grants should be pursued; analyze how to bring resources to bear on the main problems, appraise how to coordinate the services provided, minimizing overhead and duplication of effort; determine how in general to be of assistance to community based organizations: decide how most appropriately to encourage citizen participation. E. CERTIFICATIONS The CHAS required certifications that the County will affirmatively further fair housing and that it has in .effect and is following a residential antidisplacement and relocation assistance plan are contained in Appendix D. Annual Plan Page III -37 Annual Pian Page III -38 IV. SUMMARY OF CITIZEN COMMENTS Two public meetings were held during preparation of the CHAS. The first public meeting was held on Wednesday. August 18.19903, to consider Section I of the CHAS. the Community Profile, and to receive input for preparation of the Five -Year Strategy and the Annual Plan. The comments made at the public meeting included general remarks on the Community Profile and the sources of information it contained. Topics of interest included: • employment trends in the County, • housing casts and the affordability of housing for local residents, • the divefsification of the area's economy, • the jobs/housing balance within the County's planned new communities, • vacancy rates for rernat housing stock, • the need for additional Section 8 housing, • facilities/services for the homeless and persons threatened with homelessness. • the categories of people in danger of becoming homeless, • the need for supportive housing, and • the resources available to meet the needs identified in the draft Community Profile. Revisions to the text of the draft Community Profile were made based upon the comments received concerning the above. as wed as those that were received on the telephone and in writing. Virtually all suggestions were incorporated into the document. A letter was received from Tom Sullivan, Outreach coordinator for San Joaquin County Mental Health Services. Mr. Sullivan does not believe that the numbers of homeless provided by the Mendelson study accurately reflect the existing situation and has more confidence in the 1990 census data Therefore, the census numbers are also included in the CHAS. I—. -- The second public meeting was held on Wednesday. November 3, 1993, to accept comments on the entire Draft CHAS, including the Five -Year Strategy and the Annual Plan. The comments received at the meeting included general remarks on the following topics of interest: • the definition of homelessness, • duplication of services by service providers, • unmet housing needs, • the need for coordination among service providers, • the usefulness of shelter programs, • funding mechanisms for Section 8 Housing, • the problems that can lead to homelessness. • rerna! assistance programs, • the document's public participation process, • the Board of Supervisors' hearing to consider the document, and • the use of the document as a resource for the community and service providers. Revisions to the text of the CHAS were made based upon comments received during the public meeting, as well as other comments received during the thirty -day review period. A letter was received from Bill Mendelson, Executive Director for the Stockton Shelter for the Homeless, during this 30 -day review period. Mr. Mendelson questions whether the recommendations of the San Joaquin Courty Affordable Housing Task Force in their report to the Board of Supervisors have been considered in developing the CHAS. Because the Board will take action on the report and recommendations of the Affordable Housing Task Force on the date the CHAS will be considered for adoption, it was decided that discussing or incorporating these recommendations in the CHAS would be premature. The Board may or may not decide to adopt each recommendation. Those recommendations of the affordable Housing Task Force adopted by the Board, however, will be incorporated in the County's housing program in 1994. Summary of Citizen Comments Page IV -1 In addition to the public meetings, a conscientious effort was made to solicit the input of the community. As noted in the Summary of the CHAS Development Process (p.), more than 115 questionnaires were sent to cornnwnity organizations and agencies, requesting intomration on their programs and input on their experience with unmet housing needs. More than 70 agencies responded in writing, and marry more were contacted by telephone. Attadied to this section is a fisting of the names addresses and telephone numbers of the agencies,- organizations and programs who contributed to the development of the CHAS. The needs which were listed by respondents are all included in the sections on the needs of the populations being considered, pages 1-51.1-5'., and W. Summary of Citizen Comments Page IV -2 A AGENCIES, ORGANIZATIONS, AND PROGRAMS THAT CONTRIBUTED TO THE CHAS Acclimation, Inc. Aspira Foster Family Services Willard Holman. Director 4545 Georgetown Place. B12 2014 Scribner SL Stockton, CA 95207 Stockton, CA 95205 478-9862 546-7438 ACLC (Asociacion Campesina Lazaro Cardenas, Association for Retarded Citizens Inc.) Ron Tognoll. Executive Director Carol Omelas, Executive Director 802 East Flora St. 2707 East Fremont SL, Ste 11 Stockton, CA 95202 Stockton, CA 95205 464-7731 466-6811 Adult Protective Services County Department of Aging Bob Rimington, Director P.O. Box 201056 Stockton, CA 95201 468-2202 Agricultural Workers Health Center, Inc. Michael Kirkpatrick, Executive Director 230 North California SL Stockton. CA 95202 948-5410 AIDS Program Services San Joaquin County Public Health Servicer Patty Blomberg, Coordinator 1601 E. Hazelton Ava. Stockton, CA 95205 468-382S Bethany Home Society Bruce Nikkel, Executive Director 930 West Main SL Ripon, CA 95366 S99-4221 Boggs Tract Community Cerner Arlene Coffee, Director 533 Los Angeles Ave. Stockton, CA 95203 4683978 Cambodian New Generation, Inc, Francis Samsotha, Executive Director 4212 North Pershing Ave., Ste. A-3 Stockton, CA 95207 472-0889 Asian Pacific Self -Development and Residential Care Filled Homes Association (ASPARA) Terry Hull, Administrator Sovanna Koeurt, Executive Director 7808 Kelley Dr., Ste. E 3830 North Alvarado Ave. Stockton, CA 95207 Stockton, CA 95204 477-8200 941-9450 Summary of Citizen Comments Page IV -3 AGENCIES, ORGANIZATIONS, AND PROGRAMS THAT CONTRIBUTED TO THE CHAS Continued Charterhouse Center Judith Bting, Executive Director 1020 West Lincoln Road Stockton. CA 95207 476-1106 Children's Home of Stockton Mark Phelps. Executive Director 430 North Pilgrim SL Stockton. CA 95201 466.0863 Community Action Resources of Escalon (CARE) Fern Andrews, Coordinator 1531 Second Street Escalon. CP. 95230 838-3831 Community Blind Cerner Tom Dana, Executive Director 130 West Flora SL Stockton. CA 95202 466.3836 Council for the Spanish Speaking Perfecto Munoz, Executive Director 511 East Magnolia. 4th Floor Stockton. CA 95202 465-0218 Central Valley Low Income Housing Corp. Paul Ainger. Executive Director 445 W. Weber #129 P.O. Box 1259 Stockton, CA 95201 465.4265 DAWN House Elizabeth Bishay, Executive Officer 620 North San Joaquin St. (Women's Center) Stockton, CA 95202 941-2611 Department of Aging and Community Services Joe Chelll. Director P.O. Box 201056 Stockton. CA 468-2202 Clark Foster Care Clarence Simpson, M.F.C.C. 5250 Claremont Ave.. Ste 128 Stockton, CA 95207 4723409 Delta Regional Project Stockton Developmental Center Jake Myrick. Community Placement 510 E. Magnolia SL Stockton, CA 95202 948-7529 Easter Seal Society Hank IOopstock. Executive Director 102 West Bianchi Rd. Stockton, CA 95207 473-0441 Eastside Improvement Committee Attn: Virginia Snyder P.O. Box 2444 Lodi, CA 95241 Emergency Food Bank David Hacker, Director 7 West Scotts Ave. P.O. Box 2441 Stockton, CA 95201 4647369 Expanded Food and Nutrition Education Program (UC Coop. Ext) IGm Stumph. Home Economist 420 South Wilson Way Stockton, CA 95'05 468-2085 Summary of Citizen Comments Page IV4 N A j HANDS Trust AGENCIES, ORGANIZATIONS, AND PROGRAMS (Housing Affordability and Neighborhood THAT CONTRIBUTED TO THE CHAS Designs) 430 E. Park SL Continued P.O. Box 1914 Garden Acres Community Center Hanot Foundation P.O. Box 1259 Rudy Marcelo, Director Nicholas Curtin. Executive Director 607 Bird Ave. 14373 E. Sargent Rd Stockton, CA 95205 Lockeford. CA 95237 4683984 P.O. Box 542 i Stockton, CA 95237 s 334-6454 General Relief Program Haven of Peace Cleveland Edwards, Deputy Director Ruth Martin, Director San Joaquin County Human Services Agency 7070 Harlan Rd P. O. Banc 201056 French Camp, CA 95231 Stockton, CA 95201 P.O. Box 724 468-1000 Stockton. CA 95201 982-0396 a Good Samaritan Training Center Health for All r Donna Gert, Coordinator Adult Day Health Care Center j 1981 East Cherokee Rd. 125 S. Washington St. Stockton. CA 95205 Lodi. CA 95240 467-7855 367-1552 '-` Gospel Center Rescue Mission Homeless Outreach Services Bili Browmt, Coordinator County Mental Health Services 445 S. San Joaquin St. Tom Sullivan, Coordinator Stockton, CA 95203 1212 North California St. 466-2138 Stockton, CA 95202 948-5755 Habitat for Humanity Hope Family Shelter Judy Downer Rev. Ben Terrell 970 Graywood Circle 528 W. Yosemite #3 Stockton. CA 95209 Manteca, CA 95336 465-5949 824.0652 HANDS Trust Hospice of San Joaquin (Housing Affordability and Neighborhood Barbara Tognoll, Director Designs) 430 E. Park SL Attn: Fred Shed P.O. Box 1914 445 W. Weber #129 Stockton. CA 95201-1914 P.O. Box 1259 466-0699 Stockton, CA 95201 46514264 Summary of Citizen Comments Page !V-5 } 7 AGENCIES, ORGANI7AMONS, AND PROGRAMS . THAT CONTRIBUTED TO THE CHAS Continued Lodi Community Center Meadows Depot Paula Soto. Director Paula Meadows. Director 860 E. Pane St. 23760 North Highway 99 Lodi. CA 95240 Acampo, CA 95220 331-7516 367-1948 Loel Senor Community Center Multi -Purpose Senior Service Program (MSSP) Geraldine Schook. Executive Director County Department of Aging 105 South Washington SL Wendy Moore. Director Lodi, CA 95240 P.O. BOX 20152 368-2050 Stockton. CA 95201 468-2202 i Lofty Hansen Sen nor Center Northeast Community Center i Michael H. Carter. Director Maxine Lucas, Director 375 East 9th SL 2855 East Harding Way Tracy, CA 95376 Stockton, CA 95205 4683918 Love Thy Neighbor Office of Substance Abuse Frances Bynum, Director Community Workst Program 609 West Center St. Kathy Coleman, Director Manteca, CA 95336 511 E- Magnolia St. 823-5310 Stockton, CA 95202 468-2299 Manteca Senior Center Office of Substance Abuse: Perinatal Services Ann Lewis. Director Frances Hutchens, Housing Coord. 295 Cherry Lane 640 N. San Joaquin Manteca, CA 95336 Stockton, CA 95202 468-6848 Manteca CAPS Older Adult Services Robert Lonczak. Director Patricia E Hanna, LCSW, Coordinator 18088 S. Austin Rd. 511 E: MagnoCa. Rm. 219 Manteca. CA 95336 Stockton, CA 95202 239-5050 4683760 McHenry House for the Homeless Efrain Rios, Director 757 'A St. Tracy, CA 95376 835-2328 Summary of Citizen Comments Page N-7 AGENCIES, ORGANIZATIONS, AND PROGRAMS THAT CONTRIBUTED TO THE CHAS Continued PALS. Inc. (Positive Alternative Lifetreatment Salvation Amy Adult Rehabilitation Center Services) Captain Samuelson. Administrator William Bums. President 1247 S. Wilson Way 11 DS N. E) Dorado SL Stockton. CA 95205 P.O. Box 690757 466.3871 Stockton. CA 95269-0757 944-0895 Refugee Resource Center Robert Khoonsrivon% Executive Director 425 North Caldomia SL. Ste 1 Stockton, CA 95202 4633410 Regional Youth Services Roy Alexander, Executive Director 12755 N. Highway 88 Lodi, CA 95240 686-5649 Ripon Interfaith Ministries 816 W. Main SL Ripon, CA 95366 5993682 Ryan White Consonium c/o Patty Blomberg San Joaquin County Public Heath Department 1601 East Hazeton Ave. Stockton, CA 95205 Safe House Runaway Shelter Sharon Higgs, Coordinator 729 North California SL, Ste 18 Stockton. CA 95202 948-1911 Salvation Army Lyle Morris, Director 525 Lockeford SL Lodi, CA 95240 369-5096 Salvation Army Corps Community Center Envoy Clement Leslie 120 N. Airport way Stockton, CA 95205 948-8955 San Joaquin AIDS Foundation Marie Wilson-Enriquez, Director 4410 North Pershing Ave. Ste. C-4 Stockton, CA 95207 476-8533 San Joaquin County Child Abuse Prevention Council Cynder Botista, Executive Director 604 East Acacia SL Stockton, CA 95202 San Joaquin County Food Bank Robert 10utger, Director 7553 Carmelo Dr. P.O. Box 328 Tracy, CA 95378-0328 835-2772 Seeds of Hope Geneva Bell, Director P.O. Box 5281 Stockton. CA 95205-0281 Senior Service Agency Adult Day Care 8 Nutrition Programs Judy M. Brown, Administrator 224 South Sutter SL Stockton, CA 95202 466-9524 Summary of Citizen Comments Page IV -8 I Salvation Army Adult Rehabilitatirxu Center Captain Samuelson, Administrptor 1247 S. Wilson Way Stockton, CA 95205 466,3871 Salvation Army Corps Community Center Envoy Clement Leslie 120 N. Airport Way Stockton. CA 95205 9488955 San Joaquin AIDS Foundation Marie Wilson-Enriquez, Director 4410 North Pershing Ave. Ste. C-4 Stockton, CA 95207 476-8533 SHARE Lou Hill, Coordinator P.O. Box 1191 Stockton, CA 95201 931-6808 St. Mary's Interfaith Dining Room David P. Brewer, Director 545 West Sonora St. Stockton, CA 95203 467-0703 Summary of Citizen Comments Page IV -8 AGENCIES, ORGANIZATIONS, AND PROGRAMS THAT CONTRIBUTED TO THE CHAS Continued Ripon Interfaith Ministries San Joaquin County Child Abuse Prevention 816 W. Main St. Council Ripon, CA 95366 Cynder Botista, Executive Director 5993682 604 East Acacia SL Stockton. CA 95202 Ryan White Consortium San Joaquin County Food Bank Go Patty Blomberg - Robert Klinger, Director San Joaquin County Public Health Department 75W Carmelo Dr. 1601 East Hazelton Ave. P.O. Box 328 Stockton. CA 95205 Tracy. CA 95378-0328 835-2772 i Safe House Runaway Shelter Seeds of Hope Sharon Higgs, Coordinator Geneva Bell, Director 729 North California SL. Ste 18 P.O. Box 5281 Stockton. CA 95202 Stockton, CA 95205-0281 € 948-1911 { Salvation Army Senior Service Agency Lyle Morris, Director Adult Day Care & Nutrition Programs 525 Lockeford St. Judy M. Brown, Administrator t Lodi. CA 95240 224 South Sutter St. 369-5096 Stockton, CA 95202 466-9524 Salvation Army Adult Rehabilitatirxu Center Captain Samuelson, Administrptor 1247 S. Wilson Way Stockton, CA 95205 466,3871 Salvation Army Corps Community Center Envoy Clement Leslie 120 N. Airport Way Stockton. CA 95205 9488955 San Joaquin AIDS Foundation Marie Wilson-Enriquez, Director 4410 North Pershing Ave. Ste. C-4 Stockton, CA 95207 476-8533 SHARE Lou Hill, Coordinator P.O. Box 1191 Stockton, CA 95201 931-6808 St. Mary's Interfaith Dining Room David P. Brewer, Director 545 West Sonora St. Stockton, CA 95203 467-0703 Summary of Citizen Comments Page IV -8 AGENCIES, ORGANIZATIONS, AND PROGRAMS THAT CONTRIBUTED TO THE CHAS Continued SHARE United Cerebral Palsy Association, Inc. of San Lou Hill, Coordinator Joaquin Co. P.O. Box 1191 Julie Schumacher. Executive Director Stockton. CA 35201 333 West Benjamin Hoa, Ste 1 931-6808 Stockton, CA 95207 956.0290 St. Mary's interfaith During Room Valley Mountain Regional Center David P. Brewer. Director Gwen Caldeira. Dir. Comm. Sup. Svcs. 545 West Sonora St. 7210 Murray Dr. Stockton, CA 95203 P.O. Box 692290 467-0703 Stockton. CA 95269-2290 473-0951 Stockton Metropolitan Ministry Victory Outreach Ron Frazier, Emergency Food & Housing Frank Bossi. Director Committee 735 E. Anderson 1149 North El Dorado SL. Ste. C Stockton, Ca 95206 Stockton, CA 95202 462-8403 948-7529 Stockton Shelter for the Homeless Bill Mendelson, Executive Director 611 W. Church P.O. Box 4803 Stockton. CA 95204 465-3612 (Family Shelter) 466-2605 (Singles Shelter) Taft Community Center Richard Gross, Director 389 West Downing Ave. Stockton, CA 95206 468-4168 Tracy Interfaith Ministries Jean Shipman. Executive Director 420 E. 11 th St. P.O. Box 404 Tracy, CA 95376 836-5424 WIC Program, Delta Health Care Mary Wakefield, Program Director 922 N. Center St P.O. Box 550 Stockton, CA 95201-0550 466-3286 WIC Program, Public Health Department Ms. Barbara Reisberg, Nutritionist 1601 East Hazelton Avenue Stockton, CA 95205 468-3286 Woodbridge Senior Center Edna Wagner 1074 E. Academy St. Woodbridge, CA 95258 369-6870 Summary of Citizen Comments Page IV -9 APPENDIX A r TABLE I CHANGE IN POPULATiON1980-1990 (Source: 1980. 1990 Census: file: d: ch80-90.wk3) Lathrop Lodi Manteca Ripon Tracy Unincorporated CHAS Planning Area Stocton San Joaquin County t 3717 35221 24925 3509 18428 108636 197563 149779 347342 6841 51874 40773 7455 33558 124747 269685 210943 480628 3124 84.0% 6.3% 16653 47.3% 3.9% 15848 63.6% 5.0% 3946 112.5% 7.8% 15130 82.1% 6.2% 16111 14.8% 1 A% 72122 36.5% 3.2% 61164 40.8% 3.5% 133286 38.4% 3.3% %9*E %o*L UWE 909149 MOM? AjunoC) uinboor ues %9*E %VL ZLESL 95z9zz £16013 Uolmools %SIZ %6'9 99894 093993 9e9692 Beiv BLHUULld SVHD %171 L %031 1009 8tL6Z L LtLtZ L polejodjoou!un %VL %LIOZ 6169 Losotp 999cc Aoejj. 8C6 MCS 9917L uod!U %9,9 9692 69M, ULM, waluen %S*C Lag L LoLeg IMS L 9 1pol WE %6'9 E49 MIL LV99 dongin %Z*ZL zvs Mir Let7v U0190S3 6k NX. io : Ee W 966 :'0661':' our , Z . . . . . . . . NO -IVIOI..' LY.1 ndOd (tmjwlc6o6q*M :p :olg :snsuo:) 0661 !9-3 liodeV 'eaueuLd jo juatuvedea slujoillen :83inos) C66t-066M01"IfIdOd NI 3SNVH3 1131811 .J' % TABLE III ` DEGREE OF MINORITY CONCENTRATION BY CENSUS TRACT AND BLOCK GROUP ^ (Source: 1990 Census: STF3. table p12; file: d:degmin.wk3) CENS�� B i PLACE TH71CT,; WHITE PER CENT ltSK OTHE BLACK IND ASUW R-::HISPANIC,,TOT MIN 0008 1 99999 0.0% 41.1% 0.0% 0.0% 0.0% 58.9% 100.0% 0008 2 99999 0.0% 232% 0.0% 0.0% 0.0% 76.7% 100.0% 0010 2 16651 60.5% 0.0% 0.0% 39.5% 0.0% 0.0% 39.5% 1010 5 99999 54.7% 0.0% 0.0% 45.3% 0.0% 0.0% 45.3% 001101 2 16651 60.8% 0.0% 3.0% 6.8% 0.0% 29.4% 39.2% 031102 1 16651 69.0% 11.5% 0.0% 3.5% 0.0% 16.0% 31.0% 001102 2 16651 69.5% 3.9% 2.6% 6.0% 0.0% 179% 305% 001102 3 16651 59.0% 0.0% 0.0% 28.8% 0.0% 12.2% 41.0% 001102 4 16651 69.2% 0.0% 2.8% 5.0% 0.0% 23.0% 30.8% 0014 1 99999 22.7% 0.0% 0.0% 77.3% 0.0% 0.0% 77.3% 0014 2 99999 0.0% 0.0% 0.0% 100.0% 0.0% 0.0% 100.0% 0015 1 99999 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 100.0% 0015 3 03209 602% 0.0% 12% 4.3% 0.0% 34.3% 39.8% 0016 03209 67.4% 0.0% 0.0% 0.0% 0.0% 326% 32.6% 0016 3 03209 61.1% 0.0% 0.0% 0.0% 0.0% 38.9% 389% 0017 2 03209 42.0% 1.0% 2.7% 0.9% 0.0% 53.3% 58.0% 0017 3 0320947.6% 0.0% 9.1% 3.4% 3.0% 36.9% 52.4% 0018 1 99999 50.1% 0.0% 3.8% 1.9% 0.0% 44.2% 49.9% 0020 4 99999 65.1% 13.6% 0.0% 0.0% 0.0% 21.3% 34.9% F 0021 2 99999 20.0% 27.9% 1.0% 6.8% 0.0% 44.3% 80.0% «� 0021 3 99999 52.6% 0.0% 0.0% 47.4% 0.0% 0.0% 47.4% 0021 3 99999 18.6% 0.0% 0.0% 0.0% 0.0% 81.4% 81.4% 0022 1 99999 21.6% 2.5% 0.0% 52% 0.0% 70.6% 78.4% 0022 2 99999 6.1% 20.1% 0.8% 10.1% 0.0% 62.9% 93.9% 0022 4 99999 0.0% 0.0% 382% 0.0% 0.0% 61.1% 100.0% 0024 4 99999 1.19 128% 0.0% 10.1% 0.0% 76.0% 98.9% 0024 6 99999 5.7% 16.1% 0.0% 44.1% 0.0% 34.1% 94.3% 0026 2 28182 68.1% 0.0% 0.0% 11.0% 0.0% 20.9% 31.9% 002701 1 28182 68.8% 0.0% 0.8% 0.0% 0.0% 30.4% 312% 002701 3 28182 49.8% 0.0% 3.2% 4.0% 0.0% 43.0% 50.2% 002701 4 28182 54.5% 0.0% 3.9% 0.0% 17.7% 23.9% 45.5% 002702 1 28182 54.9% 0.0% 2.1% 12.7% 0.0% 30.4% 45.1% 002702 2 28182 63.6% 0.0% 1.4% 0.8% 0.0% 34.1% 36.4% 002702 3 28182 61.9% 0.9% 0.9% 0.6% 0.0% 35.8% 38.1% 0028 1 99999 54.0% 0.0% 0.0% 0.0% 0.0% 46.0% 46.0% 003208 1 99999 57.3% 0.0% 0.0% 25.5% 0.0% 17.2% 42.7% 003208 5 99999 28.3% 36.7% 0.0% 35.0% 0.0% 0.0% 71.7% 003410 2 99999 60.0% 0.0% 0.0% 40.0% 0.0% 0.0% 40.0% 003410 2 99999 47.5% 0.0% 0.0% 0.0% 0.0% 52.5% 52.5% 003601 2 99999 66.8% 0.0% 8.1% 3.1% 0.0% 22.1% 33.2% 003601 2 99999 65.9% 0.0% 0.0% 27.6% 0.0% 6.5% 34.1% 003601 3 99999 46.2% 0.0% 3.8% 0.0% 0.0% 50.0% 53.8% 003602 2 99999 50.2% 0.0% 0.0% 0.0% 0.0% 49.8% 49.8% 003602 3 99999 60.3% 0.0% 0.0% 5.9% 0.0% 33.816 39.7% 003602 4 99999 58.9% 0.0% 2.5% 2.4% 2.1% 34.1% 41.1% 0037 1 99999 66.2% 0.0% 1.3% 4.8% 0.0% 27.7% 33.8% 0037 2 99999 68.5% 2.6% 0.9% 2.7% 0.0% 25.3% 31.5% 0037 4 99999 63.6% 18.0% 0.0% 0.0% 0.0% 18.4% 36.4% 0037 5 99999 57.9% 0.0% 0.6% 4.8% 0.0% 36.7% 42.1% TABLE III DEGREE OF MINORITY CONCENTRATION BY CENSUS TRACT AND BLOCK GROUP �\ (Source: 1990 Census: STF3. table p12; file: d:degmin.wk3) CEN r Ba {' P[ACEis TRbCT WHITE PERCENT BLACK'ANDA ..ASIAN.' OTHER HISPANICS TOTMIN; 0008 1 99999 0.0% 41.1% 0.0% 0.0% 0.0% 589% 100.0% 0008 2 99999 0.0% 23.3% 0.0% 0.0% 0.0% 76.7% 100.0% 0010 2 16651 60.5% 0.0% 0.0% 39S% 0.0% 0.0% 39.5% 0010 5 99999 54.7% 0.0% 0.0% 45.3% 0A% 0.0% 45.3% 001101 2 16651 60.8% 0.0% 3.0% 6.8% 0.0% 29.4% 39.2% 091102 1 16651 69.0% 11 S% 0.0% 3.5% 0.0% 16.0% 31.0% 001102 2 16651 69.5% 39% 2.6% 6.0% 0.0% 17.9% 30Z% 001102 3 16651 59.0% 0.0% 0.0% 28.8% 0.0% 12.2% 41.0% 001102 4 16651 69.2% 0.0% 2.8% 5.0% 0.0% 23.0% 30.8% 0014 1 99999 22.7% 0.0% 0.0% 77.3% 0.0% 0.0% 77.3% 0014 2 99999 0.0% 0.0% 0.0% 100.0% 0.0% 0.0% 100.0% 0015 1 99999 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 100.0% 0015 3 03209 60.2% 0.0% 12% 4.3% 0.0% 34.3% 39.8% 0016 1 03209 67.4% 0.0% 0.0% 0.0% 0.0% 32.6% 32.6% 0016 3 03209 61.1% 0.0% 0.0% 0.0% 0.0% 38.9% 38.9% 0017 2 03209 42.0% 1.0% 2.7% 0.9% 0.0% 53.3% 58.0% 0017 3 03209 47.6% 0.0% 9.1% 3.4% 3.0% 36.9% 52.4% 0018 1 99999 50.1% 0.0% 3.8% 1.9% 0.0% 44.2% 49.9% 0020 4 99999 65.1% 13.6% 0.0% 0.0% 0.0% 21.3% 34.9% 3 0021 2 99999 20.0% 27.9% 1.0% 6.8% 0.0% 44.3% 80.0% •.. 0021 3 99999 52.6% 0.0% 0.0% 47.4% 0.0% 0.0% 47.4% 0021 3 99999 18.6% 0.0% 0.0% 0.0% 0.0% 81.4% 81.4% 0022 1 99999 21.6% 2.5% 0.0% 52% 0.0% 70.6% 78.4% 0022 2 99999 6.1% 20.1% 0.8% 10.1% 0.0% 62.9% 93.9% 0022 4 99999 0.0% 0.0% 38.9% 0.0% 0.0% 61.1% 100.0% 0024 4 99999 1.191 128% 0.0% 10.1% 0.0% 76.0% 98.9% 0024 6 99999 5.7% 16.1% 0.0% 44.1% 0.0% 34.1% 94.3% 0026 2 28182 68.1% 0.0% 0.0% 11.0% 0.0% 20.9% 31.9% 002701 1 28182 68.8% 0.0% 0.8% 0.0% 0.0% 30.4% 31.2% 002701 3 28182 49.8% 0.0% 3.2% 4.0% 0.0% 43.0% 50.2% 002701 4 28182 54.5% 0.0% 3.9% 0.0% 17.7% 23.9% 45.5% 002702 1 28182 54.9% 0.0% 2.1% 12.7% 0.0% 30.4% 45.1% 002702 2 28182 63.6% 0.0% 1.4% 0.8% 0.0% 34.1% 36.4% 002702 3 28182 61.9% 0.9% 0.9% 0.6% 0.0% 35.8% 38.1% 0028 1 99999 54.0% 0.0% 0.0% 0.0% 0.0% 46.0% 46.0% 003208 1 99999 57.3% 0.0% 0.0% 25.5% 0.0% 17.2% 42.7% 003208- 5 99999 28.3% 36.7% 0.0% 35.0% 0.0% 0.0% 71.7% 003410 2 99999 60.0% 0.0% 0.0% 40.0% 0.0% 0.0% 40.0% 003410 2 99999 47.5% 0.0% 0.0% 0.0% 0.0% 52.5% 52.5% 003601 2 99999 66.8% 0.0% 8.1% 3.1% 0.0% 22.1% 332% 003601 2 99999 65.9% 0.0% 0.0% 27.6% 0.0% 6.5% 34.1% 003601 3 99999 46.2% 0.0% 3.8% 0.0% 0.0% 50.0% 53.8% 003602 2 99999 50.2% 0.0% 0.0% 0.0% 0.0% 49.8% 49.8% 003602 3 99999 60.3% 0.0% 0.0% 5.9% 0.0% 33.6A 39.7% 003602 4 99999 58.9% 0.0% 2.5% 2.4% 2.1% 34.1% 41.1% 0037 1 99999 66.2% 0.0% 1.3% 4.8% 0.0% 27.7% 33.8% 0037 2 99999 68.5% 2.6% 0.9% 2.7% 0.0% 25.3% 31.5% 0037 4 99999 63.6% 18.0% 0.0% 0.0% 0.0% 18.4% 36.4% 0037 5 99999 57.9% 0.0% 0.6% 4.8% 0.0% 36.7% 42.1% TABLE III DEGREE OF MINORITY CONCENTRATION BY CENSUS TRACT AND BLOCK GROUP (Source: 1990 Census: STF3, table p12; file: d:degmin wk3) s s r PERCENTS r yF kr3k, CEN B PLACE WHITE BLACK IND/ESK ASIAN . OTHER HISPANIC : 70TzMIN TRACT--:, G; ::'CODE 0038 3 99999 4.1% 87.7% 0.0% 6.4% 0.0% 1.8% 959% 0038 4 25028 59.6% 1.1% 4.8% 1.2% 0.0% 33.3% 40.4% 0038 5 26028 69.8% 0.0% Z.4% 149% 0.0% 13.0% 30.2% 0038 6 99999 53.6% 0.0% 0.0% 312% 0.0% 152% 46.4%. 0038 7 26028 31.0% 26.5% 12% 22% 0.0% 392% 69.0% 0038 8 99999 51.9% 0.0% 0.0% 0.0% 0.0% 48.1% 48.1% 0038 8 99999 42.1% 13.4% 0.0% 22.8% 0.0% 21.8% 57.9% 0038 9 99999 492% 0.0% 25.4% 0.0% 0.0% 25.4% 50.8% 0039 1 99999 122% 0.4% 0.0% 2.9% 0.4% 842% 87.8% 0039 2 99999 39.4% 0.0% 0.0% 4.7% 0.0% 559% 60.6% 0040 1 99999 69.4% • 1.6% 0.4% 3.3% 0.0% 252% 30.6% 0040 2 99999 44.4% 0.0% 09% 3.5% 0.0% 51.3% 55.6% 004101 1 99999 68.6% 0.0% 0.0% 4.4% 0.0% 27.0% 31.4%. 004101 2 86230 699% 0.0% 0.0% 5.2% 0.0% 24.8% 30.1% 004101 4 99999 66.7% 0.0% 0.0% 13.8% 0.0% 19.6% 33.3% 004101 6 86230 69.4% 1.6% 0.2% 4.7% 0.0% 24.1% 30.6% 004102 3 99999 68.3% 0.0% 20.4% 7.9% 0.0% 3.3% 31.7% 004102 5 99999 51.3% 0.0% 0.0% 0.0% 0.0% 48.7% 48.7% 004102 6 99999 435% 0.0% 0.0% 14.3% 0.0% 422% 565% 004102 8 99999 68.6% 0.0% 0.0% 5.3% 0.0% 26.0% 31.4% �. 004202 7 42202 68.4% 0.0% 3.0% 12.1% 0.0% 165% 31.6% 004302 1 42202 65.8% 0.0% 1.1% 0.0% 0.0% 33.1% 34.2% 004401 2 42202 40.7% 0.0% 0.7% 7.2% 0.0% 51.4% 59.3%. 004401 3 42202 535% 0.0% 0.6% 3.8% 0.0% 42.1% 46.5% 004401 4 42202 S4.1% 0.0% 0.7% 9.4% 0.0% 35.9% 45.9% 004401 5 42202 61.3% 1.0% 0.0% 4.7% 0.0% 32.9% 38.7% 004401 6 42202 54.6% 0.0% 0.0% 82% 0.0% 372% 45.4% 004402 1 99999 61.6% 0.0% 0.0% 8.6% 0.0% 29.8% 38.4% t 0045 3 42202 41.6% 1.0% 0.9% 9.6% 0.0% 46.9% 58.4% 0045 0046 4 3 42202 99999 49.0% 34.1% 1.2% 0.0% 0.0% 0.0% 4.5% 1.4% 0.0% 0.0% 45.3% 64.6% 51.0% 65.9% 004702 4 99999 20.4% 0.0% 0.0% 0.0% 0.0% 79.6% 79.6% 004702 6 99999 66.4% 3.9% 0.4% 6.2% 0.0% 23.2% 33.6% 0048 1 41670 37.8% 0.0% 0.0% 28.8% 0.0% 33.3% 62.2% 0048 3 99999 67.3% 0.9% 0.9% 0.0% 0.0% 30.9% 327% 0048 5 99999 35.5% 0.0% 0.0% 2.1% 0.0% 62.4% 64.5% 004901-3 99999 55.2% 0.0% 0.0% 0.0% 0.0% 44.8% 44.8% 004998 4 99999 67.2% 7.0% 0.0% 0.0% 0.0% 32.8% 32.8% 005001 1 61026 65.4% l 0.0% 0.0% 0.0% 34.6% 34.6% 005106 2 99999 61.9% 0.0% 05% 0.0% 35.8% 38.1% 005108 2 45484 F^ -° v.0% 1.9% 4.8% 0.0% 23.7% 30.4% 005108 3 45484 0.0% 0.0% 0.0% 0.0% 38.4% 38.4% 005109 3 45484 1% 0.0% 4.4% 0.0% 0.0% 42.5% 46.9% 005110 3 45484 67.0% 4.0% 0.0% 5.1% 0.6% 23.3% 33.0% 005110 5 99999 51.4% 0.0% 0.0% 0.0% 0.0% 48.6% 48.6% 005111 1 99999 34.6% 18.9% 0.8% 32% 0.0% 42.5% 65.4% 005113 1 45484 66.7% 0.0% 0.0% 0.0% 0.0% 33.3% 33.3% �. 005113 2 99999 64.7% 0.0% 0.0% 0.0% 0.0% 35.3% 35.3% 005114 1 45484 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 100.0% I� TABLE III DEGREE OF MINORITY CONCENTRATION BY CENSUS TRACT AND BLOCK GROUP (Source: 1990 Census: STF3. table pit: file: d:deymin wk3) CEiN B < PLACE WHITE PEKCFTIT BLACK INDIESKSIANF ,� OTHER HI$FANICY ATO MIN: 005114 2 99999 65.2% 0.0% 0.0% 0.0% 0.0% 34.8%Y 34.8%h 005114 3 99999 0.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 005115 2 45484 47.8% 0.0% 5.3% 0.0% 0.0% 47.0% 52.2% 005115 3 45484 51.5% 4.9% 0.0% 0.0% 0.0% 43.5% 48.5% 005116 3 99999 492% 0.0% 0.0% 0.0% 0.0% 50.8% 50.8% 005117 5 99999 55.5% 0.0% 0.0% 16.4% 0A% 282% 44Z% 005117 7 45484 68.9% 3.9% 0.0% 4.6% 0.0% 226% 31.1% 00.5119 2 99999 58.1% 0.0% 0.0% 19.4% 0.0% 22S% 412% 005119 4 99999 40.7% 0.0% 0.0% 0.0% 0.0% 59.3% 59.3% 005119 6 40704 30.4% 6.5% 0.0% 6.0% 0.0% 57.1% 69.6% 005120 1 40704 53.7% 2.7% 0.0% 20.5% 0.0% 23.0% 46.3% 005120 5 40704 44.0% 2.7% 1.7% 15.4% 1.0% 35.1% 56.0% 005202 2 80238 342% 0.0% 0.0% 0.0% 0.0% 65.8% 65.8% . 005203 1 99999 35.0% 7.4% 0.0% 0.0% 0.0% 57.6% 65.0% 005203 3 99999 67.8% 0.0% 0.0% 2.7% 4.5% 25.1% 32.2% 005203 4 80238 43.4% 0.0% 4.4% 21.0% 0.0% 31.2% 56.6% a 005204 1 80238 54.9% 0.0% 0.0% 292% 0.0% 15.9% 45.1% I 005204 2 99999 64.2% 0.0% 0.0% 6.4% 0.0% 29.4% 35.8% (. 005205 1 99999 57.8% 0.0% 0.0% 0.0% 0.0% 42.2% 42.2% W -5W2 6 80238 48.9% 0.0% 1.0% 0.0% 1.0% 49.0% 51.1% iom's 005303 2 80238 64.9% 1.3% 0.0% 1.3% 0.0% 32.5% 35.1% 005303 3 80238 64.7% 1.6% 0.0% 4.6% 0.0% 292% 35.3% r 005303 5 80238 46.6% 1.2% 0.0% 7.0% 0.0% 45.2% 53.4% 005303 6 80238 60.0% 0.0% 3.6% 0.0% 0.0% 36.4% 40.0% 005306 3 99999 33.3% 0.0% 0.0% 0.0% 0.0% 66.7% 66.7% 005306 3 80238 68.1% 3.7% 1.0% 5.5% 0.7% 21.0% 31.9% 005402 1 80238 45.0% 1.3% 1.1% 0.0% 0.0% 52.6% 55.0% t 005402 2 80238 32.8% OA% 0.0% 1.7% OA% 65.5% 67.2% j 005402 3 80238 64.7% 0.0% 0.0% 0.0% 0.0% 35.3% 35.3% 005402 4 80238 44.3% 23.0% 0.0% 0.0% 0.0% 32.7% 55.7% 005402 5 80238 70.3% 4.4% 0.6% 4.5% 0.0% 20.3% 29.7% i 005402 6 80238 22.6% 5.1% 0.0% 0.9% 0.0% 71.3% 77.4% 005402 8 80238 46.9% 0.0% 0.0% 36.0% 0.0% 17.1% 53.1% 0055 1 99999 48.1% 24.2% 02% 0.5% 0.7% 26.4% 51.9% 0055 2 99999 59.4% 0.0% 2.6% 0.6% 0.0% 37.4% 40.6% 9 %9'LS Z6 L l L99 989 t b to"oo %8'59 SM 906 SSG L £ lo"00 %9'09 SOLL GLIK SBS& Z W"00 %6'99 bZb LEz gas L ZOZ400 %L'09 Ebb E6Z Sas L b Z02:b0O %6'bS 9 L tZ ML SOS t £ ZOZ400 %LIS ZSb tEz gas S 402400 %1*S9 914 96 6666 9 ZOtb00 %0'48 SSZ S LZ 6666 S ZO L VW 952'19 Ocs 8SS 6666 Z Ob00 %8' lS E LL l 888 6666 t Ob00 %e'tS zoL 690 6666 z 6000 %S'SL ZL8 OS9 6666 l 6000 %1'99 Eb Sz 6666 6 8£00 %0'00 L 96 96 6666 8 8000 %L'89 8£9 86b 980 L b 8£00 %E'99 bZ 4 w 6666 E 8£00 %839 8M 98L 6666 b z09Eoo %b'LS zoz 9 t l 6666 Z Z09M %£' tS b8£ LU 6666 S L09£00 %3'6L 8b Be 6666 Z OtbE00 %0100 L Be Be 6666 S 9OZE00 %o'bS 6EL SL 6666 z 8zo0 %t'£S LEOt tSS Lott £ ZOLZOO %L'E9 9601 969 Lott Z ZOLzoo %t'b9 SEb 612 LO t t b tOLZOO %6'b9 LM 9 t8 Lott E tOLZoo %9'09 UK 969 LO t t Z LOLZOO W.19 Zbz 6E L LO t t L 9zo0 %b'b8 993 Ste 6666 9 bZOO %9'68 61 Lt 6666 b ZZOO %Z'1L 06b1 190t 6666 z zzoo %0'99 ZE9 ne 6666 L ZZOO %Z'£6 9bt 9Et 6666 £ IWO %979 Be oz 6666 £ 1200 %E'LS SO KC 6666 L O too %V99 Ob6 St9 E9 t0 £ Lt00 `O'L9 Mot VU Z9 to z LLOO `J68'9L Zz8 t£9 Z9 t0 t LLOO %b'tiS L8Z 99t Z9 to E 9100 %6'C8 89t tbt MO t 9too %8'ZS 96b o£z 6666 9 Stoo `L'a Z9 t LS Z9 w b Stoo %S't9 b661 98Zt 2910 z Stoo %t'es eLz Sb l Z9 w t Stoo %01001 8 8 6666 t Stoo %o'oo L S S 6666 z b too U'ZL ZZZ 094 6666 t £LOO (Cll-'ulMofs*D :P *19Itso—£6 nlnaiq of u! anN A9 Pop! -id 'njujoSguo So otpS 'adel q*1 &olosdS snsuoo 066L :aanoS) dnous NOOIO ONV i3vui snSN3O AO NOIIVUIN3ONOD 3WOON1 MOI :10 33H53O Al 3IOH1 if TABLE IV DEGREE OF LOW INCOME CONCENTRATION r BY CENSUS TRACT AND BLOCK GROUP (Source: 1990 Census Special Tab Tape. State of California, provided by HUD in to Circular 93-054: file d: deplowin.wk3) 0045 3 1585 1213 1701 71.3% 0045 4 1585 1272 1821 69.9% 004701 1 1581 546 988 55.3% 004702 4 9999 55 55 100.0% 0048 5 9999 224 346 64.7% 004998 3 0930 14 14 100,0% 004998 4 9999 592 1146 51.7% 005001 1 2355 320 494 64.8% 005001 4 9999 33 45 73.3% 005106 2 9999 700 1244 56.3% 005108 2 1695 1082 1640 66.0% 005108 3 1695 294 491 59.9% 005108 5 1695 45 45 100.0% 005109 5 1695 274 436 62,8% 005112 4 1695 198 239 82.8% 005113 2 9999 72 136 52.9% 005113 3 9999 41 43 95.3% ,.., 005114 2 1695 10 10 100.0% 005115 3 1695 420 732 57.4% C35115 4 1695 717 1300 55.2% 005116 3 9999 96 177 54.2% 005118 1 1695 3 3 100.0% 005119 2 9999 359 523 68.6% 005119 4 9999 35 47 74.5% 005119 6 9999 196 358 54.7% 005203 1 9999 296 552 53.6% 005402 1 2915 452 800 56.5% 005402 2 2915 415 526 78.9% 005402 4 2915 224 345 64.7% 0055 1 9999 452 878 51.5% TABLE V EMPLOYMENT STATUS 1980,1990 (Source: 1980 and 1990 Census; file: d: empsiLwt3) h. v>= EMPLbYMENT CHARACTERISTICS 198Q� MALES (16 YEARS & OVER)fK FEMALES (16 YEARS & QV}rR)P� TbTAICIYIUAN LABOR FORCE AREA..` EMPLOYED UNEMPCYD NOTAL EMPLOYED: UNEMPLYD '� '707AL�= "iEMPLOYED UNEMPLYD TOTAL toUHOOD (% tol) to) R zecot) (% tot) scalon 721 45 rbb 501 111 15537� 94.1°% 5.9% 100.0% 61.9% 18.1% 100.0% 88.7% 11.3% 100.0% Lathrop 751 145 896 503 122 625 1254 267 1521 83.8% 16.2% 100.0% 80.5% 19.5% 100.0% 82.4% 17.6% 100.0% Lodi 8785 852 9637 6311 620 6931 15096 1472 16568 91.2% 8.8% 100.0% 91.1% 8.9% 100.0% 91.1% 8.9% 100.0% Manteca 6067 595 6662 3719 682 4401 9786 1277 11063 91.1"% 8.9°A 100.0% 84.5% 15.5% 100.0% 88.5% 11.5% 100.0% Ripon 827 60 887 571 25 596 1398 85 1483 93.2% 6.8% 100.0% 95.8% 4.2% 100.0% 94.3% 5.7% 100.0. Tracy 4308 459 4767 3077 425 3502 7385 884 8269 90.4% 9.6% 100.0% 87.9% 12.1% 100.0% 69.3% 10.7% 100.0% Unincorporated 25843 2506 28349 15110 2129 17239 40953 4635 45588 91.2% 8.8% 100.0% 87.7% 1.2.3% 100.0% 89.8% 10.2% 100.0% CHAS Planning Area 47302 4662 51964 29792 4114 33906 77094 8776 85870 91.0% 9.0% 100.0% 87.9% 12.1% 100.0% 89.8% 10.2% 100.0% Stockton 33218 3462 36680 25826 3153 28979 59044 6615 65659 90.6% 9.4% 100.0% 89.1% 10.9% 100.0% 89.9% 10.1% 100.0% San Joaquin County 80520 8124 88644 55618 7267 62885 136138 15391 151529 90.8% 9.2% 100.0% 88.4% 11.6% 100.0% 89.8% 10.2% 100.0% 0 TABLE V EMPLOYMENT STATUS 1980,1990 (Stvirce: 1980 and 1990 Census; file: d: cmpsit.wk3) AREA EMPLOYMENT" -,CHARACTERISTICS. MALS YEARSZ L EMPLOYED t�, '-�!',`�,':�.VNEIVIPLYD UNEMP (% tot)" (% 101) lot) n 3xN;r%.TPTALCN ANIIABORFORCE ::-,,'KkmPLbY ED...iziLINEMPLYD TOTAL tot) (% tot) Escalon 1106 32 113 8 516 71 8811 119`16 103 2019f 97.2% 2.8% 100.0% 91.9% 8.1% 100.0% 94.9% 5.1% 100.0% Lathrop 1694 170 1864 1069 190 1259 2763 360 3123 90.9% 9.1% 100.0% 04.9% 15.1% 100.0% 88.5% 11.5% 100.0% Lodi 13724 885 14609 9864 743 10607 23588 1628 25216 93.9% 6.1% 100.0% 93.0% 7.0% 100.0% 93.5% 6.5% 100.0% Manteca 10582 674 11256 7305 671 7976 17887 1345 19232 94.0% 6.0% 100.0% 91.6% 8.4% 100.0% 93.0% 7.0% 100.0% Ripon 1894 116 2010 1425 98 1523 3319 214 3533 94.2% 5.8% 100.0% 93.6% 6.4% 100.0% 93.9% 6,11% 100.0% Tracy 9330 624 9954 6521 623 7144 15851 1247 17G96 93.7% 6.3% 100.0% 91.3% 8.7% 100.0% 92.7% 7.3% 100.0% Unincorporated 31515 2447 33962 19674 2310 21884 51089 4757 55846 92.8% 7.2% 100.0% 89.4% 10.6% 100.0% 91.5% 8.5% 100.0% CHAS Planning Area 69845 4948 74793 46568 4706 51274 116413 9654 126067 93.4% 6.6% 100.0% 90.8% 9.2% 100.0% 92.3% 7.7% 100.0% Stockton 43797 5178 48975 36365 3940 39305 79162 91118 88280 89.4% 10.6% 100.0% 90.0% 10.0% 100.0% 89.7% 10.3% 100.0% San Joaquin County 113642 10126 123768 81933 8646 90579 195575 18772 214547 91.8% 8.2% 100.0% 90.5% 9.5% 100.0% 91.2% 8.8% 100.0% TABLE VI ' HOUSING UNIT CHANGE 1980-1990 (Source: 1980. 1990 census; file: d: huch8090.wk3 AREA 16TALIJNITS:ra��,`C}IANGE'1980,i99'� 1980@x . 1990° of x f1Q� Id,2 �%�il -� -./ 9 T-' Y L .�„ et,�ro/ 9 RAY A,''tS'�' ✓ 3';; }W Escalon ..,..A -fY, 1330 1640 310 23.3% 21% Lathrop 1189 2040 851 71.6% 5.5% Lodi 14811 19676 4865 328% 29% Manteca 9165 13981 4816 52.5% 4.3% Ripon 1311 2567 1256 95.8% 7.0% Tracy 7153 12174 5021 70.2% 5.5% ! i Unincorporated 39727 41671 1944 4.9% 0.5% CHAS Planning Area 74686 93749 19063 25.5% 2.3% Stockton 61315 72525 11210 18.3% 1.7% San Joaquin Co 136001 166274 30273 22.3% 2.0% %9' t %t►'t► 9 teL 06S£L t tbLZ99 L %43 %6'£ 4S9Z 6L£SL SZSZL %L't %931 Z9" L LZ96 6bLS6 %9'0 %LZ tee ZSSZb tL9tb %9'S %3'9t 6961 DIV& 6LLZL %C£ %b'0 t 99Z 8£93 L9SZ %L' L %8'(► bL9 SS9b 4 MM %L'0 %6'& £L£ 6"m 9L96 t %CZ %91L 9s& 96&Z We oo umbeor ueg I u0moLS 1 CON 6u!uueld SdHOC, 1 Pamiod2o0ulun t I Aoei i i uodla 4 eoawepy lPol doitoLq (elm-ceoegonq :p :qa :snsuso osat .19-3 lioduli 'aawu!j p &us&uysdsp ulujollRO :smog) y £66L—ML 39NVH3 lINn 9NisnoH IIA 318V1 TABLE IX SELECTED MONTHLY OWNER COSTS/GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME, 1980, 1990 (Source: 1980 and 1990 Census; file: d: hhcosts.wk3) v .................... . 1 69.1% 6.5% 16.3% 8.0% 100.0% 36.4% 20.2% 13.4% 29.9% 100.0% 56.6% 12.3% 15.4% 13.7% 100.0% Lattirop 406 49 77 62 594 74 26 28 80 212 480 is 103 148 am 66.4% 8.2% 190% 10.4% 1000% 34.9% 12.3% 12.3% 40.5% 100.0% 59.6% 9.3% 12.6% 18.4% 100.0% Loci 4807 774 959 813 7353 1904 668 1152 1642 $376 3711 1442 2121 2455 12729 63.4% 10.5% 13.0% 11.1% 100.0% 95.4% 12.4% 21.6% 30.5% 100.0% 52.7% 11.3% 16.7% 19.3% 100.0% Wrileca 2851 579 708 521 4459 1213 471 564 993 3261 3864 1050 1292 1514 7720 59.5% 13.0% 15.9% 11.7% 100.0% 37.2% 14.4% 17.9% 30.5% 100.0% 50.1% 13.6% 16.7% 19.8% 100.0% Ripon 533 91 94 78 795 134 86 71 112 363 667 157 185 190 1179 67.0% 11.4% 11.8% 9.8% 100.0% 35.0% 17.2% 18.5% 292% 100.0% 56.5% 1133% 14.0% 10.1% 100.0% Tracy 2143 447 405 427 3422 875 420 450 705 2460 3018 867 885 1132 5662 62.6% 13.1% 11.8% 12.5% 100.0% 35.6% 17.1% 18.7% 25.7% 900.0% 51.3% 14.7% 14.7% 192% 100.0% Unincorporated 12679 1489 2073 162 16383 2909 928 1331 2150 7316 15388 2395 3404 2312 23690 77.4% 9.0% 12.7% 1.0% 100.0% 39.8% 12.7% 182% 29.4% 100.0% 65.8% 10.1% 14.4% 9.4% 100.0 WAS Planning has 23668 3487 4427 2104 33880 7225 2642 3677 5784 19329 30914 8109 4104 7688 53015 70.3% 10.3% 13.1% 8.2% 100.0% 37.4% 13.7% 19.0% 29.9% 100.0% 562% 11.5% 15.3% 14.9% 100.0% Stockton 16069 2909 3219 3183 25380 8319 3312 5000 8.718 24547 24086 6221 8219 11479 50007 63.4% 11.5% 12.7% 12.5% 100.0% 32.5% 13.4% 20.3% 33.7% 100.0% 482% 12.4% 16.41. 23.0% 100.0% San bagrin County 39757 8376 7646 5267 59046 15245 5954 6877 14100 43078 65002 12330 16323 19387 103022 67.3% 10.8% 12.9% 8.9% 100.0% 34.7% 13.5% 19.7% 32.1% 100.0% 53.4% 12.0% 15.8% 18.8% 100.0% v .................... . 1 TABLE X HOUSEHOLD TYPE 1980, 1990 (Source: 1980, 1990 Census; fit*: d:hhly8090.wk3) 1980 w 1990 ;FAMLYHOLL"EHOLDS k NONFAMILY HH TOTAL HH;,:" FA Ly HH TOTAL HH married male f total AREA couple Wit -4 No so house :famh�6j house. Qu IIY., hold0 0l der':;' holdt4 ho d holds tot hN atot hhl I%tot hhf, I%tot hhl:4 oth Not M acon771 16 104 --- 308 1199 1031 24 153 395 16013 64.3% 1.3% 8.7% 25.7% 100.0% 64.3% 1.9% 9.5% 24.6% 100.0% Lathrop 774 32 128 137 1071 1253 129 184 300 1866 72.3% 3.0% 12.0% 12.8% 100.0% 67.1% 6.9% 9.9% 16.1% 100.0% Lod 8376 306 1211 4122 14015 10492 688 2260 5681 19121 59.8% 2.2% 8.6% 29.4% 100.0% 54.9% UK 11.996 29.7% 100.0% Manteca 5615 238 897 1842 8592 8604 639 1447 2776 13466 65.4% 2.8% 10.4% 21.4% 100.0% 63.9% 4.7% 10.7% 20.6% 100.0% Ripon all 15 104 314 1244 1778 68 191 437 2474 65.2% 1.2% 8.4% 25.2% 100.0% 71.9% 2.7% 7.7% 17.7% 100.0% Tracy 4117 146 703 1666 6632 7170 465 1040 2534 11209 62.1% 2.2% 10.6% 25.1% 100.0% 64.0% 4.1% 9134E 22.8% 100.0% Unincorporated 24926 1132 3010 7470 36538 25951 1474 3935 8624 39997 68.2% V% 8.2% 20.4% 100.0% 64.9% 3.7% 9.8% 21.6% 100.0% CHAS Planning Am 45390 leas 6157 15059 69291 56289 3487 9213 20747 89736 65.5% 2.7% 6.9% 22.9% 100.0% 62.7% 3.9A 10.3% 23.1% 100.0% Stockton 28633 1747 7106 17849 55335 35691 3131 10534 19567 68923 51.7% 3.2% 12.8% 32.3% 100.0% 51.8% 4.5% 15.3% 211.4% 100.0% San Joaquin Co 74023 3632 13263 33708 124626 91980 6618 19747 40314 158659 59.4% 2.9% 10.6% 27.0% 100.0% 58.0% 4.2% 12.4% 25,4% 100.0% 1 TABLE XII OVERCROWDING, 1980 and 1990 (Sources: 1080 Census. 1000 Census; foe: d:oearcr.wk3) 1980 OCCUPIED HOUSING UNITS'?, AREA OWN ER-0CCUPIED HOUSING' *0 ,. f �" RENTER=OCCUPEWOUNITS DHOUS over savary � total gvetrowded w crowded triercrwd rto l toC ;total ": ::over, !levelly ;' total ovorcrowded rotas scalon U 2 15 TA lattuop 59 37 96 11.6% Lodi 115 54 169 2.0% Manteca 119 32 151 2.9% Ripon 22 3 25 3.0% Tracy 107 41 148 3.8% Unincorporated 761 333 1114 6.9% CHAS Planning Area 1216 502 1718 4.8% Stockton 869 473 1342 3.4% San Joaquin County 2085 975 3060 4.1% 1980 OCCUPIED HOUSING UNITS'?, f �" RENTER=OCCUPEWOUNITS DHOUS TOTAL! oCCtJP.v)MUSINGUNITS #al savary 101 overrlowOgd ;total ": ::over, !levelly ;' total ovorcrowded rotas *11 crowded overcrwd na `<%tat>< txvte s crowded overcrlyd no. !clot orals fi ' 1 ' 26 12 4 3%�11�1 128 36 11 47 19.3% 243 95 48 143 13.4% 1071 127 180 144 324 5.7% 5686 295 198 493 3.5% 14013 25 149 87 236 7.0% 3367 268 119 387 4.5% 8592 143 19 13 32 6.0% 399 41 16 57 4.6% 1242 141 192 102 294 10.9% 2691 299 143 442 6.7% 6632 62 753 588 1341 12.9% 10369 1534 921 2455 9.3% 26531 56 1344 955 2299 9.9% 23122 2560 1457 4017 6.6% 59278 183 1341 1205 2546 9.7% 26349 2210 1678 3888 6.0% 65332 39 2685 2160 4845 9.8% 49471 4770 3135 7905 6.3% 124610 TABLE XII OVERCROWDING, 1980 and 1990 (Sources: 1000 Census, 1coo Census: lie: d:overcr.wk3) 16I1EA j 3 h' � OWNER OCCUR.EDHOUSINGLNITS UNITS L ovlif „: t.6v9rfy' �,VIal overcrowded iQtal '. a kCrondod avfrarwd ��s no. % to uni►s , RENTER OCCUPEO HOUSNO UNITS Escalon 19 17 UNITS Ladvop 144 86 230 15.2% 1512 Lodi 204 142 346 3.4% 10317 Manteca 248 76 324 4.1%' 7881 Ripon 22 3 25 3.0% 843 Tracy 213 91 304 4.5% 6729 Unincorporated 910 663 1573 5.4% 29317 CHAS Plannirv_ 'rea 1760 1078 2838 4.9% 57715 Stockton 1394 993 2387 7.2% 33353 San Joaquin County 3154 2071 5225 5.7% 91068 O .1. USING UNITS RENTER OCCUPEO HOUSNO UNITS k TOTAL OCCUP D HOUSING UNITS �ovefd � savary total ovetcrpwded lot al never , raeverl � btal overcrowded total F:s crowds¢; efCrwd,no %tot urns erowdad. tivercrwd r'' no. %tot units k 4 �� '5.8% 159G 56 47 103 24.8% 415 200 133 333 17.3% 1927 636 660 1296 14.9% 8684 840 802 1642 6.6% 19001 406 267 673 12.1% 5559 654 343 997 7.4% 13440 19 13 32 8.0% 399 41 16 57 4.6% 1242 387 279 666 14.9% 4479 600 370 970 8.7% 11208 1211 1254 2465 21.2% 11631 2121 1917 4038 9.9% 40948 2740 2551 5291 16.7% 31647 4500 3629 8129 9.1% 89362 3352 5790 9142 25.8% 35441 4746 6783 11529 16.8% 68794 6092 8341 14433 21.5% 67088 9246 10412 19658 12.4% 158156 TABLE XIII SUBSTANDARD HOUSING UNITS, 1990 (Source: 1990 Consus: STF3, tables h2a and h27; San Joaquin County Community Development Department. May 1993;12e: d: substan2.wk3) AREA $ $ vacant (9tot.vac) SUBSTANDARD HOUSING. UNITS owner renter total ' (96tot owner) ; (%tot renter) tot unhsj ; SUITABLE FOR REHABILITATION _ vacant ' , :, owner renter total s .(%tot vto1`owner) (%tot rentor) (%tot units) Escalon 12 86 29 127 7 55 19 61 27.1% 7.5% 6.2% 7.7% 17.3% 4.8% 4.0% 4.9% Lathrop 0 57 11 68 0 37 7 43 0.0% 3.8% 2.6% 3.3% 0.0% 2.4% 1.6% 2.1% Lodi 105 893 765 1763 67 572 490 1129 15.5% 8.7% 8.8% 9.0% 9.9% 5.5% 5.6% 5.7% Manteca 25 221 334 580 16 142 214 371 4.7% 2.8% 6.0% 4.1% 3.0% 1.8% 3.8% 2.7% Ripon 4 160 87 251 2 102 56 161 3.8% 9.5% 11.1% 9.8% 2.5% 6.1% 7.1% 6.3% Tracy 26 452 358 836 17 289 229 535 2.7% 6.7% 8.0% 6.9% 1.7% 4.3% 5.1% 4.4% Unincorporated 173 3108 1851 5131 111 1989 1184 3284 8.9% 10.9% 16.4% 12.3% 5.7% 7.0% 10.5% 7.9% CHAS Planning Area 344 4978 3435 8757 220 3186 2198 5605 7.8% 8.6% 10.9% 9.3% 5.0% 5.5% 6.9% 6.0% Stockton 450 4313 3477 8240 288 2760 2226 5274 12.1% 12.9% .9.8% 11.4% 7.7% 8.3% 6.3% 7.3% San Joaquin County 794 9291 6912 16997 508 5946 4424 10878 9.8% 10.2% 10.3% 10.2% 6.3% 6.5% .6.6% 6.5% r to 04 P. C C N N c C* C N � I O p N c C N N C c pp a m CD o m v� m Aa:.. a c O c o Q O e0 c O �6 c N v N � v EA L0 n N R O b h r CD go N W) O O' N QD co N N RN �to N N °0 0 co U c c c H N a m o m v� m O c b C co v CD .J o W y Z Eos c c M� ^w c tOti c 0 w cc$ o. a? m Qi m N N � cra IV N to W R''< N Cl) 9 3 = p i c c c v c pop O _ z;.4. 4 G o Ln $ a o o CO $ cN N O s O C C�* CO c Q2, at C Q?4 LL C A O c0 O LL T U N ~ 3 � m Z° m m W W g mZ a c c a ° „ m c a to w m L c cc H= a Q.: ':..... W J J 2 2 N � v EA L0 n N R O b h r CD go N W) O O' N QD co N N RN �to N N °0 0 co U c c c H N TABLE XIV RENTER UNITS AFFORDABLETO HOUSEHOLDSWITH INCOMES BELOW 30%, 50% OR 80% HAMFI (Source: 1990 Centus: CHAS Databook, table 4(part 1): lila: d:allordM.wk3) AREA$; 1 t ` Q t bedroom . 0 to 3096 ' 0 jo 50% 0 to 80% ' . (%foq (%toq :: (%101)° tot unts RENTER OCCUPIED HOUSING UNITS ,F 2 bedrooms 9 t0 30% Y>Q,1d 5096: Q fo $094 .. tot unts (96toq (96tot) . (96tot) .� .. 3 of mora bedrooms 0 to 3096 0 to: 50% 0 to 80% (%tot) (%tot) "; (%tot) tot unts Escalon na na na 211 na na na 167 na na ra 88 Lathrop na na na 40 na Ila nd 178 na na na 197 Lodi 130 879 2542 2973 133 553 3486 4106 47 143 643 1605 4.4% 29.6% 85.5% 3.2% 13.5% 84.9% 2.9% 8.9% 40.1% Manteca 113 227 870 1158 54 308 2357 2795 44 97 681 1594 9.8% 19.6% 75.1% 1.9% 11.0% 84.3% 2.8% 6.1% 42.7% Ripon na na na 265 na na na 359 na na na 159 Tracy 166 328 931 1290 78 158 1118 1814 100 151 393 1375 12.9% 25.4% 72.2% 4.3% 8.7% 61.6% 7.3% 11.0% 28.6% Unincorporated na na na 2686 na na na 5016 na na na 3580 CHAS Planning Area 1129 2975 7266 8623 1267 3246 12086 14435 1056 1877 4532 8598 13.1% 34.5% 84.3% 8.8% 22.5% 83.7% 12.3% 21.8% 52.7% Stockton 1377 4051 12518 14562 659 2281 11452 13782 575 1199 4747 7097 9.5% 27.8% 86.0% 4.8% 16.6% 83.1% 8.1% 16.9% 66.9% San Joaquin Co 2506 7026 19784 23185 1926 5527 23538 28217 1631 3076 9279 15695 10.6% 30.3% 85.3% 6.8% 19.6% 83.4% 10.4% 19.6% 59.1% TABLE XV AVERAGE SALES PRICE BY YEAR (gouge: &.n roartuh County Mpsafr records by NHotaa on. 1064-100;911 It .rurlvw.w % o2 m:* AREA YEAR .1 BEDROOM NO: AVG ENIAIEB ". PRIG 2 BEDROOM NO. AVO ENTRIES PRC7 '• 3 OR MORE BEORM : NO` . r' AVO ENiPoEB+ •.'; -PRICE :, •' TOTAL BALES N0. AVO ENTRIES Price ESCALON 1984 0 $0 3 $50,000 15 $50.433 18 $50,361 1985 2 $49,750 0 $0 21 $58,190 23 $55,630 1986 1 $30,000 15 $48.600 33 $79,187 49 $68,808 1987 3 $37,500 4 $63,750 65 $90,522 72 $92,075 1988 1 649,000 3 $112.167 68 $105,485 70 $104,964 1989 1 $30.000 5 $81,000 68 $101.807 74 $99,430 1990 0 $0 8 $99,250 56 $134,920 64 $130,462 1991 2 $36.250 6 $101,313 94 !137.788 104 $133,010 1992 2 $32,000 11 $94.838 50 $150.199 63 $136.745 1993 1 $65,000 3 $77.500 23 $148,848 27 $137,815 LATHROP 1984 0 $0 1 $175.000 22 $45,091 23 $50.739 1985 0 $0 3 $61,500 20 $49.475 23 $51,043 1986 0 $0 4 $48,750 23 $85,083 27 $62,648 1987 1 $45,000 4 $61.875 32 $80,047 37 $77,135 1988 2 $47.500 6 $61,417 97 $89,608 105 $87,193 1989 0 $0 6 $89,817 238 $123,869 242 $123,024 1990 0 $0 7 $73,143 107 $144,740 114 $140,344 1991 0 $0 8 $78.563 74 $138,405 82 $130,762 1992 0 $0 1 $95,000 56 $134.955 57 $134,234 1993 0 $0 1 $85.000 31 $115,032 32 $114,094 LODI 1964 2 $11,750 37 $49,338 144 $82.726 183 $75,199 1985 4 $26,125 46 $57.563 213 $79.173 263 $74,818 1986 1 $12,500 71 $60.479 329 $99,739 401 .$92.570 1987 4 $20,875 78 $70,084 460 $113,988 542 $106,989 1988 6 $37,917 85 $74,638 404 $126,326 495 $118,380 1989 1 $35,000 99 $83.167 378 $155,061 478 $139,861 1990 8 $53,438 107 $98,459 371 $163,455 486 $147,334 1991 12 $80.063 112 $104.536 380 $160,282 504 $145,964 1992 13 $68,923 111 $107.433 363 $158,609 487 $144,497 1993 3 $54,667 39 $106,756 135 $156,241 177 $143,616 MANTECA 1984 0 $0 18 $58,313 143 $85,138 159 ..$64,451 1985 2 $38,750 14 $54,107 218. $80.780 234 $70,808 t 1988 3 $40,333 31 $59,371 244 $94.673 276 $90.215 1987 3 $78,333 22 $84.955 306 $103.307 333. $100,530 1988 8 $67,083 38 09.105 556 $123,120 602 $120,228 1989 9 $77.444 41 $109.690 $75 6138,377 625 $135.631 1990 4 $111,675 30 $110.811 335 $158.018 369 $153.679 1991 2 $76,250 30 $108,283 391 $145.715 423 $142.732 1992 0 $0 38 $96,618 430 $142,543 468 $138.614 1993 1 $1551000 17 6129.088 169 $135.422 187 $134,951 0 1 TABLE XV AVERAGE SALES PRICE BY YEAR (Sousa: Sen JoaWb Country As"meorreoonlr 6T MNow on. 1904-1003;Ha f. &vmWoW.a67 =3" AREA YEAR 1 BEDROOM 2 BEDROOM " 3 OR MORE SEORM 70TAL BALES $47,897 NO. AVG NO.: ,'x;::' . AVO NO, : : . AVO NO.:: ". AVO $10,000 ENTWES PRICE ` ENTIUE9 :0- P1MCE ENTREE :; PFVCE ENTFV ; :' PiMCd RIPON 1984 0 $0 3 !60,000 68 $61,372 81 6611m 1985 2 $34,750 7 $68,571 94 $68,900 103 $88,214 1988 0 $0 0 $50,438 105 $86,414 113 $83,667 1981 0 $0 8 $77,917 119 $97,739 125 $90,788 1986 1 $58.000 3 $108,833 110 $108,471 114 $108,030 1989 0 $0 10 11131,800 102 $1621775 112 4180,009 1990 0 i0 15 $102,800 95 $176.216 110 $166,205 1991 1 $71.500 18 $107.861 119 $169.794 138 $161,004 1992 1 $96.500 6 $111.083 104 $160,523 111 $157,274 1993 0 $0 2 $101,000 28 $150,982 30 $147,850 TRACY 1984 0 $0 8 $47,897 69 $82,224 77 $70,637 1985 1 $10,000 8 $68.063 Be $105,587 95 $101,420 1986 2 $69,000 24 $68,718 118 $147.706 144 $133,447 1987 2 $32,500 17 $87.387 120 $132,842 139 $125,839 1988 2 $77,750 31 $101.371 229 $155,074 262 $148,130 1989 4 $96,875 44 $110.307 771 $183,812 819 $179,250 1990 2 $499,750 37 $133.486 829 $195,104 866 $192,489 1991 2 $99.500 37 $124,784 949 $187,773 908 $185,236 1992 2 $52,000 43 $125,673 646 $178,318 691 $174.875 1993 0 140 11 $120,136 193 $174,267 204 $171,348 UNINCORPORATED 1984 1 $17,500 9 $48.222 22 $44,461 32 $44,114 1985 0 $0 7 $46.500 25 $59,000 32 $58,328 1966 1 $25.500 5 $53,400 41 $83299 47 1178,689 1987 1 $59.000 11 $58.500 75 $92,701 87 $87,737 1988 1 $18.000 14 $50.179 81 $100,853 96 $92,604 1989 3 $65.033 16 $82,969 168 $127.446 185 $122,800 = 1990 1 $78,500 11 $85.455 180 $170,572 198 $165,379 1991 1 1173,500 18 $101,083 135 $172,106 154 $163,164 1992 1 05.000 18 $101,111 85 $173,003 104 $159,233 1993 0 $0 4 $84,500 31 $158,306 35 $148,100 CHAS PLNNO AREA 1984 3 $13,687 77 $52,741 473 $70,163 553 $67.430 1985 11 $33,182 85 $58,118 677 $7907 773 $78,303 1986 8 $43,125 158 $59,356 893 $100,718 1059 $94,112 1987 14 $41,571 142 $70,230 1178 $108,241 1335. $103,499 1988 21 $54,167 180 $81,148 1543 $123.829 1744 $118,408 1989 18 $73,333 221 $95.855 2294 $154.032 2533 $148,383 1990 15 $90,200 215 $105.053 1979 $175,255 2209 $167,644 1991 20 $76.500 231 $107.245 2142 $169,263 2393 $162,501 1992 19 $81.553 228 $107.996 1734 $161,781 1981 $154,629 1993 5 $78,800 77 $110.870 I 610 $153,565 692 $148,260 TABLE XV AVERAGE SALES PRICE BY YEAR pour= 8&n JoagAn Clouea Assssor sword. CT Msffos0 on, 1004-103;Mc R svrlvr.wk3; SUM AREA.': _ YEAR 1 BEDROOM 2 BEDROOM 3 0R MORE BEDRM ,^ k 'TOTAL SALES NO AVO NO. Av13 NO AVO > - NO. : ' AVO ENTNES PRICE ENTNE9 PNCE ENTRIES <..PRICt' ` ENTNF9 > URIC@ STOCKTON 1984 20 $26,700 161 $43.876 403 $69,322 584 $80,847 1985 18 $28,881 187 $45,006 544 $73,529 729 $65,842 1986 24 $34,917 288 $61,337 1011 $88,665 1323 $80.212 1987 27 $34,222 369 $53,322 1282 $93,495 1878 $83,707 1988 34 $37,574 385 658.968 1337 $101,006 1756 $90,562 1969 40 $41,082 458 $67,971 1658 $120,862 2156 $108,146 1990 27 $65,537 485 $82.664 1507 $160,510 2019 $140,540 1991 30 $68,917 437 $84.631 1792 $140,598 2259 $128,818 1992 32 $48,844 312 $87,848 1246 $140,435 1590 $128,273 1993 9 $50,611 135 $83.305 453 $131,652 597 $119.498 TOTAL COUNTY 1984 23 $25,000 238 $48,744 878 $69.776 1137 $64,049 1985 29 $29.259 252 $49,429 1221 $78,722 1502 $71,228 1986 32 $38,969 448 $60,635 1904 $93,256 2382 $86.392 1987 41 $38.732 511 $58.021 2461 $100,560 3013 $92.477 1986 65 $43,909 565 $68,033 2660 $113,126 3500 $104.438 1989 58 $51,091 679 $77,047 3952 $140,116 4689 $129,682 1990 42 $74,345 700 $89.541 3468 $168,881 4228 $154.808 1991 50 $71,950 668 $92,451 3934 6158,205 4652 $148.145 1992 51 $53.578 540 $96,355 2980 $15205 3571 $142.894 1993 14 $59,964 212 $93.317 1063 $144,227 1289 $134.939 TABLE XVI OWNER UNITS AFFORDABLETO HOUSEHOLDSWITH INCOMES BELOW 30%.50% OR 80% HAMFI (Source: 1990 Conaus: CHAS 001abook, tabb 4(part 1), lila: datlordbl.wk3) � v OWNER OCCUPIED HOUSING UNITS { AREA 2 bedrooms4 f 3 or more bedrooms 0 to 3Q% �4AQ 10 SQ% to o% . 1414nts f x 01030%. . Q co 5Q%Y Q (0 8Q?64 tot Unts 0 to 3096 :;' O l0 5046 0 to 8096 tot unis (961O1�j' (96101)',41101)f: }° (%t01) (%1011 ` <<o(9ro101? (96t01� (%lOQ (°lilOQ < 1Y Escalon no na no 67 no no no 272 no no no 806 Lathrop no na na 102 no no no 413 no no no 997 Lodi 193 205 223 538 75 224 495 2424 33 39 197 7355 35.R% 38.1% 41.4% 3.1% 9.2% 20.4% 0.4% 0.5% 2.7% Manteca 84 110 116 332 162 316 411 1231 70 98 202 6330 25.3% 33.1% 34.9% 14.8% 25.7% 33.4% 1.1% 1.5% 3.2% Ripon no na no 22 no no no 236 no no na 1425 Tracy 69 76 86 279 78 151 210 1216 23 68 230 5234 24.7% 27.2% 30.8% 6.4% 12.4% 17.3% 0.4% 1.3% 4.4% Unincorporated no no no 2158 no no no 7778 no no no 18491 CHAS Total 1221 1538 1757 3498 1748 2943 4765 13570 401 1103 2942 40638 34.9% 44.0% 50.2% 12.9% 21.7% 35.1% 1.0% 2.7% 7.2% Stockton 255 337 731 1973 501 1155 - 2827 8378 104 570 2759 23002 12.9% 17.1% 37.1% 6.0% 13.8% 33.7% 0.5% 2.5% 12.0% San Joaquin Co 1476 1875 2488 5471 2249 4098 7592 21948 505 1673 5701 63640 27.0% 34.3% 45.5% 10.2% 18.7% 34.6% 0.8% 2.6% 9.0% Stockton 255 337 731 1973 501 1155 2827 8378 104 570 2759 23002 12.9% 17.1% 371% 6.0% 13.8% 33.7% 0.5% 2.5% 12.0% San Joaquin Co 1476 1875 2488 5471 2249 4098 7592 21948 505 1673 5701 63640 27.0% 34.3% 45.5% 10.2% 18.7% 34.8% TABLE XVI 2.6% 9.0% OWNER UNITS AFFORDABLE TO HOUSEHOLDSWITH INCOMES BELOW 3096. 5096 OR 8096 HAMFI (Source: 1990 Census: CHAS Oulabodi, lablo 4(part 1); Iib: d:allotdbl.wk3) f aG 2 OWNE(t OCCUPIED HOUSING UNITS AREl1 0-1 bedroor)t: 2 bedrooms or more bedrooms `to 010 30% 0 to 509E 6 to 80% r�fi lo(i�nts 0 to' 30% 010 50% 0 Io 8096 tot unto 0 to 30% 0 50',4 0 to 80% tot unts (°'410 (96tot) (96toq ;°�° ` (96101 (961ot) (%loq ' (%lOt) (%tot) (%tot) Escalon no no no 67 no no no 272 no na no 806 Lathrop no no no 102 no no no 413 no no no 997 Lodi 193 205 223 538 75 221 495 2424 33 39 197 7355 35.9% 38.1% 41.4% 3.1% 9.2% 20.4% 0.4% 0.5% 2.7% Manteca 84 110 116 332 1.112 316 411 1231 70 98 202 6330 25.3% 33.1% 34.9% 14.8% 25.7% 33.4% 1.1% 1.5% 3.2% Ripon no no no 22 no no no 236 no na no 1425 Tracy 69 76 a6 279 78 151 210 1216 23 68 230 5234 24.7% 27.2% 30.8% 6.4% 12.4% 17.3% 0.4% 1.3% 4.4% Unincorporated na no no 2158 no no no 7778 no no no 16491 CHAS Planning Area 1221 1538 1757 3498 1748 2943 4765 13570 401 1103 2942 40638 34.9% 44.0% 50.2% 12.9% 21.7% 35.1% 1.0% 2.7% 7.2% Stockton 255 337 731 1973 501 1155 2827 8378 104 570 2759 23002 12.9% 17.1% 371% 6.0% 13.8% 33.7% 0.5% 2.5% 12.0% San Joaquin Co 1476 1875 2488 5471 2249 4098 7592 21948 505 1673 5701 63640 27.0% 34.3% 45.5% 10.2% 18.7% 34.8% 0.8% 2.6% 9.0% TABLE XVI OWNER UNITS AFFORDABLETO HOUSE HOLDSWITH INCOMES BELOW 30%. 50% OR 80% HAMF1 (Soulce: 1900 Census: CHAS Detabook. tabb 4(pad 1), Ilia: d:aI1a1dW.wk3) VACAN� F09 bedrooms' b 3 of mbre AREA .4 """1 ble 0 1 odrodfh�P A 0 to 60% lot urns lot oto Joe, g Escalon no no no no no no no no no no no no Lathrop na no no no no no no no no no no na Lodi 0 0 0 0 0 0 4 38 0 0 0 37 0.0% 0.0% 0.0% 0.0% 0.0% 10.5% 0.0% 0,0% ob% Manteca 0 0 0 6 0 0 0 0 0 0 0 164 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Ripon na na no no no no no no no no no nal Tracy 0 0 0 0 0 0 0 0 0 0 0 466 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Unincorporated no no no no no no na no no na na no CHAS Planning Area 0 0 0 25 17 38 71 169 5 is 23 953 0.0% 0.0% 0.0% 10.1% - 22.5% 42.0% 0.5% 1.6% 2.4% Stockton 13 44 44 79 26 26 39 127 0 10 14 178 16.5% 55.7% 55.7% 20.5% 20.5% 30.7% 0.0% 5.6% 72% San Joaquin Co 13 44 44 104 43 64 110 290 5 25 37 1131 12.5% 42.3% 42.3% 14.5% 21.e% 372% 0.4% 2.2% 3.3% r TABLE XVII HOUSING UNITS WITH LEAD-BASED PRINT BY TENURE AND INCOME GROUP (Source: CHAS Outabook, hrbl0 9; CHAS Workbook, page 4-21;tlle d. Iuadinhumit3) AFEA = PRE-194QFpUS�N(3 STOCKS 1940�1959►j0U51M(3$TOGX � nEN7EA000UREDVNITB - r OW1NE"OCCufIggU"IT8 TOTAL U4179. RENTER OC"F.0UT6T$'� z.,.. ..OWNER 000UnE0VN1T9 TOTAL UNITS ''.. -. VERY 1010 OTHER" 10TALUNTE11 : VE4Y IOM 014111 WTI:!'' VINE4. - � - Vol tow OTHER WW 101ALR4NTtn YERT ION' >OTHE4WW 101400/44 MTon ("on 1r TOT►'%:,x: t*loTl Iron 1%101! - >:: f%lO0" Alot) -- Escalon no no ne no no no no no no no no no na Ila :ahrop no no no no no no na no no . no Lodi 235 167 710 46 63 829 1579 434 886 1512 no 33.5% 51.7% 51 5.5% 7.6% 5.4% 4.4% 28.7% 56.6% no Manteca 44 234 310' 5 13 205 SIS 155 370 625 678 14.2% 75.6% 12242 2.2% 6.1% 24.0% $9.3% 20422 Ripon Ila no no no no no no na no n6 Tracy 112 194 332 8 12 410 752 77 294 615 33.6% $8.3% 1.9% 2.8% 12.5% 47.9% Unincorporated no no no no no no no no no M. CHAS Plannhg Area 1304 1510 3187 360 415 4619 7808 2180 3242 6456 40.9% 47.4% 8.0% 9.0% 33.9% $0.2% Sbckbn 1519 1425 3227 318 629 4001 7226 1654 2702 6205 47.1% 44.2% 7.0% 15.7% 31.8% 53.4% San Joaq h Countir 2023 2935 6413 687 1044 0620 15034 3642 6024 11663 44.0% 45.8% 8.0% 12.1% 32.9% 51.6% no Ila na Ila 88 127 2671 4149 3.3% 4.8% 43 39 04S 1570 4.6% 4.1% no no no na 63 51 1174 1790 5.4% 4.4% no no no Ila 970 1339 13385 19n43 7.2% 10.0% 678 1414 7037 12242 0.2% 2011% 1547 2754 20422 32085 7.6% 13.6% TABLE XVII HOUSING UNITS WITH LEAD-BASED PAINT BY TENURE AND INCOME GROUP (Source: CHAS Ontabook. table 9; CHAS Workbook, paps 4-21;111@ d: leadlnhu.wk3) AREA 1960- 1079 HOUSING ;TOO( TOTA1.PfE .1980 HOUSING STOCK REONEROREOUN175 TOTUN119.. )YyNEROCCUREOUNi9 TOTAL ( .. V(N�IOM »: .O1N0110W�•TOTK WrTG : YIAT low. OT/rbt10W.1OTLLONN0 _ - VGI410�- :.OTNrrI rOW 1OT411EMiOr �: .!ClVIOW':OThtr110w tOrKOWNtR M1AA . > - �M1IoA" '. PIDi) A1011- TOn ..¢` iM116 M130 M1rOn Escalon no no no no no no no Lolubp no no no no no rta no Lodi 362 1216 1928 162 113 2262 4180 6.2% 16.8% 63.1% 7.2% 5.0% 2408.76 295.08 Manteca 146.94 670.48 1474.38 247.38 66.34 22211.54 3605.9 10.0% 59.0% na 11.2% 3.0% no no Ripon no no no no no no no Tracy 233 435 1047 109 53 1076 2122 no 22.3% 41.6% no 10.1% 4.9% 5188 8505 Unkloorporatod no no no no no no no CRAS PbmhpArea 1696 3763 6974 2081 606 13146 20120 3009 24.3% 63.6% 20.6% 15.9% 0.1% 7.5% 15.5% Sbckbn 1804 6606 10285 657 96s 8401 18688 65024 17.6% 64.2% 6.6% 11.5% San Joaquin County 3493 10359 17230 2639 1771 21646 36808 20.3% 50.0% 12.2% 8.2% no no no no na no na no no no no na no na 1033 2469 4150 296 304 5722 9012 24.9% 59.5% 6.2% 6.3% 346.24 1474.89 2408.76 295.08 119.14 3361.54 $770.3 14.416 81.2% 8.8% 35% no na no no no no na 422 923 1994 180 116 2670 4653 21.1% 40.3% 6.7% 4.3% no no no no no no no 5188 8505 18820 3420 2559 31149 47769 31.2% 111.2% 11.0% 8.2% 4978 10812 18716 1453 3009 19439 38156 20.6% 57.8% 7.5% 15.5% 10164 19318 35338 4873 5568 50688 65024 28.8% 54.7% 9.6% 11.06 1 TABLE XVIII ASSISTED HOUSING INVENTORY, PUBLIC HOUSING AND SECTION 8 HOUSING (Sources: San Joaquin County Housing Authority, 11/3193; file d: ess1slhtLwk3) al, 7 WA gms S 'T izTil d U N rr.S) PUBLIC HOUSING _E6 NO USING" IUV "N -W;-,�3-orft wacan Aot 0 0� i b ed rml 2 bedrooms d p-r. AREA::: .3 6 Z., Lathrop 0 0 0 0 0 2 0 0 2 Lod, 0 0 0 0 156 24 7 0 187 Manteca 0 0 0 0 3G 37 a 0 at Ripon 0 0 0 0 6 0 2 0 a Tracy 40 54 101 195 17 17 2 0 36 Unincorporat3d 4 20 26 50 98 45 9 0 152 CHAS Planning Area 44 74 127 245 32; 127 28 0 476 Stockton 25 380 425 830 1029 701 740 0 2470 San Joaquin Co 69 454 552 1075 1350 828 768 0 2946 TABLE XIX ASSISTED HOUSING INVENTORY, OTHER (Sources: HUD MIDLIS and MIS databases. 311190; HUD Sacramento Service Office Loan Management Inventory, 6128/93; Farmers Home Administration, Stockton Offico,active Section 502 cases. 711193) 4 si . .. ... ECTION 202 PP..PG AR 0-3 2b AREA 'jo ed Ms, ..or,.M tbtaW`� N 2" 11 PROGRAM. 0-1 becir ..%::vacant . . . . . . . . . . , '3 r6 total sca on 0 42 0 0 Lathrop 0 0 0 0 0 0 0 0 0 0 LOCH 0 0 0 0 0 84 137 10 11 242 Manteca 84 0 0 0 84 0 0 0 0 0 Ripon 0 0 0 0 0 0 0 0 0 0 Tracy 0 0 0 0 0 0 0 0 0 0 Unincorporated 0 0 0 0 0 0 0 0 0 0 CHAS Planning Area 126 0 0 0 126 84 137 10 11 242 TABLE XIX ASSISTED HOUSING INVENTORY, OTHER (Sources: I11.10 MIDLIS and MIS databases, 311190; 11UD Sacramento Service Office Loan Management Inventory, 6/28193; farmers home Administralloq Stockton Olrice,aclive Section 502 cases, 711193) SECTION 221@)(4) PROGRAM SECTION 238 (J)(1) PROGRAM:. AREA 0 ',1.bedt 2 bedrrrls3 of more vacant : total > :.,� 0 1 bedrm.2.hedrms 3 or more : " vacant iota! 4. sca ron 0 0 0 0 0 00 Lathrop 0 0 0 0 0 0 0 0 0 0 Lodi 15 0 0 0 15 44 24 0 0 68 Manteca 0 0 0 0 0 28 26 0 0 54 Ripon 0 0 0 0 0 0 0 0 0 0 Tracy 0 0 0 0 0 112 32 16 0 160 Unincorporated 0 0 0 0 0 0 0 0 0 0 CHAS Planning Area 15 0 0 0 15 184 82 16 0 282 TABLE XIX ASSISTED HOUSING INVENTORY, OTHER (Sources: HUD MIDLIS and MIS databases, 311190; HUD Sacramento Service Office Loan Management Irwentory, 6120193; Farmers Home Administration, Stockton Office,active Section 502 cases, 7/1/93) SECTION 515 (F -K* AREA y�3;, Oz j rm i2be rms 3 c Lathrop 0 0 0 0 Lod 0 0 0 0 Manteca 0 0 0 0 Ripon 18 20 4 0 Tracy 0 0 0 0 Unincorporated 0 0 0 0 CHAS Planting Area 18 20 4 0 1 'AM PROGRAM.0`-*'XA:f:::::::�! - SECTION 601 told 0 tbodrm :50i,'O.....9 bo. rms,'-�'.43 It 2 d' or vacant total 7 0 7 0 0 0 8 144 3 155 0 0 0 0 0 0 0 0 0 0 0 0 42 0 1 10 0 11 0 0 0 0 0 0 0 0 4 68 1 73 42 0 12 229 4 245 TABLE XIX ASSISTED HOUSING INVENTORY, OTHER (Sources: HUD MIDLIS and MIS databases, 3/1190; HUD Sacramento Service Office Loan Management Irwentory, 6/28/93; Farmers Homo Administration, j Stockton Oftice,aclHe Section 502 cases, 7/1/93) a figs �.bi $ � ,� h h x AREA r y Y kx wMQIjGA,GE Rel%ENUE BOND UNITS , Y` TpTAt.OTHER ASISTED UNITS: . 0�=� ��tR� 2 betl�rrts 3 Qc more yaca0t total �� 0 1 bedtm betlrnls N 3 of more vacant. total a . sca on Lathrop 0 0 0 0 0 0 8 144 3 155 Lodi 0 0 0 0 0 143 161 10 11 325 Manteca 0 0 0 0 0 112 26 0 0 138 Ripon 0 0 0 0 0 18 21 14 0 53 Tracy 19 42 0 0 61 131 74 16 0 221 Unincorporated 0 0 0 0 0 0 4 68 1 73 CHAS Planning Area 19 42 0 0 61 446 293 259 15 1013 N WN J W 2 O S W S ¢ O LL. U W U ¢ W U N J Q W W O > cc O Z W xz uiX J m Q F a W rt Q w . U c o m v m v m v m m C m C m m m m m m m v v 13 o a � L L t _� ca C C C C C C C C Z U U U U U V N U U U U U U U Z OCL m U. 0 0 0 o cc o CL E o O E o 0 0 z .co, 0 0a C3 0 oo 0 0 0 o LL N F- V) U. a; (n co co Cl) 9 ,U_ a aa m m d m m m m a °y' a= _ n m m o o- O E a a a U N co a a s 8. a ;° 'ti a ma a s r N C7 to c0 N CO r N r � tt N Z U, W: ti �Z. :; W O N E t0 0 O .. a m 3 m m m U �. c cE d d a`ni m to o? m a m�¢ a cn v m m m m a 0 U. w ¢ c © m m d m` m O CC M m N @t ' m d 0 Z to H m 3 m= o U Z m vmi to ¢ o d > 2 tLn j m N tt co O O cc N C O J L O N 3 d = J Z LL 0 ¢ O _U Q ¢ a W m m m m W 3e Y �' LU `�' o 0 0 = Q m o H 0> o o O 8 0 `o c <A m r) W Q C7 } O 2 = % m <n m 6 in F= (4 ¢ in H JLU J O F' Z Z Q Q N a:._LL H 1 TABLE XX: INVENTORY OF FACILITIES do SERVICES FOR THE HOMELESS (CONT.) DAY TIME FACILITIES _ TYPE; s IOCATION:X,SERVICE AREA DAY SHELTERS Stockton Shelter for the Homeless Drop -In CenterStockton Stkn Urbanized Area MEAL SITES Salvation Army, Lodi Lodi North County St. Mary's Interfaith Dining Room Stockton Stkn Urbanized Area VOUCHERS FOR FOOD AND SHELTER Crisis Intervention Center, Mental Health Services Stockton Countywide General Relief Stockton Countywide Homeless Assistance Program Stockton Countywide Larch Clover Community Center, Tracy Tracy South County Lodi Community Center Lodi North County McHenry House, Tracy Tracy South County Ryan White Consortium Stockton Countywide Salvation Army Extension Programs Countywide Countywido San Joaquin AIDS Foundation Stockton Countywide Tracy Interfaith Ministries Tracy South County SOCIAL SERVICES Case Management Program, Stockton Shelter for the Homeless Stockton Stkn Urbanized Area Community Worksl Program, Office of Substance Abuse Stockton Countywide Homeless Outreach Program, Mental Health Services Stockton Countywide St. Mary's Interfaith Transitional Learning Center Stockton Stkn Urbanized Area Stockton Metropolitan Ministry Stockton Stkn Urbanized Area AM TABLE XXI AND TABLE XXII [NOTE: No tables produced. Gap in table numbering sequence.] } TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 6; IIIc: d:lrsgprob.wk3) AREA x 's , f} k ELDERLY (1 6 2 MEMBER HOt�8�(�OL DS W i,• ', t y . t H 3, ♦ k. :. .. s } 0 (0 309f! HAA�FI s � 31, lq 4096 HAWI Y y.:0 iQ 6o�6?iAW�I; w tit t0 6096 HAW y �;s1h1U1 hsng RRb Tolat Ip With HsnO Rob 70ta1 Ir);f i�Mttt H31tg P1oq Total Irl With Hsng Rob Grouo `> : :: No. F .14� 3: 96 , `: Group ' ` No. 96 Group "No.'s : ' 96 Grot No. % Escalon m na m no m m m m m m GyiYP ra m LattTop na na m no m ru m m Ila m rq m Lodi 245 196 80.0% 509 439 86.2% 754 635 84.2% 356 251 70.5% Nbnteca 185 148 80.0% 191 136 71.2% 376 264 75.5% 155 82 52.9% Ripon na na na na na na na na na na na na Tracy 120 93 77.5% 224 145 64.7% 344 238 69.2% 137 131 95.6% Unincorporated na na m ra m m m na na m m m CHAS PIanrtngArea 1038 723 69.7% 1532 1137 74.2% 2570 1860 72.4% 972 564 58.0% Stockton 1158 985 85.1% 1729 1220 70.6% 2887 2205 76.4% 1053 595 56.5% San Joaquin Co 2196 1708 77.8% 3261 2357 72.3% 5457 4065 74.5% 2025 1159 57.2% TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Oatabook, labia 5; fits: d:hsgptob.wk3) xae a a a xf�•�ai � � ��� z # '�i° ,a .: #3�a . , t ,N 4 f st a AREA c. '• '#Z ' i''.' � x � „°ELOgR.Y ( si 2 MEMBEFI HOUSEHOLDS) tka h .i r e zj r .; �t 'y Y f 0 l0 8096 HAMFI . - r 8110 959E hIAMf I ; s . 96% b ovr ° ; � : r dotal Eldai y Househokts Total in x g Wish Hang Prab r Total Irl ;.. With Hsng Prob - Total in Wit Hsng Prob Total In With Hang Nob GrOUP .f.;. No. . 96 Gfoup . } No: % Group NO ; 96 Grote No. 96 fscalon na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 1110 886 79.8% 83 52 627% 206 36 18.4% 1399 976 69.8% Manteca 531 366 68.9% 44 27 61.4% 58 5 8.6% 633 398 629% Ripon na na na na na na na na na na na na Tracy 481 369 76.7% 34 24 70.6% 61 18 29.5% 576 411 71.4% Unincorporated na na na na na na na na na na na na CHAS Planning Area 3542 2424 68.4% 257 113 44.0% 538 67 125% 4337 2604 60.0% Stockton 3940 2800 71.1% 263 137 521% 771 126 16.3% 4974 3063 61.6% San Joaquin Co 7482 5224 69.8% 520 250 48.1% 1309 193 14.7% 9311 5667 60.9% .9 j i'ABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Dalaboolk, table 5; file: d:hsgprob.wk3) AREA ELDEIJY (I & 2 MEMBER HOUSEHOLDS) iw. 0, to 80 %,HAMFI . 81 to 95% HAMN 96% & cyr Total Elderly Households 014 With Hsnq Prob Total With HsIv Prob Total In With Hs -ng Prob .'.Total In With lisng Nob Group, No. % Gr66 -'No. Group No; W: droqp No. % Escalon na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 1110 886 79.8% 83 52 62-7% 206 38 16.4% 1399 976 69.8% Manteca 531 366 68.9% 44 27 61.4% 58 5 8.6% 633 398 62.9% Ripon na na na na na na na na na 113 na Ila Tracy 481 369 76.7% 34 24 70.6% 61 18 29.5% 576 411 71.4% Unincorporated na Ila na na na na na na na na na Ila CHAS Planning Area 3542 2424 68.4% 257 113 44.0% 538 67 12.5% 4337 2604 60.0% Stockton 3940 2800 71.1% 263 137 52.1% 771 126 16.3% 4974 3063 61.6% San Joaquin Co 7482 5224 69.8% 520 250 40.1% 1309 193 14.7% 9311 5667 60.9% .9 TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS It BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, labte 5: file: d:hsgprob.wk3) AREA to a), E MtpF1A31 to 506 HAPi =b 100%. . M •51 10 80 4 HAMFI , . r ,z Zq ;� WItf F�s�►g F, ob a '.; Total In Wttry Isng ��ob< Tota] l0 ! 4Vitti tjong Prob 3T01 i In With Hsng Prom "c3roup .. }�� . �` No.. . 96`� Group _ : . No. : k �t " 96 . • t • GroUp .`.'-,' `� :: Nod , 96 1bitoun No: 96 Escalon na na no no no no no no no no no no Lathrop nit na no no no no no no no no no no Lodi 544 502 C23% 411 400 97.3% 955 902 94.5% BFO 588 66.8% Manteca 394 355 90.1% 267 245 91.8% 661 600 90.8% 472 278 58.9% Ripon na na no no no na na na no na na na Tracy 179 163 91.1% 186 146 78.5% 365 309 84.7% 312 256 82.1% Unincorporated na na na no no na na no na no na na CHAS Planning Area 2012 1804 89.7% 1705 1422 83.4% 3717 3226 86.8% 3021 1792 59.3% Stockton 2919 2680 91.8% 2113 1913 90.5% 5032 4593 91.3% 3042 2030 66.7% San Joaquin Ce 4931 4484 90.9% 3818 3335 87.3% 8749 7819 89.4% 6063 3822 63.0% 1 TABLE XXI11 PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgprob.wk3) AREASMACL f1E(ATED HOUSEHOLDS (2 !0 4 4�% a y Y 0 t0 8096 HAMFI s a� 81 to 95% HAMFI9696 !1< ok( Toiat Small Related hlousoholds �A Total tn.: , .<: With Hsrtg P(ob"� Total In With Hsng Prob _ :Total In .° . ' :3 s With Hsrtg Prob -Total In With I isng Prot) Gray No.`.:% Gras No. % Cirarp > tr...' % Grarp No. % sc on na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 1835 1490 81.2% 359 154 42.94: 1742 191 11.0% 3936 1835 46.6% Manteca 1133 878 77.5% 328 E3 16.2% 1332 127 9.5% 2793 1058 37.96A Ripon na na na na na n•. na na na na na na Tracy 677 5P5 83.5% 224 101 eS.1% 1081 173 16.0% 1982 839 42.3% Uiiincorporated na na na na na na na ns na na na na CHAS Planning Area 6738 5018 74.5% 1613 487 3(. 2% 6278 701 11.2% 14629 6206 424% Stockton 8074 6623 820% 1381 464 33.6% 4320 431 10.0% 13775 7518 54.6% San Joaquin Co 14812 11641 78.6% 2994 951 31.8% 10598 1132 10.7% 28404 13724 48.3% ,.r TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEV:, BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Dalabook. table 5. file: d:hsgpfob.wk3) AREA LARGE RELATED HOUSEHOLDS (6 OR MORE), Oto 3096 HAMf 31 to 50% HAMM to 60% HA.MFI 51 to 80% HAMFI ilq Prob ;Jotal In With H3ng Prob Total in' With Hang P(ob Total I 0 .. n With Hsng Ptob :'Craw p % '-'.-;:'No. % Group Na.N .:'-`GrotjD No. % SCaIOn na na na na na, na naIts na na na na Lathrop na Ila na na na na na na na na na na Lodi 108 108 100.0% 191 191 100.0% 299 299 100.0% 279 239 85.7% Manteca 96 83 86.5% 112 112 100.09E 208 195 93.8% 215 190 88.4% Ripon na It& na na na na na na na na 113 na Tracy 44 44 100.0% 89 89 100.0% 133 133 100.0% 141 118 83.7% Unincorporated na na na na na na na na na na Ila na CHAS Planning Area 561 534 95.2% 1017 975 95.9% 1570 1509 95.6% 1555 1323 85.1% Stockton 1625 1583 97.4% 2371 2332 98.4% 3996 3915 98.0% 1958 1813 92.6% San Joaquin Co 2186 2117 96.8% 3388 3307 97.6% 5574 5424 913% 3513 3136 89.3% I TABLE XXIII ' PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; filo: d.hsgprob.wk3) AREA .ARGE RELATED i HOUSEHOI�S (5 OR MORE) 2 I y 4116 C x♦ 0 to $0 } AMF ' `"� � � � � � ��r o 8594 HAMFI ;. � 96968 ovr Total Large Related Households Total In:'f�'yllth Hsrlg P.rpb' 4 Total In `' With Hsng Prob > Total In With Hsng f�rob Total In With Hsng Prob No. .. %: ' . .:Gia, No. % . Group No, ,' '' % Gram No. % scalon no no no no no na no no no no no na Lathrop na no no no no no no no no no no no Lodi 678 538 93.1% 114 73 64.0% 370 198 53.5% 1062 809 76.2% Manteca 423 385 91.0% 113 63 55.8% 408 161 39.5% 944 609 64.5% Ripon na no na na na na no no na na na na Tracy 274 251 91.6% 151 112 74.2% 303 161 53.1% 728 524 720% Unincorporated na no na no no na na no no na na na CHAS Planning Area 3133 2832 90.4% 733 468 63.8% 1873 927 49.5% 5739 4227 73.7% 6tockton 5954 5728 96.2% 368 304 826% 1321 753 57.0% 7643 6785 88.8% Sen Joaquin Co 9087 8560 94.2% 1101 772 70.1% 3194 1680 526% 13382 11012 8239f, TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; (Ile: d:hsgprob.wk3) ALL OTHER HOUSEHOLDS AREA ' . Z 0 to 50% HAMFI �. � : axe . r r s N 0 t0 30% HAMFI Total In '� :'" , ;Total I9`> With Hsng Grotty" Group—No. Gratin 96 �scalon na na na Lathrop no na na Lodi 244 233 95.5% Manteca 91 67 73.6% Ripon na na na Tracy 79 73 924% Unincorporated na na na CHAS Planning Area 790 623 78.9% Stockton 1568 1187 75.7% San Joaquin Co 2358 1810 76.8% ALL OTHER HOUSEHOLDS Io 50% HAMFI *,: ` ; ' 0 to 50% HAMFI �. 51 to 80% HAMFI Total in With Hing Prob Total In Wttti Hsng Prob��� Total In With Hsng P�ob Grotty" No. % Gratin Nii.' % '. Group No. % na na no na its na no no no no no na na na no no no no 296 264 89,2% 540 497 920% 419 219 52.3% 114 101 88,64 205 168 820% 243 2,16 97.1% na no na rta na na no 113 na 89 66 74.2% 168 139 82.7% 106 78 73.6% na na na na na na no no na 784 634 80.9% 1574 1257 79.9% 1254 695 55.4% 1419 1243 87,6% 2967 2430 81.4% 1515 996 65.7% 2203 1877 85.2% 4561 3687 80.6% 2769 1691 61.1% TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Dalabook, table 5; file: d:hsgprob.wk3) A AREA f HOUSEH01,4$ ALL OTHER5. fr ' 0 to 809'. HAMfI; 81 to 95% HAfriF� 96% &our;.: Total All Oihef Households h T^;w ur With Hsrlg Prob Total Iri . With Hstig t'robA :: Total In With Hsng Prob'. ; .Totalln with llsng Prob Grou r No: ''":' 96 Grar No.. Grar No. 96 'Graf No. % scalon na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 959 716 74.7% 243 81 33.3% 1059 130 12.3% 2261 927 41.0% Manteca 448 404 90.2% 87 16 18.4% 576 100 17.4% 1111 520 46.8% Ripon na na na na na na na na na na na na Tracy 274 217 79.2% 88 18 20.5% 543 45 8.3% 905 280 30.9% Unincorporated na na na na na na na na na na na na CHAS Planning Area 2828 1952 69.0% 515 138 26.8% 2878 390 13.6% 6221 2480 39.9% Jq Stockton 4502 3426 76.1% 839 232 27.7% 3116 182 5.8% 8457 3840 45.4% San Joaquin Co 7330 5378 73.4% 1354 370 27.3% 5994 572 9.5% 14678 6320 43.1% 9 1 TABLE XXIII PERCENT OF HOU SEHOLDS WITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; tile: d:hsgprob.wk3) k C a. i s ..i£ AREAIS h f wE!byS z�z£ TOTAL RENTER HOUS.EHQLpSME moi. 0 1030% HAMF.� a 31;tg 50% HAMFI ; .1 y0 i050 HAMF(. 51 to 80% HAMFI r: Total IR '2 Wltr� Fjst P b ' ? Total Ifs a With Hsng Prob 7C.ta1 In With Nsng Prob Total In With Hang Prob Gnxi r No: <" x:C 96 Grou No. 96 Grat .w No. 96 Grasp NO. 96 Escalon na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 1141 1039 91.1% 1407 1294 920% 2548 2333 91.6% 1934 1297 67.1% Manteca 766 653 85.2% 684 594 86.8% 1450 1247 86.0% 1085 786 724% Ripon na na na na na na na na na na na na Tracy 422 373 88.4% 588 446 75.9% 1010 819 81.1% 696 583 83.8% Untncorporated na na na na na na na na na na na na CHAS Planning Area 4401 3684 83.7% 5038 4168 827% 9439 7852 83.2% 6802 4374 64.3% Stockton 7270 6435 88.5% 7632 6708 87.9% 14902 13143 88.2% 7568 5434 71.6% San Joaquln Co 11671 10119 86.7% 12670 10876 85.8% 24341 20995 86.3% 14370 9808 68.3% TABLE XXIII PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY RENTER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgpfob.wk3) AREA ;4 TOTAL RENTER HOUSEHOLDS --,"" Oto8% HAMFI 0 81 lq.40% HAMFI 96% & ov( Total Amer Households Total In' W114 Hsng ?rob Total in With Hsng Prob Total in With Hs ?rob Total In With Hsng Plot) No. roup No. % Graig 0., No. % rs—C no no no na no no no ne na na na Wn a Lathrop na no na no no no no na na no Ila Ila Lodi 4482 3630 81.0% 799 360 45.1% 3377 557 16.5% 8658 4547 52.5% Manteca 2535 2033 80.2% 572 159 27.8% 2374 393 16.6% 5481 2585 47.2% Ripon na no na n2 no no no na no na no na Tracy 1706 1402 822% 497 255 51.3% 1988 397 20.0% 4191 2054 49.0% Unincorporated no no na na no no 0a na na Ila Ila na CHAS Planning Area 16241 12226 75.3% 3118 1206 38.7% 11567 2085 18.0% 30926 15517 50.2% Stockton 22470 18577 827% 2851 1137 39.9% 9528 1492 15.7% 34849 21206 60.9% San Joaquin Co 38711 30803 79.6% 5969 2343 39.3% 21095 3577 17.0% 65775 36723 55.8% TABLE XXIV RENTER HOUSEHOLDSBY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: WAS Databook, table 5; Ala: d:hsgbrdn.wk3) x. AREA ;.';, � _; _ ; 0 to 30% H AMFI -'r 3o 50WHAMFI 1 t To►aijn : Coal Burden >309LCostBurde�a5l)!•> TOld Coi;tburden>30°X. CastBurden >50% Group " No No. 76 Cxoup . No. !6 No. !6 Escalon na na na na na na na na na na Latl..op na na na na na na na na na na Lodi 1141 1018 89.2% 911 79.8% 1407 1226 87.1% 504 35.8% Manteca 766 647 84.5% 592 77.3% 684 576 84.2% 262 38.3% Ripon na na na na na na na na na na Tracy 422 373 88.4% 296 70.1% 588 421 71.6% 230 39.1% Unincorporated na na na na na na na na na na CHAS Planning Area 4401 3440 78.2% 2894 65.8% 5038 3688 73.2% 1500 29.8% Stockton 7270 6179 85.0% 5102 70.2% 7632 5705 74.8% 2140 28.1% San Joaquin Co 11671 9619 82.4% 7996 68.5% 12670 9393 74.1% 3648 28.8% TABLE XXIV RENTER HOUSEHOLDSBY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook. taUo 5; file: d:hsgbrdn.wk3) AREA' Oto SQ96:iHAMFI x 51 to 80% HAMFI Total InCas4 ¢urden. > 309i CasI Burden > 5096 Total In : ° Cc6t Burden > 309G Cast Burden > 509b Croup No.. 96 'NO. Croup `> No. 4L • No. _ Escalon na na na na na na na na na na Lathrop na na na na na na na na na rta Lodi 2548 2244 88.1% 1415 55.5% 1934 967 50.0% 89 4.6% Manteca 1450 1223 84.3% 854 58.9% 1085 629 58.0% 92 8.5% Ripon na na na na na na na na na na Tracy 1010 794 78.6% 526 52.1% 696 481 69.1% 85 12.2% Unincorporated na na na na na na na na na na CHAS Planning Area 9439 7128 75.5% 4394 46.6% 6802 3003 44.1% 386 5.7% Stockton 14902 11884 79.7% 7250 48.7% 7568 3479 46.0% 291 3.8% San Joaquin Co 24341 19012 78.1% 11644 47.8% 14370 6482 45.1% 677 4.7% TABLE XXIV RENTER HOUSEHOLDSBY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook. table 5; bio: d:hs9txdn.wk3) M AREA "". ; " 0 to 8096 HAMFI 81 to 95% HAMFI «' Totalln - Cost Burden >3096 Cost Burden >5096 - Total in Cos18urden>30% Cost Burden >50'p Group':: No. % No. Group No. % No. Escalon na . na na na na na na na na na Lathrop na na na na na na na na na na Lodi 4482 3211 71.6% 1504 33.6% 799 237 29.7% 18 2.3% Manteca 2535 1852 73.1% 946 37.3% 572 97 17.0% 6 1.0% Ripon na na na na na na na na na na Tracy 1706 1275 74.7% 611 35.8% 497 197 39.6% 0 0.0% Unincorporated na na na na na na na na na na CHAS Planning Area 16241 10131 62.4% 4780 29.4% 3118 723 23.2% 37 1.2% Stockton 22470 15363 68.4% 7541 33.6% 2851 540 18.9% 27 0.9% San Joaquin Co 38711 25494 65.9% 12321 31.8% 5969 1263 21.2% 64 1.1% TABLE XXIV RENTER HOUSEHOLDS BY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgbrdn.wk3) 96% & Over HAMFI F; Total Rental Households >. : Total 1p Cost burden > 30iLCcat Qurden >50&A Total In `` Cost 8urpen > 3036 ;-1Cost Burdon >50% &0,46p, No. 96 No: Groin' :, No. 9Z' No. na na na na na na na na na na na na na na na na na na na na 3377 191 5.7% 20 0.6% 8658 3639 42.0% 1542 17.8% 2374 101 4.3% 0 0.0% 5481 2050 37.4% 952 17.4°, na na na na na na na na na na 1988 140 7.0% 8 0.4% 4191 1612 38.5% 619 14.8% na na na na na na na na na na 11567 652 5.6% 40 0.3% 30926 11506 37.2% 4857 15.7% 9528 368 3.9% 6 0.1% 34849 16271 46.7% 7574 21.7% 21095 1020 4.8% 46 0.2% 65775 27777 42.2% 12431 18.9% 7 TABLE XXV INCIDENCE OF OVERCROWDED RENTER HOUSEHOLDS BY INCOME GROUP (Smoca: 1090 Caraus: CIMS MInbuak, libb l; lie: d:owcwWwk3) AREA 0 to 30% HAW �` TQa1 In Owrgowded (klwlds Orou Na - % Totil In Group TOTAL'REMER HOUSEHOLDS 31 to 50% HAMFI >: # 0 to $496 HA `: Owrorowdad Ibholde T961.ln_ OJeraowdad 11sWdr Na % :Croup Na `` % To41ln QtOUp 51 to 80% HAMFI Owraowdad lhlalds No % ocalon n t 114 na na na na na na na na na n3 Lathrop na na na na na na na rip na rte na n3 Lod 1141 163 16.0% 1407 246 17.5% 2546 429 16.8% 1934 367 19.0'% Manteca 766 90 11.7% • 684 96 14.0% 1450 185 12.896 1085 144 13.3% Ripon 114 na na na na na na na na n3 na na Tracy 422 58 13.7% 588 114 19.4% 1010 172 17.0% 696 123 17.7° Unincorporated na na na na na na na na na na na rw CHA$ Planning Area 4401 766 17.4% 5038 1099 21.8% 9439 1865 19.8% 6002 1510 22.2% Stockton 7270 2152 29.6% 7632 2816 36.9% 14902 4968 33.3% 7568 2399 31.7% San Joaquin Co 11671 2918 25.0% 12670 3915 30.9% 24341 6633 28.1% 14370 3909 27.2% TABLE XXV INCIDENCE OF OVERCROWDED RENTER HOUSEHOLDS BY INCOME GROUP (Source: 1990 Census; CHAS 1L000A tablea; 1k: d:ovarrhu wM) TOTAL RENTER HO DSEHOLDS AREA ` :_ 0 to 80% HAMA ' ; . 81%& 0y0 HAMFI Total Rintal Houoohpldo . , Toal In Ooer'ao"4 Iblflddl Tool IA Overuowded Ilsholds Tobi In.'. "giowded Households Croup. Nn ::,:. .: : :% ;'; Oroop' Nn x % Group 'i'No' % Eecalon na na na nana na na na na Laltvop na na na na na no na na na Lod 4462 796 17.8% 4176 451 10.8% 8658 1247 14.4% Manteca 2535 330 13.0%_ 2946 268 9.1% 5481 597 10.9% Ripon na na na na no na na na na Tracy 1706 295 17.3% 2485 325 13.1% 4191 620 14.8% Unincorporated na na na na na na na na na CHAS Planning Area 16241 3374 20.8% 14685 1741 11.9% 30926 5116 16.5% Stockton 22470 7367 32.8% 12379 1659 13.4% 34849 9026 25.9% San Joaquin Cc 38711 10741 27.7% 27084 3400 12.6% 65775 14142 21.5% TABLE XXV INCIDENCE OF OVERCROWDED RENTER HOUSEHOLDS BY INCOME GROUP (Saxe: M0 Cenus: WAS D•tibook table 8. rds: d:ovaahuwlj) t LARGE RELATED RENTERS AREA to 3096 NPMFI 31 to 50% HAM fI; ; 0 to 6096 HAMf I 61 to 80% NAMFI T9a1 �n OYerpaYd•4 H•ho141 ;jobl In Owraowded Haho1M To411rt overaowaea ii•hokh Taor In Ovoraowded Hshobs or6u �K Nc:.:; `11 w 6ou Hn % riOrwp Na %Group Nc % •e on na na na na na na na na na na na na a(trop na na na 1141 na na na 113 na na rw na Loci 108 91 84.3% 191 147 77.0% 299 238 79.6% 279 203 72.8% Manteca 96 52 54.2%. 112 82 73.2% 208 134 64.4% 215 120 55.8% Ripon na na na na na na na na na na na n3 Tracy 44 44 100.0% 89 83 93.3% 133 127 95.5% 141 74 525% Unincorporated no na na na na na na na na na na na CHAS Planning Area 581 456 81.2% 1017 774 78.1% 1578 1'+30 77.9% 1555 1066 68.6% Stockton 1625 1389 85.5% 2371 2089 88.1% 3996 3478 87.0% 1958 1604 8119% San -Joaquin Co 2186 1845 84.4% 3388 2863 64.5% 5574 4708 84.5% 3513 2670 70 0% TABLE XXV INCIDENCE OF OVERCROWDED RE=NTER HOUSEHOLDS BY INCOME GROUP (Saxes: 1980 Census: CHASDeImbook 4mblea; file. d:ovorahu.wk3j Stockton 5954 5082 85.4% 1689 987 58.4% 7643 6060 79.4% San Joaquin Co 9087 7378 81.2% 4295 2217 51.6% 13362 9595 71.7% I LARGE RELATED RENTERS 0 to eo% HA HAW 01%& Over HAMFI : • , Total Large Related Rental Households:. Toutln Overoawdedflshdds „'joblln.::'Overaowded14sholds ToulIn .'OveraowdedFlouseholds. Group Na %.:-'." " Group •:. r . %': Group eealon na 1W na na na n, na na na Lathrop na na no na na na na na na Lod 578 441 76.3% 484 247 51.09E 1062 688 64,8% Manteca 423 254 60.0%• 521 199 38.2% 944 453 48.0% Ripon no no na na na na na na na Tracy 274 201 73.4% 454 197 43.4% 728 398 54.7% Unincorporated na na na na na na na na na CHAS P tannin g Area 3133 2298 73.3% 2600 1230 47,2% 5739 3526 81.4% Stockton 5954 5082 85.4% 1689 987 58.4% 7643 6060 79.4% San Joaquin Co 9087 7378 81.2% 4295 2217 51.6% 13362 9595 71.7% I TABLE XXVI PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY OWNER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgprob.wk3) AREA i6Efi.Y 0 b 2 MEMBER HOUSEHO(.OS) � a r '}0 to aQ% HAMFI �' y 31 to 50% HAMFI 0 to 507E kiAMFI 51,ty 80% HAMFI . Total.�{1 wth Hsng P(ob .'Total in = ;With Han Prob Total In With Ftsng Prob Total.In With Hang Rob j ¢ Grou No: s:;,96 Gray No.: 96 Gran No: 96 Group No. °6 sca ori na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 443 244 55.1% 557 156 28.0% 1000 400 40.0% 825 81 9.8% Manteca 203 125 61.6% 355 144 40.6% 558 269 48.2% 360 62 17.2% Ripon no no no na no no no no no na no n3 Tracy 149 86 57.7% 265 69 26.0% 414 155 37.4% 240 46 19.2% Unincorporated no no no no no no na no na na na n3 CHAS Planning Area 2063 1230 59.6% 3070 1060 34.5% 5133 2290 44.6% 3618 563 15.6% Stockton 1026 717 69.9% 1606 499 31.1% 2632 1216 46.2% 1897 366 19.3% San Joaquin Co 3089 1947 63.0% 4676 1559 33.3% 7765 3506 45.2% 5515 929 16.8% X TABLE XXVI PERCENTOF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY OWNER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgprob.wk3) AREA _ :• 0 to 80% HAMFI Total In ::: With HsnQ Prob �rou c e (1 2 MEMBER HOUSEHOLDS) 81. to 85% HAMFI 9696 ovr .Total I . , With Hsng Prob Total In With Hsng Prob ... :: Group .. .::.`No. % ..-'Group : No:... 96 Total Elderly Households Total In With Hsng Ptob Cxam No. _ % Fscalon no no no no no no no no no no no na Lathrop no no no no no no no ra no no no na Lodi 1825 481 26.4% 315 41 13.0% 1311 59 4.5% 3451 581 16.8% Manteca 918 331 36.1% 214 14 6.5% 572 57 10.0% 1704 402 23.6% Ripon na no na no na na no na na na na n3 Tracy 654 201 30.7% 116 7 6.0% 479 32 6.7% 1249 240 19.2% Unlncorporaled na no no no no no no na na na na na CHAS Planning Area 8751 2853 326% 1465 137 9.4% 6219 360 5.8% 16435 3350 20.4% Stockton 4529 1582 34.9% 728 115 15.8% 4130 187 4.5% 9387 1884 20.1% San Joaquin Co 13280 4435 33.4% 2193 252 11.5% 10349 547 5.3% 25822 5234 20.3% TABLE XXVI PENCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY OWNER HOU SEHOLDSAND INCOME GROUP (Scuxe: 1990 Census: CHAS Databook. table 5; tile: d:hsgprob.wk3) AREA > '. a '% `ALL OTHER OWNER HOUSEHOLDS , , s > , : 0 to 30% HAMFI 31 to SO96 HAMFI . 0 to 50% HAMFf . y 51 t0 8096 HAMFI . Total in y With Hsng Probe; " Total Ins ,'With Hsnfl Prob : ; Total In With Hsng f�rOb : Total In With'Hrng Prob Grau Nn. 96 '., : '"Gras $ ': No.: -% Grat No: 96 'Gnat No.' % scaton no no no no no no na na no na no na Lathrop na no no no no na na no no no no na Lodi 233 100 429% 197 117 59.4% 430 217 50.5% 613 356 58.1% Manteca 120 102 85.0% 176 130 73.9% 296 232 78.4% 489 243 49.7% Ripon no no no no no no no no no na no na Tracy 100 82 820% 120 72 60.0% 220 154 70.0% 295 195 66.1% unincorporated no no no no no no no no no na no na CHAS Planning Area 1477 1071 725% 1649 1033 626% 3126 2104 67.3% 3771 1971 523% Stockton 894 647 724% 1096 869 79.3% 1990 1516 76.2% 2523 1496 59.3% San Joaquin Co 2371 1718 725% 2745 1902 69.3% 5116 3620 70.8% 6294 3467 55.1% TABLE XXVI PERCENT OF HOUSEHOLOSWITHANY HOUSING PROBLEMS BY OWNER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook. table 5; file: d:hsgprob.wk3) a y 5 AREA ALL OTHER OWNER HOUSEHOLDS= • f, 0 id 8096}iAMFI 81 to 95% HAMFI 96% & Ove Total Other Owner Households Totala� Y �,. With Hsng Prot1 ;' Total In Wttti hsng Prob ` ` Total in With Hsng Prob Total in.,: With Hsng Prob Groir No. %'. Grafi No:. % Grou , r. �`:No.' % Grou No. °G scalon na na na na na na no na na na na na Lathrop na na na na na na na na na na na na Lodl 1043 573 54.9% 382 225 58.9% 5587 957 17.1% 7012 1755 25.0% Manteca 785 475 60.5% 407 205 50.4% 5089 1381 27.1% 6281 2061 32.8% Ripon na na na na na na na na na na na na Tracy 515 349 67.8% 317 200 63.1% 4937 1684 34.1% 5769 2233 38.7% Unincorporated na na na na na na na na na na na na CHAS Planning Area 6897 4075 59.1% 2737 1408 51.4% 32741 7846 24.0% 42375 13329 31.5% Stockton 4513 3012 66.7% 1868 868 46.5% 18306 3569 19.5% 24687 7449 30.2% San Joaquin Co 11410 7087 62.1% 4605 2276 49.4% 51047 11415 22.4% 67062 20778 31.0% a TABLE XXVI PERCENT OF HOUSEHOLDS WITH ANY HOUSING PROBLEMS BY OWNER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook. table 5; file: d:hsgprob.wk3) ARE TOTAL OWI OWNER HOUSEHOLDS'te." ;t:;.. 0.4 :.0 30 HAMF 'AM 1 3 to 50%.H '010 OY - HAMFI F, 4 51 to 80% KAMIFI Total In With Total in th Hang With Hsng Prob wi s Prob�: '= Total In With Hsng Prob Group No., Grour):—` 'N % '-.-G No, % NcMon na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 676 344 50.9% 754 273 36.2% 1430 617 43.1% 1438 437 30.4% Manteca 323 227 70.3% 631 274 51.6% 854 501 58.7% 849 305 35.9% Ripon na na na na na na na Ila na na na n3 Tracy 249 168 67,5% 385 141 36.6% 634 309 48.7% 535 241 45.0% Unincorporated na na na na na na na na na na Ila na CHAS Planning Area 3540 2301 65.0% 4719 2093 44.4% 8259 4394 53.2% 7389 2534 34.3% Stockton 1920 1364 71.0% 2702 1368 50.6% 4622 2732 59.1% 4420 1862 42.1% San Joaquin Co 5460 3665 67.1% 7421 3461 48.6% 12881 7126 55.3% 1111800 4396 37.2% i It TABLE XXVI PERCENT OF HOUSEHOLDSWITH ANY HOUSING PROBLEMS BY OWNER HOUSEHOLDSAND INCOME GROUP (Source: 1990 Census: CHAS Databook, table 5; file: d:hsgprob.wk3) AREA s jOJA{.OWNER HOUSEHOLDS to 80% )1AMFI 81 10 85% HAMFI 5 9696 8 wr Total Owner Households joist In,? ` x Wllh Hsng Prob ;. Total In With Hsng Prob ' . z� Total In With Hsng Orob TOtal In With Hsng Prot) n Grar < r : t::`: No. 96 Groit . -. .q.` : NO..:>. , 96 Gfal No: 96'- `Chou No. 96 sc on na na na na na na na na na na na na Lathrop na na na na na na na na na na na na Lodi 2868 1054 36.8% 697 266 38.2% 6898 1016 14.7% 10463 2336 223% Manteca 1703 806 47.3% 621 219 35.3% 5661 143P 25.4% 7985 2463 30.8% Rlpon na na na na na na na na na na na na Tracy 1169 550 47.0% 433 207 47.8% 5416 1716 31.7% 7018 2473 35.2% Unincorporated na na na na na na na na na na na na CHAS Planning Area 15648 6928 44.3% 4202 1545 36.8% 38960 8206 21.1% 58810 16679 28.4% Stockton 9042 4594 50.8% 2596 983 37.9% 22436 3756 16.7% 34074 9333 27.4% San Joaquin Co 24690 11522 46.7% 6798 2528 37.2% t' 1396 11962 19.5% 92884 26012 28.0% It I TABLE XXVI I OWNER HOUSEHOLDS BY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook. table 5; file: d:hsgbrdn.w , k3), . . . .... ... O'tQ 0-1-1....-30 H. MFV A ptal {Cost 6 tin rmt Burden > 501. tpurclon.>_ Cost Burdon > im ft Group No Ox.�,O� No.' % P No. % Escalon na na na na na, na na na na na Lathrop na na na na na na na na na na Lodi 676 344 50.9% 221 32.7% 764 268 35.5% 159 21.1% Manteca 323 227 70.3% 154 47.7% 531 274 51.6% 124 23.4% Ripon na na na na na na na na na na Tracy 249 159 63.9% 146 58.6% 385 141 36.6% 100 26.0% Unincorporated na na na na na na na na na na CHAS Planning Area 3540 2210 62.4% 1537 43.4% 4719 1917 40.6% 908 19.2% Stockton 1920 1295 67.4% 941 49.0% 2702 1187 43.9%. 591 21.9% San Joaquin Co 5460 3505 64.2% 2478 45.4% 7421 3104 41.8% 1499 20.2% OR TABLE XXVII OWNER HOUSEHOLDS BY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook. talo 5; 610: d:hsghrdn.wk3) AREA 0 to 50% HAMFI 51 to 80% HAMFI Total in Cost Burden > 30%G . ... Cost Burdon > 50%G . ° Total In Cos4 Burden > 309L Cast Burdon > W,. Group' No. % No. Cxoup No., 96 No. Escalon na na na na na na na na na na Lathrop na na na na na na na na na na Lodi 1430 612 42.8% 380 26.6% 1438 386 26.8% 135 9.4% Manteca 854 541 58.7% 278 32.6% 849 294 34.6% 110 13.0% Ripon na na na na na na na na na na Tracy 634 300 47.3% 246 38.8% 535 188 35.1% 76 14.2% Unincorporated na na na na na na na na na na CHAS Planning Area 8259 4127 50.0% 2445 29.6% 7389 2131 28.8% 817 11.1% Stockton 4622 2482 53.7% 1532 33.1% 4420 1523 34.5% 471 10.7% San Joaquin Co 12881 6609 51.3% 3977 30.9% 11809 3654 30.9% 1288 10.9% TABLE XXVIi OWNER HOUSEHOLDS BY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook, We 5; Ila: d:tsgtxdn.wk3) 12. > 0 to 80%wHAMFI 81to.90% HAM Fl Tota) In Cost 0urden > 3096 Cast E3urdon > 509L Toti1 lrr r 'Cost Burden > 30% Coat Burdon > 5096 Group No.: % No. Cxoup No. % No. na na na na na na na na na na na na na na na na na na na na 2868 998 34.(1% 515 18.0% 697 222 31.9% 37 5.3% 1703 795 46.7% 388 22.8% 621 194 31.2% 6 1.0% na na na na na na na na na na 1169 488 41.7% 322 27.5% 433 193 44.6% 73 16.9% na na na na na na na na na na 15648 6258 40.0% 3262 20.8% 4202 1306 31.1% 351 8.4% 9042 4005 44.3% 2003 22.2% 2596 678 26.1% 146 5.6% 24690 10263 41.6% 5265 21.3% 6798 1984 29.2% 497 7.3% TABLE XXVII OWNER HOUSEHOLDS BY COST BURDEN STATUS AND INCOME GROUP (Source: 1990 Census: CHAS Databook. table 5; file: d:hsgbrdn.wk3) tscaion na na na na na na na na na na Lathrop na na na na na na na na na na Lodi 6898 886 12.8% 84 1.2% 10463 2106 20.1% 636 6.1% Manteca 5661 1275 22.5% 90 1.6% 7985 2264 28.4% 484 6.1% Ripon na na na na na na na na na na Tracy 5416 1628 30.1% 137 2.5% 7018 2309 32.9% 532 7.6% Unincorporated na na na na na na na na na na CHAS Planning Area 38960 7108 18.2% 801 2.1% 58810 14672 24.9% 4414 7.5% Stockton 22436 2723 12.1% 197 0.9% 34074 7406 21.7% 2346 6.9% San Joaquin Co 61396 9831 16.0% 998 1.6% 92884 22078 23 -A&A 67An 7 -qV. �l E TABLE XXVIII INCIDENCE OF OVERCROWDED OWNER HOUSEHOLDS BY INCOME GROUP (Source; 1960 Census: CHAS Dabbook labb8; We, d:ow4xtw.wk9) i ` TOTAL OWNER HOUSEHOLDS AREA rf 0 to 3096 FIAWF 31 to 5096 HAMFI 0 to 50% HAMFI 51 to 80% HAMFI Jonl In Overgowded HshWds . Torr) In Overaowdod Hahokh Totrl W. ' 'Overcrowded Hsholck ToOI In .0verrtowded llsholds Oroup % Group ... No :.... z % , Cloud < :...No % t oreup Nu' % Escalon na m na na na Ila na na na na 113 na LalMop na na na na na na no na na na na na Lode 676 20 3.0% 754 24 3.2% 1430 44 3.1% 1438 73 5.1% Manteca 323 14 4.3%, 531 6 1.1% 854 20 2.3% 849 59 6.916 Ripon na na na na na 118 na na na na na na Tracy 249 9 3.6% 385 18 4.7% 634 27 4.3% 535 63 11.8% Unincorporated na na na no na na na na na nal na na CHAS Planning Area 3540 134 3.8% 4719 294 6.2% 8259 428 5.2% 7389 543 7.3% Stockton 1920 117 6.1% 2702 300 11.1% 4622 417 9.0% 4420 508 11.5% San Joaquin Cc 5460 251 4.6% 7421 594 8.0% 12881 845 8.616 11809 1051 8.9% _ �I NJ I I TABLE XXVIII INCICENCE OF OVERCROWDED OWNER HOUSEHOLDS BY INCOME GROUP (auurce:1990 Census: CHA80a64ouk &ebbe: file: d:owruhuwk7) s,. s TOTAL Owlfn HOUSEHOLDS AREA o to !}q96 HAMFI 81%� Over HAMFI r.; Total Cwrl�r Hol�aeholda Tow in .: Owraowds4 HahoI4L , Tou In ;.Owraowded 11sholds Tobl lq Overaowded Hou�ehotds Group a Cioup :> Nn % >', 'Group, _i Escafon na na 11a na no na na na rb Lathrop na no net na na na na na na Lodi 2868 118 4.1% 7595 165 2.2% 10463 283 2.7% Manteca 1703 76 4.6% • 6282 225 3.6% 7985 303 3.8% Ripon na na na na na na na na na Tracy 1169 90 7.7% 5849 134 2.3% 7018 225 3.2% Unincorporated na na rA na na na na na na CHAS Planning Area 15648 970 6.2% 43162 1474 3.4% 58810 2445 4.296 Stockton 9042 925 10.2% 25032 1460 5.8% 34074 2385 7.096 San Joaquin Co 24890 1896 7.7% 68194 2934 4.3% 92884 4030 5.2% I TABLE XXVIII INCIDENCE OF OVERCROWDED OWNER HOUSEHOLDS BY INCOME GROUP (Suwcr. 1900 Census: CHAS Dalabook task 8; IW: davwalw.wM) ': %x, �x{OYrMERS 3' 4 rs i : OTiiER THAN ELDERLY AREA 4t `�.�rs x s�P to 3096 Mptul$ t 01 tP 44% IMFi f 0 to 5076 HAMFI 51 to W% W1MFi v s "e TpR(In a; QytrQowdp4���holdl Tool In _ . hovK4#0wded H�hvids ,top! bl ., Oyaaowdod llfholds robrin Ove�aow led it:holda 3 >'.ri +` (troop ks....> • Mn '9 .' % Group ?> . Wn ;. 16 QrouPt. ;{ °i No % (iioup NO % ecal€— on na na na na na ra na na na na na na Lathrop na na na na no na na na na na na na Lod 233 20 8.6% 197 24 122% 430 44 10.2% 613 74 12i% Manteca 120 14 11.7%. 178 6 3.4% 296 20 6.8% 489 59 121% Ripon na na na na na na na na 113 na na na Tracy 100 9 9.096 120 18 15.0% 220 27 12.3% 295 63 21.4% Unincorporated na na na na na na na na as na na na CHAS Planning kea. 1477 131 8.9% 1649 294 17.8% 3126 426 13.6% 3771 534 14.2% Stockton 894 115 129% 1096 301 27.5% 1990 417 20.9% 2523 605 20.0% San Joaquin Co 2371 247 10.4% 2745 596 21.7% 5116 842 16.5% 6294 1039 16.5% TABLE XXVIII INCIDENCE OF OVERCROWDED OWNER HOUSEHOLDS BY INCOME GROUP (Source: 1090 Grua: C14ASOarbook bb46; fee: d.overa1rLrd0) a �xa yk r« t '3 c �,r � i�'� w9 c'9�id � �. �r �' � y�Y t t � +..oa `k �•i*.s" a THAN ELDERLY =a ��� �� �• i F:< , �1Hl:A ss 41, �Ot Q9G Af�J ��:' cr » 6i% &ovw1iAMP) jotaj0�hw K iQyefholdo; dod 1l"de rt 7 I = ehpl ...r tecmon na na na na na na no N N Lathrop ne na na ne na no na na na Lod 1043 116 11.3% 5969 162 2.7% 7012 290 4.016 Manteca 785 79 10.1% 5496 229 4.296 6281 308 4.916 Ripon na no no N na no na na N Tracy 515 90 17.5% 5254 135 2.6% 5769 225 3.996 Unincorporated na na na N na na na na na CHAS Planning Area 6597 959 13.9% 35478 1432 4.0% 42375 2391 5.6% Stockton 4313 921 20.4% 20174 1449 7.2% 24887 2370 9.6% San Joaquin C0 11410 1881 16.5% 55652 2861 5.2% 67062 4781 7.1% *9n ��•� � y:"t ` � f2} _� s I s 11 RAAO 9 ACCAC AO FAIMMC31TV f%M.KIl%CAITCA'rlf%M SS COOM TRACT WMBEX -C[MK4 Irm"T SDUM0IRT --- KOCR 6*0UP 60UNDA" T Koen azar YYYeCA N O R T H STOCKTON NW 1990 CENSUS TRACTS COMMUN TY DEVELOPAN JOAQUIN MENT BLOCK GROUPS DEPARTMENT r I I MAP 3 AREAS OF .MINCP'rf CONCENTRATION N COUNTY STOCKTON SW 1990 CENSUS TRACTS COMMUNITY DEVELOPMENT BLOCK GROUPS DEPARTMENT iN3Wlavd3o Sdno8D x00 -i8 ���, "t3 A-LNno73 NlnovoryNvS S1.Od? i snSN]30 0661 H 121 0 N —. NOI1tld1N33N07 r3onrw �noro r�vw - ZO'!b kilUONIW d0 SV389 �'r ar,c■noa .rwr� ram—__ - ar.x - tiu G rnWV4 arUim wrw liu snSitt0 Ss - PI I JJ i •s- _ J - ... 1 --N f- .1 .: �i'.�•rJ- a. � 1 N" _ I IaY • _' �. .� . _ 1. .- i'Ai 1 w fes- ="r 1- J •i ` n. 4. 'Ci/` `. - } �.ir 1 '-moi-- ---� - - 1. ami Sir NOIlVaiN30N00 A118ONIW AO SV38V 9 dVV4 a "MAP 6 AREAS OF MINORITY CONCENTRATION J _ �`��Ah "`moi^♦ — � r Ally =SS taxa r%Acr mums" �" II J_ � — I _. ! . — CENSUS rRacr BOUNDARY G 7 — ---SU= GROUP BOUNDARY AREAS OF MINORITY r xxe GROW NUMBER µ' CONCENTRATION SAN COUNTY LODE 1990 CENSUS TRACTS COMMUNIQTY DEVELOPMENT BLOCK GROUPS DEPARTMENT 11 MAP 7 AREAS OF MINORITY CONCENTRATION rl t ,;''.�. ','.-•I.1 •, �` NORTH :i:$:+.:.'_%.-::; is �'• 1 f .. .�`.. S :.(Yl. Imo: : `.:ii' /,:�'%•,j! �:C%i i:t;J,>f�_':i2:::+ �:: ' —_-7 �; � .%�+�r+! Y{.+;•ys.-yll��4 iv>+�::•:%•'.-}::.%:: �:-yam-i> � :i:4f: S�r � , _�• :S% ��.:Ci�(-%+>•��• j::.v ::ice ���'�-g�•�F"� ii•: f'�->�f/>i -. ,.w• � f.. / �• :...•rt 'sry9•'j• it i -r: ..:::i}ff )y%/yj: i ..:Vii _y..•: r:: � { .. � • '.�•.-. . t\ ry s j 52.031 i• i i:.4 NsG:r.�2$Yif> AREAS OF MINORITY?`1' < CONCENTRATION H. _ • il?�. 65 Comm T1tAC7 WJUS 1t - Cf7rfUf TRACT lOIMiOMT ----ttOCR Gr10Nr sOIMOutY -_ (+r:•::: iii.• +://.:%' / I COUNT TRACY 1990 CENSUS TRACTS COAMMUNITY' DE ELOPMENT BLOCK GROUPS DEPARTMENT y y ! 511.7 2 05 y COUNT TRACY 1990 CENSUS TRACTS COAMMUNITY' DE ELOPMENT BLOCK GROUPS DEPARTMENT MAP 9 AREAS OF MINORITY CONCENTRATION MVf\GGI♦IRMIIVI\ SD COMM TRACT N M SEM MOIMUIR} M1DCM GROUP WUNOART 7 ft.0M GROUP MUYM[M LATHROP 1990 CENSUS TRACTS SAN COUNTY COMMUNIOTYIDEVELOPMENT TRAFFIC ZONES & COG ZONES DEPARTMENT MAP 10 AREAS OF MINORITY CONCENTRATION MAP 11 AREAS OF MINORITY CONCENTRATION AREAS OF MINORITY CONCENTRATION SS mrsus TRACT Nursa - CENSUS TRK: BOUNDARY ----GLOCX GROUP BOUNDARY 7 SIDCR GROUP NUW£R f_. NORTH 1990 CENSUS TRACTS SAN JOAQUIN COUNTY r ESCHLON COMMUNITY DEVELOPMENT L BLOCK GROUPS DEPARTMENT f `IAP 13 AREAS OF LOW INCOME CONCENTRATION .. , f-\ SS CEmmEPOWS TRACT RWNER LOW INCOME CONCENTRATION - es�sys TR�eT BOUNDARY --`!LOCK GROUP 80000ARY T BLOCK cmxw RUus[R N O R T H STOCKTON NE 1990 CENSUS TRACTS COMMUN°Y'DEVELOPMENT BLOCK GROUPS DEPARTMENT rME I J I 1 C 6 S 118 ` S i.i Z ss cacm T"�T "'"'°O' Nm LOW INCOME CONCENTRATION --caws mace wu�o�wr ---Koat sou► sou�wsr 7 Wm amw wrsE-A N 0 R T N\ STOCKTON SE 1990 CENSUS TRACTS COMMUNITY'DEVEULOPMENT BLOCK GROUPS DEPARTMENT MAP 15 AREAS OF LOW INCOME CO_ NCENTRATION y ''``� ' � s:' may... S�i:�-�:%fi--+�-cs �-+ ,.�-+'�.:,.-t•t � STOCKTON SW 1990 CENSUS TRACTS SAN JOrQUIN COUNTY COMMUNITY OEVEIOPNENT BLOCK GROUPS DEPARTMENT r� 1 T MAP 17 AREAS OF LOW INCOME CONCENTRATION I� IAN.: Z .i j ss coo "t"040t - - -MIMS ,w.cr e«,.ro.P" I 4�.oZ Kot ---ncolour sou"ca" --NOR 7 H T au)"GROWwuracol ?>y, LOW INCOME CONCENTRATION COUNTY LOCI 1990 CENSUS TRACTS COMMUNITYIOEVELOP EXT BLOCK GROUPS OEPARTMENT 11 T MAP 18 AREAS OF LOW INCOME CONCENTRATION MAP 19 AREAS OF LOW. INCOME CONCENTRATION .1 -- -- TR." 9WHO;R. � kncX sRa» RuuscR - " %s: LOW INCOME CONCENTRATION H O R T H RIPON 1990 CENSUS TRACTS COMMUNISAN TY DEVELOPMENT BLOCK GROUPS DEPARTMENT Ow; 4 MAP 21 AREAS OF LOW INCOME CONCENTRATION 55 CEMSUS TRACT MUMMER CEMSUS TRACT Wuod Rr —OID"GNOLW 90UMOART K T pCR {Roup NumsER NORTH LOW INCOME CONCENTRATION MANTECA 1990 CENSUS TRACTS CAN JOAQUIN COUNTY OMMUNITY DEVELOPMENT BLOCK GROUPS DEPARTMENT I I I MAP 22 AREAS OF LOW INCOME CONCENTRATION i i 55 COMA TRACT IRMSER - CENVA TRACT BOUNDARY ----ewcx 6R0w 90uwoART T OLD" "ou► wimsER LOW INCOME CONCENTRATION N O R T H 1990 CENSUS TRACTS SAN JOOCOMMUNITYNT DEVELOPME ESCALON BLOCK GROUPS DEPARTMENT T. SAN JOAOUIN COUNTY TAFT / MOSSWOOD COMMUNITY DEVELOPMENT DEPARTMENT F - � VICINITY MAP SAN JOAQUIN COUNTY MOURFIELD COMMUNITY DEVELOPMEKT I DEPARTMENT I - VICINITY MAP - MAIN LaI r 1 , SAN JOAQUIN COUNTY HINKLEY / MAIN COMMUNITY DEVEIOPMEI DEPARTMENT r SAN Mtw - 1�y(.�.vL`LrJ�Yw•J: s::�•-:�q� �l:i:s:,:, �i$iJ{{3'+: .:liiij il.Y: ._ 8 ,.1CM :•>f!3i 'i�' JOAOUIN COUNTY COMMUNITY DEVELOPMENT LOD1 HOTEL DEPARTMENT 1N3W1bVd30 3-UbQ3J iN3WdOl3A30 A(1WWNln lIN 0] 1 V �.. .l AiNf100 NIf10VOP Nis H1bON I o M= MAP 29A OIKEP rr 9 -- -1 FTI. r FP+ Q MLUCO MMVE �11121wpa I OMA MT. VIEW Alternative A. 1'@ NORTH SAN J=COUNTYCOMMUDEPAR r $as # • I I MAP 296 - VICINITY MAP - : APPENDIX B r GLOSSARY Affordable Housing: Affordable housing is generally defined as housing where the occupant is paying no more than 30 percent of gross inc:otne for gross housing costs. including utility costs. AIDS and Related Diseases: The dsease of acquired immunodeficiency syndrome or any conditions arising from the etiologic agent for acquired immunodeficiency syndrome. AfthoMher Drug Addiction: A serious and persistent alcohol or other drug addiction that significantly limits a person's ability to rive independently. Area of Low Income Concentration: An area where at least 51 percent of the population of a 1990 Census block group was made up of persons of very low income or other low income. Area of Minority Concentration. An area where the total 1990 Census minority population exceeded 29.3 percent of the total population of a given Census block group. Asian and Pacific Islanders: Includes persons who reported in the 1990 census they were Asian or Pack Islanders or reported they were one of the groups comprising the Asian or Pacific Islander populations. Asian - Includes'Chinese."Filipino.• *Japanese., •Korean,"Vietnamese.•'Cambodlan,•'Hmong,' 'Laotian,"Thai; 'Asian Indian,' and 'Other Asian.• 'Asian Indian' includes persons who Identified themselves as Bengalese, Bharat, Dravidian, East Indian, or Goanese. 'Other Asian' may include responses such as Bangladeshi, Bhutanese, Borneo, Burmese, Celebesian, Ceram, Indochinese, Indonesian, two.liwan, Javanese, Malayan, Maldivian, Nepali, Okinawan, Pakistani, Sikkim, Singaporean, Sri Lankan, and Sumatran. Pacific Islander - Includes'Hawailan, 'Samoan.* Guamanian; or 'Other Pacific Islander.' 'Other Pacific Islander' may include persons identifying themselves as Carolinian, Fi ian, Kosraean, Northern Mariana Islander, Palauan, Papua New Guinean, Ponapean (Pohnpeian), Solomon Islander, Tahkk-uh Tarawa Islander, Tokelauan, Tongan, Trukese (Chuukese), or Yapese, or who identify themselves as belonging to a cultural group such as Polynesian, Micronesian, or Melanesian Assisted Household or Person: For the purpose of specifying one-year goals for assisting households or persons, a household or p son is assisted if, during the coming Federal fiscal year, they will benefit through one or more programs included in the jurisdiction's investment plan. A renter is benefitted I the person takes occupancy of affordable housing that is newly acquired, newly rehabilitated, or newly constructed and/or receives rental assistance. An existing homeowner is benefitted during the year it the home's rehabilitation is completed A first-time homebuyer is benefitted it a home is purchased during the year. A homeless person is benefitted during the year d the person becomes an occupant of transitional or permanent housing. A non -homeless person with special needs is considered as being benefitted, however, only if the provision of supportive services is linked to the acquisition, rehabilitation, or new construction of a housing unit and/or the provision of rental as_s,.:ance during the year. Households or persons who will benefit from more than one program activity rr_ •.t be counted only once. To be included in the goals, the housing unit must, at a minimum satist the HUD Section 8 Housing Quality Standards (see 24 CFR Section seziog). See also instructions for completing Table 3B of the CHAS and Table 1 of the Annual Par;ormance Report. B-1 r Black: Includes non -Hispanic persons who indicated in the 1990 census their race as 'Black or Negro' or reported entries such as African American, Afro-American, Black Puerto Rican, Jamaican, Nigerian, West Indian, or Haitian. Committed: Generally means there has been a legally binding commitment of funds to a specific project to undertake specific activities. Consistent with the CHAS: A determination made by the jcrisdiction that a program application meets the Wowing criterion: The Annual Plan for that fiscal years funding indicates the jurisdiction planned to apply for the program or was wnl M to support an application by another entity for the program: the location of activities is consistent with the geographic areas specified in the plan: and the activities benefit a category of residents for which the jurisdiction's five-year strategy shows a priority. Cost Burden > 30%: The extent to which gross housing costs, fnckKON utility costs. exceed 30 percent of gross income, based on data published by the U.S. Census Bureau. Cost Burden > 50% (Severe Cost Burden): The extent to which gross housing costs. including utility costs, exceed 50 percent of gross income, based on data published by the U.S. Census Bureau Disabled Household: A household composed of one or more persons at least one of whom is an adult (a person of a least 18 years of age) who has a disability. A person shag be considered to have a disability if the person r determined to have a physical, mental or emotional Impairment that. (1) is expected to be of long-r-ontinued and indefinite duration, (2) substantially impeded his or her ablTay to five Independently. and (3) is of such a nature that the ability could be improved by more suitable housing conditions. A person shall also be considered to have a disability if he or she has a developmental disabflky as defined in the Developmental Disabilities Assistance and Bill of Rights Act (42 U.S.C. 6001- 6006). The term also incudes the surviving member or members of any household described in the first sentence of this paragraph who were living in an assisted unity with the deceased member of the —' household at the time of his or her death. Economic Independence and SeQSufficiency Programs: Programs undertaken by Public Housing Agencies (PHAs) to promote economic independence and self-sufficiency for participating families. Such programs may Include Project Self -Sufficiency and Operation Bootstrap programs that originated under earlier Section 8 rental cortificate and rental voucher initiatives, as well as the Family Self -Sufficiency program. In addition, PHAs may operate locally -developed programs or conduct a variety of special projects designed to promote economic independence and self sufficiency. Elderly Household: For HUD rental programs, a one or two person household in which the head of the household or spouse is at least 62 years of age. Efderfv Person: A person rfio is a feast 62 years of ace. Existing Homeowner. An owner -occupant of residential property who holds legal title to the property and who uses the property as his/her principal residence. Fame : See definition in 24 CFR 812.2 (The National Affordable Housing Act definition required to be used in the CHAS rule differ.3, from the Census definition). The Bureau of Census defines a family as a householder (head of household) and one or more other persons living in the same household who are related by birth, marriage or adoption. The term *household' is used in combination with the term *related* in the CHAS instructions, such as for Table 2, when compatibility with the Census definition of family (for B-2 f - 1 reports and data available from the Census based upon that definition) is dictated. (See also 'Homeless Family.') el.,. Family Self -Sufficiency (FSS) Program; A program enacted by Section 554 of the National Affordable Housing Act which directs Pubic Housing Agencies (PHAs) and Indian Housing Authorities pHAs) to use Section 8 assistance under the rental certificate and rental voucher programs, together with public and private resources to provide supportive services, to enable participating families to achieve economic independence and self-stcy. Federal Preference for Admission: The preference given to otherwise eligible applicants under HUD's rental assistance prograrns who, at the time they seek housing assistance, are involuntarily displaced, fnring in substandard housin,% or paying more than 50 percent of family Income for rent (See, for example, 24 CFR 882.219.) First Time Homebuy An individual or family who has riot owned a home during the three-year period preceding the HUD -assisted purchase of a home that must be used as the principal residence of the homebuyer, except that any individual who is a displaced homemaker (as defined in 24 CFR 94 or a single parent (as defined In 24 CFR 94 may not be excluded from consideration as a fust -time homebuyer on the basis that the indnridual, while a homemaker or married, owned a home with his or her spouse or resided in a home owned by the spouse. FmHA: The Farmers Home Administration, or programs It administers. For Rent: Year round housing units which are vacant and offered/available for rent. (U.S. Census definition) For Sale: Year round housing units which are vacant and offered/avaBable for sale only. (U.S. Census definition) Frail Elderly: An elderly person who Is unable to perform at least 3 activities of daily living (i.e., eating, dressing, bathing, grooming, and household management actpvaies). (See 24 CFR 889.105.) Group Ouarters Facilities providing living quarters that are not classified as housing units. (U.S. Census definition). Examples include: prisons, nursing homes, dormitories, military barracks, and shelters. Hispanic (All Races): Persons who identified themselves as 'Mexican.* Rican.' or *Cuban,* as well as those who indicated that they were of $other Spanish/Hispanic' origin. Those whose origins are from Spain, the Spanish-speaking countries of Central or South America, or the Dominican Republic, or they are persons of Hispanic origin identifying themselves generally as Spanish, Spanish-American, Hispanic, Hispano, Latino, and so on. Origin can be viewed as the ancestry, nationality group, lineage, or country of birth of the person or the person's parents or ancestors before their amval in the United States. Persons of Hispanic origin may be of any race. HOME: The HOME investment Partnerships Program, which is authorized by Title II of the National Affordable Housing AcL Homeless: Persons and families living in sheltered or unsheltered housing arrangements. B-3 Homeless Family Family that includes at least one parent or guardian and one child under the age of 18, a homeless pregnant woman, or a homeless person in the process of securing legal custody of a person under the age of 18. Homeless lncrMdual: An unaccompanied youth (17 years or younger) or an adult (18 years or older) without children. Homeless Youth: Unaccompanied person 17 years of age or younger who is living in situations described by terms •sheltered' or unsheltered-. HOPE 1: The HOPE for Public and Indian Housing Homeownership Program, which Is authorized by Tate N, Sutxitle A of the National Affordable Housing Act HOPE 2: The HOPE for Homeownership of Multifamily Units Program, which is authorized by Tale IV, Subtitle B of the National Affordable Housing Act HOPE 3: The HOPE for Homeownership of Single Family Homes Program, which Is authorized by Tttle IV, Subtitle C of the National Affordable Housing Act Household: One or more persons occupying a housing unit (U.S. Census definition). See also -Family. Housing Problems: Households with housing problems include those that: (1) occupy units meeting the definition of Physical Defects; (2) meet the definition of overcrowded; and (3) meet the definition of cost burden greater that 30%. Table 1C requests nondupliicative counts of households that meet one or more Of these criteria Housing Unit: An occupied or vacant house, apartmerrt. or a single room (SRO housing) that is intended as separate faring quarters. (U.S. Census definition) Institutions/institutional: Group quarters for persons under care or custody. (U.S. Census definition) Large Related: A household of 5 or more persons which includes at least one person related to the householder by blood, marriage or adoption. Lead -Based Paint Hazard: Any condition that causes exposure to lead from lead -contaminated dust, lead• contaminated soil, lead-.,ontaminated paint that is deteriorated or present in accessible surfaces, friction surfaces, or impact surfaces that would result in adverse human health effects as established by the appropriate Federal agency. (Residential Lead -Based Paint Hazard Reduction Act of 1992 definition.) LIHTC: (Federaq Low Income Housing Tax Credit Low-income: Households whose incomes do rot exceed 80 percent of the median income for the area, as determined by HUD with adjustments for smaller and larger families, except that HUD may establish income ceilings higher or lower that 80 percent of the median for the area on the basis of HUD's findings that such variations are necessary because of prevailing levels of construction costs or fair market rents. or unusually high or low family incomes. NOTE: HUD income limits are updated annually and are available from local HUD offices (This term corresponds to kyw- and moderate4ncome households in the CDBG Program) Moderate Income: Households whose incomes are between 81 percent and 95 percent of the median income for the area, as determined by HUD, with adjustments for smaller or larger families, except that B-4 fl HUD may establish income ceilings higher or lower than 95 percent of the median for the area on the basis of HUD's fundings that such variations are necessary because of prevailing levels of construction costs or fair market rents. or unusually high or low farrily incomes. (Phis definition Is different than that for the CDBG Program.) Native American: includes persons who classified themselves as American Indian. Eskimo. or Aleut In the 1990 census. American Indian - Includes persons who badigted their race as -American Indian.' entered the name of an Indian lobe. or reported such entries as Canadian Indian. French -American Indian. or Spanish-Arneticen Indian. Eskimo - Includes persons who indicated their race as'EskkW or reported entries such as Arctic Slope. inupiat. and Yupik. Aleut - Incudes persons who indicated their race as •Aleft• or reported entries such as AhA4 Egegik. and Pribiilovian. Non -Elderly Household: A household which does not meet the'defb Wn of 'Elderly Household.* as defined above. Non -Hispanic: Persons who did not Identify themselves, or who were not identified as Hispanic In the 1990 census. Non -Homeless Persons with Special Needs: Incudes frail elderly persons, persons with AIDS, disabled families, and families participating in organized programs to achieve economic self-sufficiency. Non -Institutional: Group quarters for persons not under care or custody. (U.S. Census definition used)` Occupied Housing Unit: A housing unit that is the usual place of residence of the occupant(s). Other Household: A household of one or more persons that does not meet the definition of a Small Related household. urge Related household or Elderly Household. Other Income: Households whose biomes exceed 8o percent of the median income for the area, as determined by the Secretary. with adjustments for smaller and larger families. i other Low -Income: Households whose incomes are between 51 percent and 8o percent of the median ' income for the area, as determined by HUD, with adjustments for smaller and larger families, except that % HUD may establish ahcome ceilings higher or tower than 80 percent of the median for the area on the basis of HUD's findings that such va�ations are necessary because of prevailing levels of construction cost; -r fair market rents. or unusually high or low family incomes. (This term corresponds to moderate- ; income in the CDBG Program.) Other Vacant: Vacant year round housing units that are not For Rent or For Sale. This category would include .Awaiting Occupancy or Held Overcrowded: A housing unk containing more than one per -.on per room. (U.S. Census definition) Owner. A household that owns the housing unit it occupies. (U.S. Census definition) B-5 Physical Defects: A hang unit lacking complete kitchen or bathroom (U.S. Crnsus definition). Jurisdictions may expand upon tha Census definition. Primary Housing Activity: A means of providing or producing affordable housing - such as rental assistance. production, rehabilitation or acquimon - that will be allocated significant resources and/or pursued intensively for addressing a particular housing need. (See also. *Secondary Housing Activity'.) Project -Based (Rertall Assistance: Rental Assistance provided for a project, not for a specific tenar:: Tenants receiving project -based rental assistance give up the right to that assistance upon moving from the project. Public Housing CIAP: Public Housing Comprehensive Improvement Assistance Program. Public Housing MROP: Public Housing Major Reconstruction of Obsolete Projects. Rent Burden > 3Q% (Cost Burden): The extent to which gross rents. including utility costs, exceed 30 . percent of gross income. based on data published by the U.S. Census Bureau. Rent Burden > 50% roevem Cost Burden): The extent to which gross rents, including utility rusts, exceed .50 percent of gross income, based on data published by the,U.S. Census Bureau. Rental Assistance: Rental assis:ance payments provided as either project -based rental assistance or tenant -based rental assistance. Renter. A household that rents the housing unit it occupies, including both units rented for cash and units occupied without cash payment of rent. (U.S. Census definition) Renter Occupied Unit: Arry occupied housing unit that Is not owner occupied, including units rented for cash and those occupied without payment of cast rent. Rural Homelessness Grant Program: Rural Homeless Housing Assistance Program, which is authorized by Subtitle G, Title IV of the Stewart B. Mclanney Homeless Assistance Act. Secondary Housing Activity: A means of providing or producing affordable housing - such as rental assistance, production, rehabif tadm or acquisition - that will receive fewer resources and less emphasis that primary housing activities for addressing a particular housing need (See also, 'Primary Housing Activi -) Section 215: Section 215 of Title 11 of the National Affordable Housing ACL Section 215 defines •affordable' housing projects under the HOME program Service Needs: The particular services identified for special needs populations, which typically may include transportation, personal care, housekeeping, counseling, meals, case management, personal emergency response, and other services to prevent premature institutionalization and assist incrividuais to continue rnring independently. Severe Cost Burden: See Cost Burden > 50%. Severe Mental Illness: A serious and persistent mental or emotional impairment that significantly limits a persons ability to rive independently. B-6 Sheltered: Families and persons whose primary nighttime residence is a supervised publicly or privately operated shelter. incfu ling emergency shelters, transitional housing for the homeless, domestiL: violence shelters, residential shelters for runaway and homeless youth, and any hotel/motel/apartment voucher arrangement paid because the person would otherwise be unsheltered. This term does not include persons living doubled up or in overcrowded or substandard conventional housing Any facility offering permanent housing i; not a shelter, nor are its residents homeless. Small Related: A household of 2 to 4 persons which includes at least one person related to Cie householder by birth, marriage, or adoption. Special Needs Population: Persons who are not homeless but who are in need of supportive housing assistance. Such persons include the elderly and frail elderly; persons with disabilities, including those who are mentally itt, physically disabled, and developmentally disabled. persons with substance abuse problems, persons diagnosed with AIDS and related diseases; and farm workers. SRO: Acronym for Single Roan Occupancy housing unit Typically it is a housing unit comprising a living/sleeping area designed for occupancy by one person (or occasionally an adult couple). Bathrooms may be included or shared among several residents; kitchen facilities may consist of an In -room efficiency unit or provide for shared kitchen space for several residents. Generally these units exist in 'heels• or multi -person housing units in downtown areas, most frequently found in Stockton. Substandard Conxtltion but Suitable for Rehab►litaftr A housing unit having a condition code rating of three (3) or four (4) on a one -to -five housing condition rating scale. A housing unit with a condition code -sting of three (3) is domed as having an accumulation of a number of the following deficiencies or a major failure in arty one of the following: t. Foundation - Minor failure, or below grade or even with the ground. 2. Roof structure - Minor failure due to over -spacing or overspanning. 3. Underfloor structure - Minor failure is indicated by minor kicking in or out of the lower portion of the structure. 4. Walls - Mina failure is Indicated by minor kicking in or out of the wap surface. S. Porches - Minor sagging of horizontal members and minor leaning of supporting members. Maintenance of such structures would be In the form of repairing wall surfaces, broken porches, steps, doors, windows, and gutters, and replacing roofing material which has fallen off or is missing. A housing unit with a condition four (4) rating is defined as having an accumulation of serious deficiencies in the structural items noted for condition code three (3) structures, but rehabilitation is still regarded as economically feasible. Absence of a foundation normally qualifies a structure for a condition four (4) rating. Substandard Condition and not Suitable for Rehab!Tdation: A housing unit having a condition code rating of four (4) or five (5) on a one -to -five condition code rating scale. Structures with a condition code rating of four (4) are not considered to be economically feasible of being rehabilitated when additional evidence of structural defects (e.g. leaning or bowed walls, a sagging roof fine, sagging windows and door line, badly cracked foundation; are present. A structure with a condition code rating of five (5) shows extreme dilapidation of structural components. Rehabilitation in such instances is not considered to be economically feasible and the structure will probably have to be demolished. Substantial Amendment: A major change in an approved housing strategy. It involves a change to the five-year strategy, which may be occasioned by a decision to undertake activities or programs inconsistent with that strategy. B-7 I Substantial Rehabilitation: Re: oNlitatlon of residential property at an average cost for the project to excess of $25,000 per dwelling unit. Supportive Housirio: Housing. incltx: ng Housing Units and Group Quarters, that have a supportive environment and includes a planned service componeriL Supportive Service Need In FSS Plan: The plan that PHAs administering a Family Self -Sufficiency program are required to develop to iderttfiy the services they will provide to participating famiNes and the source of funding for those services. The supportive services may include d -Od care; transportation•. remedial education; education for completion of secondary or post secondary schooling; job training, preparation and counseling; substance abuse treatment and counseling; training In homemaking and pig ski Bey management, and household management; counserrng in homeownership; job development and placement; follow-up assistance after job ptacemenit; and other appropriate services. Supportive Services: Services provided to res+derits of supportive housing for the purpose of facilitating the independence of residents. Some examples are case management, medical or psychological counseling and supervision, child care, trwisportation, and job vaining. Tenant -Based (Rental) Assistance: A form of rental assistance in which the assisted tenant may move from a duetting unit with a right to continued assistance. The assistance is provided for the tenant, not for the project. Total Vacant Housing Units: Unoccupied year round housing units. (U.S. Census definition) Transitional Housino Refers to a combination of housing and support services provided to homeless indi viduaWfamilies that assist in helping the client attain self-sufficiency Participation in Federally funded transitional programs is limited to a ma*num of 24 months. Programs are of two types: clients find permanent housing (without or without reit assistance) at sites of their own choice in the community and receive support services; or, subsidized housing (usually at a single site operated by a provider) where the client may reside for no more than 24 months white receiving support services that have as their goal the placement of the client in a permanent housing unit (preferably without rent assistance). Unsheftered: Families and individuals whose primary nighttime residence is a public or private place not designed for, or ordinarily used as. a regular sleeping accommodation for human beings (e.g., streets, parks, alleys). Vacant Awaiting Occupancy or Held: Vacant year round housing units that have been rented or sold and are currently awaiting occupancy, and vacant year round housing units that are held by owners or renters for occasional use. (U.S. Census definition) Vacant Housinn Unit: Unoccupied year-round housing units that are available or intended for occupancy at any time during the year. Very Low -Income: Households whose incomes are between 31 percent to So percent of the median area income for the area, as determined by HUD, with adjustments for smaller and larger families and for unusually high or low incomes or where needed because of prevailing levels of construction costs or fair market rents. (This term plus the category 'Very, Very Low Income' corresponds to low income households in the CDSG program.) Very, Very Low Income: Households whose incomes are less than 31 percent of the median area income for the area, as determined by HUD, with adjustments for smaller and larger families and for unusually B-8 F I high or low Incomes or where needed because of prevailing levels of construction costs or taw market rents. (This term plus the category Very Low Income corresponds to low income households in the CDBG Program.) White. hx*xfes persons who indicated In the 1990 census their race as %We' or reported such entries as Canadian. Gem=% Italian. Lebanese. New Fastener. Arab. or Polish. worst -Case Needs- Unassisted. very low-income writer households who pay more than tog of their income for rent. Om In seriously substandard housing (whft includes homeless people) or have been km*xta* displaced. Year Round- Houskm Occupied and vacant housing units intended for year round use. (U.S. Census definition.) Housing units for seasonal or migratory use are exckxkxt B-9 I C) APPENDIX C rive -rear HCu011 Ntan U.b.uui,ettmeol011luusing . 2 038, 000 Part is Summary and Utban Development Ulke of NlAc orwl kullan I lousing 2,132,000 Comprehensivo Grant Program (CGP) OMB Approval No. 2$77.0151(c,p. WAQ31 ' Pubao Repodsig Burdon lot ads collecdon of Inlormadon Is admalod to swaps 40.0 house pet response, including dm time la t"wing Instructors, sewd*V witting data soaoes, gassrkq and malntakrkrg aro data needed, and completing and revkwkng toc otecdonolk0ormadon. Bond owmentstogarding ids burden estimate or atyother aspodol dds collecdm o(Wwmaton,fnckdkp suggestions lot rodudng Ids burden, b aN Repmts ManagerneM olker, office of Wn nadon pokla and Sysiorm. U S. Depnbnent of llouskg and Urban Developmonl, Washington, O.C. 20410 3600 and to 600111ce of M.vrogemont and Budget, Paperwak Reducdon Project (2577.0157), Wa "Ion, D.C. 20503. Do not send olds comploted form to shat of lase admessos. M un U ►wm: HOUSING AUTHORITY OF THE Itocesq: ldrweer.rrr s stare) _ COUNTY OF SAN JOA U IN STOCKTON i SAN ,IOAA U l N! CALIFORNIA abs C) no*ion NO: C. Management Improvements Year 1 168.000 Yen 2 Yon 3 Year 4 Year 5 _Fry MPWWA A. DwsbpnsMl7urtnbelMamN PhysW Inn rovemonts FFY: 199 ffY: 1994 FFY: 1995 FFY: 1996 FFY: 1997 Wet swroard, CA24-1 Sierra Vista i f3. 150,000 2.145,000 112,000 96,264 CA24-2 Tracy Homes 94.200 157,500 129,450 750,000 480,000 =.w' I-' CA24-3A Mokelumne Manor` : 150,000 G. Replacement Reserve p 374,240 119,100 CA24-4 1 Sierra Vista Ann,: 11. Total CGP Funds 440.000 CA24-4(23 ConwayIlomes 1,888.000 750 000 1,652,000 A -. • . 2 038, 000 2.593,000 2,132,000 B. Physlcal Improvements Subtotal) .; C. Management Improvements `:' ;< "1>' ` 168.000 168.000 168000 , 168,000 D. PHA•WWe Nondwelling Structures 2,250.000 d Equipment :',.:; •• �. 40,000 E. AdminlslraUon 132,160 112,000 96,264 F. othor 94.200 157,500 129,450 106.600 =.w' I-' G. Replacement Reserve p 374,240 119,100 (123,850) 303.736 11. Total CGP Funds .-' A-40, ¢ A, 1. Total Non -CGP Funds `' J. Grand Total 2,806,600 2,806,600 2,806,600 I 2,806.600 slonnfi■eolEaewaven1jecror: nWr: S101W1seaFMl4mrs4MW%VW:1110*11IMmldt %oINC* ta•1.4olk•l noir. X )( Page of 3 lam 11110.52534 (202) ret handbook 7485 3 and Ur Wn Dev-. opmeM Part III: Sur —ming Pages oMw of PWft iclan I busloo i air � Managem�. ,Deeds Comprehensive Grant Program (CGP) Yew Yuri FFY: 1994 Year FFY: 1995 Yer4 fFY: 1996 . i FFY: 1991 —Mi FFY: UmNN r A rpary iUw v or ak ' Mpary -You **P&W q w AMOMY r ud b pHA WIDE PITA WIDE PIIA WIDE PITA WIDE Sedurtty Patrol 150,000 Security Patrol 150,000 Security Patrol 150,000 Security Patrol 150,000 SN1 x.,:Regiddnt Services Resident Service Resident Services Resident Service ` • CooHinator: 18,000 Coordinator 18,000 Coordinator 18.000 Coordinator 18,000 . >.'nnu N.L ,j � _.., Viz. e.3 �_• a�t- '7: Sr2uroWofEsdnunudCcat 168,000 1686000 168,000 168,000 -A11MH rM wa21 patrtw NMI& wvMoprwa GPOM &M OWN 10 dMk)p~4 rw. N prrulnsk. Pags : Ol J Win IND -53134 Annual Statemrzii-si Performance and Evaluation Report Part II: Supporting Pages Comprehensive Grant Program.(CGP) U.S. Department of Housing orxJ Urban Development Me of PtAft and Wan 1 busing Devobpmenl Number / Gemal Descdpdon of Proposed Wak Moms Development Accowl Nwobor Esgmafod Cal Fuads Obligated Y Fwws Expended y Stain 01 Proposed Welk y Orlg w novised y 011wanoo y :A 24-1 Rear yards 1450 1,278,911 Berra bath Install rear tomes security-tyi- , screen doors 1460 165,000 :A 24-2 Install rear 1460 30,000 Crecy securityrtype tomes screen doors :A 24-3A Install rear tokelumne security -type tanor screen doors 1460 200000 :A 24-38 Install rear lokelumne security -type lanor screen doors 1460 5,000 utnex .A 24-4(1 Rear yards 1450 246,031 terra lista Install rear 6nnex security -type screen doors 1460 32,000 :A 24-4(2 Install rear :onway security -type lomes screen doore 1460 118,000 :A 24-5 Install rear )1ablo security -type tomes screen doors 1460 30,000 v .0 .w wnpaanr at aw am w an PWum 1R• f JIMM 1 ND•52a71 N! F Annual S ement / 0epalIment of Houaing Performance and Evaluation Report olkeWPublaaanndeiopmIndenIlmIng Part III: Implemontallon Schodule Compreitsnsive Grant Program (CGP) Dwelopmeni thnnber / Namo Funds DWipated End of Qualm Funds Expondod End of Ouarta novlsod y l Masons Im novlsed Tar9ot Daws y chow noWsod y _ Actual y alpa,.nl Actual y ee/Coate ME for Security type rear doors CA 24-1 CA 24-2 CA 24-3A CA 24-3D CA 24-4(1) CA 24-4(2) CA 24-5 r CA 24-6 CA 24-7 CA 24-9 1430 37,625 aeo/Coatt A&E for rear yards CA 24-1 CA 24-4(1) 1430 111,990 ME for Tracy office to meet M .A. requirements 1430 24,500 � .v wr w�p.wv �.w ww waw Poe'wq��w. lam IPJD•52131 COUNTY OF SAN JOAQUIN (unincorporated areas and cities of Escalon, Lathrop, Lodi, Manteca, Ripon and Tracy) COMPREHENSIVE HOUSING AFFORDABILITY STRATEGY (CHAS) FAIR HOUSING The jurisdiction hereby certifies that it will affirmatively further fair housing. Signature of Authorized Official RELOCATION AND ANTIDISPLACEMENT The jurisdiction hereby certifies that it has in effect and is following a residential antidisplacement and relocation assisitance plan that, in the case of any such displacement in connection with any activity assisted with funds provided under the HOME Program, requires the same actions and provides the same rights as required and provided under section 104(d) of the Housing and Community Development Act of 1974 in the event of displacement in connection with a development project assisted under section 106 or 119 of such Act. i Signature of Authorized Official X NOTE: The County's execution of these certifications acknowledges that it will maintain supporting evidence, which shall be kept available for inspection by the secretary, the Controller General of the United States or its designees, the Inspector General or its designees, and the public.