HomeMy WebLinkAbout2020-06-01 City Council Regular Meeting Agenda Packet
June 1, 2020 4:59 PM City Council Regular Meeting Agenda Page1 MAYOR
Roland Velasco
COUNCIL MEMBERS
Marie Blankley
Dion Bracco
Peter Leroe-Muñoz
Carol Marques
Fred Tovar
Cat Tucker
CITY COUNCIL
AGENDA
CITY OF GILROY
CITY COUNCIL CHAMBERS, CITY HALL
7351 ROSANNA STREET
GILROY, CA 95020
REGULAR MEETING 6:00 P.M.
MONDAY, JUNE 1, 2020
CITY COUNCIL MEETING MATERIAL IS AVAILABLE ON THE CITY WEBSITE www.cityofgilroy.org
VIEW THE MEETING LIVE ON THE CITY WEBSITE www.cityofgilroy.org.
PUBLIC PARTICIPATION IN THIS MEETING WILL BE LIMITED. MEMBERS OF THE PUBLIC ARE
ENCOURAGED TO PARTICIPATE BY EMAILING ALL PUBLIC COMMENTS TO THE CITY CLERK
shawna.freels@cityofgilroy.org OR BY LEAVING A VOICE MESSAGE COMMENT BY CALLING
(408) 846-0204, PRIOR TO 5:00 P.M. JUNE 1, 2020.
THE JUNE 1, 2020 MEETING WILL BE CONDUCTED PURSUANT TO THE PROVISIONS OF
THE GOVERNOR’S EXECUTIVE ORDER N-29-20
In order to minimize the spread of the COVID 19 virus, the City will be offering
telephone and email options for public comments at this meeting. The public is
encouraged to participate in this meeting by telephone or email as follows:
You are strongly encouraged to watch the City Council meeting live on the City of
Gilroy’s website at www.cityofgilroy.org or on Cable Channel 17. To view from the
website, select the Council Agendas and Videos button from the home page.
PUBLIC COMMENTS WILL BE TAKEN ON AGENDA ITEMS BEFORE ACTION IS TAKEN BY THE
CITY COUNCIL.COMMENTS MAY BE EMAILED TO THE CITY CLERK PRIOR TO OR DURING THE
MEETING AT shawna.freels@cityofgilroy.org AND MUST BE RECEIVED BEFORE THE MAYOR
OPENS PUBLIC COMMENT FOR THE ITEM. ADDITIONALLY, COMMENTS MAY BE MADE BY
LEAVING A VOICE MESSAGE AT (408) 846-0204, PRIOR TO 5:00 P.M. JUNE 1, 2020. IMPORTANT:
identify the Agenda Item Number or PUBLIC COMMENT in the subject line of your email. The City
Clerk will read the first three minutes of each email into the public record.
In compliance with the Americans with Disabilities Act, and Governors Order N-29-20, the City will
make reasonable arrangements to ensure accessibility to this meeting. If you need special
assistance to participate in this meeting, please contact the City Clerk a minimum of 2 hours prior
to the meeting at (408) 846-0204.
City Council Regular Meeting Agenda
06/1/2020 Page2
If you challenge any planning or land use decision made at this meeting in court, you may be
limited to raising only those issues you or someone else raised at the public hearing held at this
meeting, or in written correspondence delivered to the City Council at, or prior to, the public
hearing. Please take notice that the time within which to seek judicial review of any final
administrative determination reached at this meeting is governed by Section 1094.6 of the
California Code of Civil Procedure.
A Closed Session may be called during this meeting pursuant to Government Code Section
54956.9 (d)(2) if a point has been reached where, in the opinion of the legislative body of the City
on the advice of its legal counsel, based on existing facts and circumstances, there is a
significant exposure to litigation against the City.
Materials related to an item on this agenda submitted to the City Council after distribution of the
agenda packet are available with the agenda packet on the City website at www.cityofgilroy.org
subject to Staff’s ability to post the documents before the meeting.
The City Council meets regularly on the first and third Monday of each month, at 6:00 p.m. If a
holiday, the meeting will be rescheduled to the following Monday, with the exception of the single
meeting in July which lands on the first day of the month not a holiday, Friday, Saturday or
Sunday.
KNOW YOUR RIGHTS UNDER THE GILROY OPEN GOVERNMENT ORDINANCE
Government's duty is to serve the public, reaching its decisions in full view of the public.
Commissions, task forces, councils and other agencies of the City exist to conduct the
people's business. This ordinance assures that deliberations are conducted before the
people and that City operations are open to the people's review.
FOR MORE INFORMATION ON YOUR RIGHTS UNDER THE OPEN
GOVERNMENT ORDINANCE, TO RECEIVE A FREE COPY OF THE ORDINANCE
OR TO REPORT A VIOLATION OF THE ORDINANCE, CONTACT THE OPEN
GOVERNMENT COMMISSION STAFF AT (408) 846-0204 or
shawna.freels@cityofgilroy.org
I. OPENING
A. Call to Order
1. Pledge of Allegiance
2. Invocation
3. City Clerk's Report on Posting the Agenda
4. Roll Call
B. Orders of the Day
II. CEREMONIAL ITEMS
A. Proclamations, Awards, and Presentations - NONE
III. PRESENTATIONS TO THE COUNCIL
City Council Regular Meeting Agenda
06/1/2020 Page3 PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE
AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY
COUNCIL PUBLIC COMMENTS MAY BE SUBMITTED BY EMAIL TO:
shawna.freels@cityofgilroy.org, (This portion of the meeting is reserved for persons desiring to
address the Council on matters not on this agenda. The law does not permit Council action or
extended discussion of any item not on the agenda except under special circumstances. If Council
action is requested, the Council may place the matter on a future agenda. Written material provided
by public members for Council agenda item “public comment by Members of the Public on items not
on the agenda” will be limited to 10 pages in hard copy. An unlimited amount of material may be
provided electronically.)
City Council Regular Meeting Agenda
06/1/2020 Page4 IV. REPORTS OF COUNCIL MEMBERS
Council Member Bracco – Gilroy Downtown Business Association Board (alternate),
Gilroy Sister Cities Association (alternate), Santa Clara Co. Library JPA, SCVWD Joint
Council-SCRWA-Board Water Resources Committee, South County Joint Planning
Advisory Committee (alternate), South County Regional Wastewater Authority Board,
South County Youth Task Force Policy Team (alternate), Street Naming Committee
Council Member Tucker –CalTrain Policy Group, Cities Association of Santa Clara Co.
Board of Directors, General Plan Advisory Committee, Santa Clara Valley Habitat
Agency Governing Board, Santa Clara Valley Habitat Agency Implementation Board,
Street Naming Committee, Visit Gilroy Board
Council Member Blankley - ABAG (alternate), Cities Association of Santa Clara Co.
Board of Directors (alternate), Economic Development Corporation Board, Gilroy Sister
Cities Association, Gilroy Youth Task Force (alternate), SCVWD Joint Council-SCRWA-
Board Water Resources Committee, South County Regional Wastewater Authority
Board, VTA Board of Directors Alternate, VTA Policy Advisory Committee, VTA South
County City Group
Council Member Marques - Gilroy Downtown Business Association Board, Gilroy
Gardens Board of Directors, Santa Clara Valley Habitat Agency Governing Board
(alternate), Santa Clara Valley Habitat Agency Implementation Board (alternate), Silicon
Valley Clean Energy JPA Board (alternate), URM Task Force Sub-Committee, VTA
Committee for Transit Accessibility (alternate)
Council Member Tovar –Santa Clara Co. Expressway Plan 2040 Policy Advisory
Board, Recycling and Waste Reduction Commission, Santa Clara Co. Library JPA
(alternate), SCVWD Water Commission (alternate), Silicon Valley Clean Energy JPA
Board, South County Regional Wastewater Authority Board, South County United for
Health, Street Naming Committee, VTA Committee for Transit Accessibility, VTA Policy
Advisory Committee (alternate)
Council Member Leroe-Muñoz - ABAG, CalTrain Policy Group (alternate), Gilroy
Youth Task Force, Historic Heritage Committee, SCVWD Water Commission, Silicon
Valley Regional Interoperability Authority Board, South County Youth Task Force Policy
Team, VTA Mobility Partnership
Mayor Velasco - Economic Development Corporation Board, General Plan Advisory
Committee, Historic Heritage Committee (alternate), Santa Clara Valley Habitat Agency
Governing Board, Santa Clara Valley Habitat Agency Implementation Board, South
County Joint Planning Advisory Committee, South County Regional Wastewater
Authority Board (alternate), URM Task Force Sub-Committee, VTA Mobility Partnership,
VTA South County City Group (alternate)
V. FUTURE COUNCIL INITIATED AGENDA ITEMS
VI. CONSENT CALENDAR (ROLL CALL VOTE)
All matters listed under the Consent Calendar are considered by the City Council to be routine
and will be enacted by one motion. There will be no separate discussion of these items unless a
request is made by a member of the City Council or a member of the public. Any person desiring
to speak on any item on the consent calendar should ask to have that item removed from the
consent calendar prior to the time the Council votes to approve. If removed, the item will be
discussed in the order in which it appears.
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06/1/2020 Page5
A. Minutes of the May 18, 2020 Regular Meeting
B. A Resolution of the City Council of the City of Gilroy Authorizing the
Submittal of an Application for Grant Funding Through the Local Early
Action Planning Grants Program, Administered by the California
Department of Housing and Community Development.
C. A Resolution of the City Council of the City of Gilroy Setting the Annual
Fireworks Service Fee for Impacts on City Fire and Police Services Related
to the Sale and Use of Safe and Sane Fireworks Pursuant to Gilroy City
Code Section 10A
VII. BIDS AND PROPOSALS
A. Approval of an Agreement With Community Solutions in a Amount Not To
Exceed $111,000 for Support With South County Youth Task Force
Strategies
1. Staff Report: Scot Smithee, Police Chief
2. Public Comment
3. Possible Action:
Approve an agreement with Community Solutions in an amount not to exceed
$111,000 and authorize the Interim City Administrator to execute the agreement
and related documents.
B. Approval of a Third Amendment to the Agreement for Services with EOA
Inc. for Bacteria Testing and Monitoring Related to the City Stormwater
Compliance Project
1. Staff Report: Girum Awoke, Public Works Director
2. Public Comment
3. Possible Action:
Approve a third amendment to the agreement with EOA Inc. in the amount of
$54,000 for continued services into Fiscal Year 2020-2021 of the Bacteria
Monitoring and Implementation Plan.
VIII. PUBLIC HEARINGS
A. Approval of Funding Priorities for Community Development Block Grant
(CDBG) and Housing Trust Fund (HTF) Programs for Fiscal Year 2020-2021
and Receipt of Comments on the Draft 2020-2025 Consolidated Plan
1. Staff Report: Karen Garner, Community Development Director
2. Disclosure of Ex-Parte Communications
3. Open Public Hearing
4. Close Public Hearing
5. Possible Action:
Motion to continue the public hearing to the June 15, 2020 regular meeting.
IX. UNFINISHED BUSINESS
City Council Regular Meeting Agenda
06/1/2020 Page6 A. General Fund Financial Recovery Plan - Sustainable Budget
Recommendations
1. Staff Report: Jimmy Forbis, Interim City Administrator
2. Public Comment
3. Possible Action:
Approve the City of Gilroy General Fund Financial Recovery Plan and direct staff
to commence implementation of the recovery plan’s recommendations.
B. Approve Recommendations for Coronavirus Aid, Relief, and Economic
Security (CARES) Act Funding for Small Business COVID-19 Relief
Program
1. Staff Report: Karen Garner, Community Development Director
2. Public Comment
3. Possible Action:
Approve Gilroy’s Small Business COVID-19 Relief Program for Small Business
Assistance, and authorize the City Administrator to enter into an agreement with
a selected program administrator.
C. Standing Report on Operational Impacts and City/Community Efforts
Related to the COVID-19 Pandemic
1. Staff Report: Mark Bisbee, Interim Fire Chief
2. Public Comment
3. Possible Action:
Receive report.
X. INTRODUCTION OF NEW BUSINESS
A. Adoption of a Resolution Temporarily Rescinding and Modifying Sections
of the Gilroy City Code to Implement a Business Stimulus Package to
Support and Assist Businesses Affected by COVID-19
1. Staff Report: Karen Garner, Community Development Director
2. Public Comment
3. Possible Action:
Adopt a resolution of the City Council of the City of Gilroy to temporarily suspend
enforcement of certain sections of the Gilroy City Code in an effort to support
businesses and development activity and aid in the economic recovery of the
City resulting from the impacts of COVID-19.
B. Consent of the Appointment of Scot Smithee as Interim Police Chief
(Retired Annuitant) Effective June 2, 2020 and Adoption of a Resolution of
the City Council of the City of Gilroy Approving the Appointment and
Employment Agreement
City Council Regular Meeting Agenda
06/1/2020 Page7 1. Staff Report: LeeAnn McPhillips, Human Resources Director/Risk Manager
2. Public Comment
3. Possible Action:
a) Consent of the Interim City Administrator's recommendation to appoint Scot
Smithee as Interim Police Chief (as a retired annuitant) effective June 2,
2020.
b) Adopt a resolution approving the appointment of Scot Smithee as Interim
Police Chief (Retired Annuitant) pursuant to California Government Code
Section 21221(h) and authorizing the Interim City Administrator to execute his
employment agreement.
C. Pay Freeze for Unrepresented Department Head and Council-Appointed
Employees for Fiscal Year 2021 and Fiscal Year 2022
1. Staff Report: LeeAnn McPhillips, Human Resources Director/Risk Manager
2. Public Comment
3. Possible Action:
Adopt a resolution of the City Council of the City of Gilroy freezing the salaries for
unrepresented Department Head and Council-Appointed employees for Fiscal
Year 2021 and Fiscal Year 2022.
D. Pay Freeze for City Council Members for Fiscal Year 2021 and Fiscal Year
2022
1. Staff Report: Roland Velasco, Mayor
2. Public Comment
3. Possible Action:
Adopt a resolution of the City Council of the City of Gilroy freezing City Council
and Mayor stipends at July 1, 2019 amounts for Fiscal Year 2021 and Fiscal
Year 2022.
XI. CITY ADMINISTRATOR'S REPORTS
XII. CITY ATTORNEY'S REPORTS
XIII. CLOSED SESSION
A. CONFERENCE WITH LABOR NEGOTIATORS - COLLECTIVE BARGAINING
UNITS Pursuant to GC Section 54957.6 and GCC Section 17A.11 (4); Collective
Bargaining Units: Local 2805, IAFF Fire Unit Representing Gilroy Fire Fighters;
AFSCME Local 101 Representing Employees Affiliated with AFSCME, Local 101;
Gilroy Management Association (GMA); Gilroy Police Officers Association, Inc.
Representing Gilroy Police Officers;
Unrepresented Confidential Exempt Employees, Unrepresented Confidential Non-
Exempt Employees, Non-Exempt Part-Time/Temporary/ Seasonal Employees,
Exempt Part-Time/Temporary/Seasonal Employees and Department Head
Employees
City Negotiators: Jimmy Forbis, Interim City Administrator, LeeAnn McPhillips,
HR Director; Anticipated Issues(s) Under Negotiation: Wages, Hours, Benefits,
Working Conditions; Memorandums of Understanding: City of Gilroy and Gilroy
City Council Regular Meeting Agenda
06/1/2020 Page8 Fire Fighters Local 2805, City of Gilroy and AFSCME Local 101 Representing
Employees Affiliated with AFSCME, Local 101; City of Gilroy and the Gilroy
Management Association (GMA); City of Gilroy and Gilroy Police Officers
Association, Inc.
B. PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to
Government Code Section 54957 and Gilroy City Code Section 17A.11(2);
Employee Name/Title: Shawna Freels, City Clerk
1. Public Comment on Closed Session Items
2. Adjourn to Closed Session
ADJOURN TO OPEN SESSION
Report of any action taken in Closed Session and vote or abstention of each
Councilmember if required by Government Code Section 54957.1 and Gilroy Code
Section 17A.13 (a); Public Report of the vote to continue in closed session if required
under Gilroy Code Section 17A.11 (5)
ADJOURNMENT
MEETING DATES
JUNE, 2020
1* Regular Meeting - 6:00 p.m., City Council Chambers
15* Regular Meeting - 6:00 p.m., City Council Chambers
29 CANCELLED Special Joint Meeting with Santa Clara Valley Water District -
6:00 p.m.
JULY, 2020
1* Regular Meeting - 6:00 p.m., City Council Chambers
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City Council Meeting Minutes
05/18/2020
City of Gilroy
City Council Meeting Minutes
May 18, 2020
I. OPENING
A. Call to Order
The meeting was called to order at 6:00 PM by Mayor Roland Velasco
1. Pledge of Allegiance
The pledge of allegiance was led by Council Member Bracco.
2. Invocation
The invocation was given by Pastor Greg Quirke of South Valley Community
Church.
3. City Clerk's Report on Posting the Agenda
The Mayor announced that the agenda had been posted on May 13, 2020 at 3
p.m.
Attendee Name Title Status Arrived
Roland Velasco Mayor Remote 6:00 PM
Marie Blankley Council Member Remote 6:00 PM
Dion Bracco Council Member Remote 6:00 PM
Peter Leroe-Muñoz Council Member Remote 6:00 PM
Carol Marques Council Member Remote 6:00 PM
Fred Tovar Council Member Remote 6:00 PM
Cat Tucker Council Member Remote 6:00 PM
B. Orders of the Day
There were no agenda changes.
C. Employee Introductions
There were none.
II. CEREMONIAL ITEMS
A. Proclamations, Awards, and Presentations
Mayor Velasco read the proclamation and Council Member Marques then read a
letter from the Miller Red Barn Association thanking the Council for the
proclamation.
1. Proclamation Naming July 27, 2020 Henry Miller Day
III. PRESENTATIONS TO THE COUNCIL
A comment was submitted by Chamber Director Mark Turner asking the Cit y to
urge County Officials and the Health Department to open business in the County.
A comment was submitted by Zachary Hilton detailing the Bike Gilroy program.
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Public comment was then closed.
IV. REPORTS OF COUNCIL MEMBERS
Council Member Bracco described a recent incident with a local business
attempting to serve customers.
Council Member Blankley reported that the EDC and VTA meetings had focused
on finances. She then reported on the Cities Association success with testing
sites and varying City opinions on opening up the County economy.
Council Member Tucker announced the Cities Association appointment of
Morgan Hill Mayor Constantine to the LAFCO Board.
Council Member Marques described the facade improvements in the downtown.
Council Member Tovar thanked staff for cleaning up areas of the downtown and
reported the financial support being provided throughout the City by the Clean
Energy Authority.
Council Member Leroe-Muñoz reported on the Mobility Partnership work to
improve regional transportation within the highway 152/156/25 corridor.
Mayor Velasco described his meeting with County Officials to address reopening
the County, and the implementation of a County mobile van for COVID testing.
V. FUTURE COUNCIL INITIATED AGENDA ITEMS
Council Member Tovar asked to agendize a future item to develop a recovery
plan for local businesses, both short term and long term.
Council Member Bracco asked to schedule study sessions to develop incentives
to help business to reopen quickly and streamlining permit processes for new
businesses.
Mayor Velasco asked to agendize an ordinance to anticipate future County
health guidelines to allow business to open in public space with outdoor
operations and waiving permit fees.
The Council agreed to agendize the items.
VI. CONSENT CALENDAR (ROLL CALL VOTE)
There were no public comments.
RESULT: APPROVE [UNANIMOUS]
MOVER: Cat Tucker, Council Member
SECONDER: Fred Tovar, Council Member
AYES: Velasco, Blankley, Bracco, Leroe-Muñoz, Marques, Tovar, Tucker
A. Minutes of the May 4, 2020 Regular Meeting
B. A Resolution of the City Council of the City of Gilroy Extending the
Existence of a Local Emergency as Issued by the Director of Emergency
Services
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C. Annual Re-Adoption of the City's Investment Policy as Required by
Government Code Section 53646(a)
D. Claim of Diana Clark (The Interim City Administrator recommends a “yes”
vote under the Consent Calendar shall constitute the denial of the claim)
E. Claim of Veronica Henderson (The Interim City Administrator recommends
a “yes” vote under the Consent Calendar shall constitute the denial of the
claim
F. Claims of Law Offices of Richard J. Plezia Representing Two Claimants
Related to the Gilroy Garlic Festival Incident - Lopez (The Interim City
Administrator recommends a “yes” vote under the Consent Calendar shall
constitute the denial of each claim)
G. Claim of Rosetta Mullens (The Interim City Administrator recommends a
“yes” vote under the Consent Calendar shall constitute the denial of the
claim)
H. Claims of Law Offices of Richard J. Plezia Representing Four Claimants
Related to the Gilroy Garlic Festival Incident - Salazar (The Interim City
Administrator recommends a “yes” vote under the Consent Calendar shall
constitute the denial of each claim)
I. Second Amendment to Countywide Household Hazardous Waste
Management Agreement
J. Approval of an Amendment to the Agreement with the County of Santa
Clara for the Youth Task Force Extending the Term Two Years and
Accepting Additional Funding and Adoption of a Resolution Approving
Budget Amendments in Fiscal Years 2019-20 and 2020-21 in the Gang
Prevention and Intervention Fund 227
K. Declaration of Surplus Property and Approval of a Purchase and
Indemnification Agreement for the Police Department Canine "Scotty"
L. Approval of a Parcel Map and Dedication of Public Service Easement for
5717 Obata Way, Gilroy; APN 841-76-014
VII. PUBLIC HEARINGS
There were none.
VIII. BIDS AND PROPOSALS
A. Extension of the Memorandum of Understanding With Garlic City BMX for a
BMX Pump Track
The item was presented by Interim City Administrator Forbis.
Public comment was opened.
Gina Hallick submitted a comment requesting that the BMX park not be placed at
the Gilroy Sports Park.
Mary Garcia of Garlic City BMX provided comment describing the efforts of the
organization, and asked the Council to extend the agreement.
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Zachary Hilton sent a comment in support of the extension of the agreement and
describing the benefits of the proposal.
Jodi Hall submitted a comment in support of the MOU extension and benefits of
the sport.
Eugene Bernosky sent in a comment in support of the MOU extension detailing
the benefits of BMX cycling.
Tamara Goldie submitted a comment in support of the MOU extension and
benefits of the track for community members.
Teresa Perez sent a comment asking that the BMX track not be removed from
the sports park master plan.
Dwayne Taylor's comment asked that the BMX track not be removed from the
sports park master plan.
Public comment was then closed.
Possible Action:
Authorize the Interim City Administrator to sign an extension of the
Memorandum of Understanding with Garlic City BMX for a BMX pump track
through May 20, 2021.
RESULT: APPROVE [UNANIMOUS]
MOVER: Marie Blankley, Council Member
SECONDER: Peter Leroe-Muñoz, Council Member
AYES: Velasco, Blankley, Bracco, Leroe-Muñoz, Marques, Tovar,
Tucker
IX. UNFINISHED BUSINESS
A. Report on General Fund Expenditures, Impacts of COVID-19 to Non-
General Fund Revenues and Preliminary Recovery Plan Recommendations
The staff report was presented by Interim Finance Director Atkins and Interim
City Administrator Forbis.
Public comment was opened.
A comment was submitted by Toni Bowles of the Neon Exchange asking that
funding for downtown parking not be used to offset budget shortfalls.
Comment was submitted by John Taft and Gary Walton of the Downtown
Business Association asking the city to consider increasing the tax base by
working with businesses and not postpone downtown parking project plans.
Rebeca Armendariz commented that the City should be careful in reopening the
city businesses to avoid the continued spread of COVID 19.
Public comment was then closed.
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Direction was given to remove the $1.5 million for parking from the budget cuts
and add the land acquisition funding.
Possible Action:
Receive report and provide direction to staff.
B. Standing Report on Operational Impacts and Other City Efforts Related to
the COVID-19 Pandemic
The staff report was introduced by Interim Fire Chief Bisbee and further
presented by Captain Wyatt and City Attorney Faber.
Public comment was opened.
Comment was submitted by Rebeca Armendariz asking that the Council not
move too quickly in opening up as COVID19 was easily transferred.
Public comment was then closed.
Council gave direction to staff to draft a letter urging the County to re -open for
businesses, to be signed by the full Council.
Possible Action:
Receive report
X. INTRODUCTION OF NEW BUSINESS
A. Update on Fire Department Standards of Cover Performance Measures
The staff report was presented by Interim Fire Chief Bisbee.
There were no public comments.
Possible Action:
Receive report.
B. Amendment to the City of Gilroy Position Control List for the
Reclassification of the Deputy City Administrator Position to E conomic
Development Manager
The staff report was presented by Interim City Administrator Forbis.
There were no public comments.
Possible Action:
Receive report and approve amendments to the position control list
contained within the Fiscal Year 20 and Fiscal Year 21 budget.
RESULT: APPROVE [UNANIMOUS]
MOVER: Cat Tucker, Council Member
SECONDER: Carol Marques, Council Member
AYES: Velasco, Blankley, Bracco, Leroe-Muñoz, Marques, Tovar,
Tucker
C. Progress Report on the Implementation Action Plan for the Strategic Plan
for Fiscal Years 2019-2020 and 2020-2021
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The item was presented by Interim City Administrator Forbis.
There were no public comments.
Possible Action:
Receive report.
XI. CITY ADMINISTRATOR'S REPORTS
Interim City Administrator Forbis described the research with PG&E on adding
Gourmet Alley into the undergrounding district, announced the High Speed Rail
Authority public meetings and thanked residents for their patience with the City.
XII. CITY ATTORNEY'S REPORTS
There were none.
XIII. CLOSED SESSION
A. CONFERENCE WITH LABOR NEGOTIATORS - COLLECTIVE BARGAINING
UNITS Pursuant to GC Section 54957.6 and GCC Section 17A.11 (4); Collective
Bargaining Units: Local 2805, IAFF Fire Unit Representing Gilroy Fire Fighters;
AFSCME Local 101 Representing Employees Affiliated with AFSCME, Local 101;
Gilroy Management Association (GMA); Gilroy Police Officers Association, Inc.
Representing Gilroy Police Officers;
Unrepresented Confidential Exempt Employees, Unrepresented Confidential Non -
Exempt Employees, Non-Exempt Part-Time/Temporary/ Seasonal Employees,
Exempt Part-Time/Temporary/Seasonal Employees and Department Head
Employees
City Negotiators: Jimmy Forbis, Interim City Administrator, LeeAnn McPhillips,
HR Director; Anticipated Issues(s) Under Negotiation: Wages, Hours, Benefits,
Working Conditions; Memorandums of Understanding: City of Gilroy and Gilroy
Fire Fighters Local 2805, City of Gilroy and AFSCME Local 101 Representing
Employees Affiliated with AFSCME, Local 101; City of Gilroy and the Gilroy
Management Association (GMA); City of Gilroy and Gilroy Police Officers
Association, Inc.
Public comment was submitted by Zachary Hilton who suggested the City consider
revising residency requirements for Firefighters
Public comment was then closed.
ADJOURNMENT
The Council adjourned to closed session at 9:40 p.m.
/s/ Shawna Freels, MMC
City Clerk
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City of Gilroy
STAFF REPORT
Agenda Item Title: A Resolution of the City Council of the City of Gilroy Authorizing the
Submittal of an Application for Grant Funding Through the Local
Early Action Planning Grants Program, Administered by the
California Department of Housing and Community Development.
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Community Development Department
Submitted By: Cindy McCormick
Prepared By: Cindy McCormick
Cindy McCormick
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
Workforce Stability ☐ Public Engagement
RECOMMENDATION
Adopt a resolution of the City Council of the City of Gilroy authorizing application for and
receipt of Local Early Action Planning Grant (LEAP) program grant funds.
EXECUTIVE SUMMARY
The City of Gilroy is eligible for up to $150,000 in funding under the Local Early Action
Planning (LEAP) Grants Program, administered by the California Department of
Housing and Community Development (HCD). The LEAP Grant funding can be used for
the preparation and adoption of planning documents and process improvements that 1)
accelerate housing production; and 2) facilitate compliance in implementing the sixth
cycle of the regional housing need assessment (RHNA). The grant application deadline
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is July 1, 2020 and must include a resolution adopted by the City Council approving the
grant application.
BACKGROUND
On January 27, 2020, the California Department of Housing and Community
Development (HCD) released a Notice of Funding Availability (NOFA) for the Local
Early Action Planning (LEAP) Grants Program. The funds are made available through
the State of California’s 2019-20 Budget Act which provides a spectrum of support,
incentives, resources and accountability to meet California’s housing goals. The
maximum amount available to the City of Gilroy is $150,000 based on its population
size of less than 60,000. The funds are available under a noncompetitive, over-the-
counter process so long as the submitted project is an eligible activity.
The LEAP Grant funding can be used for the preparation and adoption of planning
documents and process improvements that 1) accelerate housing production; and 2)
facilitate compliance in implementing the sixth cycle of the regional housing need
assessment (RHNA). In order to be eligible for grant funding, the application must be
completed, signed, and physically mailed to HCD by the Ju ly 1, 2020 deadline. The
application must also include a signed resolution of approval from the City Council. All
grant funds must be expended by December 31, 2023.
ANALYSIS
To be eligible for the funding, the City of Gilroy must propose and document plan s or
processes that plan for and facilitate accelerating local housing production. The
application must demonstrate a significant positive effect on accelerating housing
production through faster timing, lower cost, approval certainty, entitlement streamli ning,
feasibility, infrastructure capacity, or positive impact on housing supply and affordability.
Eligible activities may be part of a larger planning effort (e.g., the zoning code update) if
the proposed activities have not been completed prior to the n otice of funding date, are
distinct, and demonstrate a nexus to accelerating housing production. The California
Department of Housing and Community Development provided a comprehensive list of
eligible activities in the attached Notice of Funding Availability.
Staff reviewed the entire list of eligible activities and selected projects that align with the
City’s General Plan Housing Element Goals, Policies, and Programs. Staff also based
their selection on projects that could be successfully accomplished b y existing and
experienced City staff in an efficient and judicious manner and projects that are
necessary to comply with regional and/or state requirements. This approach will help
the City recover General Fund expenditures otherwise used to cover staff c osts directly
6.B
Packet Pg. 16
related to the preparation, adoption, and administration of the funded activity; in line with
the City Council’s Strategic Plan Goals to Ensure Financial Stability.
The following is a brief description of the four (4) potential projects staff is proposing to
include in the City of Gilroy’s LEAP grant application:
1. Rescind the Residential Development Ordinance (RDO) and Amend the RDO
Affordable Housing Exception Policy. This project would rescind the existing
Ordinance and amend and rename the RDO Affordable Housing Exception Policy
to comply with State legislation. This project implements Housing Element
Program H-1.B to review and revise the Ordinance/policy to ensure that it does not
pose a constraint on the maintenance, improvement, and devel opment of housing
and to provide capacity to meet the City’s RHNA.
2. Prepare and Implement an Affordable Housing Ordinance . This could take the form
of an Inclusionary Housing Ordinance or an Affordable Housing Incentives
Ordinance. An Inclusionary Ordinance would require all residential developments
over a certain size to restrict a certain number of units as affordable and would be
in line with what many other jurisdictions throughout California have implemented
to satisfy State mandated Regional Housing Need Allocations (RHNA). An
Inclusionary Ordinance would also allow for more controls over rental and owner -
occupied affordable units (Housing Element Implementation Programs H -3.D and
H-3.E).
Alternatively, the City could adopt an Affordable Housing Incentives Ordinance that
takes a “carrot versus stick” approach to meeting the City’s RHNA. A Housing
Incentives Ordinance could include incentives such as streamlined review and/or
regulatory incentives that go beyond the Density Bonus Ordinance (Programs H-
1.D and H-2.A). These incentives could also target specific areas identified for
more affordable housing, including the Downtown Gilroy Specific Plan area and the
City’s Neighborhood Districts (Program H-2.A) or specific housing types such as
micro-units (Program H-1.G). The City could also prioritize specific needs identified
in the Housing Element, including but not limited to extremely-low income
households (Program H-2.G), large households (Program H-4.A), and senior
households (Program H-4.B).
3. Prepare a Housing Sites Inventory. The Housing Sites Inventory would build upon
the City’s existing Residential Vacant Land Inventory and update it in accordance
with State law as it pertains to Housing Elements. This update would include non -
vacant and underutilized sites in accordance with Government Code Section
65583.2(b)(3) and Section 65583.2(g). The update must also comply with
Government Code Section 65583.2(c) which requires the City to demonstrate that
the projected residential development capacity of the sites identified in the housing
element can realistically be achieved. Recent legislation has made it more difficult
for cities to designate sites that can accommodate their fair share of affordable
6.B
Packet Pg. 17
housing in the next RHNA cycle. This project aligns with Housing Element
Implementation Program H-1.A to update the City’s Inventory of residential sites
annually, or as projects are approved on the sites.
4. Develop Mixed-Use Development Standards for the Downtown Specific Plan . This
LEAP Grant funded project would be one component of a larger effort to
completely update the Downtown Specific Plan. This project aligns with Housing
Element Policy H-1.6 and Implementation Program H-2.A to encourage mixed-use
development comprised of retail, office, and higher density residential uses in the
Downtown Specific Plan Area. This project would include a review of existing
residential uses downtown and investigate, as appropriate, potential incentives,
concessions, and programs if residential uses are not being developed as
assumed in the Specific Plan. City staff would work closely with the Downtown
Gilroy Business Association and relevant stakeholders on this project.
ALTERNATIVES
1. The City Council may choose to not adopt a resolution authorizing the City
Administration to submit a LEAP grant application. Without this action, the City will
not be eligible for the $150,000 and will have fewer financial resources to support
increased housing production, which would be inconsistent with the City’s General
Plan Housing Element and Implementation Program H-2.B to pursue and support
applications for funding to help increase the supply of affordable housing. As such,
this alternative is not recommended.
FISCAL IMPACT/FUNDING SOURCE
The $150,000 in grant funding would be used to re cover City staff costs directly related
to prepare, adopt, and administer the funded activity. Grant funding could also be used,
as needed, to hire sub-consultants to complete any work (e.g., sites analysis) that
cannot be accomplished entirely by staff.
CONCLUSION
The proposed projects will allow development of the policies and ordinances needed to
support increased housing production, consistent with the City of Gilroy General Plan
Housing Element and the purpose of the LEAP Grant Program.
NEXT STEPS
If the City Council adopts the resolution, staff will complete and submit an application for
$150,000 in LEAP grant funding for the proposed projects, as supported by the Council.
6.B
Packet Pg. 18
PUBLIC OUTREACH
No specific public outreach was performed for this report.
Attachments:
1. Resolution LEAP Application
2. LEAP Notice of Funding Availability
6.B
Packet Pg. 19
RESOLUTION NO. 2020-XX
RESOLUTION NO. 2020-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF GILROY AUTHORIZING APPLICATION FOR AND
RECEIPT OF LOCAL GOVERNMENT PLANNING
SUPPORT GRANT PROGRAM FUNDS
WHEREAS, pursuant to Health and Safety Code 50515 et. Seq, the Department of
Housing and Community Development (Department) is authorized to issue a Notice
of Funding Availability (NOFA) as part of the Local Government Planning Support
Grants Program (hereinafter referred to by the Department as the Local Early Action
Planning Grants program or LEAP); and
WHEREAS, the City Council of the City of Gilroy desires to submit a LEAP grant
application package (“Application”), on the forms provided by the Department of
Housing and Community Development, for approval of grant funding for projects
that assist in the preparation and adoption of planning documents and process
improvements that accelerate housing production and facilitate compliance to
implement the sixth cycle of the regional housing need assessment; and
WHEREAS, the Department of Housing and Community Development issued a
NOFA and Application on January 27, 2020 in the amount of $119,040,000 for
assistance to all California Jurisdictions;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF GILROY (“Applicant”) as follows:
SECTION 1.
1. The Interim City Administrator is hereby authorized and directed to apply for
and submit to the Department of Housing and Community Development the
Application package;
2. In connection with the LEAP grant, if the Application is approved by the
Department of Housing and Community Development, the Interim City
Administrator of the City of Gilroy is authorized to submit the Application,
enter into, execute, and deliver on behalf of the Applicant, a State of
California Agreement (Standard Agreement) for the amount of $150,000, and
any and all other documents required or deemed necessary or appropriate to
evidence and secure the LEAP grant, the Applicant’s obligations related
thereto, and all amendments thereto; and
3. The Applicant shall be subject to the terms and conditions as specified in the
NOFA, and the Standard Agreement provided by the Department of Housing
and Community Development after approval. The Application and any and
all accompanying documents are incorporated in full as part of the Standard
Agreement. Any and all activities funded, information provided, and
6.B.a
Packet Pg. 20 Attachment: Resolution LEAP Application [Revision 1] (2790 : Local Early Action Planning (LEAP) Grant Application)
RESOLUTION NO. 2020-XX
timelines represented in the Application will be enforceable through the fully
executed Standard Agreement. Pursuant to the NOFA and in conjunction
with the terms of the Standard Agreement, the Applicant hereby agrees to use
the funds for eligible uses and allowable expenditures in the manner
presented and specifically identified in the approved Application.
PASSED AND ADOPTED this 1st day of June, 2020 by the following roll call vote:
AYES: COUNCILMEMBERS
NOES: COUNCILMEMBERS
ABSENT: COUNCILMEMBERS
APPROVED:
_______________________________
Roland Velasco, Mayor
ATTEST:
_______________________________
Shawna Freels, City Clerk
6.B.a
Packet Pg. 21 Attachment: Resolution LEAP Application [Revision 1] (2790 : Local Early Action Planning (LEAP) Grant Application)
STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY Gavin Newsom, Governor
DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT
DIVISION OF FINANCIAL ASSISTANCE
2020 W. El Camino Avenue, Suite 500
Sacramento, CA 95833
(916) 263-2771 / FAX (916) 263-2763
www.hcd.ca.gov
January 27, 2020
MEMORANDUM FOR: All Potential Applicants
FROM: Zachary Olmstead, Deputy Director
Division of Housing Policy Development
SUBJECT: NOTICE OF FUNDING AVAILABILITY -
LOCAL EARLY ACTION PLANNING GRANTS PROGRAM
The California Department of Housing and Community Development (Department) is
pleased to announce the release of this Notice of Funding Availability (NOFA) for
approximately $119,040,000 as part of the Local Early Action Planning Grants Program
(LEAP or Program). LEAP is made available as a portion of the Local Government
Planning Support Grants Program pursuant to Chapter 3.1 of Health and Safety Code
(Sections 50515 to 50515.05) (Chapter 159, Statutes of 2019). LEAP provides funding
to jurisdictions for the preparation and adoption of planning documents, process
improvements that accelerate housing production, and facilitate compliance in
implementing the sixth cycle of the regional housing need assessment (RHNA).
In order to be eligible for grant funding, an applicant must submit a completed, signed
original application and an electronic copy on CD or USB flash drive. Applications will
be accepted on an Over-the-Counter (OTC) basis as of the date of this NOFA through
July 1, 2020. The Department encourages early applications and will accept
applications post-marked by the July 1, 2020 deadline. Applicants may utilize various
carrier services, such as the U.S. Postal Service, UPS, FedEx, or other carrier services.
All applications must be submitted to the Department at the following address:
California Department of Housing and Community Development
Division of Housing Policy Development
2020 West El Camino Ave, Suite 500
Sacramento, CA 95833
Program applications, forms and instructions are available on the Department’s website
at https://www.hcd.ca.gov/grants-funding/active-funding/leap.shtml. If you have
questions regarding this NOFA, please email the Department at
EarlyActionPlanning@hcd.ca.gov.
Attachment
6.B.b
Packet Pg. 22 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
LOCAL EARLY ACTION PLANNING GRANTS PROGRAM
(LEAP)
2020 NOTICE OF FUNDING AVAILABILITY
State of California
Governor Gavin Newsom
Alexis Podesta, Secretary
Business, Consumer Services and Housing Agency
Douglas R. McCauley, Acting Director
California Department of Housing and Community Development
Zachary Olmstead, Deputy Director
California Department of Housing and Community Development
Division of Housing Policy Development
2020 West El Camino Avenue, Suite 500
Sacramento, CA 95833
Telephone: (916) 263-2911
Website: https://www.hcd.ca.gov/grants-funding/active-funding/leap.shtml
Email: EarlyActionPlanning@hcd.ca.gov
January 27, 2020
6.B.b
Packet Pg. 23 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
Table of Contents
I. Introduction............................................................................................................. 1
II. Authority and Scope ............................................................................................... 1
III. Program Summary ................................................................................................. 2
IV. Program Timeline ................................................................................................... 2
V. Award Amounts ...................................................................................................... 3
VI. Eligible Applicants .................................................................................................. 3
VII. Eligible Activities ..................................................................................................... 4
VIII. Ineligible Activities .................................................................................................. 6
IX. Eligible Uses ........................................................................................................... 7
X. Ineligible Uses ........................................................................................................ 7
XI. Application Requirements....................................................................................... 7
XII. Application Submission Requirements ................................................................... 8
XIII. Application Review ................................................................................................. 8
XIV. Award Letter and Standard Agreement .................................................................. 9
XV. Appeals .................................................................................................................. 9
XVI. Administration ....................................................................................................... 10
XVII. Right to Modify or Suspend the NOFA, and Final Decision-making ..................... 13
XVIII. Definitions............................................................................................................. 14
6.B.b
Packet Pg. 24 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 1 Local Early Action Planning Grants 2020
2019 NOTICE OF FUNDING AVAILABILITY
LOCAL EARLY ACTION PLANNING GRANTS PROGRAM
I. Introduction
The California Department of Housing and Community Development (Department)
is pleased to announce the release of this Notice of Funding Availability (NOFA) for
approximately $119,040,000 as part of the Local Early Action Planning Grants
Program (LEAP or Program). LEAP is made available as a portion of the Local
Government Planning Support Grants Program pursuant to Chapter 3.1 of Health
and Safety Code (Sections 50515.03 (Chapter 159, Statutes of 2019). The
Program provides funding to jurisdictions for the preparation and adoption of
planning documents, process improvements that accelerate housing production,
and facilitate compliance in implementing the sixth cycle of the RHNA.
II. Authority and Scope
This NOFA is authorized pursuant to Chapter 3.1 of Health and Safety Code
(Sections 50515 to 50515.05). The NOFA implements, interprets, and makes
specific provisions for purposes of implementing planning grants to jurisdictions
pursuant to 50515.03 (hereinafter “LEAP”).
This NOFA establishes terms, conditions, forms, procedures and other
mechanisms as the Department deems necessary to exercise the powers and
perform the duties conferred by Chapter 3.1.
The matters set forth herein are regulatory mandates, and are adopted in
accordance with the authorities set forth below:
Quasi-legislative regulations … have the dignity of statutes … [and]… delegation of
legislative authority includes the power to elaborate the meaning of key statutory
terms…
Ramirez v. Yosemite Water Co., 20 Cal. 4th 785, 800 (1999)
Further, the Department may implement the Program through the issuance of
forms, guidelines, and one or more NOFAs, as the Department deems necessary,
to exercise the powers and perform the duties conferred on it by this chapter. Any
forms, guidelines, and notices of funding availability adopted pursuant to this
section are hereby exempted from the rulemaking provisions of the Administrative
Procedure Act (Chapter 3.5 (commencing with Section 11340) of Part 1 of Division
3 of Title 2 of the Government Code). (Health and Safety Code Section
50515.04(f)).
The Department reserves the right, at its sole discretion, to suspend or amend the
provisions of this NOFA, including, but not limited to, grant award amounts.
6.B.b
Packet Pg. 25 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 2 Local Early Action Planning Grants 2020
III. Program Summary
The Local Early Action Planning Grants Program (LEAP or Program) is part of the
broader Program formerly known as the Local Government Planning Support
Grants Program, which was established as part of the 2019-20 Budget Act. The
2019-20 Budget Act provides a spectrum of support, incentives, resources and
accountability to meet California’s housing goals. Some specific elements include:
• Planning Support (local and regional planning grants)
• Incentives (Prohousing preference and infill incentive grants)
• Funding Resources
• Accountability (penalties for noncompliant housing plans)
• Reform (collaborative processes to reform regional housing needs)
The Local Government Planning Support Grants Program provides one-time grant
funding to regions and jurisdictions for technical assistance, preparation and
adoption of planning documents, and process improvements. The over-arching
goals of the Program are to (1) accelerate housing production; and (2) facilitate
compliance to implement the sixth cycle of the regional housing need assessment
(RHNA).
IV. Program Timeline
Grants will be available to eligible applicants on a noncompetitive, Over-the-
Counter (OTC) basis. Applications will be accepted from the date of the release of
this NOFA and up until July 1, 2020. See Table 1 below for the anticipated
timeline for awards for the OTC period.
Event Date
NOFA Release January 27, 2020
NOFA Application Webinar February 14, 2020
NOFA Application Workshops February and March 2020
Final Due Date for OTC Applications July 1, 2020
Technical Assistance February 2020 through
December 31, 2023
Expenditure Deadline December 31, 2023
6.B.b
Packet Pg. 26 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 3 Local Early Action Planning Grants 2020
The Department will review applications within 30 days and target award of
applications within 60 days, with subsequent Standard Agreements processed
within 60 days of award. Applicants are encouraged to submit early in the
application window.
The Department will hold workshops and a webinar to review the LEAP NOFA
and application and will be conducting technical assistance to aid applicants
throughout the OTC period and implementation of the grant. For a list of dates,
times, and locations for the workshops as well as information on technical
assistance, please visit the Department’s website at
https://www.hcd.ca.gov/grants-funding/active-funding/leap.shtml.
V. Award Amounts
This Program will make $119,040,000 dollars available to jurisdictions for Program
implementation, including state operations and expenditures, and technical
assistance. Maximum award amounts are based on population estimates as of
January 1, 2019.1 The minimum award amount is $25,000. The maximum amount
that a jurisdiction may receive pursuant to this subdivision shall be as follows:
Jurisdiction Size (in population) Maximum Award
Amount
750,000 or greater $1,500,000
300,000 to 749,999 $750,000
100,000 to 299,999 $500,000
60,000 to 99,999 $300,000
20,000 to 59,999 $150,000
Less than 20,000 $65,000
Applicants seeking partnerships with other local governments will be additive. For
example, two jurisdictions between 100,000 and 299,999 people could submit a
proposal for up to $1.0 million.
VI. Eligible Applicants
Eligible applicants are limited to local governments, i.e., cities and counties.
However, local governments may partner through legally binding agreements with
other forms of governments or entities where the proposal will have a direct effect
1 Population estimates, posted as of January 1, 2019, are based on the Department of Finance E-1 report. Official
maximum amounts per jurisdiction can be found at the Department’s website at https://www.hcd.ca.gov/grants-
funding/active-funding/leap.shtml.
6.B.b
Packet Pg. 27 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 4 Local Early Action Planning Grants 2020
on land-use or development within the participating localities. This includes, but is
not limited to, partnerships with other localities, regional governments, housing
authorities, school districts, special districts, community-based organizations, or
any duly constituted governing body of an Indian Reservation or Rancheria.
Applicants forming partnerships, must submit separate, completed and signed
application packages, including resolutions and a copy of the signed agreement
between partners to the Department in order to be awarded funds.
VII. Eligible Activities
Eligible activities must demonstrate an increase in housing related planning
activities and facilitate accelerated housing production. Eligible activities may be
part of a larger planning effort (e.g., a comprehensive zoning code update) if
proposed activities have not been completed prior to the NOFA date, are distinct,
and demonstrate a nexus to accelerating housing production. Eligible activities
are not necessarily jurisdiction-wide and may include a smaller geography with a
significant impact on housing production. For example, eligible activities may
include a housing development-related project with a significant community level
impact, or planning or process improvement for a project with an ongoing
community impact beyond the project. Eligible activities may include a variety of
planning documents and processes, including, but not limited to, the following as
set forth in Health and Safety Code section 50515.03(c):
1. Rezoning and encouraging development by updating planning documents
and zoning ordinances, such as General Plans, community plans, specific
plans, implementation of sustainable communities’ strategies, and local
coastal programs;
2. Completing environmental clearance to eliminate the need for project-
specific review;
3. Establishing housing incentive zones or other area-based housing
incentives beyond State Density Bonus Law such as a workforce housing
opportunity zone pursuant to Article 10.10 (commencing with Section
65620) of Chapter 3 of Division 1 of Title 7 of the Government Code, or a
housing sustainability district pursuant to Chapter 11 (commencing with
Section 66200) of Division 1 of Title 7 of the Government Code;
4. Performing infrastructure planning, including for sewers, water systems,
transit, roads, or other public facilities necessary to support new housing
and new residents;
5. Planning documents to promote development of publicly-owned land, such
as partnering with other local entities to identify and prepare excess or
surplus property for residential development;
6. Revamping local planning processes to speed up housing production;
7. Developing or improving an accessory dwelling unit ordinance in
compliance with Section 65852.2 of the Government Code;
8. Planning documents for a smaller geography (less than jurisdiction-wide)
with a significant impact on housing production, including an overlay district,
project level specific plan, or development standards modifications
proposed for significant areas of a locality, such as corridors, downtown or
priority growth areas;
6.B.b
Packet Pg. 28 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 5 Local Early Action Planning Grants 2020
9. Rezoning to meet requirements pursuant to Gov. Code Section 65583(c)(1),
and other rezoning efforts to comply with Housing Element requirements,
including Gov. Code Section 65583.2(c) (AB 1397, Statutes of 2018);
10. Upzoning or other implementation measures to intensify land use patterns in
strategic locations, such as close proximity to transit, jobs or other
amenities;
11. Rezoning for multifamily housing in high resource areas (according to Tax
Credit Allocation Committee/Housing Community Development Opportunity
Area Maps);
12. Establishing pre-approved architectural and site plans;
13. Preparing and adopting Housing Elements of the General Plan that include
an implementation component to facilitate compliance with the sixth cycle
RHNA;
14. Adopting planning documents to coordinate with suballocations under
Regional Early Action Planning Grants (REAP) pursuant to Health and
Safety Code Section 50515.02(f) that accommodate the development of
housing and infrastructure, and accelerate housing production in a way that
aligns with state planning priorities, housing, transportation equity and
climate goals, including hazard mitigation or climate adaptation;
15. Zoning for by-right supportive housing, pursuant to Gov. Code section
65651 (Chapter 753, Statutes of 2018);
16. Zoning incentives for housing for persons with special needs, including
persons with developmental disabilities;
17. Planning documents related to carrying out a local or regional housing trust
fund;
18. Environmental hazard assessments; data collection on permit tracking;
feasibility studies, site analysis, or other background studies that are
ancillary (e.g., less than 15 percent of the total grant amount) and part of a
proposed activity with a nexus to accelerating housing production; and
19. Other planning documents or process improvements that demonstrate an
increase in housing related planning activities and facilitate accelerating
housing production; and
20. Establishing Prohousing Policies, as follows:
Prohousing Policies
The Department encourages applicants to consider LEAP funds to facilitate
designation as a Prohousing jurisdiction.
The 2019-20 Budget Act requires the Department to develop the
Prohousing designation emergency regulations by no later than July 1,
2021. This program will allow the Department to designate jurisdictions as
“Prohousing,” when they demonstrate policies and strategies to accelerate
housing production. In turn, Prohousing jurisdictions will be awarded
additional points or preference in programs such as the Affordable Housing
and Sustainable Communities (AHSC), Transformative Climate
Communities (TCC), Infill Infrastructure Grant (IIG) programs and other
state funding programs. The Department anticipates developing emergency
regulations and Prohousing designations prior to July 1, 2021, and will seek
to designate jurisdictions prior to future rounds of AHSC, TCC and IIG
6.B.b
Packet Pg. 29 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 6 Local Early Action Planning Grants 2020
programs.
Pursuant to Gov. Code Section 65589.9(f)(2), “Prohousing” policies mean
policies that facilitate the planning, approval, or construction of housing.
These policies may include, but are not limited to, the following:
A. Planning for local financial incentives for housing, including, but not
limited to, establishing a local housing trust fund ;
B. Reducing parking requirements for sites that are zoned for residential
development;
C. Adoption of zoning allowing for use by right for residential and mixed-
use development;
D. Zoning more sites for residential development or zoning sites at
higher densities than is required to accommodate the minimum
existing RHNA for the current Housing Element cycle;
E. Adoption of accessory dwelling unit ordinances or other mechanisms
that reduce barriers for property owners to create accessory dwelling
units beyond the requirements outlined in Section 65852.2, as
determined by the Department;
F. Process improvements that reduce permit processing time;
G. Creating of objective development standards;
H. Studies and implementing actions that reduce development impact
fees; and
I. Establishing a Workforce Housing Opportunity Zone, as defined in
Section 65620, or a housing sustainability district, as defined in
Section 66200.”
VIII. Ineligible Activities
1. Activities unrelated to preparation and adoption of planning documents, and
process improvements to accelerate housing production and facilitate
compliance to implement the sixth cycle of the RHNA;
2. Activities that obstruct or hinder housing production, e.g., moratoriums,
downzoning, planning documents with conditional use permits that
significantly impact supply, cost, approval certainty and timing, planned
development, or other similarly constraining processes; and
3. Project specific planning documents that do not have a significant impact on
accelerating housing production or significant community level or re -
occurring benefit beyond the project.
4. The Department may consider proposals that are combined with larger
proposals that have a positive housing com ponent and the net effect on
accelerating housing production is significant. For example, an applicant
may propose combining an open-space designation, downzoning, or anti-
displacement measures with by-right upzoning that has a significant net
gain in housing capacity.
6.B.b
Packet Pg. 30 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 7 Local Early Action Planning Grants 2020
IX. Eligible Uses
1. Grant funds may cover the costs of temporary staffing or consultant needs
associated with eligible activities;
2. Grant funds shall be used for the costs of preparing and adopting the proposed
activity;
3. A jurisdiction that receives funds under this Program may use a subcontractor.
The subcontract shall provide for compliance with all the requirements of the
Program. The subcontract shall not relieve the jurisdiction of its responsibilities
under the Program;
4. Eligible expenditures may be incurred and expended for the project(s) subject
to the terms and conditions of the Standard Agreement; and
5. Only approved and eligible costs incurred for work after the NOFA date,
continued past the date of the Standard Agreement, and completed during the
grant term, will be reimbursable.
X. Ineligible Uses
1. Program grant funds may not be used for administrative costs of persons
employed by the grantee for activities not directly related to the preparation and
adoption of the proposed activity;
2. No more than 5 percent of the grant amount may be used for administrative costs
for any proposed use, to be approved by the Department upon disbursement;
and
3. Approved and eligible costs incurred prior to the NOFA date are ineligible.
XI. Application Requirements
Until July 1, 2020, a jurisdiction may request an allocation of funds pursuant to this
section by submitting a complete application to the Department that demonstrates:
1. A budget, including timelines, deliverables, sub-steps and adoption, that
demonstrates funds will be utilized for eligible activities and uses;
2. How proposed activities will increase housing planning and facilitate
accelerating local housing production;
3. Completed or proposed activities consistent with the state or other planning
priorities; and
4. All other required information contained in the Department’s application
Applicants will demonstrate consistency with these requirements utilizing the
forms and manner prescribed in the Department application.
Accelerating Housing Production: Applicants must propose and document plans
or processes that increase housing planning and facilitate accelerating local
housing production. The application must demonstrate a significant positive effect
on accelerating housing production through timing, cost, approval certainty,
entitlement streamlining, feasibility, infrastructure capacity, or impact on housing
6.B.b
Packet Pg. 31 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 8 Local Early Action Planning Grants 2020
supply and affordability. An application must include an explanation and
documentation of the nexus to accelerating housing production based on a
reasonable and verifiable methodology and must utilize the Department’s form
(see the Department’s application). A verifiable methodology may include a
statement of support from a non-profit or for-profit developer that is active in the
locality.
State and Other Planning Priorities: Consistency with state or other planning
priorities may be demonstrated through proposed activities in the application OR
activities that were completed within the last five years. Applicants must self -
certify utilizing the Department’s form (see Department’s application).
XII. Application Submission Requirements
In order to be eligible for grant funding, an applicant must submit a completed,
signed original application and an electronic copy on CD or USB flash drive.
Applications will be accepted on an OTC basis as of the date of this NOFA
through July 1, 2020. The Department encourages early applications and will
accept applications post-marked by the July 1, 2020 deadline. Applicants may
utilize various carrier services, such as the U.S. Postal Service, UPS, FedEx, or
other carrier services. All applications must be submitted to the Department at
the following address:
California Department of Housing and Community Development
Division of Housing Policy Development
2020 West El Camino Ave, Suite 500
Sacramento, CA 95833
Applications must be on Department forms and cannot be altered or modified by
the applicant. Program applications and forms are available on the Department’s
website located at https://www.hcd.ca.gov/grants-funding/active-
funding/leap.shtml.
XIII. Application Review
1. The Program will not utilize a competitive process to award funds.
2. Funds will be available to eligible applicants on a rolling OTC basis that
begins as of the date of this NOFA and ends July 1, 2020.
3. An application form will be available upon release of the NOFA and will
include forms to demonstrate meeting eligibility requirements such as, among
other forms, a resolution, a proposed budget and timeline table and self -
certified attachments demonstrating a nexus to housing production and
consistency with state planning and other priorities;
4. Applications will first be reviewed for, among other things, completeness,
eligibility requirements, and accuracy;
5. In order to be considered complete, an application must contain requested
6.B.b
Packet Pg. 32 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 9 Local Early Action Planning Grants 2020
information and supporting documentation where appropriate;
6. All applications must meet the eligibility requirements as specified in this
NOFA;
7. If the application is ineligible, it will not be considered for funding , but may be
amended and resubmitted;
8. The Department may request additional information to complete and approve
the application for funding;
9. Applications recommended for funding are subject to conditions specified by
the Department;
10. Applications will be reviewed within 30 days from the date the Department
receives the application; and
11. All applicants not meeting the eligibility requirements will be informed within
30 days from the date the Department receives the application.
XIV. Award Letter and Standard Agreement
Successful applicants will receive an Award Letter from the Department and will be
awarded funds. Applicants will enter into a state Standard Agreement (Standard
Agreement) for distribution of funds. The Standard Agreement process will specify,
among other things, the amount of funds granted, timeline for expenditure of funds, and
the approved use of funds. Expenditure report dates and other requirements will also be
identified in the Standard Agreement.
XV. Appeals
1. Basis of Appeals:
A. Upon receipt of the Department’s notice deeming an application
incomplete or ineligible, applicants under this NOFA may a ppeal such
decision(s) to the Department Director.
B. The decision of the Director is final and not subject to further
administrative or judicial review.
C. No applicant shall have the right to appeal a decision of the Department
relating to another applicant’s eligibility, award, denial of award, or any
other related matter.
2. Appeals Process and Deadlines:
A. Process. In order to lodge an appeal, applicants must submit to the
Director by the deadline set forth in subsection (b) below, a written
appeal which states all relevant facts, arguments, and evidence upon
which the appeal is based. No new or additional information will be
accepted. Once the written appeal is submitted to the Director, no further
information or materials is required to be accepted or considered
thereafter. Appeals are to be submitted to the Director at following
address:
6.B.b
Packet Pg. 33 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 10 Local Early Action Planning Grants 2020
California Department of Housing and Community Development
Division of Housing Policy Development
2020 W. El Camino Avenue, Suite 500
Sacramento, California 95833
EarlyActionPlanning@hcd.ca.gov
The Director will accept appeals delivered through a carrier service such
as the U.S. Postal Service, UPS, Fed-Ex, or other carrier services that
provide date stamp verification of delivery. Deliveries must be received
during the Department’s weekday (non-state holiday) business hours of
9:00 a.m. to 5:00 p.m. Pacific Standard Time. Additionally, emails to the
email address listed above will be accepted if the email time stamp is
prior to the appeal deadline.
B. Filing Deadline. Appeals must be received by the Director no later than
(5) five business days from the date of the Department’s determination.
3. Decision:
Any request to amend the Department’s decision shall be reviewed for
compliance with this NOFA and its application. The Director shall render
his/her decision in writing within fifteen (15) business days of receipt of the
applicant’s written appeal. The decision of the Director shall be the
Department’s final decision, and shall not be appealable to any court or
tribunal.
XVI. Administration
1. Grant Execution and Term
A. The Department will notify the grantee if they have been selected for a
grant award;
B. After the Standard Agreement has been drawn, the grantee will be
provided instructions for signing all required documents. The grantee must
submit all supporting materials and a signed Standard Agreement within
the timeline provided in the instructions, or risk forfeiting the grant award;
C. The grant term begins on the day the Department and the grantee have
fully executed the Standard Agreement. The Department will notify the
grantee and partners when work may proceed under the agreement.
However, eligible activities that are approved by the Department may be
retroactively reimbursed to the date of the NOFA; and
D. The end of the grant term will be determined by the state based on the
availability of grant funds and the administrative requirements for
liquidation.
6.B.b
Packet Pg. 34 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 11 Local Early Action Planning Grants 2020
2. Payment and Accounting of Grant Funds
A. Grant funds cannot be disbursed until the Standard Agreement has been
fully executed;
B. The grantee will be responsible for compiling and submitting all invoices
and reporting documents. Grantees will submit for reimbursements to the
Department based on actual cost incurred;
C. The grantee must bill the state based on clear deliverables outlined in the
Standard Agreement or budget timeline. Only approved and eligible costs
incurred for work after the NOFA date, continued past the date of the
Standard Agreement, and completed and processed prior to the
expenditure deadline, will be reimbursable. Approved and eligible costs
incurred prior to the NOFA date are ineligible;
D. Work must be completed prior to requesting reimbursement;
E. Grant fund payment will be made on a reimbursement basis; advance
payments are not allowed. The grantee and partners must have adequate
cash flow to pay all grant-related expenses prior to requesting
reimbursement from the Department. Project invoices will be submitted to
the Department by the grantee on a quarterly basis;
F. In unusual circumstances, the Department may consider alternative
arrangements to reimbursement and payment methods based on
documentation demonstrating cost burdens, including the inability to pay
for work;
G. Supporting documentation may include, but is not limited to: receipts,
progress payments, subcontractor invoices, time cards, etc.;
H. Invoices must be accompanied by reporting materials where appropriate.
Invoices without the appropriate reporting materials will not be paid. The
Department may withhold 10 percent of the grant until gra nt terms have
been fulfilled; and
I. Each recipient of funds under the Program shall expend those funds no
later than December 31, 2023.
3. Accounting Records and Audits
A. The grantee must establish a separate ledger account for receipts and
expenditures of grant funds and maintain expenditure details in
accordance with the budget and timeline. Separate bank accounts are
not required;
B. The grantee shall maintain documentation of its normal procurement
policy and competitive bid process (including the use of sole source
purchasing), and financial records of expenditures incurred during the
course of the project, in accordance with generally accepted accounting
principles;
C. The grantee agrees that the state or designated representative shall have
the right to review and to copy any records and supporting documentation
pertaining to the performance of the Standard Agreement;
D. The grantee agrees to maintain such records for possible audit for a
minimum of three (3) years after final payment, unless a longer period of
records retention is stipulated;
E. Subcontractors employed by the grantee and paid with moneys under the
6.B.b
Packet Pg. 35 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 12 Local Early Action Planning Grants 2020
terms of this Standard Agreement shall be responsible for maint aining
accounting records as specified above;
F. At any time during the term of the Standard Agreement, the Department
may perform, or cause to be performed, a financial audit of any and all
phases of the award. At the Department’s request, the awardee shall
provide, at its own expense, a financial audit prepared by a certified
public accountant. The State of California has the right to review project
documents and conduct audits during project implementation and over
the project life;
G. The Department may request additional information, as needed, to meet
other applicable audit requirements; and
H. The Department may monitor expenditures and activities of an applicant,
as the Department deems necessary, to ensure compliance with Program
requirements.
4. Remedies of Nonperformance
A. In the event that it is determined, at the sole discretion of the state, that
the grantee is not meeting the terms and conditions of the Standard
Agreement, immediately upon receiving a written notice from the
Department to stop work, the grantee shall cease all work under the
Standard Agreement. The Department has the sole discretion to
determine that the grantee meets the terms and conditions after a stop
work order, and to deliver a written notice to the grantee to resume work
under the Standard Agreement;
B. Both the grantee and the Department have the right to terminate the
Standard Agreement at any time upon 30 days written notice. The notice
shall specify the reason for early termination and may permit the grantee
or the Department to rectify any deficiency(ies) prior to the early
termination date. The grantee will submit any requested documents to the
Department within 30 days of the early termination notice; and
C. There must be a strong implementation component for the funded activity
through this Program, including, where appropriate, agreement by the
locality to formally adopt the completed planning document. Localities
that do not formally adopt the funded activity could be subject to
repayment of the grant.
D. The Department may, as it deems appropriate or necessary, request the
repayment of funds from an applicant, or pursue any other remedies
available to it by law for failure to comply with Program requirements
(Health and Safety Code section 50515.04(e).
5. Reporting
A. At any time during the term of the Standard Agreement, the Department
may request a performance report that demonstrates satisfaction of all
requirements identified in the Standard Agreement with emphasis on
eligible activities, eligible uses, ineligible uses, and expenditures,
according to timelines and budgets referenced in the Standard
Agreement;
B. Awardees shall submit a report, in the form and manner prescribed by
6.B.b
Packet Pg. 36 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 13 Local Early Action Planning Grants 2020
the Department, to be made publicly available on its internet website, by
April 1 of the year following the receipt of those funds, and annually
thereafter until those funds are expended, that contains the following
information:
• The status of the proposed uses listed in the entity’s application
for funding and the corresponding impact on housing within the
region or jurisdiction; and
• A summary of building permits, certificates of occupancy, or other
completed entitlements issued by entities within the region, or by
the jurisdiction, as applicable.
C. The awardee must, in lieu of a separate report, provide the above
described information as part of its annual report pursuant to Gov. Code
Section 65400;
D. The Department may request additional information, as needed, to meet
other applicable reporting requirements;
E. Upon completion of all deliverables within the Standard Agreement, the
awardee shall submit a close out report. See Attachment 1; and
F. The Department shall maintain records of the following and provide that
information publicly on its internet website:
• The name of each applicant for Program funds and the status of
that entity’s application;
• The number of applications for Program funding received by the
Department; and
• The information described in 5(B) above for each recipient of
Program funds.
XVII. Right to Modify or Suspend the NOFA, and Final Decision-making
The Department reserves the right, at is sole discretion, to suspend, amend, or
modify the provisions of this NOFA at any time, including, without limitation, the
amount of funds available hereunder. If such an action occurs, the Department
will notify all interested parties and will post the revisions to the Department’s
website. You may subscribe to the Department’s email list here:
http://www.hcd.ca.gov/HCD_SSI/subscribe-form.html.
Further, the Department’s decision to approve or deny an application or request
for funding pursuant to the Program, and its determination of the amount of
funding to be provided, shall be final.
6.B.b
Packet Pg. 37 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 14 Local Early Action Planning Grants 2020
XVIII. Definitions
All terms not defined below shall, unless their context suggests otherwise, be
interpreted in accordance with the meanings of terms described in Health and
Safety Code section 50470.
A. “Accelerating Housing Production” means improving the timing, cost,
feasibility, approval and amount of development through various mechanisms
such as zoning incentives (e.g., increased density and heights, reduced
parking requirements), upzoning, zoning amendments to permit residential in
non-residential zones, corridor planning, development standards
modifications, non-discretionary review, financing strategies, sliding scale fee
modifications, facilitating adequate infrastructure to support development,
approval streamlining that addresses quickness and ease of entitlements,
and other mechanisms that promote production or remove or mitigate
regulatory barriers.
B. “Affordability” means a housing unit that satisfies at least one of the following
criteria:
1. It is available at an “affordable rent” as that term is used and defined in
Section 50053 of the Health & Safety Code;
2. It is offered at an “affordable housing cost”, as that term is used and defined
in Section 50052.5 of the Health & Safety Code; or
3. It is available at an “affordable rent” or an “affordable housing cost”
according to the alternative percentages of income for agency -assisted
rental and cooperative housing developments pursuant to Department
regulations adopted under Health and Safety Code section 50462(f).
C. “Annual Progress Report” (APR) means the annual report required to be
submitted to the Department pursuant to paragraph (2) of subdivision (a) of
Section 65400 of the Government Code.
D. “Completed entitlement” means a housing development project that has
received all the required land use approvals or entitlements necessary for the
issuance of a building permit and for which no additional action, including
environmental review or appeals, is required to be eligible to apply for and
obtain a building permit.
E. “Council of governments” means a single or multicounty council created by a
joint powers agreement pursuant to Chapter 5 (commencing with Section
6500) of Division 7 of Title 1 of the Government Code that is responsible for
allocating regional housing need pursuant to Sections 65584, 65584.04, and
65584.05 of the Government Code.
F. “Department” means the California Department of Housing and Community
Development.
6.B.b
Packet Pg. 38 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 15 Local Early Action Planning Grants 2020
G. “Housing” means any development that satisfies both of the following criteria:
1. At least two-thirds of the square footage of the development must be
designated for residential use; and
2. Includes a house, an apartment, a mobile home or trailer, a group of
rooms, or a single room that is occupied as separate living quarters,
or, if vacant, is intended for occupancy as separate living quarters.
Separate living quarters are those in which the occupants live
separately from any other individuals in the building , and which have a
direct access from the outside of the building, or through a common
hall.
Note: accessory dwelling units (ADU) and junior accessory dwelling units
(JADU) pursuant to Gov. Code sections 65852.2 and 65852.22 meet the
definition above.
H. “Housing Element” or “element” means the Housing Element of a
community’s General Plan, as required pursuant to subdivision (c) of Section
65302 of the Government Code and prepared in accordance with Article 10.6
(commencing with Section 65580) of Chapter 3 of Division 1 of Title 7 of the
Government Code.
I. “Jurisdiction” means any city, including a charter city, county, including a
charter county or city and county, including a charter city and county.
J. “Local government” or “Locality” means any city, including a charter city,
county, including a charter county or city and county, including a charter city
and county.
K. “Objective zoning standard”, “objective subdivision standard”, and “objective
design review standard” means standards that involve no personal or
subjective judgment by a public official, and are uniformly verifiable by
reference to an external and uniform benchmark or criterion available, and
knowable by both the development applicant or proponent and the public
official prior to submittal. “Objective design review standards” means only
objective design standards published and adopted by ordinance or resolution
by a local jurisdiction before submission of a development application, which
are broadly applicable to development within the jurisdiction.
L. “Other Planning Priorities” means planning, policies, programs or investments
to promote housing choices and affordability to lower and moderate income
households, the encouragement of conservation of the existing affordable
housing stock, and efforts to take into account current and future impacts of
climate change, including hazard mitigation.
M. “Regional housing need assessment” means the existing and projected need
for housing for each region, as determined by the Department pursuant to
Section 65584.01 of the Government Code.
6.B.b
Packet Pg. 39 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 16 Local Early Action Planning Grants 2020
N. “State Planning Priorities” means priorities which are intended to promote
equity, strengthen the economy, protect the environment, and promote public
health and safety in the state, including in urban, suburban, and rural
communities pursuant to Gov. Code Section 65041.1.
O. “Streamlined Housing Production” means improving the entitlement process
through actions such as removing, mitigating or minimizing local regulatory
requirements, reforming the local approval process to reduce processing
times, the number of local discretionary approvals and permits needed for
projects, improving approval certainty, establishing non -discretionary
processes, modifying development standards, such as reducing parking
requirements and increasing height limits, or other efforts, such as taking the
fullest advantage of existing streamlining mechanisms provided in state law.
6.B.b
Packet Pg. 40 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 17 Local Early Action Planning Grants 2020
Attachment 1
Close Out Reporting Form
6.B.b
Packet Pg. 41 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 18 Local Early Action Planning Grants 2020
LEAP Grant Close Out Reporting Template
Brief Summary
• Overview of the project
• Project start date and duration
• Project goals and relevance to LEAP goals
• Quantified outcomes
Lead Agency and Partnerships
• List lead agency and partnerships (including names, titles, organizations, and
roles and responsibilities of each)
• What did those collaborative relationships and processes look like?
Drivers
• Did any local, state, or federal legislation or mandates drive the project? (SB 35,
AB 1397, etc.)
• Was it a community driven effort?
• Were there additional funding opportunities present?
Engagement Process
• Who were your stakeholders?
• What did the engagement process look like?
• What role did stakeholders play in the process? (Keep in mind: training,
education, council formation, technical assistance, etc.)
• What were the outcomes of the engagement process?
Challenges
• What challenges were encountered?
• What solutions were encountered or created?
• Are there areas for improvement of policy alignment at the state or federal level
to help achieve this project more easily?
6.B.b
Packet Pg. 42 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
CA HCD Notice of Funding Availability 19 Local Early Action Planning Grants 2020
LEAP Grant Close Out Reporting Template
Outcomes
• What are the current or projected outcomes? Benefits?
• Were outcomes as anticipated?
• Have new opportunities arisen as a result of this project?
• What are the next steps?
Replicability
• What aspects of the project could be replicated in other communities?
• Useful resources and tools? For a specific region or sector?
Additional Resources
• Links to the project itself
• Links to resources used throughout and any other relevant resources
Further Information
• Who can be reached to ask more questions about this project?
• Name
• Number and/or email
6.B.b
Packet Pg. 43 Attachment: LEAP Notice of Funding Availability (2790 : Local Early Action Planning (LEAP) Grant Application)
City of Gilroy
STAFF REPORT
Agenda Item Title: A Resolution of the City Council of the City of Gilroy Setting the
Annual Fireworks Service Fee for Impacts on City Fire and Police
Services Related to the Sale and Use of Safe and Sane Fireworks
Pursuant to Gilroy City Code Section 10A
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Fire Department
Submitted By: Mark Bisbee
Prepared By: Mark Bisbee
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
EXECUTIVE SUMMARY
Pursuant to Gilroy City Code Section 10A.8(b), the Fireworks Service Fee is to b e
determined each year by the City's Fire and Police Chiefs and adopted by resolution.
The Fireworks Service Fee is intended to provide funding for the City to take actions to:
1) Reduce the use of illegal and dangerous fireworks that occurs in conjunction with
the legal use of Safe and Sane Fireworks during the 4th of July celebration.
2) Augment daily staffing in preparation for an increase in police, fire and EMS
activity resulting from firework usage.
6.C
Packet Pg. 44
The Fireworks Service Fee is separate and different from the booth permit and
application fee that the City charges for the operation of the Safe and Sane Fireworks
sales booths.
BACKGROUND
The City Code does not specify what the Fireworks Service Fee is intended to cover or
how the Mitigation Plan is to be structured. In the past, the Police and Fire Chiefs
determined the required staffing and deployment including:
1) staffing additional dispatchers for the July 4th weekend
2) staffing additional patrol officers for the July 4th weekend
3) staffing an additional Fire Engine for the July 4th weekend
4) adding additional staffing to existing fire engines for the July 4 th weekend
5) and the bulk mailing of an English/Spanish notification postcard to all Gilroy
mailing addresses and the coordination of any administrative citations issued and
the subsequent appeals hearings, if needed, performed by the Fire Marshal’s
office.
Gilroy City Code Section 10A.8 requires that a Fireworks Service Fee be paid by the
Safe and Sane Fireworks vendors to fund additional s taff resources to counter the use
of illegal and dangerous fireworks during the July 4 th celebrations. The Fireworks
Service Fee is to provide cost recovery for the Gilroy Fire and Police Departments'
Fireworks Mitigation Plan.
The City Code establishes a limit of booth permits and grandfathers the booth permit to
organizations that had a permit the prior year. Currently, one vendor provides the
fireworks for up to 15 non-profit organizations that have a booth permit. The vendor
monitors the existing organizations as well as manages any potential new applicants for
a booth permit that becomes available.
How, or if, the vendor then recoups the fee from the potential 15 non -profit
organizations is a contractual arrangement between the vendor and the non -profit booth
organizations, and is not dictated by the City Code. However, the vendor typically
assesses a portion of the estimated fee to each organization. This fee has ranged
between 6-8% of the organizations’ revenue, which is dependent on the fee and tha t
year’s revenues.
ANALYSIS
The cost of the 2020 Fireworks Mitigation Plan is based on the attached spreadsheet
and totals $41,687.63. The Police Department, Fire Department, and Fire Marshal's
Office each provided the cost analysis for their portion of the plan using the Finance
Department’s calculated hourly rate by position. The attached Fee Calculation 2020
6.C
Packet Pg. 45
form provides the cost breakdown. The attached Resolution is to adopt the Fireworks
Service Fee for implementing the 2020 Fireworks Mitigation Plan .
The wholesale vendor that supplies the State Certified Safe and Sane Fireworks to the
non-profit organizations pays the fireworks service fee. The fee is deposited into an 801
account and is then transferred to each department’s revenue accounts. Since the fees
are based on the costs provided by each department, there is typically not a shortage or
overage. However, if there is an excess of funds collected, staff could apply the excess
funds to the next year’s fireworks service fee. However, if addition al overtime is required
to implement the mitigation plan, then the City could add any unreimbursed overtime
costs to the fee calculation for the following year’s program.
ALTERNATIVES
The City Council could decide to take no action. A Fireworks Service Fe e would not be
established to provide funding to reduce the use of illegal and dangerous fireworks. The
additional enforcement would not occur and funding would be provided through the
general fund, or a combination of reduced enforcement with taxpayer fun ding. STAFF
DOES NOT RECOMMEND THIS ACTION
FISCAL IMPACT/FUNDING SOURCE
Staff does not expect any net costs to the City as the fee charged to the vendor is
based on the actual cost of carrying out the plan.
CONCLUSION
The fee will reimburse the City for the implementation of the Fireworks Mitigation Plan.
NEXT STEPS
If approved, staff would then implement this year’s Illegal and Dangerous Fireworks
Mitigation Program, and apply the fee as authorized.
PUBLIC OUTREACH
The Fire Marshal’s office will produce and send out post card mailers to all Gilroy
addresses to inform the public about illegal and dangerous fireworks. The Fire
Marshal’s Office will also coordinate with the Public Information/Community
Engagement Office (PIO) to release the same inform ation on media channels used by
the PIO for community engagement.
Attachments:
6.C
Packet Pg. 46
1. Resolution 2020 Fireworks Mitigation Fee
2. Fee Calculation 2020 Fireworks Mitigation
3. Permits 2020 Fireworks Booth
6.C
Packet Pg. 47
-1-
RESOLUTION NO. 2020-XX
RESOLUTION NO. 2020-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF GILROY SETTING THE ANNUAL FIREWORKS
SERVICE FEE FOR IMPACTS ON CITY FIRE AND POLICE
SERVICES RELATED TO THE SALE AND USE OF SAFE
AND SANE FIREWORKS PURSUANT TO GILROY CITY
CODE CHAPTER 10A
WHEREAS, Chapter 10A of the City of Gilroy (“City”) City Code regulates the local
retail sale, use and storage of “safe and sane fireworks” as defined in 12529 of the Health and
Safety Code of the State of California; and
WHEREAS, the City Fire and Police Departments each year experience a significant
number of non-routine Fire and Police requests for services, emergency calls and citizen
complaints, all of which are directly related to the use of illegal and legal fireworks during 4 th of
July celebrations; and
WHEREAS, the City Council on April 5, 2004, adopted Ordinance No. 2004-03 adding
section 10A.8(b) to Chapter 10A of the City Code to establish a permit fee for fireworks sales,
and a fireworks service fee to alleviate the financial impacts of providing public safety s ervices
directly related to the 4th of July celebrations; and
WHEREAS, Ordinance No. 2004-03 requires that the fireworks service fee be
determined by the City’s Fire and Police Chiefs and adopted annually by City Council
resolution; and
WHEREAS, the City Council also on April 5, 2004, adopted Resolution No. 2004-24,
directing the City’s Fire and Police Chiefs to develop a Fireworks Mitigation Strategy for the
upcoming 4th of July celebrations each year, setting forth the amount of the fireworks service fee
to recover the anticipated costs.
WHEREAS, the City Fire and Police Chiefs have developed a Fireworks Mitigation
Strategy for the 4th of July, 2020, celebrations that includes both public information and
additional public safety staff hours at an anticipated cost to the City of $41,687.63, and
6.C.a
Packet Pg. 48 Attachment: Resolution 2020 Fireworks Mitigation Fee (2806 : 2020 Public Safety Fireworks Mitigation Fee)
-2-
RESOLUTION NO. 2020-XX
WHEREAS, the City Council on June 1, 2020 reviewed the Fireworks Mitigation
Strategy Fee for 4th of July, 2020, attached hereunto as Exhibit A.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF GILROY, AS FOLLOWS:
1. Based on the July 4, 2020 Fireworks Mitigation Strategy with supporting
documents (e.g. Staff Report, Mitigation Fee Calculation, Permit list), the
fireworks service fee for 2020 has been determined to be $41,687.63
2. On June 1, 2020, the City Council reviewed the fireworks service fee for the 4th of
July, 2020, and finds that the fee is a reasonable regulatory cost designed to
mitigate the adverse health, safety, environmental, and/or other societal effects
from the local retail sale, use, and storage of “safe and sane fireworks” as
regulated by Gilroy City Code Chapter 10A and is no more than necessary to
cover the costs of the City’s police and fire department July4th fireworks
mitigation strategy activities.
PASSED AND ADOPTED this 1st day of June, 2020 by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
___________________________
Roland Velasco, Mayor
ATTEST:
__________________________________
Shawna Freels, City Clerk
6.C.a
Packet Pg. 49 Attachment: Resolution 2020 Fireworks Mitigation Fee (2806 : 2020 Public Safety Fireworks Mitigation Fee)
FIREWORKS MITIGATION FEE CALCULATION
July 4, 2020
Hourly Number Hours Total
Police Department
Patrol (OT)195.27$ 12 5.5 12,887.77$
Dispatch (OT)148.74$ 2 5.5 1,636.10$
TOTAL POLICE 14,523.87$
Fire Department
Firefighters (OT)140.61$ 1 24 3,374.58$
Firefighters (OT)140.61$ 1 24 3,374.58$
Fire Captain (OT)165.40$ 1 24 3,969.53$
Fire Engineer (OT)150.34$ 1 24 3,608.15$
TOTAL FIRE 14,326.85$
Fire Prev.
Postcard Flyer to all addresses in the city (18,000)11,380.39$
FM Admin(fully burden rate)145.65$ 1 10 1,456.53$
TOTAL Fire Prevention 12,836.92$
TOTAL PROGRAM 41,687.63$
6.C.b
Packet Pg. 50 Attachment: Fee Calculation 2020 Fireworks Mitigation (2806 : 2020 Public Safety Fireworks Mitigation Fee)
Organization:Application:Phone Number Permit#
1 Apostolic Assembly Church Pastor Gabriel Arias 408-710-8868 20050032
2 Christian School Parents Club Jennifer Welch 408-847-7922 20050033
3 El Camino Club (CHP)Chris Miceli 530-941-5520 20050034
4 Gavilan College Micheal Renzi 408-848-4715 20050035
5 Gilroy Elks Lodge Philip W. Quast 408-842-9397 20050036
6 Gilroy High School Cheerleader Boosters Michelle Baxter 408-838-6407 20050037
7 Gilroy High School Quarterback Club Anna Haro 408-825-3923 20050038
8 Gilroy High School Wrestling Alvaro Meza/Cassandra
Clark/Chris Leong 669-205-5483 20050039
9 Gilroy Police Officers Association Geoff Guerin 408-846-0300 20050040
10 Gilroy Little League BallPark Fund Jon Castro/Edward Lujan 408-310-8173 20050041
11
Gilroy Pop Warner Football Ricardo Ortiz 408-710-3018 20050042
12 Gilroy Youth Football & Cheer Ricardo Ortiz 408-710-3018 20050043
13 South County Baseball Boosters Mark Dover 408-710-1908 20050045
14 Victory Outreach Gilroy Nerrisa Perez 408-848-6715 20050046
15 Stick and Move Amateur Boxing Rick Mello 408-848-4143 20050099
777 First Street
Proposed Sales Site:
7150 Camino Arroyo
727 First Street
1203- 1260 First Street
8850 San Ysidro Ave
8400 Church Street
825 First Street
80 W. Tenth Street
8401 Church Street
7940 Monterey Rd.
401 E. Tenth Street
971 First Street
8220 Monterey Street
2020 Firework Booth Permits
691 First Street
303 Tenth Street
6.C.c
Packet Pg. 51 Attachment: Permits 2020 Fireworks Booth (2806 : 2020 Public Safety Fireworks Mitigation Fee)
City of Gilroy
STAFF REPORT
Agenda Item Title: Approval of an Agreement With Community Solutions in a Amount
Not To Exceed $111,000 for Support With South County Youth
Task Force Strategies
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Police Department
Submitted By: Scot Smithee
Prepared By: Scot Smithee
Patricia Vigil
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Approve an agreement with Community Solutions in an amount not to exceed $111,000
and authorize the Interim City Administrator to execute the agreement and related
documents.
EXECUTIVE SUMMARY
The City of Gilroy currently receives funding from South County Task Force (SCYTF)
contributing members and the State of California Board of State and Community
Corrections to support strategies, programs and services of the SCYTF. Most services
that support SCYTF programs are provided through service agreements with local
community service organizations.
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A primary program for the SCYTF has been the operation of the Late Night Gym and
offering evidence-based programs within the cities of Gilroy and Morgan Hill. The
primary service provider that has had the organizational capacity, staffing and skillset in
providing these services for the Late Night Gym and evidence-based programs has
been Community Solutions. Community Solutions has been a member and service
provider of the SCYTF and its ongoing efforts since the task force inception in FY 2012 -
13.
At the end of FY 2018-19, funding from the County of Santa Clara was approved for FY
2019-20 to provide continued support for the Late Night Gym and group programs. As
such, a new agreement to continue late night gym services through FY 2019-20 was
negotiated with Community Solutions, pending the execution of an agreement between
the County and the City of Gilroy to administer the funds and services.
This agreement should have been presented for Council review and approval in
September 2019, but due to staffing issues within SCYTF this agreement was not
completed in a timely manner. Now that the agreement is in place, and funding throu gh
the County has been approved and authorized this request for Council approval is being
made. The term of the agreement is retroactive to October, 2019.
BACKGROUND
The South County Youth Task Force (SCYTF) contributing members include the Cities
of Gilroy and Morgan Hill, the Gilroy and Morgan Hill Unified School Districts, the
County of Santa Clara and the State of California Board of State and Community
Corrections to support strategies, programs and services of the SCYTF. Additionally,
funding from the various entities have requirements by agreement to designate and
distribute services between the Cities of Gilroy, Morgan Hill and San Martin. Target
population, geography and services are guided by strategies and goals identified in the
SCYTF Strategic Plan THRIVE 2017-20. The City of Gilroy serves as fiscal
administrator in coordination with the County of Santa Clara who provides south county
coordination leadership to the SCYTF.
Though some services are provided directly by local cities and the County, most
services that support SCYTF programs are provided through service agreements with
local community service organizations. The Late Night Gym program services targeted
youth at locations in both cities and offers additional services for id entifying youth in
need of counseling, mentoring, the development of personal life skills and self -esteem
through group sessions that are evidence-based and culturally specific to targeted
youth, and case management.
ANALYSIS
At the end of FY 2018-19 funding from the County of Santa Clara was approved for FY
2019-20 to provide continued support for the Late Night Gym and evidence-based
group program. At the time, Community Solutions operated under its former service
agreement to provide programming and services. As such, a new agreement to
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continue late night gym services through FY 2019-20 was negotiated with Community
Solutions, pending the execution of an agreement between the County of Santa Clara
and the City of Gilroy for the City to administer the funds and services.
When our SCYTF Coordinator was hired by the County of Santa Clara the tasks
associated with the Gilroy SCYTF Coordinator were assumed by part time staff and
college interns. Once a new SCYTF Coordinator was chosen an extended leave was
required causing additional part time staff and college interns to manage the various
programs. Once the new SCYTF Coordinator returned to work in May, 2020 it was
realized that this updated service agreement with Community Solutions had never been
approved by Council.
Despite the service agreement not being formally approved prior to October 1, 2019
Community Solutions continued to provide the needed services in good faith. Funding to
support this agreement has been provided by SCYTF contributing agencies.
ALTERNATIVES
Council can chose not to approve this agreement which would result in the City failing to
meet the agreements identified in the SCYTF Strategic Plan. Funding would be
returned to the SCYTF contributing members and Community Solutions would not
receive funding for services rendered. STAFF DOES NOT RECOMMEND
FISCAL IMPACT/FUNDING SOURCE
Funds are budgeted in the FY 2019-20 SCYTF Operating Budget per executed
agreements with contributing entities, which reside in the City’s Gang Prevention and
Intervention Fund, Fund 227. These expenditures are not from the City’s General
Fund, and will be paid from existing appropriations in Fund 227.
Attachments:
1. SCYTF FY20 Agreement Community Solutions
2. Exhibit D_ Budget Community Solutions Contract
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AGREEMENT FOR SERVICES
(For contracts over $5,000 - CONSULTANT)
This AGREEMENT made this 01 day of October, 2019, between:
CITY: City of Gilroy, having a principal place of business at
7351 Rosanna Street, Gilroy, California
and CONSULTANT: Community Solutions, having a principal place of business at 9015
Murray Ave., #100, Gilroy, California.
ARTICLE 1. TERM OF AGREEMENT
This Agreement will become effective on 10/01/2019 and will continue in effect through
06/30/2020 unless terminated in accordance with the provisions of Article 7 of this Agreement.
Any lapse in insurance coverage as required by Article 5, Section D of this Agreement shall
terminate this Agreement regardless of any other provision stated herein. ______
Initial
ARTICLE 2. INDEPENDENT CONTRACTOR STATUS
It is the express intention of the parties that CONSULTANT is an independent contractor and not
an employee, agent, joint venturer or partner of CITY. Nothing in this Agreement shall be
interpreted or construed as creating or establishing the relationship of employer and employee
between CITY and CONSULTANT or any employee or agent of CONSULTANT. Both parties
acknowledge that CONSULTANT is not an employee for state or federal tax purposes.
CONSULTANT shall not be entitled to any of the rights or benefits afforded to CITY’S
employees, including, without limitation, disability or unemployment insurance, workers’
compensation, medical insurance, sick leave, retirement benefits or any other employment
benefits. CONSULTANT shall retain the right to perform services for others during the term of
this Agreement.
ARTICLE 3. SERVICES TO BE PERFORMED BY CONSULTANT
A. Specific Services
CONSULTANT agrees to: Perform the services as outlined in Exhibit “A” (“Specific
Provisions”) and Exhibit “B” (“Scope of Services”), within the time periods described in
Exhibit “C” (“Milestone Schedule”).
B. Method of Performing Services
CONSULTANT shall determine the method, details and means of performing the above -
described services. CITY shall have no right to, and shall not, control the manner or determine
the method of accomplishing CONSULTANT’S services.
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C. Employment of Assistants
CONSULTANT may, at the CONSULTANT’S own expense, employ such assistants as
CONSULTANT deems necessary to perform the services required of CONSULTANT by this
Agreement, subject to the prohibition against assignment and subcontracting contained in
Article 5 below. CITY may not control, direct, or supervise CONSULTANT’S assistants in the
performance of those services. CONSULTANT assumes full and sole responsibility for the
payment of all compensation and expenses of these assistants and for all state and federal income
tax, unemployment insurance, Social Security, disability insurance and other applicable
withholding.
D. Place of Work
CONSULTANT shall perform the services required by this Agreement at any place or location
and at such times as CONSULTANT shall determine is necessary to properly and timely perform
CONSULTANT’S services.
ARTICLE 4. COMPENSATION
A. Consideration
In consideration for the services to be performed by CONSULTANT, CITY agrees to pay
CONSULTANT the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event
however shall the total compensation paid to CONSULTANT exceed $111,000.
B. Invoices
CONSULTANT shall submit invoices for all services rendered.
C. Payment
Payment shall be due according to the payment schedule set forth in Exhibit “D”. No payment
will be made unless CONSULTANT has first provided City with a written receipt of invoice
describing the work performed during the preceding period. If CITY objects to all or any portion
of any invoice, CITY shall notify CONSULTANT of the objection within thirty (30) days from
receipt of the invoice, give reasons for the objection, and pay that portion of the invoice not in
dispute. It shall not constitute a default or breach of this Agreement for CITY not to pay any
invoiced amounts to which it has objected until the objection has been resolved by mutual
agreement of the parties.
D. Expenses
CONSULTANT shall be responsible for all costs and expenses incident to the performance of
services for CITY, including but not limited to, all costs of equipment used or provided by
CONSULTANT, all fees, fines, licenses, bonds or taxes required of or imposed against
CONSULTANT and all other of CONSULTANT’S costs of doing business.
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ARTICLE 5. OBLIGATIONS OF CONSULTANT
A. Tools and Instrumentalities
CONSULTANT shall supply all tools and instrumentalities required to perform the services
under this Agreement at its sole cost and expense. CONSULTANT is not required to purchase
or rent any tools, equipment or services from CITY.
B. Workers’ Compensation
CONSULTANT agrees to provide workers’ compensation insurance for CONSULTANT’S
employees and agents and agrees to hold harmless, defend with counsel acceptable to CITY and
indemnify CITY, its officers, representatives, agents and employees from and against any and all
claims, suits, damages, costs, fees, demands, causes of action, losses, liabilit ies and expenses,
including without limitation reasonable attorneys’ fees, arising out of any injury, disability, or
death of any of CONSULTANT’S employees.
C. Indemnification of Liability, Duty to Defend
1. As to professional liability, to the fullest extent permitted by law,
CONSULTANT shall defend, through counsel approved by CITY (which approval shall not be
unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents
and employees against any and all suits, damages, costs, fees, claims, demands, causes of action,
losses, liabilities and expenses, including without limitation attorneys’ fees, to the extent arising
or resulting directly or indirectly from any willful or negligent acts, errors or omissions of
CONSULTANT or CONSULTANT’S assistants, employees or agents, including all claims
relating to the injury or death of any person or damage to any property.
2. As to other liability, to the fullest extent permitted by law, CONSULTANT shall
defend, through counsel approved by CITY (which approval shall not be unreasonably withheld),
indemnify and hold harmless CITY, its officers, representatives, agents and employees against
any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and
expenses, including without limitation attorneys’ fees, arising or resulting directly or indirectly
from any act or omission of CONSULTANT or CONSULTANT’S assistants, employees or
agents, including all claims relating to the injury or death of any person or damage to any
property.
D. Insurance
In addition to any other obligations under this Agreement, CONSULTANT shall, at no cost to
CITY, obtain and maintain throughout the term of this Agreement: (a) Commercial Liability
Insurance on a per occurrence basis, including coverage for owned and non-owned automobiles,
with a minimum combined single limit coverage of $1,000,000 per occurrence for all damages
due to bodily injury, sickness or disease, or death to any person, and damage to property,
including the loss of use thereof; and (b) Professional Liability Insurance (Errors & Omissions)
with a minimum coverage of $1,000,000 per occurrence or claim, and $2,000,000 aggregate;
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provided however, Professional Liability Insurance written on a claims made basis mus t comply
with the requirements set forth below. Professional Liability Insurance written on a claims made
basis (including without limitation the initial policy obtained and all subsequent policies
purchased as renewals or replacements) must show the retroactive date, and the retroactive date
must be before the earlier of the effective date of the contract or the beginning of the contract
work. Claims made Professional Liability Insurance must be maintained, and written evidence
of insurance must be provided, for at least five (5) years after the completion of the contract
work. If claims made coverage is canceled or non-renewed, and not replaced with another
claims-made policy form with a retroactive date prior to the earlier of the effective date of th e
contract or the beginning of the contract work, CONSULTANT must purchase so called
“extended reporting” or “tail” coverage for a minimum of five (5) years after completion of
work, which must also show a retroactive date that is before the earlier of the effective date of
the contract or the beginning of the contract work. As a condition precedent to CITY’S
obligations under this Agreement, CONSULTANT shall furnish written evidence of such
coverage (naming CITY, its officers and employees as additional insureds on the Comprehensive
Liability insurance policy referred to in (a) immediately above via a specific endorsement) and
requiring thirty (30) days written notice of policy lapse or cancellation, or of a material change in
policy terms.
E. Assignment
Notwithstanding any other provision of this Agreement, neither this Agreement nor any duties or
obligations of CONSULTANT under this Agreement may be assigned or subcontracted by
CONSULTANT without the prior written consent of CITY, which CITY may withhold in its
sole and absolute discretion.
F. State and Federal Taxes
As CONSULTANT is not CITY’S employee, CONSULTANT shall be responsible for paying
all required state and federal taxes. Without limiting the foregoing, CONSULTANT
acknowledges and agrees that:
CITY will not withhold FICA (Social Security) from CONSULTANT’S
payments;
CITY will not make state or federal unemployment insurance contributions on
CONSULTANT’S behalf;
CITY will not withhold state or federal income tax from payment to
CONSULTANT;
CITY will not make disability insurance contributions on behalf of
CONSULTANT;
CITY will not obtain workers’ compensation insurance on behalf of
CONSULTANT.
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ARTICLE 6. OBLIGATIONS OF CITY
A. Cooperation of City
CITY agrees to respond to all reasonable requests of CONSULTANT and provide access, at
reasonable times following receipt by CITY of reasonable notice, to all documents reasonably
necessary to the performance of CONSULTANT’S duties under this Agreement.
B. Assignment
CITY may assign this Agreement or any duties or obligations thereunder to a successor
governmental entity without the consent of CONSULTANT. Such assignment shall not release
CONSULTANT from any of CONSULTANT’S duties or obligations under this Agreement.
ARTICLE 7. TERMINATION OF AGREEMENT
A. Sale of Consultant’s Business/ Death of Consultant.
CONSULTANT shall notify CITY of the proposed sale of CONSULTANT’s business no later
than thirty (30) days prior to any such sale. CITY shall have the option of terminating this
Agreement within thirty (30) days after receiving such notice of sale. Any such CITY
termination pursuant to this Article 7.A shall be in writing and sent to the address for notices to
CONSULTANT set forth in Exhibit A, Subsection V.H., no later than thirty (30) days after
CITY’ receipt of such notice of sale.
If CONSULTANT is an individual, this Agreement shall be deemed automatically terminated
upon death of CONSULTANT.
B. Termination by City for Default of Consultant
Should CONSULTANT default in the performance of this Agreement or materially breach any
of its provisions, CITY, at CITY’S option, may terminate this Agreement by giving written
notification to CONSULTANT. For the purposes of this section, material breach of this
Agreement shall include, but not be limited to the following:
1. CONSULTANT’S failure to professionally and/or timely perform any of the
services contemplated by this Agreement.
2. CONSULTANT’S breach of any of its representations, warranties or covenants
contained in this Agreement.
CONSULTANT shall be entitled to payment only for work completed in accordance with the
terms of this Agreement through the date of the termination notice, as reasonably determined by
CITY, provided that such payment shall not exceed the amounts set forth in this Agreement for
the tasks described on Exhibit C” which have been fully, competently and timely rendered by
CONSULTANT. Notwithstanding the foregoing, if CITY terminates this Agreement due to
CONSULTANT’S default in the performance of this Agreement or material breach by
CONSULTANT of any of its provisions, then in addition to any other rights and remedies CITY
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may have, CONSULTANT shall reimburse CITY, within ten (10) days after demand, for any
and all costs and expenses incurred by CITY in order to complete the tasks constituting the scope
of work as described in this Agreement, to the extent such costs and expenses exceed the
amounts CITY would have been obligated to pay CONSULTANT for the performance of that
task pursuant to this Agreement.
C. Termination for Failure to Make Agreed-Upon Payments
Should CITY fail to pay CONSULTANT all or any part of the compensation set forth in Article
4 of this Agreement on the date due, then if and only if such nonpayment constitutes a default
under this Agreement, CONSULTANT, at the CONSULTANT’S option, may terminate this
Agreement if such default is not remedied by CITY within thirty (30) days after demand for such
payment is given by CONSULTANT to CITY.
D. Transition after Termination
Upon termination, CONSULTANT shall immediately stop work, unless cessation could
potentially cause any damage or harm to person or property, in which case CONSULTANT shall
cease such work as soon as it is safe to do so. CONSULTANT shall incur no further expenses in
connection with this Agreement. CONSULTANT shall promptly deliver to CITY all work done
toward completion of the services required hereunder, and shall act in such a manner as to
facilitate any the assumption of CONSULTANT’s duties by any new consultant hired by the
CITY to complete such services.
ARTICLE 8. GENERAL PROVISIONS
A. Amendment & Modification
No amendments, modifications, alterations or changes to the terms of this Agreement shall be
effective unless and until made in a writing signed by both parties hereto.
B. Americans with Disabilities Act of 1990
Throughout the term of this Agreement, the CONSULTANT shall comply fully with all
applicable provisions of the Americans with Disabilities Act of 1990 (“the Act”) in its current
form and as it may be amended from time to time. CONSULTANT shall also require such
compliance of all subcontractors performing work under this Agreement, subject to the
prohibition against assignment and subcontracting contained in Article 5 above. The
CONSULTANT shall defend with counsel acceptable to CITY, indemnify and hold harmless the
CITY OF GILROY, its officers, employees, agents and representatives from and against all suits,
claims, demands, damages, costs, causes of action, losses, liabilities, expenses and fees,
including without limitation reasonable attorneys’ fees, that may arise out of any violations of
the Act by the CONSULTANT, its subcontractors, or the officers, employees, agents or
representatives of either.
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C. Attorneys’ Fees
If any action at law or in equity, including an action for declaratory relief, is brought to enforce
or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable
attorneys’ fees, which may be set by the court in the same action or in a separate action brought
for that purpose, in addition to any other relief to which that party may be entitled.
D. Captions
The captions and headings of the various sections, paragraphs and subparagraphs of the
Agreement are for convenience only and shall not be considered nor referred to for resolving
questions of interpretation.
E. Compliance with Laws
The CONSULTANT shall keep itself informed of all State and National laws and all municipal
ordinances and regulations of the CITY which in any manner affect those engaged or employed
in the work, or the materials used in the work, or which in any way affect the conduct of the
work, and of all such orders and decrees of bodies or tribunals having any jurisdiction or
authority over the same. Without limiting the foregoing, CONSULTANT agrees to observe the
provisions of the Municipal Code of the CITY OF GILROY, obligating every contractor or
subcontractor under a contract or subcontract to the CITY OF GILROY for public works or for
goods or services to refrain from discriminatory employment or subcontracting practices on the
basis of the race, color, sex, religious creed, national origin, ancestry of any employee, applicant
for employment, or any potential subcontractor.
F. Conflict of Interest
CONSULTANT certifies that to the best of its knowledge, no CITY employee or office of any
public agency interested in this Agreement has any pecuniary interest in the business of
CONSULTANT and that no person associated with CONSULTANT has any interest that would
constitute a conflict of interest in any manner or degree as to the execution or performance of
this Agreement.
G. Entire Agreement
This Agreement supersedes any and all prior agreements, whether oral or written, between the
parties hereto with respect to the rendering of services by CONSULTANT for CITY and
contains all the covenants and agreements between the parties with respect to the rendering of
such services in any manner whatsoever. Each party to this Agreement acknowledges that no
representations, inducements, promises or agreements, orally or otherwise, have been made by
any party, or anyone acting on behalf of any party, which are not embodied herein, and that no
other agreement, statement or promise not contained in this Agreement shall be valid or binding.
No other agreements or conversation with any officer, agent or employee of CITY prior to
execution of this Agreement shall affect or modify any of the terms or obligations contained in
any documents comprising this Agreement. Such other agreements or conversations shall be
considered as unofficial information and in no way binding upon CITY.
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H. Governing Law and Venue
This Agreement shall be governed by and construed in accordance with the laws of the State of
California without regard to the conflict of laws provisions of any jurisdiction. The exclusive
jurisdiction and venue with respect to any and all disputes arising hereunder shall be in state and
federal courts located in Santa Clara County, California.
I. Notices
Any notice to be given hereunder by either party to the other may be effected either by personal
delivery in writing or by mail, registered or certified, postage prepaid with return receipt
requested. Mailed notices shall be addressed to the parties at the addresses appearing in
Exhibit “A”, Section V.H. but each party may change the address by written notice in
accordance with this paragraph. Notices delivered personally will be deemed delivered as of
actual receipt; mailed notices will be deemed delivered as of three (3) days after mailing.
J. Partial Invalidity
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void
or unenforceable, the remaining provisions will nevertheless continue in full force without being
impaired or invalidated in any way.
K. Time of the Essence
All dates and times referred to in this Agreement are of the essence.
L. Waiver
CONSULTANT agrees that waiver by CITY of any one or more of the conditions of
performance under this Agreement shall not be construed as waiver(s) of any other condition of
performance under this Agreement.
Executed at Gilroy, California, on the date and year first above written.
CONSULTANT: CITY:
Community Solutions CITY OF GILROY
By: By:
Name: Lisa Davis Name: Jimmy Forbis
Title: Chief Operational Officer Title: Interim City Administrator, City of
Gilroy
Social Security or Taxpayer
Identification Number 23-7351215
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Approved as to Form ATTEST:
City Attorney City Clerk
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EXHIBIT “A”
SPECIFIC PROVISIONS
I. PROJECT MANAGER
CONSULTANT shall provide the services indicated on the attached Exhibit “B”, Scope of
Services (“Services”). (All exhibits referenced are incorporated herein by reference.) To
accomplish that end, CONSULTANT agrees to assign Hedith Andrade, who will act in the
capacity of Project Manager, and who will personally direct such Services.
Except as may be specified elsewhere in this Agreement, CONSULTANT shall furnish all
technical and professional services including labor, material, equipment, transportation,
supervision and expertise to perform all operations necessary and required to complete the
Services in accordance with the terms of this Agreement.
II. NOTICE TO PROCEED/COMPLETION OF SERVICE
A. NOTICE TO PROCEED
CONSULTANT shall commence the Services upon delivery to CONSULTANT of a written
“Notice to Proceed”, which Notice to Proceed shall be in the form of a written communication
from designated City contact person(s). Notice to Proceed may be in the form of e-mail, fax or
letter authorizing commencement of the Services. For purposes of this Agreement, Sandra Cruz,
South County Youth Task Force Coordinator and/or designee, shall be the designated City
contact person(s). Notice to Proceed shall be deemed to have been delivered upon actual receipt
by CONSULTANT or if otherwise delivered as provided in the Section V.H. (“Notices”) of this
Exhibit “A”.
B. COMPLETION OF SERVICES
When CITY determines that CONSULTANT has completed all of the Services in accordance
with the terms of this Agreement, CITY shall give CONSULTANT written Notice of Final
Acceptance, and CONSULTANT shall not incur any further costs hereunder. CONSULTANT
may request this determination of completion when, in its opinion, it has completed all of the
Services as required by the terms of this Agreement and, if so requested, CITY shall make this
determination within two (2) weeks of such request, or if CITY determines that CONSULTANT
has not completed all of such Services as required by this Agreement, CITY shall so inform
CONSULTANT within this two (2) week period.
III. PROGRESS SCHEDULE
The schedule for performance and completion of the Services will be as set forth in the attached
Exhibit “C”.
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IV. PAYMENT OF FEES AND DIRECT EXPENSES
Payments shall be made to CONSULTANT as provided for in Article 4 of this Agreement.
Copies of pertinent financial records, including invoices, will be included with the submission of
billing(s) for all direct expenses.
V. OTHER PROVISIONS
A. STANDARD OF WORKMANSHIP
CONSULTANT represents and warrants that it has the qualifications, skills and licenses
necessary to perform the Services, and its duties and obligations, expressed and implied,
contained herein, and CITY expressly relies upon CONSULTANT’S representations and
warranties regarding its skills, qualifications and licenses. CONSULTANT shall perform such
Services and duties in conformance to and consistent with the standards generally recognized as
being employed by professionals in the same discipline in the State of California.
Any plans, designs, specifications, estimates, calculations, reports and other documents furnished
under this Agreement shall be of a quality acceptable to CITY. The minimum criteria for
acceptance shall be a product of neat appearance, well-organized, technically and grammatically
correct, checked and having the maker and checker identified. The minimum standard of
appearance, organization and content of the drawings shall be that used by CITY for similar
purposes.
B. RESPONSIBILITY OF CONSULTANT
CONSULTANT shall be responsible for the professional quality, technical accuracy, and the
coordination of the Services furnished by it under this Agreement. CONSULTANT shall not be
responsible for the accuracy of any project or technical information provided by the CITY. The
CITY’S review, acceptance or payment for any of the Services shall not be construed to operate
as a waiver of any rights under this Agreement or of any cause of action arising out of the
performance of this Agreement, and CONSULTANT shall be and remain liable to CITY in
accordance with applicable law for all damages to CITY caused by CONSULTANT’S negligent
performance of any of the services furnished under this Agreement.
C. RIGHT OF CITY TO INSPECT RECORDS OF CONSULTANT
CITY, through its authorized employees, representatives or agents, shall have the right, at any
and all reasonable times, to audit the books and records (including, but not limited to, invoices,
vouchers, canceled checks, time cards, etc.) of CONSULTANT for the purpose of verifying any
and all charges made by CONSULTANT in connection with this Agreement. CONSULTANT
shall maintain for a minimum period of three (3) years (from the date of final payment to
CONSULTANT), or for any longer period required by law, sufficient books and records in
accordance with standard California accounting practices to establish the correctness of all
charges submitted to CITY by CONSULTANT, all of which shall be made available to CITY at
the CITY’s offices within five (5) business days after CITY’s request.
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D. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data (including, but not
limited to, computer data and source code), drawings, descriptions, documents, discussions or
other information developed or received by or for CONSULTANT and all other written and oral
information developed or received by or for CONSULTANT and all other written and oral
information submitted to CONSULTANT in connection with the performance of this Agreement
shall be held confidential by CONSULTANT and shall not, without the prior written consent of
CITY, be used for any purposes other than the performance of the Services, nor be disclosed to
an entity not connected with the performance of the such Services. Nothing furnished to
CONSULTANT which is otherwise known to CONSULTANT or is or becomes generally
known to the related industry (other than that which becomes generally known as the result of
CONSULTANT’S disclosure thereof) shall be deemed confidential. CONSULTANT shall not
use CITY’S name or insignia, or distribute publicity pertaining to the services rendered under
this Agreement in any magazine, trade paper, newspaper or other medium without the express
written consent of CITY.
E. NO PLEDGING OF CITY’S CREDIT.
Under no circumstances shall CONSULTANT have the authority or power to pledge the credit
of CITY or incur any obligation in the name of CITY.
F. OWNERSHIP OF MATERIAL.
All material including, but not limited to, computer information, data and source code, sketches,
tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps,
calculations, photographs, reports and other material developed, collected, prepared (or caused to
be prepared) under this Agreement shall be the property of CITY, but CONSULTANT may
retain and use copies thereof subject to Section V.D of this Exhibit “A”.
CITY shall not be limited in any way in its use of said material at any time for any work,
whether or not associated with the City project for which the Services are performed. However,
CONSULTANT shall not be responsible for, and City shall indemnify CONSULTANT from,
damages resulting from the use of said material for work other than PROJECT, including, but
not limited to, the release of this material to third parties for work other than on PROJECT.
G. NO THIRD PARTY BENEFICIARY.
This Agreement shall not be construed or deemed to be an agreement for the benefit of any third
party or parties, and no third party or parties shall have any claim or right of action hereunder for
any cause whatsoever.
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H. NOTICES.
Notices are to be sent as follows:
CITY: Sandra Cruz, SCYTF Coordinator
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
CONSULTANT: Hedith Andrade
Community Solutions
9015 Murray Ave., #100
Gilroy, CA 95020
I. FEDERAL FUNDING REQUIREMENTS.
If the box to the left of this sentence is checked, this Agreement involves federal
funding and the requirements of this Section V.I. apply.
If the box to the left of this sentence is checked, this Agreement does not involve
federal funding and the requirements of this Section V.I. do not apply.
1. DBE Program
CONSULTANT shall comply with the requirements of Title 49, Part 26, Code of Federal
Regulations (49 CFR 26) and the City-adopted Disadvantaged Business Enterprise programs.
2. Cost Principles
Federal Acquisition Regulations in Title 48, CFR 31, shall be used to determine the allowable
cost for individual items.
3. Covenant against Contingent Fees
The CONSULTANT warrants that he/she has not employed or retained any company or person,
other than a bona fide employee working for the CONSULTANT, to solicit or secure this
Agreement, and that he/she has not paid or agreed to pay any company or person, other than a
bona fide employee, any fee, commission, percentage, brokerage fee, gift or any other
consideration, contingent upon or resulting from the award or formation of this Agreement. For
breach or violation of this warranty, the Local Agency shall have the right to annul this
Agreement without liability or, at its discretion, to deduct from the agreement price or
consideration, or otherwise recover, the full amount of such fee, commission, percentage,
brokerage fee, gift or contingent fee.
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EXHIBIT “B”
SCOPE OF SERVICES
CONSULTANT Community Solutions will coordinate and provide services outlined and
reporting data outlined below, necessary for program evaluation, monthly progress and quarterly
financial reporting utilizing the CalVIP progress report and invoicing format, to the City of
Gilroy in a timely matter. This program is part of the South County THRIVE (Transformation
and Hope, Resiliency, Integrity, Voice & Engagement) Project, funded by the Board of State
Community Corrections. Service delivery time frame: October 1, 2019 - June 30, 2020.
CONSULTANT Community Solutions shall:
1. Provide 2 FTEs (Peer Partner at 1 FTE, Case Manager - 0.5 FTE and Intern - 0.5 FTE) to
perform roles of Intervention Specialists ("Peace Keeper") to complete communty-based and
street intervention and outreach and engagement activities that include:
• Provide outreach and intervention support services to community center and library sites,
including at least one group peace circle/circulo to be held at San Ysidro Community Center;
• Conduct late evening pro-social activities, including the facilitation of one Late Night Gyms
weekly program in Gilroy. Minimum 6 clients to be served.
• Implementation of 5 cultural program groups utilizing: El Joven Noble, Xinachtli Rights of
Passage and/or Cara Y Corazon, and/or Why Try Life Skills support groups. 12 week
curriculum. In selected schools within 2 MHUSD, 2 GUSD and other schools as needed. 1 San
Ysidro - Parenting group. Minimum 6 clients per group to be served.
• Case Management (Life Coaching) Services of referred youth (a minimum of 14 youth),
unduplicated youth.
• Conduct Outreach and Engagement Activities in Gilroy and Morgan Hill hot spots; Activities
meant to build rapport with youth and introduce youth to community engagement opportunities.
the following is a list that includes outreach and engagement activities, but is not limited to:
Summer Fun in the Park's, BBQ's, Resiliency Festival and Field trips. Please see calendar
2. Provide Linkage and Referral services between the South County THRIVE Project and other
community assets;
3. Complete Monthly Narrative and Statistical Reports: on a Quarterly Program Activity Report
utilizing the CalVIP reporting formats.
a. Project data to be collected: number and type of primary, secondary and tertiary services
available as the result of this Program, units of service delivered, client length of participation
and completion rates, percentage of goals achieved by individual participants, and numbers of
referrals and rate of successful enrollment for service delivery.
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b. Quarterly invoicing will include direct expenses for reimbursement, such as allowable
overhead and supervision, direct expenses, i.e. cell phone and mileage reimbursement for
positions, wages, supplies, training, costs for pro-social activities and healthy food expenses.
Any additional direct expenses will not be reimbursed by the CITY.
4. Must provide a client list (First Initial and Last Initial) that includes the following:
i. Name of youth served;
ii. Include assigned Probation File Numbers for Youth (if applicable);
iii. Date of birth of youth served;
iv. Start date of when youth started receiving services;
v. End date of when youth stopped receiving services;
vi. ZIP Code of youth served (if available);
vii. Ethnicity of youth served (if available); and
viii. Hours of service per youth by activity type.
5. Use of Sign-In sheets to track participation, Units of Service Reports, and retrospective
surveys to measure program effectiveness, as opposed to intensive case management services by
Peace Keeper, which will use case logs, pre/post surveys, plus retrospective surveys , to record
participation and service delivery goals.
7. Will partner with the City of Gilroy, the South County Technical Team and local community
partners to further the goal of the efforts of building a restorative community and preventing and
de-escalating youth violence and anti-social behaviors in South County;
8. Population to be served: Children, youth and families of, all genders, in the following
overlapping categories:
i. At-risk (At-promising) youth, defined as youth who live in or attend schools in “Hot
Spots” low socio-economic areas and have some gang/violence-risk characteristics,
ii. High-risk (High-promising) of violence and gang-impact (this category distinguishes
from “at-risk” population by generating additional characteristics demonstrating social-risk
factors and level of intensity),
iii. Youth violence/ gang impacted (Youth exhibiting high-risk behaviors related to gang
lifestyles), and/or
iv. Youth who demonstrate to be violence/gang intentional (social circle is integrated into
intergenerational gang environment; youth are identified and/or arrested for gang related
incidents or acts of gang violence through the justice system.
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9. Maintain a written and electronic individualized file for case management services regarding
each client, document client's progress within assigned service/program and notify the City of
client's progress and/or problems encountered within assigned service/program.
10. Have the needed level of flexibility to attend necessary meetings, including monthly South
County THRIVE Leadership Meetings, Technical Team meetings and impromptu climate and
crisis meetings; and have ability to work weekends for large events and evenings as deemed
necessary to carry out successful coordination of project services; staying within a 40 hour work
week.
11. Help fundraise to pay for food expenses for Late Night Gym programming, such as applying
for small community grants from The Gilroy/ Morgan Hill Rotary Club, The Gilroy/ Morgan
Hill Community Foundation, Gilroy Police Foundation, etc.
12. Complete Service Delivery Calendars: To help maximize collaborative efforts with all
South County THRIVE agencies, the Consultant will submit calendars documenting services
being rendered at different time frames, location(s) and service day(s), to the City by the 15th of
each month (no need to resend if there are no new changes).
13. Transport of Clients: Transportation can only occur after all necessary insurance(s) have been
completed and insurances and waivers meet all necessary insurance guidelines. One-to-one
driving is not allowed. Staff and youth in transport must be of the same gender, or there may be
another staff member in the car of the opposite gender. This may include City of Gilroy staff. A
guardian/parental permission slip must be signed each time a youth enters a Contractor’s vehicle.
If transportation occurs under life coaching/case management, all intake paperwork must be up
to date and the two-to-one ratio must be enforced.
a. Locations of services will occur at the identified schools, community hubs, hot-spot
parks libraries, and other community locations, as deemed appropriate per client need. Contact of
client and transportation must follow County and City procedures.
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EXHIBIT “C”
MILESTONE SCHEDULE
Management Plan
CONSULTANT will utilize 2.0 FTE employees for the program. Our current Case Manager/Peer
Partner, Saul Gonzalez, Jr., has years of experience with the target population for this program,
and is trained and certified in National Compadres Network curriculums, Joven Noble, Cara y
Corazon, RJP and Raising Children with Pride. Job duties include case management, outreach
and engagement and facilitation/coordination of curriculum-based groups and Late Night Gyms.
The case manager - Sydney Hurtado has years of experiencing working with High risk youth and
is trained in Xinachtli, Joven Noble, RJP, and othe evidence based practices.
Upon notification that funding is approved, CONSULTANT will immediately begin recruitment
for .50 FTE Inter (BSW). Hiring, on-boarding and initial training for new staff usually takes two
to three months of on-boarding.
THRIVE staff will be supervised by Hedith Andrade, LPCC Clinical Program Manager for
THRIVE , who currently represents our agency on the South County Techincal Team. Hedith
will ensure contract compliance and complete the reports. Marianne Marafino Johnson, Division
Director will oversee the program..
CONSULTANT will secure group meeting space at programming sites at San Ysidro
Community Center, libraries and recreation facilities. The Case Managers will plan Outreach and
Engagement activities and offer a series of activities to build rapport with all youth involved with
THRIVE throughout the summer months, based on funding. Staff will recruit youth to participate
in groups at existing late night gyu programs, communtiy and recreation centers, libraries and
other community locations within "Hotspot" designated areas.
Any youth identified as needing case management or mental health services will be scheduled
for a one-on-one meeting with a case manager and the youth's parents, if appropriate. It is
projected that eligible youth already receiving case management services from CONSULTANT
will be engaged and recruited to participate in THRIVE summer activities during the project
performance period. Frequency of case management sessions will be determined based on the
youth's needs. Case managers will make referrals for mental health services and assist the youth
in accessing them if needed.
CONSULTANT Case Managers will secure Late Night Gym (LNG) spaces in Gilroy upon
contract approval. Sessions of LNG will begin in early October, and continue weekly throughout
the project performance period with each session staffed by a minimum of 2 staff as well as
volunteers. Participants will sign-in for each LNG session. Presenters and volunteers for Late
Night Gym will be contracted and recruited upon contract approval.
Timeline of schedule events may include, but not limited to:
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October 2019
- On-going two curriculum-based groups are held weekly - one in Morgan Hill and one in Gilroy
- Continuing with outreach for Cara y Corazon parenting at San Ysidro
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Morgan Hill and Gilroy
- Outreach and Engagement Activity: Continue recruitement of LNG and assess program needs
- South County Techincal Team Meeting and Policy Team Meeting
November 2019
-On-going curriculum-based groups are held weekly in Morgan Hill and Gilroy
-Implementation of group at Cara y Corazon parenting at San Ysidro
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy with Pot Luck style Thanksgiving Family
Event
- South County Technical Team Meeting and Policy Team Meeting
December 2019
- Post-test/Graduation Ceremony for curriculum-based groups in Morgan Hill and Gilroy
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy
- Outreach and Engagement - Christmas Event with Fire Department
- South County Technical Team Meeting and Policy Team Meeting
January 2020
Outreach and recruitment for two curriculum-based groups are held weekly - one in Morgan hill
and one in Gilroy
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy
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- Outreach and Engagement - Morgan Hill Values Youth Event booth
- South County Technical Team Meeting and Policy Team Meeting
February 2020
- Implementation and pre-test for two curriculum-based groups are held weekly in Morgan Hill
and Gilroy
-Post-test/Graduation Ceremony for curriculum-based parenting group at San Ysidro
-Individual Case Management services provided
- Outreach and Engagement BBQ in the park
- South County Technical Team Meeting and Policy Team Meeting
March 2020
-On-going two curriculum-based groups are held weekly in Morgan hill and Gilroy
- Individual Case Management services provided
- Outreach and Engagement Activity based on program needs
-Late Night Gym sessions held weekly in Gilroy
- South County Technical Team Meeting and Policy Team Meeting
April 2020
-On-going two curriculum-based groups are held weekly in Morgan Hill and Gilroy
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy
- Outreach and Engagement Spring Break Party in the Park and Dia del Nino.
- Easter egg hunt with THRIVE families
- South County Technical Team Meeting and Policy Team Meeting
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May 2020
- Need to review and agreement on summer funding/programming for July 2020
- Post-test/Graduation Ceremony for two curriculum-based groups are held weekly in Morgan
Hill and Gilroy
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy
- Outreach and Engagement: Based on program need and and Resiliency Festival
- South County Technical Team Meeting and Policy Team Meeting
June 2020
- Based funding/programming
-Individual Case Management services provided
- Late Night Gym sessions held weekly in Gilroy
-Outreach and Engagement: Fun in the Park community event booth in both Morgan Hill and
Gilroy. Based on funding: Field Trip: Beach, Christopher High Aquatic, Bowling and/or Movie.
- South County Technical Team Meeting and Policy Team Meeting
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EXHIBIT “D”
PAYMENT SCHEDULE
A. Compensation to CONSULTANT Community Solutions shall be contingent upon
successful completion of the services outlined in EXHIBIT B, SCOPE OF SERVICES. A statement
of all professional services outlined under this AGREEMENT shall be prepared by CONSULTANT
Community Solutions and submitted to the City of Gilroy on or before the fifteenth (15th) day of the
month, following the billing quarter, following completion of each of the Services identified in
EXHIBIT B. If the services have been completed to the satisfaction of the City of Gilroy, the CITY
shall make payment to the CONSULTANT within thirty (30) business days after receipt of the
statement and approval thereof.
B. The maximum amount of compensation to be paid to CONSULTANT under this
AGREEMENT shall not exceed total budget: $111,000. CONSULTANT to successfully complete
the project within the 9 month period. Quarterly reimbursement will be based on work completed,
per budget specifications.
C. Any hours worked for which payment would result in a total exceeding the maximum
amount of compensation set forth herein shall be at no cost to CITY. All contract deliverables
needed for payment are stated in Exhibit B and include the completion of a quarterly invoice, with
relevent direct expenses back up, monthly narrative and statistical reporting to show measurement
for successful targeted youth intervention, groups and pro-social activities in pre-designated areas.
Monthly invoices and back up will be submitted to the CITY by the 15th of the next month,
as follows or the Friday prior to if the 15th falls on a weekend. An exception will be the last quarterly
invoice as the City funder requests the final invoice prior to the month's end :
Months Invoice Deadline
July 1 - July 30, 2019 August 15, 2019
August 1- August 30, 2019 September 15, 2019
September 1- September 30, 2019 October 15, 2019
October 1- October 31, 2019 November 15, 2019
November 1- November 30. 2019 December 15, 2019
December 1- December 31, 2019 January 15, 2020
January 1- January 31. 2020 February 15, 2020
February 1- February 29, 2020 March 15, 2020
March 1-March 31, 2020 April 15, 2020
April 1- April 30, 2020 May 15, 2020
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May 1- May 31, 2020 June 15, 2020
June 1- June 30, 2020 June 15, 2020
Please allow up 30 business days between submittal of invoice and confirmed back up
verification for the processing of payment. Invoices will be returned if necessary back up is not
attached and timing of check processing will be paused.
D. BUDGET - Please see attached.
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City of Gilroy
STAFF REPORT
Agenda Item Title: Approval of a Third Amendment to the Agreement for Services with
EOA Inc. for Bacteria Testing and Monitoring Related to the City
Stormwater Compliance Project
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Public Works Department
Submitted By: Girum Awoke
Prepared By: Girum Awoke
Robert Carrera
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Approve a third amendment to the agreement with EOA Inc. in the amount of $54,000
for continued services into Fiscal Year 2020-2021 of the Bacteria Monitoring and
Implementation Plan.
EXECUTIVE SUMMARY
The City of Gilroy holds a General National Pollutant Discharge Detection and
Elimination System (NPDES) Permit and must comply with the environmental rules and
regulations that come with the permit. The NPDES Permit contains provisions in
compliance with state and federal regulations that prevent trash, bacteria, sediment,
and other pollutants from entering our local waterways and making their way into the
ocean.
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As part of NPDES compliance efforts, the City relies on consultants for specialized
services. In a regional partnership with the City of Morgan Hill and Santa Clara County,
the City utilized the services of EOA Inc. (EOA), an environmental consulting firm with a
specialization in helping public and private sector clients with water quality
management. The City entered into a contract with EOA in December 2017 for bacteria
monitoring in local watersheds, in partnership with the City of Morgan Hill and Santa
Clara County. These partners have created a Regional Bacteria Total Maximum Daily
Load (TMDL) Monitoring Plan in accordance with the NPDES permit requirements. The
Monitoring Plan and the regional partnership have been approved by the Central Coast
Water Board. EOA has submitted a proposal to continue their services into Fiscal Year
(FY) 2020-2021. In order for them to continue into the next Fiscal Year a contract
amendment is being submitted to Council for consideration.
BACKGROUND
Pursuant to the Federal Water Pollution Control Act (Clean Water Act), the City of Gilroy
is responsible for ensuring the safe and adequate conveyance and discharge of storm
water runoff from properties and infrastructure within the city. Administered by the State
Water Resources Control Board (State Water Board), the Municipal Storm Water
Program regulates how California cities handle Municipal Separate Storm Sewer
Systems (MS4s). The United States Environmental Protection Agency (E.P.A.) defines
an MS4 as a conveyance or system of conveyances (including roads with drainage
systems, municipal streets, catch basins, curbs, gutters, ditches, man-made channels,
or storm drains) owned or operated by a city. In accordance with the E.P.A., a city is
issued a National Pollutant Discharge Detection and Elimination System (NPDES)
permit in order to handle MS4s. These storm water permits are required for discharges
from an MS4 area.
The City of Gilroy currently has a Municipal Storm Water Phase II Permit (for
municipalities less than 100,000 residents). Additionally, the City of Gilroy is also
responsible for complying with an Industrial General Permit (for the Corporation Yard),
and project specific Construction General Permit.
Since 2016, the City has been responding to three Notice of Violations (NOVs) issued
by the State of California Water Resources Control Board (SWRCB). The first NOV was
issued to the City on February 8, 2016 in response to violations found during a May 15,
2015 audit. Central Coast Water Board staff found the City in violation of the Post -
Construction Storm Water Management Program element of the NPDES Permit. Per
the Clean Water Act, the NPDES Storm Water Program addresses non-agricultural
sources of storm water discharges that adversely affect water quality. The Program
mandates that discharging entities implement various control measures to prevent
harmful pollutants in their storm water runoff from reaching water bodies, as prescribed
in storm water permits.
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The Central Coast Water Board also determined that the City was in violation of the
General Permit Pollution Prevention/Good Housekeeping provisions at the City
Corporation Yard. Additionally, upon inspection of the Corporation Yard, the Water
Board asked the City to enroll in the Industrial General Permit (IGP) since the
Corporation Yard failed to implement appropriate controls of the sources of pollution
and Best Management Practices. On February 9, 2017, a second NOV was issued to
the City because of the delay in the adoption of an updated Landscape Code, which
addresses landscape maintenance associated with storm water management facilities.
The second NOV was cleared when the City adopted a landscape ordinance.
Both of these NOVs have since been addressed by the City. However, in the process of
clearing the City of the first NOV, the Central Coast W ater Board reviewed the
construction plan sets and Storm Water Control Plans for select projects to confirm
adequate implementation of the Post Construction Requirements (PCRs) portion of the
Construction General Permit.
A third NOV was issued on March 11, 2019, alleging the City’s failure to follow PCR
procedures for various development projects. Based on Central Coast Water Board staff
review of the City’s April 2018 Technical Report and correspondence, the City was
found to be in violation of the PCRs for failing to apply, verify, implement, and maintain
post-construction storm water management controls. Staff has provided documents in
response to this NOV and is currently awaiting feedback from the Central Coast Water
Board. Upon resolution of this issue, the City will be in full compliance of current storm
water permit requirements.
The Department of Public Works has put in place measures to proactively manage the
City’s storm water programs. The program is currently managed by a part-time (16
hours a week) City of Morgan Hill Environmental Programs Coordinator through a
staffing contract with the City of Morgan Hill. This staff member works closely with the
Engineering Division on coordinating storm water management efforts. In addition, the
City works with consultants that provide subject-matter expertise and assistance in
NPDES Permit compliance, including the sampling and testing of storm water runoff and
surface waters.
ANALYSIS
EOA is an environmental consulting firm with a specialization in he lping public and
private sector clients with water quality management. On December 12th, 2017, the City
entered into a contract with EOA, joining a regional water quality monitoring effort with
the City of Morgan Hill and Santa Clara County (referred to as The Regional
Partnership) to support the monitoring, testing, and reporting on the region’s watershed.
The County of Santa Clara conducted a competitive procurement process and asked for
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proposals for this work from 6 consultants-- out of which only 2 responded. EOA was
selected based on their experience and qualifications to perform the work.
By contracting with EOA, the Regional Partnership administers the South Santa Clara
County Regional Bacteria Total Maximum Daily Loading (TMDL) Monitoring Plan. Th is
plan was finally approved by the Regional Water Quality Control Board on April 20,
2020. The Regional Partnership allows the City to optimize available resources and
data sharing, thereby reducing the amount of time and resources required to comply
with current and future NPDES permits. EOA’s services will help address provisions of
the NPDES Permit, which are required for compliance.
On behalf of all three members of the Regional Partnership, EOA implements the
regional monitoring plan, maintains a geodatabase of bacteria sources in the region’s
watershed, submits a mandatory annual report to the Central Coast Water Board called
the Total Maximum Daily Load (TMDL) Status Report, and provides on-call professional
services for water quality management and NPDES compliance. EOA has performed
field surveys, sampling, testing, and database management for the City. The current
EOA contract is for a total of $76,137 to provide these services through June 30, 2020.
With the recent approval of the Regional Bacteria TMDL Monitoring Plan, EOA has
submitted a proposal to continue providing services into FY 2020 -2021, related to
implementation of the South Santa Clara County Regional Bacteria TMDL Monitoring
Plan. As part of this project, EOA will conduct the follo wing: field monitoring, sampling,
laboratory testing, quality assurance/quality control analysis, drafting and submittal of
the TMDL Status Report, Microbial Source Tracking studies, and completion of the
Annual Water Monitoring Report-- all of which are required for compliance with the
NPDES Permit. Their proposal is included as an attachment to this staff report.
The table below shows the cost of the services to be performed in FY 2020-2021:
Task Description Cost
1 Implement Regional Monitoring Plan $39,889
2 Maintain Bacteria Geodatabase $1,500
3 Develop Water Year (WY) 2020 Regional TMDL
Status Report
$7,500
4 Miscellaneous On-Call Services $5,100
TOTAL $54,000
7.B
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Combined with the existing $76,137, the FY21 proposed amount will bring the total
contract amount to $130,137.
ALTERNATIVES
Council could choose not to extend the agreement with EOA for continued
implementation of the South Santa Clara County Regional Bacteria TMDL Monitoring
Plan. The City does not currently have the staffing resources or expertise to perform the
tasks required for compliance with the NPDES Permit. Discontinuing EOA’s services
would set back progress that has been made towards the goal of full compliance wi th
the NPDES permits. Not using EOA for this work would require an increase in staff time
and would divert resources from other core services. Furthermore, the City would not
fulfill its obligations to the Central Coast Water Board approved Regional Partne rship.
STAFF DOES NOT RECOMMEND THIS ALTERNATIVE.
FISCAL IMPACT/FUNDING SOURCE
A portion of the $54,000 cost for this contract amendment ($20,000) will be covered by
the Sewer Enterprise Fund (based on its applicability in the detection and elimination of
wastewater from surface waters). The remaining $34,000 of funding would be covered
by the General Fund in the department’s existing budget appropriations.
CONCLUSION
EOA provides the City with technical expertise in water quality management that will
help address the management of water pollution in regional watersheds, while meeting
the mandates set forth by the state. A contract with EOA strengthens the City’s
Regional Partnership in water monitoring efforts through the Central Coast Water Board
approved TMDL Monitoring Plan, and provides cost sharing opportunities. With EOA
services continuing into FY 2020-2021, the City expects to be in compliance with the
NPDES Permit provisions related to water quality monitoring.
Attachments:
1. DRAFT 3rd ADDENDUM to Agreement for Services - EOA
2. Agreement for Services for Bacteria Monitoring and Implementation
3. EOA - 1st Amend 2018 Agreement for Services for Bacteria Monitoring and ...
4. EOA - Bacteria Monitoring and Implementation (2018) - Amendment No. 2
7.B
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THIRD AMENDMENT TO THE AGREEMENT FOR SERVICES BETWEEN THE CITY OF
GILROY AND EOA INC.
WHEREAS, the City of Gilroy, a municipal corporation (“City”), and EOA, Inc. entered into
that certain agreement entitled “Agreement for Services”, effective on December 12, 2017, hereinafter
referred to as “Original Agreement”; and
WHEREAS, City and EOA, Inc. have determined it is in their mutual interest to amend certain
terms of the Original Agreement.
NOW, THEREFORE, FOR VALUABLE CONSIDERATION, THE PARTIES AGREE AS
FOLLOWS:
1. The first paragraph of Article 1 (Term of Agreement) of the Original Agreement shall be
amended to read as follows:
“This Amendment will become effective on December 12, 2017 and continue in effect through
June 30, 2021 unless terminated in accordance with the provisions of Article 7 of this
Agreement.”
2. Article 4, Section A (Consideration) of the Original Agreement shall be amended to read as
follows:
“In consideration for the services to be performed by CONSULTANT, CITY agrees to pay
CONSULTANT the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event
however shall the total compensation paid to CONTRACTOR exceed $130,137.
3. Exhibit “B” (Scope of Services) of the original agreement is hereby replaced with the attached
Exhibit “B”.
4. Exhibit “C” (Milestone Schedule) of the original agreement is hereby replaced with the attached
Exhibit “C”.
5. Exhibit “D” (Payment Schedule) of the original agreement is hereby replaced with the attached
Exhibit “D”.
6. This Amendment shall be effective on June 30, 2020.
7. Except as expressly modified herein, all of the provisions of the Original Agreement shall remain
in full force and effect. In the case of any inconsistencies between the Original Agreement and this
Amendment, the terms of this Amendment shall control.
8. This Amendment may be executed in counterparts, each of which shall be deemed an original,
but all of which together shall constitute one and the same instrument.
IN WITNESS WHEREOF, the parties have caused this Amendment to be executed as of the
dates set forth besides their signatures below.
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CITY OF GILROY EOA, INC.
By:
By:
[signature]
Jimmy Forbis [signature]
Ray Goebel
[employee name]
Interim City Administrator [name]
Vice President - Operations
[title/department] [title]
Date: Date:
Approved as to Form ATTEST:
City Attorney City Clerk
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EXHIBIT “B”
SCOPE OF SERVICES
This scope of services includes four tasks. Budget estimates and details are discussed below.
Implement Bacteria Monitoring Plan
Maintain Bacteria Regional Geodatabase
Prepare Water Year 2020 Total Maximum Daily Load Status Report
On-call services
Task 1. Implement Bacteria Monitoring Plan
On April 20, 2020, RWQCB staff approved the South Santa Clara County Regional Bacteria Total Maximum Daily
Load (TMDL) Monitoring Plan for the Pajaro River Watershed (Regional Monitoring Plan). The Regional Monitoring
Plan includes desktop studies and field investigations to identify sources of bacteria and assess compliance with the
TMDL. In Water Year 2021 (i.e., October 1, 2020 – September 30, 2021), the Monitoring Plan calls for collection of
outfall and receiving water samples during ten sampling events (five wet season events and five dry season events).
Two outfalls and four receiving water stations are located within the City of Gilroy. All samples will be analyzed for
FIB (E. coli and fecal coliform) and a subset of samples will be analyzed using Microbial Source Tracking (MST)
techniques (i.e., human genetic markers). MST analysis will generally be limited to the first three wet season events and
the first three dry season events. In addition, station UCU (Uvas Creek at Burchell Road), which is located upstream of
Gilroy, will not be included in the MST analyses.
EOA will conduct the monitoring at the Gilroy stations concurrent with the Morgan Hill and County stations.
Following sample collection FIB samples will be delivered, under chain-of-custody to Alpha Analytical in the City of
Livermore or arrangements will be made for currier services. MST samples will be delivered to CelAnalytical in the
City of San Francisco. This scope of work includes one third of the total labor costs to conduct the monitoring program.
The remainder will be paid by the County. This scope of work includes laboratory costs for samples collected from the
two outfalls and four receiving water stations located within Gilroy. The estimated laboratory costs reflect the
assumption that it will not be possible to sample the outfalls during the dry season due to lack of flow.
All monitoring and sample analysis will be performed using California Surface Water Ambient Monitoring Program
(SWAMP) comparable protocols and quality assurance objectives. These protocols include two field quality
assurance/quality control (QA/QC) samples during each of the ten monitoring events, a field duplicate and a field
blank. Laboratory analysis for one of the QA/QC samples is included in this scope of work. The other QA/QC sample
will be covered by Morgan Hill and the County.
A preliminary review of each data report from the analytical laboratories will be conducted as part of this scope of
work. The full data validation process and development of the monitoring report will be contracted separately in FY
2021/22.
Task 2. Maintain Regional Geodatabase
A Bacteria TMDL Geodatabase was developed in 2016 and updated to include the Gilroy jurisdictional area in 2018.
The Geodatabase is useful in identifying potential sources of FIB and the likelihood that the sources will enter the MS4.
The Geodatabase will be maintained in FY 2020/21 and updated with new information such as sanitary sewer
overflows (SSOs) reported by the State Water Resources Control Board.
Task 3. Prepare WY 2020 Total Maximum Daily Load Status Report
Provision E.15.d of the Phase II Permit requires annual submittal to the RWQCB of a report describing the status of
implementation of the Bacteria TMDL (i.e., TMDL Status Report). EOA will develop the Regional TMDL Status
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Report that describes implementation of the Bacteria TMDL and Regional Wasteload Allocation Attainment Plan
(WAAP) during WY 2020.
Under this task, as a separate, stand-alone document, EOA will also develop a Quality Assurance Project Plan (QAPP)
that describes baseline requirements to be met and outlines the procedures that will be used to ensure that data collected
through the South Santa Clara County Regional Bacteria TMDL Monitoring Plan meet those requirements. Where
applicable, the QAPP will reference requirements established by SWAMP.
Draft versions of the Regional TMDL Status Report and QAPP will be submitted to the Regional Partners for review.
Upon receipt of comments, the Regional TMDL Status Report and QAPP will be finalized.
Task 4. Miscellaneous On-Call Services
This task includes time for EOA to provide miscellaneous on-call tasks to assist Gilroy to comply with the Phase II
Permit. For example, Gilroy may wish for assistance with responses to RWQCB communications, review of the re -
issued Phase II Permit (anticipated in FY 2020/21), and/or trash assessment protocols. Details of this task will be
developed as needs arise. Tasks requested by Gilroy will be conducted as budget allows.
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EXHIBIT “C”
MILESTONE SCHEDULE
Task 1. Implement Bacteria Monitoring Plan
Preparation for field monitoring will begin in November 2020. Wet season monitoring will begin after
sufficient seasonal precipitation has occurred (approximately 8 cumulative inches) which is likely in January
or February 2021. Dry season monitoring will begin in April 2021.
Task 2. Maintain Regional Geodatabase
Updated maps will be submitted with the TMDL Status Report by October 15, 2021.
Task 3. Prepare WY 2020 Total Maximum Daily Load Status Report
Draft Regional WY 2020 TMDL Status Report (September 2020); Final Regional TMDL Status Report must
be submitted to the RWQCB by October 15, 2020.
Task 4. Miscellaneous On-Call Services
To be determined
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EXHIBIT “D”
PAYMENT SCHEDULE
FY 2020-2021 Compensation
Task Description Budget
1 Implement Regional Monitoring Plan $39,889
2 Maintain Bacteria Geodatabase $1,500
3 Develop WY 2020 Regional TMDL Status Report $7,500
4 Miscellaneous On-Call Services $5,111
TOTAL BUDGET $54,000
EOA will perform these services on a time and expense reimbursement basis, up to the above total budget amount,
according to the attached 2020 Fee Schedule, and will not exceed the total budget without prior authorization by the
City of Gilroy. To provide maximum flexibility, the budget will not be managed on a task-by-task basis. Rather, cost
savings realized in one task may be applied to other tasks, as needed. EOA will invoice services on a time and expense
reimbursement basis and submit monthly invoices to the City. Payment shall be net 30 days. Reimbursable expenses
will be billed at cost plus 10 percent.
2020 FEE SCHEDULE
The following fee schedule covers personnel rates for EOA, Inc. staff.
Our charges are divided into two categories: personnel, and direct expenses. A new fee schedule is issued at the
beginning of each year. Charges for all work, except where other arrangements have been made, are based on the new
schedule of charges.
PERSONNEL
Personnel charges are for any technical, clerical or administrative work necessary to perform the project. Work tasks
include geologic and environmental consulting, engineering and computer services, regulatory liaison, and report
preparation. Personnel rates are as follows:
Personnel Category Hourly Rates Principal……………………………….. $287
Managing Engineer/Scientist III……………………………………………. $279
Managing Engineer/Scientist II…………………………………………….. $264
Managing Engineer/Scientist I……………………………………………... $252
Senior Engineer/Scientist III – Project Leader……………………………... $232
Senior Engineer/Scientist/Planner II……………………………………….. $212
Senior Engineer/Scientist/Planner I…………………………….................... $194
Associate Engineer/Scientist III ………………………………................... $184
Associate Engineer/Scientist II…………………………………................... $175
Associate Engineer/Scientist I……………………………………………… $149
Assistant Engineer/Scientist……………………………………................... $134
Technician………………………………………………………………….. $117
Clerical/Computer Data Entry……………………………………………… $82
Charges for professional services are in increments of one quarter-hour. Depositions/legal testimony charged portal-to-
portal, at 200% of standard rates, with a four-hour minimum charge. In accordance with California Civil Procedure
2037.7, where applicable, the minimum fee must be paid prior to commencement of testimony. Preparation for court
cases is charged on a time-and-materials basis as outlined in this fee schedule.
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DIRECT EXPENSES
Reimbursement for expenses directly related to services provided will be charged at cost plus 10%. Examples of such
direct expenses include:
Costs of sub-consultants or subcontractors
Costs of special fees (insurance, permits, etc.)
Costs of long-distance telephone, copying, drafting, blueprints, etc. (EOA copies charged at $0.10 each for
B&W, $0.35 each for color. Large format $0.15/sq ft for B&W, $0.50/sq ft for color)
Costs of color map production supplies (color ink and large format paper)
Costs or rental of special equipment
Costs of authorized travel and related expenses
Automobile mileage directly related to services, at current IRS rate.
INVOICES
Invoices are prepared and submitted on a monthly basis, as either final or progress billings and are payable upon receipt
unless prior arrangements have been made. Interest of 1-1/2% per month, or the maximum rate allowed by law, is
payable on accounts not paid within 30 days.
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FIRST AMENDMENT TO AGREEMENT FOR SERVICES BETWEEN CITY OF GILROY
AND EOA, INC., TO INCLUDE THE CITY OF GILROY IN THE BACTERIA PLAN AND
RELATED IMPLEMENTATION
DATED DECEMBER 12, 2017
WHEREAS, the City of Gilroy, a municipal corporation ( "City "), and EOA, Inc., entered into
that certain agreement entitled Agreement for Services, effective on December 12, 2017, hereinafter
referred to as "Original Agreement "; and
WHEREAS, City and EOA, Inc., have determined it is in their mutual interest to amend certain
terms of the Original Agreement.
NOW, THEREFORE, FOR VALUABLE CONSIDERATION, THE PARTIES AGREE AS
FOLLOWS:
1. Article 1, first paragraph (Term of Agreement) of the Original Agreement shall be amended to
read as follows:
This Agreement will become effective on December 12, 2017 and will
continue in effect through June 30, 2019 unless terminated in accordance
with the provisions of Article 7 of this Agreement."
3. This Amendment shall be effective on August 22, 2018.
4. Except as expressly modified herein, all of the provisions of the Original Agreement shall
remain in full force and effect. In the case of any inconsistencies between the Original Agreement and
this Amendment, the terms of this Amendment shall control.
5. This Amendment may be executed in counterparts, each of which shall be deemed an original,
but all of which together shall constitute one and the same instrument.
IN WITNESS WHEREOF, the parties have caused this Amendment to be executed as of the
dates set forth besides their signatures below.
CITY OF ROY EOA, L
By: By:
signature]
Girum Awoke
employee name]
Director of Public Works
title /department]
Date: Date:
4845 - 8215- 5540v1
MDOLINGER104706083 -1-
Y12JIlS
title]
7.B.c
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Approved as to Form
City Attorney
4845 - 8215- 5540v1
MDOLINGER104706083 -2-
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SECOND AMENDMENT TO AGREEMENT FOR SERVICES BETWEEN CITY OF GILROY
AND EOA, INC., TO INCLUDE THE CITY OF GILROY IN THE BACTERIA PLAN AND
RELATED IMPLEMENTATION DATED DECEMBER 12, 2017
WHEREAS, the City of Gilroy, a municipal corporation ("City"), and EOA, Inc., entered into
that certain agreement entitled Agreement for Services, effective on December 12, 2017, hereinafter
referred to as "Original Agreement"; and
WHEREAS, City and EOA, Inc., have determined it is in their mutual interest to amend certain
terms of the Original Agreement.
NOW, THEREFORE, FOR VALUABLE CONSIDERATION, THE PARTIES AGREE AS
FOLLOWS:
1. Article 1, first paragraph of the Original Agreement shall be amended to read as follows:
This Amendment will become effective on May 7, 2019 and will
continue in effect through June 30, 2020 unless terminated in accordance
with the provisions of Article 7 of this Agreement."
2. Article 4 A. Consideration of the Original Agreement shall be amended to read as follows:
In consideration for the services to be performed by CONSULTANT, CITY agrees to
pay CONSULTANT the amounts set forth in Exhibit "D" ("Payment Schedule"). In no event
however shall the total compensation paid to Consultant exceed $76,137.
3. Exhibit `B" (Scope of Services) of the Original Agreement is hereby replaced with the attached
Exhibit `B"
4. Exhibit "C" (Milestone Schedule) of the Original Agreement is hereby replaced with the
attached Exhibit "C"
5. Exhibit "D" (Payment Schedule) of the Original Agreement is hereby replaced with the
attached Exhibit "D"
6. This Amendment shall be effective on July 1, 2019
6. Except as expressly modified herein, all of the provisions of the Original Agreement shall
remain in full force and effect. In the case of any inconsistencies between the Original Agreement and
this Amendment, the terms of this Amendment shall control.
7. This Amendment may be executed in counterparts, each of which shall be deemed an original,
but all of which together shall constitute one and the same instrument.
4845-8215-5540v1
MDOLINGER104706083
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IN WITNESS WHEREOF, the parties have caused this Amendment to be executed as of the
dates set forth besides their signatures below.
CITY OF GILROY
By. [
signature] -...
Gabriel A. Gonzalez
employee name]
City Administrator
title/department]
EOA, INC
By: s
signature]
Ray Goebe
Date: j Date:
Approved Fo
City Attorney
4845-8215-55400 _2_ MDOLINGER104706083
name]
Vice President - Operations
title]
ATTE :
Ity C k
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EXHIBIT "B"
Environmental and Public Health Engineering
Date: February 27, 2019
Ms. Tanya Carothers
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
Subject: Scope of Work for City of Gilroy Water, Phase II NPDES Permit Support during Calendar Year
2019
Tanya,
This letter describes the scope of services and associated budget to continue supporting the City of Gilroy
during calendar year 2019 with compliance with the Phase II Small Municipal Separate Storm Sewer
System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit (Phase II Permit; Order No.
2013-0001-DWQ). The scope of services is consistent with the tasks that were approved by Central
Coast Regional Water Quality Control Board (RWQCB) staff (via electronic mail on January 15, 2019) as
appropriate alternatives to fecal indicator bacteria field sample collection during Water Year (WY) 2019
and 2020. The tasks were developed in coordination with the County of Santa Clara (County) and the City
of Morgan Hill. Collectively, Gilroy, Morgan Hill, and the County are referred to as the Regional Partners.
SCOPE OF SERVICES
This scope of services includes five tasks. Budget estimates and details are discussed below.
Develop Regional Wasteload Allocation Attainment Plan
Maintain and Improve Regional Geodatabase
Conduct Pet Waste Reconnaissance
Prepare WY 2019 Total Maximum Daily Load Status Report
On -call services
FASS06\_Project Management\Gilroy\Gilroy monitoring scope 2-27-1g.docx
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EXHIBIT "B"
Ms. Tanya Carothers
February 27, 2019
Page 2 of 5
Task 1. Develop Regional Wasteload Allocation Attainment Plan
On January 15, 2019, RWQCB staff approved the recommendation from the Regional Partners to
develop a Regional Wasteload Allocation Attainment Plan (WAAP) to address the Pajaro River Fecal
Indicator Bacteria (FIB) Total Maximum Daily Load (TMDL). The Regional WAAP will describe the proposed
shift from the field portion of the current FIB monitoring program (i.e., collection of samples from receiving
waters for E. coli analysis). Instead, resources in WY 2019 and 2020 will be directed towards more
targeted source identification studies and development/implementation of new or improved control
measures emphasizing human pathogens.
A key component of the Regional WAAP will be a description of the actions currently being done by each
of the Regional Partners to address clean-up of homeless encampments. The issue of homelessness is
complex and politically sensitive. Potential solutions are generally resource intensive and beyond the scope
of stormwater programs. Furthermore, clean-up activities can be dangerous to personnel due to encounters
with individuals/dogs and the presence of hazardous materials. However, EOA will work with the City of
Gilroy to identify opportunities to improve homeless encampment clean-up and/or prevention actions that
can be conducted by the stormwater program. These may include:
coordination with other municipal departments, NGOs, and non -profits;
development of flyers and signage specifically targeting the homeless population; and
development of a voucher program for the RV population for disposal of black water.
New actions identified through this task will be described in the Regional WAAP.
The regional WAAP will document inclusion of Gilroy into the Regional Bacteria TMDL Monitoring Plan
which is being updated under EOA's prior contract with Gilroy.
A draft version of the Regional WAAP will be submitted to Gilroy, Morgan Hill, and the County for review.
Upon receipt of comments, the Regional WAAP will be finalized.
Cost: $6,594. This cost represents approximately one third of the total cost to develop the Regional
WAAP and write-up homeless response section. The remaining costs will be paid through separate
contracts with Morgan Hill and the County
Schedule: Draft Regional WAAP (early June 2019); Final Regional WAAP must be submitted to the
RWQCB by June 30, 2019
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EXHIBIT "B"
Ms. Tanya Carothers
February 27, 2019
Page 3 of 5
Task 2. Maintain and Improve Regional Geodatabase
A Bacteria TMDL Geodatabase was developed in 2016 and updated to include the Gilroy jurisdictional
area in 2018. The Geodatabase is useful in identifying potential sources of FIB and the likelihood that the
sources will enter the MS4. The Geodatabase will be maintained in 2019 and updated with new
information such as sanitary sewer overflows (SSOs) reported by the State Water Resources Control
Board. Furthermore, based on field observations of stream flow and review of the WY 2018 E. coli data,
several potential improvements to the Geodatabase were identified.
Hydrologic Mapping. The Geodatabase currently uses hydrologic information obtained from
Valley Water (formerly the Santa Clara Valley Water District). A more detailed hydrologic layer
will improve understanding of when and where tributaries discharge to receiving waters. Updates
will include: review of current hydrologic conditions that have changed and/or are planned as a
result of drainage improvements; identification of creek reaches that are known to dry up during
the dry season (recent Valley Water studies will be included); and merging/rectification of
catchment mapping conducted for the TELR model with the creek and storm drain layers.
Age Mapping of Storm Drain Infrastructure. To the extent that data are available, the age of
the Gilroy storm drain infrastructure will be mapped. In the absence of construction dates, ages
will be estimated based on the approximate year that surrounding parcels were developed as
noted in the County Assessor Database. Results of the mapping could be used to identify
opportunity for additional investigations.
Sanitary Sewer Infrastructure. EOA will work with Gilroy sanitary sewer managers to map and
estimate the age of sanitary sewer infrastructure. In addition, phone interviews and/or report
reviews will be conducted to understand operations and maintenance (O&M) activities, including
planned upgrades and integrity testing (smoke and dye testing). If opportunities for improved
coordination, O&M, and additional investigations are identified, they will be described in the
Regional WAAP.
Cost: $5,219
Schedule: Updated maps will be submitted with the TMDL Status Report by October 15, 2019. New
actions (if relevant) will be listed in the Regional WAAP (June 30, 2019).
Task 3. Pet Waste Reconnaissance
EOA will conduct pet waste reconnaissance at parks and trails in Gilroy to identify locations where pet
waste is particularly problematic. If relevant and within the available budget, protocols developed by the
City of Watsonville for similar reconnaissance work will be followed. The protocol will be described in the
Regional WAAP (deadline June 30, 2019) and the results will be described and mapped in the TMDL
1-
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EXHIBIT "B"
Ms. Tanya Carothers
February 27, 2019
Page 4 of 5
Status Report (deadline October 15, 2019). Gilroy may use results of the survey to identify locations for
public outreach signage or dog waste cleanup stations.
Cost: $3,686. This cost assumes that Morgan Hill will contract with EOA for the same task and that
reconnaissance visits will be conducted on the some dates.
Schedule: Pet waste reconnaissance surveys will be conducted on two occasions, likely once in the spring
and once in the summer.
Task 4. Prepare WY 2019 Total Maximum Daily Load Status Report
Provision E.1 5.d of the Phase II Permit requires annual submittal to the RWQCB of a report describing the
status of implementation of the Bacteria TMDL (i.e., TMDL Status Report). EOA will develop the a Regional
TMDL Status Report that describes implementation of the Bacteria TMDL and Regional WAAP. The TMDL
Status Report will include a Table of Quantitative Interim Milestones for Achieving Wasteload Allocations
based on the example template included in the RWQCB letter dated January 15, 2019.
A draft version of the Regional TMDL Status Report will be submitted to Gilroy, Morgan Hill, and the
County for review. Upon receipt of comments, the Regional TMDL Status Report will be finalized.
Cost: $5,000. This cost is on third of the total cost estimated to prepare the report. It assumed that Morgan
Hill and the County will each contract with EOA for a similar amount.
Schedule: Draft Regional WY 2019 TMDL Status Report (September 2019); Final Regional TMDL Status
Report must be submitted to the RWQCB by October 15, 2019.
Task 5. On -Call Services
We recommend that the City of Gilroy authorize a budget of $5,000 for on -call services related to
compliance with the Phase II Permit. For example, Gilroy may wish for assistance with trash assessment
protocols. Details of this task will be developed as needs arise.
Cost: $5,000
Schedule: to be determined
OM
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EXHIBIT "B"
Ms. Tanya Carothers
February 27, 2019
Page 5 of 5
COMPENSATION
Task Description Budget
1 Develop Regional WAAP $6,594
2 Maintain and Improve Geodatabase $6,127
3 Conduct Pet Waste Reconnaissance $3,686
4 Develop Regional TMDL Status Report $5 000
5 On -Call Services $5,000
TOTAL BUDGET $26,407
EOA will perform these services on a time and expense reimbursement basis, up to the above total budget
amount, according to the attached 2019 Fee Schedule, and will not exceed the total budget without prior
authorization by the City of Gilroy. To provide maximum flexibility, the budget will not be managed on a
task -by -task basis. Rather, cost savings realized in one task may be applied to other tasks, as needed.
The project manager will be Bonnie de Berry, CPSWQ (Managing Scientist 1) with support from Chris
Sommers (Managing Scientist III), Stefan Grozev (Associate Scientist II), and other EOA staff if needed.
EOA will invoice services on a time and expense reimbursement basis and submit monthly invoices to the
City. Payment shall be net 30 days. Reimbursable expenses will be billed at cost plus 10 percent.
Please contact Bonnie de Berry at 510-832-2852 X.123 if you have any questions.
Sincerely,
Ray Goebel
Vice President
EOA, Inc.
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EXHIBIT "C"
MILESTONE SCHEDULE
Task 1. Develop Regional Wasteload Allocation Attainment Plan:
Schedule: Draft Regional WAAP (early June 2019); Final Regional WAAP must be submitted
to the RWQCB by June 30, 2019
Task 2. Maintain and Improve Regional Geodatabase:
Schedule: Updated maps will be submitted with the TMDL Status Report by October 15, 2019.
New actions (if relevant) will be listed in the Regional WAAP (June 30, 2019).
Task 3. Pet Waste Reconnaissance
Schedule: Pet waste reconnaissance surveys will be conducted on two occasions, likely once in
the spring and once in the summer.
Task 4. Prepare WY 2019 Total Maximum Daily Load Status Report
Schedule: Draft Regional WY 2019 TMDL Status Report (September 2019); Final Regional
TMDL Status Report must be submitted to the RWQCB by October 15, 2019.
Task 5. On -Call Services
Schedule: to be determined
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Packet Pg. 122 Attachment: EOA - Bacteria Monitoring and Implementation (2018) - Amendment No. 2 (2807 : Amendment to agreement with EOA Inc for
EXHIBIT "D"
Environmental and Public Health Engineering
2019 FEE SCHEDULE
The following fee schedule covers personnel rates for EOA, Inc. staff.
Our charges are divided into two categories: personnel, and direct expenses. A new fee schedule is issued at the
beginning of each year. Charges for all work, except where other arrangements have been made, are based on the new
schedule of charges.
PERSONNEL
Personnel charges are for any technical, clerical or administrative work necessary to perform the project. Work tasks
include geologic and environmental consulting, engineering and computer services, regulatory liaison, and report
preparation. Personnel rates are as follows:
Personnel Category Hourly Rates
Principal......................................................................................... $279
Managing Engineer/Scientist III ..................................................... $271
Managing Engineer/Scientist II ...................................................... $256
Managing Engineer/Scientist I ....................................................... $245
Senior Engineer/Scientist III — Project Leader ............................... $225
Senior Engineer/Scientist/Planner Il............................................... $206
Senior Engineer/Scientist/Planner I ................................................ $188
Associate Engineer/Scientist III ..................................................... $179
Associate Engineer/Scientist II ....................................................... $170
Associate Engineer/Scientist I ........................................................ $145
Assistant Engineer/Scientist........................................................... $130
Technician...................................................................................... $114
Clerical/Computer Data Entry ........................................................ $80
Charges for professional services are in increments of one quarter-hour. Depositions/legal testimony charged portal-to-
portal, at 200% of standard rates, with a four-hour minimum charge. In accordance with California Civil Procedure
2037.7, where applicable, the minimum fee must be paid prior to commencement of testimony. Preparation for court
cases is charged on a time -and -materials basis as outlined in this fee schedule.
DIRECT EXPENSES
Reimbursement for expenses directly related to services provided will be charged at cost plus 10%. Examples
of such direct expenses include:
Costs of sub -consultants or subcontractors
Costs of special fees (insurance, permits, etc.)
Costs of long-distance telephone, copying, drafting, blueprints, etc. (EOA copies charged at $0.10
each for B&W, $0.35 each for color. Large format $0.15/sq ft for B&W, $0.50/sq ft for color)
Costs of color map production supplies (color ink and large format paper)
Costs or rental of special equipment
Costs of authorized travel and related expenses
Automobile mileage directly related to services, at current IRS rate.
INVOICES
Invoices are prepared and submitted on a monthly basis, as either final or progress billings and are payable
upon receipt unless prior arrangements have been made. Interest of 1-1/2% per month, or the maximum rate
allowed by law, is payable on accounts not paid within 30 days.
EOA, Inc. • 1410 Jackson Street • Oakland, CA 94612 • Tel: (510) 832-2852 • Fax: (510) 832-2856
7.B.d
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City of Gilroy
STAFF REPORT
Agenda Item Title: Approval of Funding Priorities for Community Development Block
Grant (CDBG) and Housing Trust Fund (HTF) Programs for Fiscal
Year 2020-2021 and Receipt of Comments on the Draft 2020-2025
Consolidated Plan
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Community Development Department
Submitted By: Karen Garner
Prepared By: Karen Garner
Sue O'Strander
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
Neighborhood Services
Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Motion to continue the public hearing to the June 15, 2020 regular meeting.
EXECUTIVE SUMMARY
It is recommended that the Council continue the public hearing for this item to
the June 15th regular meeting. The Council may open the public hearing, take
public comment, and leave the public hearing open until this continued date.
As an entitlement jurisdiction of the Community Development Block Grant (CDBG), the
City of Gilroy is required to complete a 5-year Consolidated Plan (ConPlan) to receive
and disperse grant allocations. In 2019, the City teamed up with Santa Clara County
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and other cities across the county to conduct a regional 2020-2025 ConPlan and other
additional tasks, such as a countywide Assessment of Fair Housing. Conducting these
projects jointly saved the City significant resources as oppose to conducting these
services by ourselves. The Draft 2020-2025 ConPlan includes the 2020-2021 Annual
Action Plan, which incorporates renewal of the CDBG public services and housing grant
programs, as well as the local Housing Trust Funds (HTF) grant programs. These
programs are entering into their second year of funding, in conjunction with the biennial
budget. The Assessment of Fair Housing is still in process and will be presented to
Council at a later date.
At this time, the City Council is requested to consider the Draft 2020-2025 ConPlan and
approve funding recommendations for FY 2020-2021 allocations. These actions are in
advance of a subsequent hearing to approve the 2020-2025 ConPlan and FY 2020-
2021 Action Plan, tentatively anticipated on June 15, 2020.
BACKGROUND
For jurisdictions that receive Community Development Block Grant (CDBG) funding, a
Consolidated Plan (ConPlan) is required every 5 years to help jurisdictions assess their
affordable housing and community development needs and to make informed decisions
according to data and market conditions. CDBG program requirements must
accomplish one of three national objectives:
Activities which benefit low-and moderate-income persons
Elimination of slums and blight
Urgent Need – addressing a particular urgency that poses serious and immediate
threat to the health and welfare of the community.
Of the national objectives, a grantee is expected to use at least 70% of CDBG funds on
activities that benefit low-moderate income persons. As such, this objective is typically
the most used and highest priority for goal setting.
In Santa Clara County, CDBG grantee agencies coordinate the ConPlan through a
regional planning effort. The ConPlan is carried out through Annual Action Plans (one
for each fiscal year), which provide a concise summary of the actions, activities, and the
specific federal and non-federal resources that will be used each year to address priority
needs and specific goals of the ConPlan. In order to receive federal grant funding for
the Plan Year 2020, the City of Gilroy must prepare, submit and approve a 5-year
ConPlan and Annual Action Plan (AAP or Action Plan) before federal monies will be
allocated.
2020-2025 Consolidated Plan
In May 2019, Santa Clara County issued a Request For Proposals for a consultant to
initiate a regional ConPlan for the 2020-2025 period. This regional approach greatly
streamlines cost and efforts by the various agencies to comply with the federal Housing
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and Urban Development (HUD) requirements. Among the various tasks, the selected
consultant (Michael Baker International, or MBI) conducted various workshops and
meetings to identify regional and local concerns relating to housing affordability,
homelessness, improving local communities, and service needs. Gilroy was particularly
successful in a survey outreach whereby 512 responses were received (355 paper
format and 157 electronic/online). One of the final tasks is for MBI to prepare a Draft
ConPlan for public review, and attend one public hearing at each Santa Clara County
agency where the document will be presented.
As part of a five-year ConPlan, the first year’s Action Plan is included in that document.
Beginning on May 15, 2020, Gilroy’s Draft 2020 -2025 ConPlan and FY 2020-2021
Action Plan were available for public review and comment. The start of the 30-day
public review period was publically noticed in English and Spanish, and ends on June
15, 2020.
FY 2020-2021 Funding
The City reviews applications for federal CDBG and local HTF grant allocations on a 2-
year cycle. FY 2020-2021 is the second year of the current cycle. On March 11, 2020,
the Housing & Neighborhood Revitalization Committee (HNRC) took action to
recommend that the City Council renew the current year (FY 2019-2020) programs in
the second year. As the City expects a slight reduction in the upco ming fiscal year’s
CDBG entitlement grant allocation, the CDBG funding recommendations reflect a 2.2%
reduction. In FY 2020-2021, Gilroy expects $468,300 available for CDBG program
allocations.
At the March 11, 2020 meeting, the HNRC was also presented wit h several capital
improvement projects that may be eligible for CDBG funding. The Committee prioritized
potential projects for consideration in upcoming and future Action Plans.
ANALYSIS
The Draft ConPlan was made available for public review and comment be ginning on
May 15, 2020, and will end on June 15, 2020. During this period, the public can view the
results of the community input received during the project outreach period. As such, this
public hearing provides additional opportunity for community members to share
comments pertaining to the Draft 2020-2025 ConPlan or the FY 2020-2021 Action Plan.
Consolidated Plan Goals
The HNRC supported the 4 preliminary goals presented by staff for inclusion in the Draft
ConPlan. During the course of the ConPlan preparation, however, it was recognized
that some goals could be expanded to include more clarify. The goals presented in the
Draft 2020-2025 ConPlan include:
Preserve affordable housing for home ownership
Install safety and enhanced public improvements
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Support small business expansion
Workforce development
Supportive services for homeless populations
Supportive services for special needs populations
Fair housing support
Neighborhood revitalization
FY 2020-2021 Annual Action Plan Programs
The HNRC considered grant allocations for FY 2020-2021 Action Plan activities. The
committee recommended renewing existing programs from the current fiscal year for
both CDBG ($218,659) and HTF ($200,800) funding sources, totaling $419,459 in
public services and housing rehabilitation:
CDBG Public Services:
o Live Oak Adult Day Services (adult day care) $11,292
o Gilroy Compassion Center (day center for the homeless) $15,954
o Catholic Charities of Santa Clara County (long term care ombudsman) $9,410
o City of Gilroy Recreation Department (youth center) $36,884**
o City of Gilroy Recreation Department (swim lessons) $755**
** At a meeting on May 13th, HNRC supported an adjustment request by Gilroy Recreation
to shift $1200 from Swim Lessons to the Youth Center. The updated amounts are reflected.
CDBG Rehabilitation Programs:
o Rebuilding Together Silicon Valley (rebuilding home repair, housing
rehabilitation and accessibility modification) $144,364
HTF Grant Allocations:
o The Health Trust (meals on wheels) $20,000
o Gilroy Compassion Center (day center for the homeless) $23,800
o St. Joseph’s Family Center (homeless prevention and safety net services)
$50,000
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o St. Joseph’s Family Center (Gilroy Street Team) $35,000
o Silicon Valley Independent Living Center (housing and emergency services
for persons with disabilities) $25,000
o Project Sentinel (fair housing) $21,000
o Project Sentinel (tenant/landlord counseling and dispute resolution) $26,000
Capital Improvement Project Priorities
The HNRC was presented with several potential capital improvement projects for
inclusion in upcoming and future Annual Action Plans. As the necessary funding may
overlap several years, and necessitates coordination with the Public Works Department,
the Committee was requested to prioritize the projects starting with the high est priority.
This prioritization list will assist staff in identifying projects as future CDBG funds are
available in these areas:
1. Annual Sidewalk/Curb Ramp Program (specific to sites within the Neighborhood
Revitalization Strategy Area or NRSA)
2. Other capital projects within the NRSA (projects listed for reference, but no
priority order recommended by Committee)
Gateway Senior Apartments Pedestrian Crossing Safety Improvements
Murray Avenue Sidewalk Gap Closure
Sidewalk Gap Closure – 8340 Swanston Lane
El Rancho Foods Sidewalk Gap Closure.
3. Capital projects outside the NRSA (projects listed for reference, but no priority
order recommended by Committee)
Miller Crossing and Uvas Creek Pedestrian Improvements
Mantelli & Church Bulb-Out and Crosswalk Improvements
ALTERNATIVES
1. The City Council may wish to adjust the FY 2020-2021 Action Plan program
grant funding allocations as recommended by the HNRC. As the programs have
successfully met their goals through the first half of the current fiscal year, this
alternative is not recommended.
2. The City Council may wish to re-prioritize, eliminate, or add to the list of capital
improvement projects.
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FISCAL IMPACT/FUNDING SOURCE
Preparation of the 2020-2025 ConPlan and 2020-2021 Annual Action Plan was
conducted with the coordination of Santa Clara County and various other cities within
the county. Cost-sharing for project expenses is divided among the participating
jurisdictions based on the level of work requested. This approach, led by Santa Clara
County, saved significant City costs and staff time for conducting these projects. The
alternative would have been for the City to hire and manage our own consultant, with
overlapping and inconsistent regional outreach efforts. The City is working on a revenue
sharing agreement with Santa Clara County to pay approximately $38,600 for these
services. The costs for these services can be recovered through this year’s CDBG
entitlement grant under the 20% cap for program administration.
Revenue from the HTF is primarily funded through the repayment of promissory notes
secured by and trust deeds recorded on property titles and equity share payments from
sale, or resale, of Below-Market Rate (BMR) properties. There is an adequate fund
balance to conduct HTF grant activities for the FY 2020-2021 period.
NEXT STEPS
Final action by City Council is anticipated on June 15, 2020, when the 2020-2025
ConPlan and FY 2020-2021 Annual Action Plan will be adopted.
PUBLIC OUTREACH
Extensive community participation occurred as part of the process to prepare the Draft
ConPlan, as described above. Specifically, a joint meeting of the Community &
Neighborhood Revitalization Committee (CNRC) and Housing Advisory Committee
(HAC) on December 8, 2019 was held to conduct Community Forum for community
members to have an opportunity to provide input to identify and prioritize community
needs for the next five-year period. The CNRC and HAC have since been combined to
form the Housing & Neighborhood Advisory Committee (HNRC).
Staff presented the HNRC recommendations to the Parks & Recreation Commission on
May 19, 2020 and the Bicycle & Pedestrian Commission on May 26, 2020. Both
commissions were informed of the availability of the Draft ConPlan and FY 2020-2021
Action Plan, the comment period, and anticipated hearings before City Council.
Attachments:
1. Draft 2020-2025 Consolidated Plan
2. Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-
20)
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City of Gilroy
Draft 2020 - 2025 Consolidated Plan │ 1
TABLE OF CONTENTS
Executive Summary ................................................................................................................. 5
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ...................................................................... 5
The Process ............................................................................................................................17
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ....................................................................... 17
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ........................... 18
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................................. 27
Needs Assessment .................................................................................................................33
NA-05 Overview ...................................................................................................................................... 33
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ................................................................. 38
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ......................................... 49
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ............................ 52
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .................................. 55
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ...................................................... 57
NA-35 Public Housing – 91.205(b) .......................................................................................................... 59
NA-40 Homeless Needs Assessment – 91.205(c) .................................................................................. 64
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) .......................................................... 72
NA-50 Non-Housing Community Developm ent Needs – 91.215 (f) ........................................................ 76
Housing Market Analysis........................................................................................................78
MA-05 Overview ...................................................................................................................................... 78
MA-10 Number of Housing Units – 91.210(a)&(b)(2) .............................................................................. 79
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ............................................................... 82
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ...................................................... 85
MA-25 Public and Assisted Housing – 91.210(b) .................................................................................... 87
MA-30 Homeless Facilities and Services – 91.210(c) ............................................................................. 90
MA-35 Special Needs Facilities and Services – 91.210(d) ..................................................................... 94
MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................................. 98
MA-45 Non-Housing Community Development Assets – 91.215 (f) ....................................................... 99
MA-50 Needs and Market Analysis Discussion..................................................................................... 105
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2) ................................................................................... 109
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) .......................................................................... 110
Strategic Plan ........................................................................................................................ 111
SP-05 Overview ..................................................................................................................................... 111
SP-10 Geographic Priorities – 91.215 (a)(1) ......................................................................................... 112
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City of Gilroy
Draft 2020 - 2025 Consolidated Plan │ 2
SP-25 Priority Needs - 91.215(a)(2) ...................................................................................................... 114
SP-30 Influence of Market Conditions – 91.215 (b) .............................................................................. 119
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ................................................................ 120
SP-40 Institutional Delivery Structure – 91.215(k) ................................................................................ 122
SP-45 Goals Summary – 91.215(a)(4) .................................................................................................. 124
SP-50 Public Housing Accessibility and Involvement – 91.215(c) ........................................................ 129
SP-55 Barriers to affordable housing – 91.215(h) ................................................................................. 130
SP-60 Homelessness Strategy – 91.215(d) .......................................................................................... 132
SP-65 Lead-based Paint Hazards – 91.215(i)....................................................................................... 134
SP-70 Anti-Poverty Strategy – 91.215(j) ............................................................................................... 135
SP-80 Monitoring – 91.230 .................................................................................................................... 136
Expected Resources ............................................................................................................. 137
AP-15 Expected Resources – 91.220(c)(1,2)........................................................................................ 137
AP-20 Annual Goals and Objectives ..................................................................................................... 140
Projects.................................................................................................................................. 144
AP-35 Projects – 91.220(d) ................................................................................................................... 144
AP-38 Project Summary ........................................................................................................................ 145
AP-50 Geographic Distribution – 91.220(f) ........................................................................................... 150
Affordable Housing ............................................................................................................... 151
AP-55 Affordable Housing – 91.220(g) ................................................................................................. 151
AP-60 Public Housing – 91.220(h) ........................................................................................................ 152
AP-65 Homeless and Other Special Needs Activities – 91.220(i)......................................................... 153
AP-75 Barriers to Affordable Housing – 91.220(j) ................................................................................. 155
AP-85 Other Actions – 91.220(k) .......................................................................................................... 157
Program Specific Requirements .......................................................................................... 159
AP-90 Program Specific Requirements – 91.220(l)(1,2,4) .................................................................... 159
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1)................... 159
Reference 24 CFR 91.220(l)(2) ............................................................................................................. 159
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City of Gilroy
Draft 2020 - 2025 Consolidated Plan │ 3
LIST OF TABLES
Table 1 Responsible Agencies .......................................................................................... 17
Table 2 Agencies, groups, organizations who participated ................................................25
Table 3 Other local / regional / federal planning efforts ......................................................26
Table 4 Citizen Participation Outreach ...............................................................................32
Table 5 Housing Needs Assessment Demographics .........................................................38
Table 6 Total Households Table ........................................................................................38
Table 7 Housing Problems Table .......................................................................................39
Table 8 Housing Problems 2..............................................................................................39
Table 9 Cost Burden >30% ................................................................................................40
Table 10 Cost Burden >50% ................................................................................................40
Table 11 Crowding Information – 1/2 ...................................................................................40
Table 12 Crowding Information 2/2 ......................................................................................41
Table 13 Disproportionately Greater Need 0 - 30% AMI ......................................................49
Table 14 Disproportionately Greater Need >30 - 50% AMI ..................................................50
Table 15 Disproportionately Greater Need >50 - 80% AMI ..................................................50
Table 16 Disproportionately Greater Need >80 - 100% AMI ................................................50
Table 17 Severe Housing Problems 0 - 30% AMI ................................................................52
Table 18 Severe Housing Problems >30 - 50% AMI ............................................................53
Table 19 Severe Housing Problems >50 - 80% AMI ............................................................53
Table 20 Severe Housing Problems >80 - 100% AMI ..........................................................54
Table 21 Greater Need: Housing Cost Burdens AMI ...........................................................55
Table 22 Public Housing by Program Type ..........................................................................60
Table 24 Characteristics of Public Housing Residents by Program Type .............................60
Table 25 Race of Public Housing Residents by Program Type ............................................61
Table 26 Ethnicity of Public Housing Residents by Program Type .......................................61
Table 31 Residential Properties by Unit Number .................................................................79
Table 32 Unit Size by Tenure ..............................................................................................79
Table 33 Cost of Housing ....................................................................................................82
Table 34 Rent Paid ..............................................................................................................82
Table 35 Housing Affordability .............................................................................................82
Table 36 Monthly Rent ........................................................................................................83
Table 37 Condition of Units .................................................................................................85
Table 38 Year Unit Built .......................................................................................................85
Table 39 Risk of Lead-Based Paint .....................................................................................86
Table 40 Vacant Units .........................................................................................................86
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City of Gilroy
Draft 2020 - 2025 Consolidated Plan │ 4
Table 41 Total Number of Units by Program Type ...............................................................87
Table 42 Public Housing Condition ......................................................................................88
Table 43 Facilities and Housing Targeted to Homeless Households ...................................90
Table 44 Supportive Housing Programs ..............................................................................96
Table 45 Business Activity ................................................................................................. 100
Table 46 Labor Force ........................................................................................................ 101
Table 47 Occupations by Sector ........................................................................................ 101
Table 48 Travel Time ......................................................................................................... 101
Table 49 Educational Attainment by Employment Status ................................................... 101
Table 50 Educational Attainment by Age ........................................................................... 102
Table 51 Median Earnings in the Past 12 Months .............................................................. 102
Table 52 Geographic Priority Areas ................................................................................... 112
Table 53 Priority Needs Summary ..................................................................................... 118
Table 54 Influence of Market Conditions ............................................................................ 119
Table 55 Anticipated Resources ........................................................................................ 120
Table 56 Institutional Delivery Structure ............................................................................ 122
Table 57 Homeless Prevention Services Summary ........................................................... 122
Table 58 Goals Summary .................................................................................................. 127
Table 58-B Goal Descriptions ............................................................................................... 128
Table 59 Expected Resources – Priority Table .................................................................. 138
Table 60 Goals Summary .................................................................................................. 142
Table 61 Project Information .............................................................................................. 144
Table 62 Geographic Distribution ...................................................................................... 150
Table 63 One Year Goals for Affordable Housing by Support Requirement ....................... 151
Table 64 One Year Goals for Affordable Housing by Support Type ................................... 151
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City of Gilroy
Draft 2020 - 2025 Consolidated Plan │ 5
EXECUTIVE SUMMARY
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Gilroy combines its annual Community Development Block Grant (CDBG) entitlement grant
with local Housing Trust Fund (HTF) dollars to maximize its ability to address high priority housing and
social service needs within the community. The Gilroy HTF is a local fund and does not include any state
or federal monies. The HTF was established to assist with affordable housing opportunities, such as first -
time homebuyer loans and below market rate (BMR) homes. In addition, the City is always looking for and
open to partnerships that encourage the creation or preservation of affordable housing units.
The CDBG Entitlement Program provides formula funding to cities and counties to address community
development needs. Seventy percent of gross funding must be used to serve low- to moderate-income
households. Eligible activities must meet one of the national objectives for the program:
Benefit low- and moderate-income persons.
Prevention or elimination of slums or blight.
Address community development needs having a particular urgency because existing conditions
pose a serious and immediate threat to the health or welfare of the community for which other
funding is not available.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The Consolidated Plan serves the following three functions:
Be a planning document for the City of Gilroy which builds on a participatory process.
Serve as the application for federal funds under HUD’s CDBG formula grant program.
Offer a strategy in carrying out CDBG programs.
The Consolidated Plan consists of three primary sections:
Community engagement process and feedback.
Community needs assessment and market analysis.
Strategic plan.
The Consolidated Plan also includes required HUD and Census data, which are provided in the tables.
The community engagement section describes how the City of Gilroy complies with HUD’s requirements
for public involvement in the process that determines how federal funds will be used.
The Needs Assessment section analyzes data from the US Census Bureau and feedback from the
community engagement process to assess the City’s affordable housing, social services, and community
development characteristics to create a data-driven outcome of determining the City’s priority needs and
primary goals. Through data collection, community engagement, and analysis presented in this
Consolidated Plan, the housing and community development needs of the City’s most vulnerable
populations, including low-to moderate-income (LMI) households, assessment of the City’s affordable
housing stock, needs of homeless persons and those at imminent r isk of homelessness, non-homeless
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special needs populations, along with the City’s non -housing community development needs, can be
understood and form a clear outline of priority needs.
As explained in further detail in the Needs Assessment section, the priority populations in Gilroy are as
follows:
Extremely low and low-income households
Hispanic households
Homeless populations
The needs of these populations are assessed against the availability and accessibility of public services
and programs, community assets, facilities, and infrastructure, and informed by needs and priorities
expressed through the community engagement process. Needs include:
Employment training services
Housing for elderly residents and persons with disabilities
Public improvements to commercial and industrial sites
Emergency housing assistance to prevent homelessness, such as rental assistance
Addressing the lack of housing diversity and options
Attracting higher paying jobs to the City so people can work where they live , rather than spending
time commuting
Additional shelter space for homeless persons
3. Evaluation of past performance
During the last five-year Consolidated Plan period, the City of Gilroy had several priorities to maintain and
revitalize the neighborhood within the Neighborhood Revitalization Strategy Area (CDBG target area) of
the City. The CDBG target area is within census tracts 5126.03, 5126.04, and 5126.06 (see Map 1).
Prior to the award of public service and housing rehabilitation funds, the City created the Community and
Neighborhood Revitalization Committee (CNRC) to aid in the rating and review process of applications
submitted by nonprofit agencies for CDBG and HTF grants. At the start of 2020, the CNRC was replaced
by the Housing and Neighborhood Revitalization Committee (HNRC), which will continue the rating and
review process previously conducted by the CNRC.
Over the course of the 2015-2020 five-year Consolidated Plan, the City’s goals included:
1. providing technical assistance to developers producing affordable rental housing
2. overseeing the Housing Element implementation
3. providing affordable homeownership opportunities
a. supporting efforts such as the Residential Development Ordinance Exemption Procedure,
which requires market-rate developers to also build below market-rate housing within certain
zoning districts
4. providing homebuyer education programs
5. providing housing rehabilitation funds to low-income homeowners
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a. The Rebuilding Home Repair program and Rehabilitation and Accessibility Modification
program aim to address health/safety issues, code corrections and accessibility issues , with
preference given to eligible households in the CDBG target area
6. providing housing for the homeless; the City will support the efforts of developers of transitional and
supportive housing facilities through technical assistance, as well as their applications for state and
federal funding. The City will utilize any HOME funds for which they qualify, for this purpose.
7. funding housing, services, supportive services, and basic needs for homeless persons
8. providing emergency rental assistance to prevent homelessness
9. supporting job training programs for homeless persons
10. supporting of basic need services for special needs populations and LMI households – fund social
service organizations
11. supporting services for special needs populations and homeless
12. supporting youth activities
13. supporting code enforcement services to eliminate blight in the neighborhood revitalization strategy
area
14. funding landlord/tenant mediation
15. supporting capital improvements in the CDBG target area
16. mitigating lead-based paint hazards
17. promoting fair housing choice
18. conducting fair housing zoning
19. conducting analysis of impediments
20. conducting workforce development
21. conducting small business development
22. conducting neighborhood revitalization strategy
Below are the accomplishments during the 2015-2020 five-year Consolidated Plan period.
Affordable Housing
Goal 1 - During the 2015-16 program year, Gilroy staff worked with KB homes to facilitate the
sale of BMR units at its Oak Place development.
Goal 5 – 50 low-income homeowners received rehabilitation services to their home for health and
safety issues. These health and safety issues, if unaddressed, could have led to their homes
becoming unhealthy and uninhabitable. This goal was exceeded by 10 households (125 percent).
Homelessness
Funding was provided from both CDBG and the City’s local HTF to the Gilroy Compassion Center
to assist the following individuals:
o Goal 8 - 686 persons received emergency rental assistance to prevent homelessness.
o Goal 11 - 308 persons received supportive services.
o Goal 9 - 15 persons received job training.
o Goal 10 - 826 homeless and non-homeless persons with special needs received basic need
services.
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o Goal 7 - 511 persons received additional services.
Special Needs Households
Goal 11 - 103 domestic violence survivors and their children received emergency shelter and
supportive services.
Goal 11 - 107 youth received free swim lessons through the City’s Aquatics Program, allowing
them to learn water safety following the American Red Cross curriculum.
Non-housing Community Development
Goal 13 - 187 foreclosed properties were maintained through the Housing Code Enforcement
Enforcement/Foreclosed Property Care program in the NRSA area, which aims to curb
deterioration. This exceeded the goal of 100 properties (187 percent).
Goal 17 - 117 residents received services regarding fair housing choice.
Goal 18 - 1,049 residents received landlord/tenant mediation services .
Goal 20 - 124 residents participated in workforce development.
Goal 12 - 822 youth received services at the youth center program .
Goal 16 - sidewalk gaps were repaired, and curb ramp improvement project was completed.
Goal 20 – the workforce development program was funded.
Goal 22 - trailway improvements were made at Las Animas Park.
Goal 22 - park enhancements were completed at San Ysidro Park, including a new internal
pathway and new LED lighting to improve safety in and around the park .
Fair Housing
Goal 17 - 59 persons received fair housing services to increase fair housing choice .
4. Summary of citizen participation process and consultation process
The City participated in a collaborative; countywide public engagement effort guided by the County of
Santa Clara Community Engagement Plan. Robust community engagement was achieved through
engaging a diverse group of stakeholders to identify priorities, concerns, and values. The feedback
received through the community engagement process supported the development of this plan, including
defining housing and community development needs, priorities, goals, and strategies to stipulate how
funding will be allocated. Targeted outreach was provi ded to youth, elderly, racial/ethnic groups, residents
and property owners, and business owners across the County. The City and County collaborated with
existing stakeholders to leverage their contacts to ensure a broad depth of participation from these pr iority
groups.
The City and County offered a variety of engagement opportunities including small group meetings, an
online survey, pop-up events, and regional community meetings.
Community engagement opportunities were announced through Twitter, Facebook, and Instagram posts,
and email.
The following opportunities for participation and comment were offered throughout Santa Clara County
through the Consolidated Plan Process:
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Regional Community Engagement Public Meetings: Regional walk-in meetings were held at four
different locations across the County (Morgan Hill, Cupertino, Palo Alto, and San Jose).
Interactive engagement stations created opportunities to share personal stories, suggest ideas for
strengthening neighborhoods, prioritize community needs, and review Consolidated Plan data
and maps.
City-hosted Community Meetings: Similar in format to the regional meetings, Gilroy hosted a
community meeting to receive feedback specific to the City.
Stakeholder Focus Groups: Focus groups with six to ten attendees from target populations,
including persons with disabilities, racial/ethnic groups, elderly, low-income families, and other
targeted populations as discovered through preliminary data research.
Pop-Up Events: Structured for short interactions, the pop-up events usually took the form of a
booth at an event to allow access with a specific stakeholder group. Feedback from pop -up
events was typically collected through interactive exercises (dot votes, etc.) or verbal responses
to big picture questions.
City Council and Board of Supervisor Meetings: Announcements or workshops were added to the
agenda of regularly scheduled public meetings and hearings, including City Council meetings or
the Board of Supervisors meeting.
Online Feedback Collection (Survey and Form): To broadly access a large number of
geographically distributed stakeholders, an online survey was prepared to efficiently obtain
feedback for this plan. The survey included specific and open-ended questions about the public
review draft and provided an opportunity to leave additional, relev ant comments. The survey was
announced through City media outlets and was also disseminated through key community
liaisons or stakeholders with access to resident and community groups, business owners, interest
groups, etc.
A detailed summary of community engagement, including participation, methods, and feedback, can be
found in sections PR-10 (Consultations) and PR-15 (Citizen Participation) of this Consolidated Plan.
5. Summary of public comments
See above regarding specific community engagement efforts us ed to collect public comments. Each
group discussed priorities and needs for the City as well as ideas and recommendations (solutions) to
help solve some of the City’s more pressing concerns. This section summarizes the efforts of the
community to be heard regarding this five-year plan. These comments can also be found through various
sections of the Consolidated Plan.
Target Areas
East Gilroy and Glenview neighborhoods
Downtown Gilroy, 1st to 10th Streets on Monterey Boulevard
Affordable Housing
Top priorities
add units of affordable housing through housing rehabilitation and new housing construction
address the lack of housing diversity and options
convert larger dwellings to multiple units
allocate City lands for housing developments
support rehabilitation for healthier homes (free of mold, lead, etc.)
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Needs
expand affordable rental housing inventory
increase healthy homes (free of mold, lead, etc.)
create less expensive starter homes
create diversity of housing types, i.e., variety of si zes and income levels, particularly for extremely
low- and very low-income and special needs populations
provide more homeownership opportunities
develop both affordable and market-rate housing
resolve land issues, so developments can be built
transitional housing to permanent housing gap reduced
amend zoning code to allow for housing alternatives
develop more middle-income housing, something between apartments and luxury homes
Solutions
increase accessory dwelling units for special needs populations, p articularly people with
disabilities
create affordable housing zoning
create grant or loan programs for property maintenance
City works with developers to target specific lands
increase funding for rental subsidy programs
City connects with rent affordability resources such as grants and loans
collaborate with other organizations to reach solutions
build more housing for the “missing middle,” housing for middle income, between apartments and
luxury homes
change zoning laws to allow tiny homes, particularly for agricultural workers and transitioning
youth
Homelessness
Top priorities
create more emergency solutions, including transitional housing
create homelessness prevention programs including education and job/housing placement
add more shelter space
improve interim housing and services options
add funding for staff salaries
create permanent housing
create job training programs for people who are homeless
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Needs
increase in permanent supportive housing
support for transitioning homeless, i.e., financial, medical, and social
support is needed for those at risk of homelessness due to high cost of living; e.g., college
students, former homeless, those who cannot afford to live alone, and those with a criminal
history. Once this population loses their current housing, it is very difficult to find a new housing
unit
decrease family displacement
create an inclusive Anti-Homeless Strategy, particularly including special needs populations
increase social service entities to handle hom elessness issues
more provider staff – high turnover rates within provider agencies
additional County resources – resources are strained
increase communication between CoC, County, and service providers
let homeless know what services are available
have a less complex system to house the homeless within the County
no food in certain areas of the County
more housing units for transitional housing, permanent supportive housing, rapid re -housing
programs
Solutions
create viable alternative temporary housing options for homeless, e.g., tiny homes
create a resource navigation center for all social service agencies to use
provide appropriate training for intake staff (navigators) that includes a variety of individual needs
increase communication on needs, gaps, and accomplishments
create nutrition programs, cooking instruction, and food delivery assistance where homeless exist
provide safe parking areas for unsheltered homeless populations with vehicles and RVs
develop a comprehensive wrap-around services program for a variety of social service
organizations to use
increase the number of shelters in the City
greater communication and integration of social service entities
update County resource guides and websites that point to the right agency – the resources could
be listed by “need” and include contact with address and email
prepare a list of the probable food desert areas and collaborate with service entities that can
provide routine nutrition and food delivery service
create and/or expand food storage spaces
work with local grocers to create secondary outlets in designated food deserts
provide food subsidies to individuals with chronic health issues, particularly those at risk
(drug/alcohol/chronic health conditions) and those under 60 where other organizations cannot
provide services
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increase transitional housing, rapid re-housing units, and services
create program for those at imminent risk of homelessness – serve residents that can no longer
afford to remain in their homes (due to rising housing bills, rents or property taxes, or when
residents are forced out due to causes such as eminent domain, lease non-renewals, and or
mandatory evictions to make way for new development)
County and its cities should create displacement policies when new (re)development is occurring
create County-driven transitional housing programs and services, and rainy-day funds for LMI
households (most LMI families are at risk for homelessness).
Special Needs Households
Top priorities
increase programs for housing rehab and housing maintenance to keep residents in their homes
create services for special needs populations – particularly single-income families, elderly,
persons with disabilities, and homeless youth
improve health and safety – particularly mental health options for low-income families
create affordable housing that includes supportive services for special needs populations
improve assistance programs for persons with disabilities
Needs
housing for special needs individuals (i.e., elderly, persons w/disabilities)
an increase in services for victims of domestic violence
services for immigrants new to the City, particularly housing assistance
employment services for special needs populations
decrease language barriers
more elderly (aging) services
services to help the increase of at-risk youth
aid persons with disabilities in finding housing
Solutions
create subsidies or prevention programs for families at risk of displacement
increase earning capacity of the LMI City residents
stabilize rent costs
increase funding for more training for counseling and referral personnel
increase funding for services for victims of domestic violence
services that help families with credit establishment and rental history for housing placement
provide community ESL courses
establish funding assistance for elderly care and housing
provide traveling classes that engage elderly persons in technology
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create nutrition programs and food delivery assistance to hom ebound elderly persons
housing and employment assistance for foster care youth who age out of system
create housing units for elderly/disabled by providing elevators, at-grade front entrances or first
floor bedrooms, and housing units with ADA-accessible kitchens and bathrooms
provide separate emergency shelter space for transition age youth
create safe spaces for foster youth
Non-Housing Community Development
Top Priorities
revitalize older City infrastructure, particularly accessibility for elderly persons and persons with
disabilities
create higher paying jobs in the City so residents can work where they live
create and maintain enough youth centers and services in the City
create and maintain enough mental health care facilities and services in the City
create and maintain enough homeless facilities and services (temporary housing and emergency
shelters)
create and maintain enough healthcare facilities
create and maintain enough education facilities
create and maintain enough facilities and services for children who are abused, abandoned
and/or neglected
employment training services
veteran services
crime awareness/prevention services
neighborhood cleanups (trash, graffiti, etc.)
street improvements
cleanup of contaminated sites
Needs
recreation and open spaces
more accessible neighborhoods
clarification on fair housing laws
downtown renovation
creeks and trails cleanup
streets to be repaired
infrastructure to be built along with new housing and businesses, i.e., proper streets, stop signs,
lighting
alley cleanup and pavement repair
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Solutions
private sector funding for City or service programs
subsidized auto repair and medical services
job training for young farmers, i.e., education and support for new ag technologies
create or revitalize neighborhoods with new housing and needed amenities including parks,
lighting, and good infrastructure
o particularly on the east side – a dog park and water feature were promised
update city accessibility – wheelchair ramps, bathrooms, curbing, sidewalks, handrails
hire Project Sentinel to hold a public forum on fair housing
designated campground or tiny home village for the homeless
drop-in care center for persons with dementia
enforcement of vagrancy and littering laws
hire additional public safety personnel
enforce City traffic laws
Broadband Needs
Top Priorities
bring more access to the City; only one trunk line exists, so if there is a shutdown, the whole City
goes out
technology education for elderly persons
Needs
more options other than Spectrum
high speed/affordable access
more competitive prices
internet in more rural areas, for those that live on larger lots
better cell phone coverage; many are doing away with landlines and cell coverage is slow
high speed access for all
Solutions
introduction of more providers
add more towers
add more satellites
add fiber
add the infrastructure needed
expand to urban areas
faster internet for rural areas
City facilities should provide free internet access
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free internet access throughout the City
build new affordable housing wired for low-cost Wi-Fi, particularly the elderly
fund computer hardware and software upgrades in schools
Hazard Mitigation
Top Priorities
flood and fire insurance assistance for people cannot afford it due to a past crisis
campgrounds for displacement assistance
creating City policies around emergency/natural disaster preparedness
identify where vulnerabilities in the community or neighborhood exist, so they can be assisted first
o determine specific needs – mobile homes parks are particularly at risk
o basic needs such as food and water will need to be provided
o interpreters will need to be provided, particularly Spanish
engage in post-disaster planning, particularly for family displacement, housing, food and health
needs; create places to park vehicles owned by displaced families
engage in outreach to the community to hold preparedness classes, particularly to vulnerable
households
Needs
create services to replace household basics
Solutions
create a rapid emergency grant program that fills the gap between government aid and insurance
for LMI households
create programs to rehabilitate properties that experience frequent damage from disasters
create programs that fund LMI homeowners’ rebuilding projects
create more County-driven emergency management employment opportunities and positions
6. Summary of comments or views not accepted and the reasons for not accepting them
The City did not receive any public comments that were not accepted. The City attempted to incorporate
feedback received from outreach efforts throughout the Consolidated Plan.
7. Summary
This 2020-2025 CDBG Consolidated Plan combines demographic data, community engagement
responses, community stakeholder involvement, consideration of countywide goals and policies, and City
staff’s coordination and communication with community entities and resources. The plan uses each of
these factors to accurately develop a list of the City’s needs and priorities, particularly regarding the most
vulnerable of populations and locations. Additionally, the Consolidated Plan is used to meticulously depict
the most effective strategic approaches to the allocation of CDBG funds for the next five years.
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During the 2020-2025 time frame, this plan will guide the City toward swift, yet appropriate al locations of
its CDBG funds. These funds will focus on developing safe and healthy neighborhoods by providing
decent housing, a suitable living environment, and expanding economic opportunities for persons of low
and moderate incomes through improvement of public spaces, prevention and elimination of dilapidated
conditions, and increased access to public facilities and social/community services in the City.
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THE PROCESS
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
The City of Gilroy Community Development Department is the agency responsible for preparing the
Consolidated Plan and administering the City’s Community Development Block Grant (CDBG), as shown
in Table 1.
Agency Role Name Department/Agency
CDBG Administrator City of Gilroy Community Development
Department
Table 1 – Responsible Agencies
Narrative
Lead and Responsible Agency
The City of Gilroy (City) is the lead and responsible agency for the United States Department of Housing
and Urban Development’s (HUD) entitlement programs in Gilroy. The Housing Division (HD), a division of
the City’s Community Development Department, is responsible for administering the City’s CDBG
program.
Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD. By
federal law, the City is required to submit a five-year Consolidated Plan and Annual Action Plan to HUD
listing priorities and strategies for the use of its federal funds.
The Consolidated Plan helps local jurisdictions assess their affordable housing and community
development needs and market conditions to meet the housing and community developmen t needs of its
populations. As a part of the Consolidated Plan process for 2020-2025, the City has collaborated with the
County of Santa Clara (County) as the Urban County representing the Cities of Campbell, Los Altos, Los
Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, and Saratoga; seven entitlement jurisdictions of the
Cities of Gilroy, Cupertino, Mountain View, Palo Alto, Sunnyvale, San Jose, and Santa Clara; and the
Santa Clara County Housing Authority (SCCHA) to identify and prioritize housing and community
development needs across the region, and to develop strategies to meet those needs.
Consolidated Plan Public Contact Information
Sue O’Strander, Deputy Director
7351 Rosanna Street
Gilroy, CA 95020
408-846-0451
Sue.Ostrander@CityofGilroy.org
http://www.ci.gilroy.ca.us/282/Consolidated-Plan
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
The Consolidated Plan outreach effort is a regional collaborative effort between the County of Santa
Clara and seven entitlement jurisdiction cities. The County hired Michael Baker International, in
partnership with Circlepoint, to assist them in their community engagement efforts. Community
engagement is key for helping the County and cities to identify needs, priori ties, goals, strategies, and
activities for future housing and community development activities over the period of the five -year regional
plan. Engagement activities included a community survey, public outreach, stakeholder consultations (or
meetings), focus groups, and pop-up events.
As a part of the stakeholder consultation process, the City consulted with a variety of stakeholders,
including City departments, human service agencies, local and regional community-based organizations,
housing providers and advocates, and the Santa Clara County Housing Authority (SCCHA). Social
service providers were also consulted, including those that provide services to the elderly, persons with
disabilities, homeless persons, and other lower-income individuals and at-risk populations.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public
and assisted housing providers and private and governmental health, mental health and service
agencies (91.215(I)).
The City works in coordination with many agencies, boards, and governmental entities with the intent of
enhancing access to services, learning best practices of activities that would aid the City in developing
strategies to meet established goals of providing decent and aff ordable housing, providing a suitable
living environment, and expanding economic opportunities. Additionally, the City brings its knowledge and
experience as a designee of the Neighborhood Revitalization Strategy Area program to said coordinated
activities. The City’s participation includes:
CDBG/Housing Regional Coordinators Meetings – City staff and staff from the other CDBG
entitlement cities in Santa Clara County, the County of Santa Clara Office of Supportive Housing,
and the SCCHA participate.
o These meetings discuss data resources and strive to coordinate requests for information to
both public and private countywide agencies.
o HUD staff meets with this group to clarify issues and assist in providing ongoing
programmatic technical information.
o The email listserv for this group enables members to share information and provide technical
assistance to one another, thus promoting and creating an environment of cooperation and
understanding of differing needs, concerns, and issues among the group. Thi s expansion of
knowledge of regional issues and sharing of information benefits each individual jurisdiction
represented in the group.
South County Collaborative – Partners with the collaborative, which consists of providers of
services to low-income and special needs residents of Gilroy, San Martin, and Morgan Hill.
o The collaborative is a nonprofit organization and is able to apply for funding benefitting the
communities it serves.
o Collaborative members share information through an active listserv and receive notices of
public comment periods on the Annual Action Plans and Consolidated Annual Performance
and Evaluation Reports.
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Gilroy Police Department – Attends meetings hosted monthly that include representatives from
the County of Santa Clara, staff from various nonprofit agencies, health workers, the Santa Clara
Valley Water District, and faith-based organizations, as well as individual volunteers.
o The focus is on identifying resources and sharing specific information about homeless
individuals who have been identified by the police and outreach workers as being ready to
get off the streets or who are in particularly dire need.
o The sharing of information and resources also has as a goal of conserving resources such as
police time spent in rearresting the same homeless person multiple times.
Measure A Bond Board – Attends board meetings for Measure A, which was passed by voters
in 2016. Measure A is an affordable housing bond that will provide nearly a billion dollars over ten
years to support affordable housing throughout the county.
Continuum of Care (CoC) Participation – Meets monthly with a group comprising governmental
agencies, homeless service and shelter providers, homeless persons, housing advocates,
affordable housing developers, and various private parties, including businesses and foundations,
to identify gaps in homeless services, establish funding priorities, and pursue a systematic
approach to addressing homelessness.
o A Community Plan Implementation Team, which includes members of the CoC and o ther
community stakeholders, meets quarterly to evaluate progress toward the Community’s Plan
to End Homelessness.
o During the development of its Consolidated and Annual Plans and as a general practice, the
City coordinated with a variety of housing agencies, public and mental health agencies, and
service providers to discuss community needs. These discussions provided an opportunity for
these entities to network and learn more about one another’s services and programs.
Moreover, their collective feedback was especially valuable in gathering information and
shaping priorities for this Plan as it relates to special needs populations, general health, and
mental health services in the City of Gilroy and the County of Santa Clara.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless
persons (particularly chronically homeless individuals and families, families with children,
veterans, and unaccompanied youth) and persons at risk of homelessness.
The Santa Clara County Office of Supportive Housing is the administrator of the regional CoC. The City
continuously coordinates with the Santa Clara County CoC to end and prevent homelessness in the City
and County. City staff attends monthly meetings. The Santa Clara County CoC is a group comprising
stakeholders throughout the County, including governmental agencies, homeless service and shelter
providers, homeless persons, housing advocates, affordable housing developers, and various private
parties, including businesses and foundations.
The CoC is governed by the CoC Board, which takes a systems -change approach to preventing and
ending homelessness. This CoC Board is composed of the same individuals who serve on the
Destination: Home Leadership Board. Destination: Home is a public -private partnership that is committed
to collective impact strategies to end chronic homelessness. Destination: Home is the governing body for
the CoC and is responsible for implementing bylaws and operational protocols of the CoC.
Regional efforts of the CoC include the development of The Community Plan to End Homelessness,
which identifies strategies to address the needs of homeless persons in the County, including chronically
homeless individuals and families, families with children, veterans, and unacco mpanied youth. The plan
also addresses the needs of persons at risk of homelessness. The CoC is now in the process of updating
a new plan for the next five years and the City plans to participate in these efforts.
Also, during the development of this Consolidated Plan, the City consulted both the CoC and County
Office of Supportive Housing for their expertise and experience in identifying community needs.
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Service providers and organizations that provide services to homeless persons and persons at risk of
homelessness were also contacted by the City to attend the Consolidated and Annual Action Plan
engagement meetings. This included Destination: Home, the policy group that works on homeless ness
prevention and strategies to end homelessness; Eden Housing, a h omeless service provider that
provides permanent supportive housing in the City; and City of Gilroy Recreation Department, which
provides swimming lessons to low-income households.
Describe consultation with the Continuum(s) of Care that serves the jurisdi ction's area in
determining how to allocate ESG funds, develop performance standards and evaluate outcomes,
and develop funding, policies and procedures for the administration of HMIS.
The City is not an ESG entitlement jurisdiction and therefore does not receive ESG funds. However, the
City does administer federal grant programs that provide assistance to homeless and low-income families
in Santa Clara County. The City also helps fund and conduct the Point-in-Time (PIT) count, the biennial
regional collaborative effort to count and survey homeless persons. The latest count and survey were
conducted in January 2019. The data from the PIT count is used to plan, fund, and implement actions for
reducing chronic homelessness and circumstances that bring about homelessness.
The Santa Clara County Continuum of Care takes the role of Homeless Management Information System
(HMIS) administration. The County, and its consultant Bitfocus, work jointly to operate and oversee HMIS.
Both software and HMIS system administration are now provided by Bitfocus. Funding for HMIS in Santa
Clara County comes from HUD, the County of Santa Clara, and the City of San Jose. The County’s HMIS
is used by many city service providers across the region to record information and report outc omes. The
software meets and exceeds HUD’s requirements for the implementation and compliance of HMIS
Standards. The project has a rich array of service provider participation and is utilized to capture
information and report on special programming, such as Housing 1000, the County VTA free bus pass
program, and prevention service delivery.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies
and other entities.
1 Agency/Group/Organization Boys & Girls Club
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the Santa Clara
focus group meeting on 11/7/19.
The agency’s top priority is improved
coordination of youth and education
programs.
2 Agency/Group/Organization Healthier Kids Foundation
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the Santa Clara
focus group meeting on 11/7/19.
The agency identified that the lack of
financial support efforts is the most
pressing housing problem.
3 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Children and Youth Services
Family Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
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How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the Santa Clara
focus group meeting on 11/7/19 as well
as community meetings on 11/4/19 in
Morgan Hill and 11/20/19 in San Jose.
The agency identified mental health
services for low-income communities as
a high priority.
4 Agency/Group/Organization Community Services Agency
Agency/Group/Organization Type Senior Services
Community / Family Services and
Organizations
Cultural Organizations
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation conference call meeting on
11/15/19.
The agency identified a need for diverse
types of affordable housing and improved
transportation.
5 Agency/Group/Organization San Jose Conservation Corps Charter
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the Gilroy focus
group meeting on 11/18/19.
The agency provided insight into
solutions for homelessness, such as
transitional housing, zoning changes, and
tiny homes.
6 Agency/Group/Organization CommUniverCity San Jose
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation conference call meeting on
11/25/19.
The agency attended a regional forum
meeting in San Jose on 11/20/19.
The agency identified children’s
education and care as a priority need.
7 Agency/Group/Organization Health Trust
Agency/Group/Organization Type Health Services, HIV/AIDs Services,
Disabled Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation meeting on 11/21/19.
The agency identified flexibility in funding
mechanisms as a need to make
affordable housing more attractive to
developers.
8 Agency/Group/Organization Rebuilding Together (Silicon Valley)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
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How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation conference call meeting on
11/21/19.
The agency identified funding for home
rehabilitations as a high priority over the
next five years.
9 Agency/Group/Organization Servant Partners
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the community
meeting on 11/13/19 at the Hillview
library.
The City will continue to consider Servant
Partners as a resource in addressing the
City’s needs.
10 Agency/Group/Organization Senior Adults Legal Assistance
(SALA)
Agency/Group/Organization Type Fair Housing and Legal
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the Palo Alto public
engagement meeting on 11/17/19; the
San Jose public engagement meeting on
11/19/19; and the regional forum
meetings on 11/4/19 in Morgan Hill and
11/7/19 in Palo Alto.
The City will continue to consider SALA
as a resource in addressing seniors’
needs.
11 Agency/Group/Organization HomeFirst
Agency/Group/Organization Type Homeless Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Morgan Hill on 11/4/19.
The City will continue to consider
HomeFirst as a resource in addressing
homeless needs.
12 Agency/Group/Organization Rebuilding Together
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the San Jose
Regional forum meeting on 11/20/19.
The City will continue to consider
Rebuilding Together as a resource in
addressing rehabilitation needs.
13 Agency/Group/Organization Heart of the Valley
Agency/Group/Organization Type Senior Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency was consulted through
interview questions covering a range of
issues such as community needs, areas
in need of neighborhood revitalization,
housing needs, low-moderate income
vulnerabilities, and CDBG and HOME
funding priorities. The agency provided
emailed feedback.
14 Agency/Group/Organization Santa Clara County Office of
Supportive Housing
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Agency/Group/Organization Type County Government and Continuum of
Care
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Morgan Hill on 11/4/19.
The City will continue to consider the
Office of Supportive Housing as a
resource in addressing homeless needs.
15 Agency/Group/Organization Santa Clara County Department of
Planning and Development
Agency/Group/Organization Type County Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Morgan Hill on 11/4/19.
The City will continue to consider the
County Department of Planning and
Development as a partner in addressing
the needs of the City.
16 Agency/Group/Organization City of Cupertino
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended a regional forum
meeting and provided feedback.
The City will continue to consider the City
of Cupertino as a partner in addressing
the needs of the County.
17 Agency/Group/Organization City of Mountain View
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Palo Alto on 11/7/19.
The City will continue to consider the City
of Mountain View as a partner in
addressing the needs of the County.
18 Agency/Group/Organization City of Palo Alto
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Palo Alto on 11/7/19 and
provided emailed feedback.
The City will continue to consider the City
of Palo Alto as a partner in addressing
the needs of the County.
19 Agency/Group/Organization City of Gilroy Recreation Department
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency was consulted and provided
emailed feedback.
The agency provided feedback into
problems faced by the residents of the
City of Gilroy.
20 Agency/Group/Organization City of San Jose
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
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How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The City of San Jose was contacted for
consultation.
The City will continue to consider the City
of San Jose as a partner in addressing
the needs of the County.
21 Agency/Group/Organization City of Santa Clara
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The City of Santa Clara was contacted
for consultation.
The City will continue to consider the City
of Santa Clara as a partner in addressing
the needs of the County.
22 Agency/Group/Organization City of Morgan Hill
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the regional forum
meeting in Morgan Hill on 11/4/19.
The City will continue to consider the City
of Morgan Hill as a partner in addressing
the needs of the County.
23 Agency/Group/Organization Vista Center for the Blind and Visually
Impaired
Agency/Group/Organization Type Disabled
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation via audio meeting on
12/9/19.
The agency identified accessibility to City
services and clearer grant application
measures as priority needs.
24 Agency/Group/Organization Destination: Home
Agency/Group/Organization Type Homeless Services (strategic initiatives)
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the stakeholder
consultation via telephone meeting on
11/11/19.
The agency identified that building more
housing for the extremely low-income
population and homelessness prevention
are priority needs.
25 Agency/Group/Organization Community Solutions
Agency/Group/Organization Type Domestic Violence
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the AFH and
Consolidated Plan joint meeting on
12/11/19 at the Gilroy Council Chambers.
The City will continue to consider
Community Solutions as a resource in
addressing the needs of the City.
26 Agency/Group/Organization St. Mary’s Parish
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
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Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting .
Not applicable. No agency types were intentionally left out of the consultation process. Over 20 agency
types were contacted to participate.
Other local/regional/state/federal planning efforts considered when preparing the Plan.
Name of Plan Lead Organization How do the goals of your Strategic Plan
overlap with the goals of each plan?
Continuum of Care,
Community Plan to End
Homelessness in Santa Clara
County 2015-2020
Continuum of Care
Council
Identifies housing inventory count to facilitate the
provision of housing services to those
experiencing homelessness.
2017 HIV Epidemiology Report
County of Santa Clara
Santa Clara County
Department of Public
Health
Identifies high-risk populations and plans for
reducing HIV diagnoses with increased testing
and access to PrEP.
Regional Housing Need Plan for the
San Francisco Bay Area
Association of Bay
Area Governments
Plans for the number of housing units necessary
to accommodate the existing and forecasted
population.
City of Gilroy General Plan, Housing
Element
City of Gilroy Determines physical conditions of housing that
affect habitability. Identifies the number of
affordable units that need to be allocated to
households with different income levels. Gilroy
has areas disproportionately impacted by
environmental justice issues, which have been
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency attended the AFH and
Consolidated Plan joint meeting on
12/11/19 at the Gilroy Council Chambers.
The City will continue to consider St.
Mary’s Parish as a resource in
addressing the needs of the City.
27 Agency/Group/Organization Housing Advisory Committee (HAC)-
Gilroy
Agency/Group/Organization Type Local Government community advisory
group
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency cohosted the AFH and
Consolidated Plan joint meeting on
12/11/19 at the Gilroy Council Chambers.
This group has now been consolidated
with the CNRC into the HNRC, which will
continue to serve the community in an
advisory role to the Housing Division.
28 Agency/Group/Organization Community and Neighborhood
Revitalization Committee - Gilroy
Agency/Group/Organization Type Local Government community advisory
group
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic Plan
How was the Agency/Group/ Organization consulted and what are
the anticipated outcomes of the consultation or areas for improved
coordination?
The agency cohosted the AFH and
Consolidated Plan joint meeting on
12/11/19 at the Gilroy Council Chambers.
This group has now been consolidated
with the HAC into the HNRC, which will
continue to serve the community in an
advisory role to the Housing Division.
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Name of Plan Lead Organization How do the goals of your Strategic Plan
overlap with the goals of each plan?
deemed by the US Environmental Protection
Agency (EPA) as part of an Equity and
Engagement District. Planning and decision-
making community engagement efforts are in
process, which will be included in the 2040 Gilroy
General Plan.
SCCHA Moving to Work Annual
Plan
Santa Clara County
Housing Authority
Addresses housing authority updates and
strategies pertaining to public housing and
vouchers.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolid ated Plan
(91.215(l))
The collaborative implementation of this Consolidated Plan over the course of the next five years begins
with the coordinated efforts of multiple public agencies working together to gather feedback and
information for both regional and local community needs and priorities. Once needs and priorities are
identified, they are incorporated into County- and City-level consolidated plans that form both regional
and local strategies for addressing those needs and priorities. The entitlement grantee jurisdictions
involved in the collaborative outreach efforts are as follows: City of Cupertino, City of Gilroy, City of
Mountain View, City of Palo Alto, City of San Jose, City of Santa Clara, and City of Sunnyvale. Several
other government stakeholder agencies were contacted and assisted the City in its efforts to gather
feedback.
Furthermore, community outreach to local leaders, stakeholders, and residents is a critical first step in
implementing this plan’s desired community changes. By successful ly establishing relationships and trust
between the government, those providing services or community improvements, and the beneficiaries of
these services or improvements, the City and community can move toward a joint vision for what and how
to make community improvements. The City along with County and six other entitlement jurisdictions
developed a robust community engagement process that involved an online and paper community
survey, stakeholder consultations, focus groups, and pop-up events. The agencies, groups, and
organizations who participated are listed in Table 2. Other local/regional/federal planning efforts can be
found in Table 3.
In addition, the City attends the Santa Clara County quarterly informational sharing meeting on the CDBG
program implementation, which discusses best practices, new developments, and local and federal
legislative changes. A HUD representative is also usually in attendance and provides brief federal grants
management technical information.
Narrative (optional):
The City, the other entitlement jurisdictions, and the County participated in a joint regional effort to
conduct consultations and public outreach. City and County staff, with assistance from consultants,
worked to involve housing, social service, and other agencies in the community engagement process,
including direct solicitation for these agencies to participate in the community survey, stakeholder
meetings, and focus groups.
Stakeholder participants were asked questions and provided feedback on priorities, issues, and solutions
in relation to CDBG-eligible activities such as housing, neighborhood revitalization, and low - to moderate-
income household issues. They were asked about their top priorities, neighborhood revitalization, housing
problems and their solutions, local organization support, families vulnerable to crisis, broadband internet
issues, and how the jurisdiction should spend CDBG funding. Appendix Community Engagement
Summary contains a sample of the consultation questions.
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The responses were very helpful for the Needs Assessment and Strategic Plan, to analyze alongside
data from the census and HUD, especially for topics pertaining to housing needs, homeless needs, non -
homeless special needs and services, and community development needs.
For a more extensive list of agencies and other public entities consulted during the Consolidated Plan
process, please see Table 2.
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
3. Summary of citizen participation process/Efforts made to broaden citizen
participation. Summarize citizen participation process and how it impacted goal-
setting.
Outreach is essential to the City’s ability to create an accurate and effective plan, and to allocate
resources appropriately. First, the City attempted to reach as many residents as possible within the
CDBG target areas and within specific demographics, such as low-income families, disabled persons,
elderly persons, and families with minor children. Receiving feedback directly from residents who may
potentially receive assistance from grant funds is crucial for the CDBG program’s effectiveness. Second,
the City reached out to practitioners, agencies, leaders, organizations, and companies who may have the
specialized knowledge, experience, resources, and c apacity to discuss needs, opportunities, solutions,
investments, and how community improvements can be made. Third, the City encouraged all residents to
weigh in on community needs and opportunities for improvements through resident participation
opportunities.
The City offered several opportunities and various methods for participation and public comment
throughout the development of the Consolidated Plan. The following is a summary of the efforts made to
broaden resident participation through the Consolidated Plan process. Table 4, Citizen Participation
Outreach, provides additional detail on the types of outreach conducted and, where applicable, a
summary of the comments received.
Regional Needs Survey
This community survey was noticed in the Mercury News newspaper on October 29, 2019. The online
and paper survey was made available to the public between October 29, 2019, and December 20, 2019.
The online survey was provided in three other languages besides English: Spanis h, Vietnamese, and
Chinese. The data from this survey was useful in obtaining community feedback on local data, housing
needs, and community needs. A copy of the survey, along with the final results, can be found at the end
of the document under Appendix Community Engagement Summary.
Pop-Up Events
Pop-up events are temporary events held in public areas. Pop -up events are useful in providing the public
with general information and awareness of the Consolidated Plan process and engaging community
members with the community survey. Short dialogue and feedback were also obtained from members of
the public.
Four pop-up/tabling events were held throughout the County. Three were held in the following farmer’s
market locations: Santa Clara, Sunnyvale (two), and Palo Alto. Residents were polled on what was most
needed in their community. The dates and locations are listed in more detail in Table 4. Flyers
announcing community engagement meeting dates and locations were distributed.
Regional Forums
Four regional forums were held in different cities in Santa Clara County. Flyers were posted beforehand
to inform the public of the meetings. They were also advertised in the local Mercury News newspaper. In
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order to maximize the attendance and allow more people to attend, they were offered at different
locations and times of the day. One meeting was held during the day and the rest were held in the
evening and all were accessible by public transit. They were held in the Cities of Morgan Hill, Palo Alto,
Cupertino, and San Jose. Additional information on the locations and results are listed in more detail in
Table 2. Additionally, Appendix Community Engagement Summary has a flyer of the public meetings
listed.
A total of 37 people attended these forums. Those in attendance included local residents, service
providers, and members of the business community. The notes and feedback were helpful in identifying
priorities, creating a dialogue with the attendees, and gaining input from stakeholders and the public.
Focus Groups
Two focus groups were held with social service agencies to identify the most pressing community
problems, priorities for their clients, and problem areas around the County. These meetings were held in
Santa Clara and Gilroy. A total of seven agencies participated. Results of their feedback are provided in
more detail in Appendix Community Engagement Summary.
Joint Community Meetings on Consolidated Plan Process and Assessment of Fair Housing
Two community meetings were held to seek input on the Consolidated Plan and Assessment of Fair
Housing. One was held at the San Jose Hillview Library and the other at Gilroy Council Chambers. They
were both held in the evening and accessible by public transit. Additional information on the results are
listed in more detail in Table 4.
Stakeholder Consultations
A combination of in-person meetings, one-on-one phone conversations, and emails were used as
consultations with a variety of service providers to obtain feedback. The feedback was especially helpful
in identifying gaps in services, trends in the local community, and needs relating to specific services and
populations. The list of agencies that provided feedback is included in Table 2. A sample list of questions
that that were asked during the stakeholder interviews can be found in Appendix Community
Engagement Summary.
Public Hearings and 30-Day Public Review Period of Draft Consolidated Plan
The City Council will hold a public hearing on April 6, 2020 to review the draft Consolidated Plan and on
May 4, 2020, to review and approve the final plan. The City posted notice of the public hearings and draft
Consolidated Plan on DATE. The 30-day public review period began on DATE and ended on DATE.
Citizen Participation Process Impact on Goal Setting
Comments and feedback obtained from the resident participation process are very useful in goal setting
and strategic planning as they relate to the Consolidated Plan. For example, the comments received from
stakeholders provided feedback for the Needs Assessment in the Consolidated Plan especially in
sections concerning special needs populations and non-housing community development. The results
from the survey and comments provided by the public also helped identify high areas of concern among
the community especially as related to local data, housing, public services, and community development
needs. The feedback was especially helpful in assessing the priority needs and goal setting for the
Strategic Plan section of the Consolidated Plan. The responses obtained from community engagem ent
were also helpful in providing more insight into barriers to affordable housing, priority needs, and areas
needing the most neighborhood revitalization.
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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response /
attendance
Summary of
comments received
Summary of
comments not
accepted and
reasons
URL
(if applicable)
1 Regional
Forums
Non-targeted/ Broad
community residents,
service providers,
business owners or
housing
professionals.
A total of 37 people
attended four forums held
on the following dates:
11/4/19, 11/7/19,
11/12/19, and 11/20/19.
Participants of the regional forums
identified the County’s top priorities
over the next five years, including
transit accessibility, housing
maintenance, and services for elderly
residents. They also identified the
most common housing problems,
including housing affordability and
homelessness. For additional details
see Appendix Community
Engagement Summary.
All comments were
accepted.
See Appendix
Community
Engagement
Summary
2 Survey Broad community
outreach to members
of the public and
interested
stakeholders.
A total of 1,950 Regional
Needs Surveys were
collected during the open
period, 512 of which were
collected for Gilroy.
The online survey was
available in English,
Spanish, Vietnamese,
and Chinese.
The survey results identified that the
creation of affordable housing, jobs,
and community services were the
County’s greatest needs. Results
also identified increased housing
affordability, housing for special
needs individuals, and healthy
homes as the most pressing housing
needs.
All comments were
accepted.
See Appendix
Community
Engagement
Summary
3 Focus
Groups
Service providers,
business owners or
housing
professionals.
A total of 7 people from
various agencies
attended two meetings
held on the following
dates: 11/07/19 and
11/18/19.
Participants identified the most
pressing community problems to be
lack of housing types, transitional
housing, zoning regulations friendly
to affordable housing, mental health
services, career development training
for youth, and gentrification. They
also identified the high cost of
housing, lack of coordination
between resource agencies, and
unclear fair housing rules as a
concern. Participants stated that the
following areas should be targeted
for improvement: Downtown Gilroy,
El Camino Real, Morgan Hills, and
transit hubs all around the County.
All comments were
accepted.
See Appendix
Community
Engagement
Summary
4 Community Non-targeted/ Broad A total of 53 people Please see summary in final Analysis All comments were https://www.sccgov
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response /
attendance
Summary of
comments received
Summary of
comments not
accepted and
reasons
URL
(if applicable)
Meetings
(joint
Consolidated
Plan and
Affirmative
Fair Housing)
community residents,
service providers,
business owners or
housing
professionals.
attended the two joint
meetings.
They were held on these
dates: 11/13/19 and
12/11/19.
of Impediments report. accepted. .org/sites/osh/Hous
ingandCommunity
Development/Urba
nCountyProgram/P
ages/home.aspx
5 Pop-Up
Events
Non-targeted/ Broad
community
Four pop-up events were
held on these dates:
10/19/2019, 10/26/2019,
11/3/2019, and
11/21/2019.
A total of 108 flyers were
distributed.
A total of 220 attendees
were approached for
feedback.
A total of 3 surveys were
completed at the event.
See ES-05 All comments were
accepted.
https://www.sccgov
.org/sites/osh/Hous
ingandCommunity
Development/Urba
nCountyProgram/P
ages/home.aspx
6 Website Broad Santa Clara
County residents,
and workers with
computer and
internet access
Announcements posted
to the websites of the
entitlement jurisdictions to
promote regional survey
links (English and
Spanish) and
regional/community
forums.
See ES-05 All comments were
accepted.
City of Santa Clara:
http://santaclaraca.
gov/index.aspx?pa
ge=41&recor
did=13579
7 Local
Advertisemen
t (Print
Media)
Non-targeted / Broad
community; Minority
population CDBG
target area recipients
Notice of public meetings
and survey availability
was posted in Bay Area
News Group and the
Mercury News on
10/29/19
See PR-15 All comments were
accepted.
8 Social Media Broad Santa Clara
County community
with computer access
Announcements posted
to Facebook and Twitter
accounts of entitlement
jurisdictions and
community partners.
See PR-15 All comments were
accepted.
https://nextdoor.co
m/agency-
post/ca/santa-
clara-
county/county-of-
santa-clara-office-
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response /
attendance
Summary of
comments received
Summary of
comments not
accepted and
reasons
URL
(if applicable)
of-public-
affairs/community-
meetings-how-
should-federal-
funds-be-spent-to-
improve-the-
community-
129106261/
9 Printed Flyers Non-targeted/ Broad
community; Minority
population CDBG
target area recipients
Over 1,225 print flyers
were printed and
distributed at community
hubs across the County.
See PR-15 All comments were
accepted.
See Appendix
Community
Engagement
Summary
10 Stakeholder
Interviews
Non-targeted / Broad
community residents,
service providers,
business owners or
housing
professionals
22 stakeholder interviews
were conducted.
Stakeholders prioritized the following
needs: provide more affordable
housing; provide vital services and
homelessness prevention; assist
families and individuals in transition;
increase family income; assist
special needs populations; offer
emergency relief for vulnerable
populations; improve aging
community facilities and public
infrastructure; and support fair
housing.
All comments were
accepted.
See Appendix
Community
Engagement
Summary
11 Public
Review
Period
Non targeted/broad
community
30-day public review
period. May 15, 2020 -
June 15, 2020
TBD
12 Public
Meeting
Non targeted/broad
community
On May 19, 2020, a
presentation was given at
the Gilroy Parks &
Recreation Commission
meeting to review the
draft Consolidated Plan.
Approximately XX people
were attended.
TBD TBD TBD
13 Public
Meeting
Non targeted/broad
community
On May 26, 2020, a
presentation was given at
the Gilroy Bicycle &
TBD TBD TBD
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response /
attendance
Summary of
comments received
Summary of
comments not
accepted and
reasons
URL
(if applicable)
Pedestrian Commission
meeting to review the
draft Consolidated Plan.
Approximately XX people
were attended.
14 Public
Meeting(s)
Non-targeted/broad
community
On June 1, 2020, a City
Council public hearing
was held to review the
draft Consolidated Plan.
Approximately XX people
attended.
TBD TBD TBD
15 Public
Hearing(s)
Non-targeted/broad
community
A City Council public
hearing will be held on
June 15, 2020, to review
and approve the draft
Consolidated Plan.
Approximately XX people
attended.
TBD TBD TBD
Table 4 – Citizen Participation Outreach
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NEEDS ASSESSMENT
NA-05 Overview
1. Needs Assessment Overview
The City of Gilroy (City) was incorporated in 1870 and spent the next 100 years as a ranching and
farming town. Cattle ranching and timber from the nearby Santa Cruz Mountains were imported to the
economy, but agriculture was the town’s greatest source of income.1 In the 1970s, workers from the
Silicon Valley, who were priced out of housing, began to move to the City, which lead to the growth of the
City’s residential community. Although still a large producer of garlic, mushrooms, and boutique wine, the
largest occupation in the City is the retail trade, with 27 percent of the civilian labor force.
Gilroy is the southernmost City in the County of Santa Clara and sits just south of Morgan Hill and north
of San Benito County. The City is approximately 16 square miles, with over 1,000 acres remaining of
undeveloped land. In 2018, the City’s population was estimated to be 55,525, with a median household
income of $94,548.2 The City’s racial and ethnic makeup constitutes a large Hispanic population: 58
percent of the population is Hispanic, 30 percent is White, 1 percent Black/African American, 0.1 percent
American Indian and Alaska Native, and 8 percent Asian.
This Needs Assessment will look at housing- and income-related data to assess the City’s needs
pertaining to disproportionately greater need, public housing, homeless needs, non -homeless special
needs, and non-housing community development needs.
Most of the data used throughout the Needs Assessment and Market Analysis was provided by H UD.
Data from the Comprehensive Housing Affordability Strategy (CHAS) is custom tabulation of data from
the US Census Bureau that demonstrates the extent of certain types of housing problems and housing
needs in each community, particularly those of lower-income households. Other supplemental data was
also used, including direct data derived from the American Community Survey (ACS) five -year estimates.
Though the ACS one-year estimates provide the most current data, this report utilizes five -year estimates
as they reflect a larger sample size and have a smaller sampling error overall, making that source more
reliable and precise.
A community survey was made available to residents of the City to discuss the needs specific to this plan.
The survey offered four “overall needs”:
1. Improve city facilities that provide public services (such as parks, recreation or senior centers,
parking facilities, and street improvements)
2. Create additional affordable housing available to low-income residents
3. Improve nonprofit community services (such as elderly persons, youth, health, homeless, and fair
housing services)
4. Create more jobs available to low-income residents
Respondents were asked to rank these needs as ‘low’, ‘medium’, and ‘high’ priorities for the City.
1 Gilroy Wine Trail. web site. Retrieved May 22, 2013.
2 2018 ACS
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Overall, 512 residents of the City participated in the survey. Of those residents, 69 percent said creating
additional affordable housing was the highest need in the City; 69 percent said creating more jobs for low -
income residents was the highest need in the City; 67 percent said improving nonprofit community
services was the highest need in the City; and 63 percent of participants said improving City facilities was
the highest need in the City.
Three focus groups were held at the Gilroy Public Library. Although extens ive outreach was completed,
only two residents attended the first of the three meetings, and zero persons attended the other two
meetings. During this meeting, the group was asked what the City’s top priorities are over the next five -
years. The priorities included housing for the homeless, assistance to disabled persons, and diversity in
housing options. Additionally, the group was asked about the most common or pressing housing needs in
the City. They listed residential land availability, the transitional to permanent housing gap, current zoning
laws for housing alternatives such as tiny homes, lack of affordable housing, the “missing middle” (i.e.,
housing needed for middle class families, but not LMI or luxury homes), and fair housing law education
for the community.
Four community meetings were held throughout the County. Although no meetings were held directly in
Gilroy, outreach was done to attract Gilroy residents through websites and flyers available in four
languages: English, Chinese, Spanish, and Vietnamese. Attendees identified the top priorities for the next
five years. These priorities include d: transportation and accessibility, housing rehabilitation and
maintenance, services for the elderly and mental health services, workforce development, sustainable
housing solutions, affordable housing, more emergency assistance including transitional housing and
shelters, services for special needs populations (particularly single-income families, elderly, and
transition-age youth), homelessness prevention programs, and shelters including supportive services
such as education and job/housing placement.
A total of four pop-up events were held in the County: one in Santa Clara, two in Sunnyvale, and one in
Palo Alto. From the 220 participants, the following needs were determined: a regional forum on housing;
creation of more affordable housing; a development built close to public transportation; mixed -use
development along El Camino Real; expansion of public transit routes ; and expansion of code
enforcement activities due to residential blight.
Twenty-two community stakeholders were interviewed regarding the needs of their clients in the City and
how CDBG funds should be spent over the next five years. The following is a l ist of stakeholder funding
priorities: creating a citywide wellness program; investing in affordable housing projects that rehab ilitate
and create new units; advocating for development of affordable housing projects; converting larger
dwellings to multiple units; creating short-term or interim housing, until more permanent housing is
available; reducing the number of vacant homes and properties; continuing to fund homeless ness
prevention programs; expanding shelter capacities; and expanding housing options for elderly persons
and persons with disabilities.
The information below gives a basic overview of what is addressed in the Needs Assessment, in order to
determine how the City should allocate federal CDBG funding.
Housing Needs Assessment
At least 70 percent of CDBG-funded activities must go toward benefitting low- to moderate- income (LMI)
individuals and households. CDBG funds may be used on housing activities that improve or provide
permanent residential structures
which, upon completion, will be occupied by low-and moderate-income households.3 These are
individuals and households whose incomes do not exceed 80 percent of the HUD area median family
3 24 CFR § 270.208 (a) (3)
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income (HAMFI) as established by HUD. Furthermore, lower-income households include the following
groups:
Extremely low-income: Households earning 0-30% HAMFI
Low-income: Households earning 30-50% HAMFI
Moderate-income: Households earning 50-80% HAMFI
Throughout the document and in many tables, HAMFI and AMI are used interchangeably. If you see the
terms "area median income" (AMI) or "median family income" (MFI) used, assume it refers to HAMFI.
Definitions of housing problems and family types that will be analyzed in the sections below are as
follows:
Substandard Housing – Lacking complete plumbing or kitchen facilities. This includes households
without hot and cold piped water, a flush toilet and a bathtub or shower, or kitchen facilities that
lack a sink with piped water, a range or stove, or a refrigerator.
Overcrowded – Households having complete kitchens and bathrooms but housing more than
1.01 to 1.5 persons per room excluding bathrooms, porches, foyers, halls, or half -rooms.
Severely Overcrowded – Households having complete kitchens and bathrooms but housing more
than 1.51 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Housing Cost Burden – This is represented by the fraction of a household’s total gross income
spent on housing costs. For renters, housing costs include rent paid by the tenant plus utilities.
For owners, housing costs include mortgage payment, taxes, insurance, and utilities.
o A household is cost burdened if the household is spending more than 30 percent of its
monthly income on housing costs, including utilities.
o A household is considered severely cost burdened if the household is spending more than 50
percent of its monthly income on housing costs, including utilities.
Elderly household – a household where at least one person is at least 62 years of age.
Person with a disability – A person who is determined to: (1) have a physical, mental, or emotional
impairment that: (i) is expected to be of long-continued and indefinite duration; (ii) substantially impedes
his or her ability to live independently; and (iii) is of such a nature that the ability c ould be improved by
more suitable housing conditions; or (2) have a developmental disability defined in section 102(7) of the
Developmental Disabilities Assistance and Bill of Rights Act (42 U.S.C 6001-6007); (3) be a surviving
member or members of any family that had been living in an assisted unit with the deceased member of
the family who had a disability at the time of his or her death.4
Families with children – a household with at least one minor child under the age of 18.
Households at imminent risk of homelessness – (1) An individual or family who: (i) has an annual income
below 30 percent of median family income for the area, as determined by HUD; (ii) does not have
sufficient resources or support networks, e.g., family, friends, faith-based or other social networks,
immediately available to prevent them from moving to an emergency shelter or another place … ; and
(iii) meets one of the following conditions: (A) has moved because of economic reasons two or more
times during the 60 days immediately preceding the application for homelessness prevention assistance;
(B) is living in the home of another because of economic hardship; (C) has been notified in writing that
their right to occupy their current housing or living situation will be terminated within 21 days after the date
4 24 CFR § 91.5 (1)
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of application for assistance; (D) lives in a hotel or motel and the cost of the hotel or motel stay is not paid
by charitable organizations or by federal, State, or local government programs for low-income individuals;
(E) lives in a single-room occupancy or efficiency apartment unit in which there reside more than two
persons or lives in a larger housing unit in which there r eside more than 1.5 people per room, as defined
by the U.S. Census Bureau; (F) is exiting a publicly funded institution, or system of care (such as a
health-care facility, a mental health facility, foster care or other youth facility, or correction program or
institution); or (G) otherwise lives in housing that has characteristics associated with instability and an
increased risk of homelessness, as identified in the recipient's approved consolidated plan.5
Disproportionately Greater Need – disproportionate housing needs is defined as “significant disparities in
the proportion of members of a protected class experiencing a category of housing need when compared
to the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR Section 5.152). Specifically, a
disproportionately greater need exists when the members of a racial/ethnic group at a given income level
experience housing problems at a greater rate (10 percentage points or more) than the jurisdiction as a
whole at that income level. This Needs Assessment compares racial/ethnic groups in the City and the
jurisdiction as a whole in the areas of housing problems, severe housing problems, c ost burden, and
severe cost burden. A narrower comparison of housing problems and severe housing problems by
income level are compared to those income levels of the jurisdiction as a whole.
Public Housing
The Santa Clara County Housing Authority (SCCHA) is the regional Public Housing Authority (PHA) for
the City of Gilroy. Public housing was established to provide decent and safe rental housing for eligible
low-income families, the elderly, and persons with disabilities. Public housing comes in all sizes a nd
types, from scattered single-family houses to high-rise apartments for elderly families. There are
approximately 1.2 million households living in public housing units, managed by some 3,300 PHAs. HUD
administers federal aid to local housing agencies (HAs) that manage the housing for low-income
residents at rents they can afford.6 The City of Gilroy does not have public housing units; however, the
PHA does own four units, which are located in the City of Santa Clara, and the PHA has voucher
programs. Privately held alternative affordable housing units are also available such as through LIHTC
programs.
In addition to managing and maintaining public housing units, the PHA also administers the Housing
Choice Voucher (HCV) program and owns and manages affordable housing units in the City of Gilroy and
throughout the County of Santa Clara. PHAs often provide other services, which might include
homeownership opportunities for qualified families, employment training opportunities and other special
training and employment programs for residents, and support programs for the elderly. Community
stakeholders would like to see additional vouchers allocated to the City of Gilroy to serve homeless
persons and LMI households.
In 2008, the SCCHA was awarded the opportunit y to participate in the federal Moving to Work (MTW)
program, a demonstration program that provides PHAs the opportunity to “design and test innovative,
locally designed strategies that use Federal dollars more efficiently, help residents find employment a nd
become self-sufficient, and increase housing choices for low-income families. MTW allows PHAs
exemptions from many existing public housing and voucher rules and provides funding flexibility with how
they use their Federal funds. PHAs in the MTW demonstration have pioneered a number of innovative
policy interventions that have been proven to be successful at the local level, and subsequently rolled out
to the rest of the country’s PHAs. Currently, there are 39 MTW PHAs nationwide and HUD plans to
5 24 CFR § 91.5
6 https://www.hud.gov/topics/rental_assistance/phprog
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expand the program to addition 100 PHAs by 2022.”7 The MTW program is available and benefits all
voucher holders in Santa Clara County, including those households in the City of Gilroy.
Homeless Needs Assessment
A person is experiencing homelessness if they spend at least one night in a place not meant for human
habitation, such as a park or sidewalk (unsheltered), or in emergency housing, transitional housing, or a
motel paid for by a social service agency (sheltered). All jurisdictions that receive funding to se rve
homeless populations are required to conduct a bi ennial point in time (PIT) count of sheltered and
unsheltered people experiencing homelessness on a single night in January.
The Santa Clara Continuum of Care (CoC) is the responsible entity for the PIT count, for all cities in the
County of Santa Clara. The Santa Clara PIT count was conducted on the night of January 29, through the
morning of January 30, 2019. The CoC then produced a comprehensive report of the count, the Santa
Clara County Homeless Census & Survey (hereafter referred to as the 2019 County PIT count).
The number of homeless living in the City decreased between the years 2017 and 2019 by 2 percent. In
2017, a total of 722 people living in the City were experiencing homelessness compared t o 704 people in
2019. In 2019, 345 homeless were unsheltered and 359 were sheltered. The City continues to participate
in countywide efforts to address issues and end homelessness throughout the City and County.
Non-Homeless Special Needs Assessment
This section of the Consolidated Plan discusses the housing needs of special needs populations that are
not homeless but could benefit from supportive housing. These populations include:
Elderly households (defined as 62 and older)
Frail elderly (defined as an elderly person who requires assistance with three or more activities of
daily living, such as bathing, walking, or performing light housework)
Persons with disabilities (mental, physical, and/or developmental disabilities)
Persons with alcohol or other drug addiction
Persons living with HIV/AIDS and their families
Victims of domestic violence, dating violence, sexual assault, and stalking
Non-Housing Community Development Needs
This section of the Consolidated Plan addresses the City’s needs for public facilities, public
improvements, and public services. Examples include elderly care centers, centers for persons with
disabilities, homeless facilities, youth centers, childcare centers, neighborhood facilities, fire
stations/equipment, health facilities, parks, recreational facilities, and facilities for special needs
population.
7 https://www.hud.gov/mtw
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2015 % Change
Population 48,821 51,645 6%
Households 14,403 14,990 4%
Median Income $67,317.00 $83,027.00 23%
Table 5 – Housing Needs Assessment Demographics
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 3,130 1,974 1,865 1,445 6,570
Small Family Households 1,315 959 700 615 3,930
Large Family Households 735 449 395 345 1,055
Household contains at least one person
62-74 years of age 470 260 579 225 1,295
Household contains at least one person
age 75 or older 530 249 175 95 295
Households with one or more children 6
years old or younger 1,034 634 380 279 1,034
Table 6 – Total Households Table
Data Source: 2011-2015 CHSA
Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete
plumbing or
kitchen facilities 0 0 0 10 10 4 0 0 0 4
Severely
Overcrowded -
With >1.51
people per room
(and complete
kitchen and
plumbing) 110 85 70 30 295 25 10 10 35 80
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Overcrowded -
With 1.01-1.5
people per room
(and none of the
above problems) 445 170 95 35 745 20 10 25 40 95
Housing cost
burden greater
than 50% of
income (and none
of the above
problems) 1,230 360 10 0 1,600 450 154 235 50 889
Housing cost
burden greater
than 30% of
income (and none
of the above
problems) 370 415 260 100 1,145 35 169 260 330 794
Zero/negative
Income (and
none of the above
problems) 45 0 0 0 45 35 0 0 0 35
Table 7 – Housing Problems Table
Data Source: 2011-2015 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or
complete plumbing, severe overcrowding, severe cost burden)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing problems 1,785 615 175 75 2,650 500 174 270 125 1,069
Having none of four
housing problems 535 735 695 465 2,430 230 454 725 785 2,194
Household has
negative income, but
none of the other
housing problems 45 0 0 0 45 35 0 0 0 35
Table 8 – Housing Problems 2
Data Source: 2011-2015 CHAS
3. Cost Burden >30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Small Related 1,030 405 110 1,545 130 209 195 534
Large Related 545 340 50 935 90 54 80 224
Elderly 330 80 85 495 270 80 165 515
Other 185 145 25 355 45 0 80 125
Total need by
income
2,090 970 270 3,330 535 343 520 1,398
Table 9 – Cost Burden >30%
Data Source: 2011-2015 CHAS
4. Cost Burden >50%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 795 205 10 1,010 130 94 115 339
Large Related 415 30 0 445 90 35 0 125
Elderly 215 40 0 255 240 35 90 365
Other 145 80 0 225 35 0 30 65
Total need by
income
1,570 355 10 1,935 495 164 235 894
Table 10 – Cost Burden >50%
Data Source: 2011-2015 CHAS
5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 450 195 115 65 825 35 14 35 30 114
Multiple, unrelated
family households 100 55 55 0 210 10 4 0 44 58
Other, non-family
households 10 0 0 0 10 0 0 0 0 0
Total need by
income
560 250 170 65 1,045 45 18 35 74 172
Table 11 – Crowding Information – 1/2
Data Source: 2011-2015 CHAS
Renter Owner
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0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present
- - - - - - - -
Table 12 – Crowding Information 2/2
Describe the number and type of single person households in need of housing assistance.
The County 2019 PIT count counted 9,706 homeless individuals (total sheltered and unsheltered) across
the County, which included 2,470 chronically homeless individuals, 653 homeless veterans, and 1,456
transition-age youth.8 The PIT count counted 704 individuals experiencing homelessness in the City of
Gilroy, specifically, although there is no data showing the demographics of these individuals.
Many programs target special needs populations (e.g., chronically homeless, veterans, transition-age
youth). However, most single homeless adults do not fall into any of the special needs populations, and
actually make up 67 percent of the homeless population nationwide.9
All single homeless individuals (regardless of whether they belong to a special needs population) need
housing that is affordable, as well as low or no barrier. Many homeless individuals have zero income,
some have a criminal background, and some have pets when coming in off the streets. These are some
examples of potential barriers to housing as landlords/owners have a variety of approval requirements
when tenants apply for housing. Additionally, most homeless shelters alone do not allow pets; thus, this
population tends to stay unsheltered.
In addition to housing, homeless individuals need supportive services, which may differ by special needs
group. Supportive services may include assessment of service needs, assistance with moving costs, case
management, child care, education services, employment assistance and job training, food, housing
search and counseling services, legal services, life skills training, mental health services, outpatient
health services, outreach services, substance abuse treatment service s, transportation, and utility
deposits.10
In addition to homeless households, there are single-person one-income households, many of which may
be elderly households. Elderly households have a need for affordable housing as they tend to be on a
fixed income. Typically, elderly households have a need to be on the first floor and may need an
accessible housing unit. The 2011-2015 ACS reveals that in 2015 there were 14,990 households in the
City, and of those households, 4,173 (28 percent) have at least one person 62 or older. Of the elderly
households in the City, 7 percent are extremely low-income, 3 percent are very low-income households,
and 5 percent are low-income. This would mean the City would need to have approximately 600
affordable senior housing units available. Based on the above data, there is a need for additional
affordable housing for the elderly and frail elderly population in the City. The 2017 ACS data shows that
2,469 (16 percent) of Gilroy households are single-person households.11 Of the single-person
households in the City, 1,120 households (45 percent) are persons 65 years and older.
8 Santa Clara Office of Supportive Housing. 2019 Santa Clara County Point in Time Count (PIT) & Survey.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara%20County%20Homeless
%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey%20Report.pdf
9 https://endhomelessness.org/homelessness-in-america/homelessness-statistics/state-of-homelessness-report/
10 24 CFR 578.53
11 https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=CF
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Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Persons with Disabilities:
According to 2013-2017 ACS five-year estimates, there are at least 3,863 Gilroy residents living with a
disability (hearing difficulty, vision difficulty, cognitive difficulty, ambulatory difficulty, self -care difficulty, or
independent living difficulty). Individuals aged 18-64 make up the most significant portion of Gilroy’s
disabled population, with 4.5 percent of persons living with disabilities.
Living with disabilities can pose additional hardship for HCV holders, especially for affordable housing
options. This population may live on a fixed income and need a housing unit that is ADA-accessible
and/or offer enough space for medical equipment and possibly a live -in aide. Additionally, a disabled
household needs housing near transportation, grocery stor es, mainstream services, and supportive
services. When the many needs of a disabled household are taken into consideration, household choice
is often extremely limited due to a limited housing stock in the area, and families must take any available
housing unit regardless of whether it is near their support system or meets their specific needs.
Stakeholder subject matter experts who engaged in the community outreach interviews saw a need for a
variety of options of housing (size and income levels) for the disabled and elderly and would like to see
CDBG funds used over the next five years to seek out available housing that would be appropriate for this
population.
Domestic Violence Households
During stakeholder interviews, it was reported that the County has seen an increase in the number of
victims of domestic violence and there is a need for additional services.
The City does not have the exact count of people facing domestic violence in the City. However, the 2019
County PIT count identified 6 percent of homeless individuals in the County as currently experiencing
domestic/partner violence or abuse. Households who experience domestic violence, dating violence,
sexual assault, and stalking need emergency housing and potentially long -term housing, as well as
specialized case management services. Survivors of domestic violence may need to be housed outside
of the City or jurisdiction, in an undisclosed location, or must move one or more times to stay in a safe
housing situation.
Community stakeholders are also seeing an increase in the number of domestic violence victims and
agree with the need for additional services. Currently, the CoC partners with local victim service providers
to offer training for all staff that work with homeless clients. Staff are trained on a trauma-informed, victim-
centered approach, which is the current best practice. They also discuss safety and planning protocols for
serving survivors of domestic violence, dating violence, human trafficking, sexual assault, and stalking, as
well as the Violence Against Women Act requirements.
The City has an emergency shelter, La Isla Pacifica Shelter for Victims of Domestic Violence and their
Children, a bed emergency shelter in a confidential location, which is managed through the nonprofit
Community Solutions. The shelter provides a confidential, safe, clean, and sober living environment for
survivors and their minor children that provides culturally competent, strengths -based services for
wellness and recovery. The shelter can receive referrals from victims themselves (self-referral), as well as
from law enforcement, social services, and other services providers.
Community Solutions offers a supportive housing program to survivors of domestic violence and their
families. This program provides rental assistance to survivors in the City, to obtain and maintain
permanent, safe, decent housing. The program also offers supportive services, which include housing
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search assistance, counseling, life skills, jobs skills and education, legal assistance, and c onnection to
mainstream services.
Community Solutions offers many other services to survivors of domestic violence, intimate partner
abuse, sexual assault, commercially sexually exploited children, and human trafficking (both sexual and
labor). Services for these populations include a 24-hour crisis line, case management, counseling, legal
advocacy, accompaniment to medical, legal, and/or court appointments, advocacy for clients with outside
agencies, referral and linkage to additional services and resourc es, community prevention and training,
safety planning, and goal planning.
In addition to housing and services programs for victims and survivors in the City, Community Solutions
offers two education and prevention programs for teens and young adults to he lp the community learn
about healthy relationships.
What are the most common housing problems?
Of the total households in the City, 5,657 (38 percent) experience at least one housing problem.
Severe Housing Problems
Severe housing problems are when housing units lack a kitchen or complete plumbing, have severe
overcrowding, or have severe cost burden. Severe housing problems are the most common housing
problem in the City with 3,719 households (25 percent) (Table 8) having one or more severe housing
problem. Community members completing the online survey continually addressed the need for additional
housing for all income levels.
Severe Cost Burden
Severe cost burden occurs when a household pays greater than 50 percent of their income toward their
gross housing costs. Severe cost burden is the second most common housing problem in the City, with
2,489 (17 percent) (Table 7) of households paying more than 50 percent of their monthly income toward
their gross housing costs. Community stakeholders argue that one of the top priorities for use of CDBG
funding should be to invest in rehabilitation and newly built affordable housing in the City.
Cost Burden
Cost burden occurs when a household pays 30 percent or greater of t heir income toward their gross
housing costs. Cost burden is the third most common housing problem in the City, with 1,934 households
(13 percent) (Table 7) of households paying more than 30 percent of their month income toward their
gross housing costs. Agency priorities determined during community outreach included addressing the
lack of housing stock, which includes a variety of housing in all sizes and at all income levels.
Are any populations/household types more affected than others by these problems?
Extremely low-income households (0-30% AMI) are the most impacted by housing problems within the
City (see Table 7):
445 renter households are overcrowded
1,230 renter households are severely cost burdened
450 owner households are severely cost burdened
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Describe the characteristics and needs of Low -income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of either
residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of
formerly homeless families and individuals who are receiving rapid re -housing assistance and are
nearing the termination of that assistance
Low-income individuals, families with children who are at imminent risk of homelessness, and h ouseholds
that are eligible for rapid re-housing (RRH) have similar characteristics and can be discussed together. In
all cases, the primary focus is helping the household solve its immediate crisis, in order to stay housed or
find and secure housing. Subject matter experts believe these populations can be successful without
long-term supportive services. RRH rapidly connects families and individuals experiencing homelessness
to permanent housing through a tailored package of assistance that may include the use of time-limited
financial assistance and targeted supportive services. The three components include housing
identification, rent and move-in assistance, and RRH case management and supportive services.
Providing financial assistance and services for a shorter period allows for flexibility and a far less costly
program overall.
Compared to permanent supportive housing, RRH programs need only provide one, two, or three of the
available components, and assistance may be as short as a one-time move-in payment of help with a
deposit, or as long as two years of rental assistance or 36 months of supportive services. The program is
based on a client’s particular needs and does not provide services that are not needed.
Since RRH only provides the minimum of needs, costs are kept to a minimum, which allows a program to
serve a greater number of participants than a permanent supportive housing program. RRH programs are
also extremely flexible in that not only are they tailored to the client’s particular needs, but a client that
needs additional assistance can return and obtain that assistance later. RRH programs allow for a one-
time rental deposit, 24 months of rental assistance, and six additional months of supportive services after
the completion of rental assistance.
The County 2019 PIT count found that the primary cause of first -time homelessness was job loss. When
asked what may have prevented homelessness, the answer was rent or mortgage assistance, and then
employment assistance.
The City does not have its own RRH program ; however, Gilroy residents are eligible for Santa Clara
County CoC RRH programs. Although there are no RRH programs managed or funded by the City, the
City offers two transitional housing programs: Community Solutions’ El Invierno Transitional Housing
Gilroy, a program for 12 single homeless men; and Community Solutions’ Walnut Lane Home Transitional
Housing, a program for eight single homeless men. Unlike RRH, transitional housing programs do not
provide services for persons at imminent risk of homelessness, but only for those that meet HUD’s
definition of homelessness, as discussed in NA-05. Although transitional housing facilitates the movement
of homeless individuals and families to permanent housing within 24 months of entering, as RRH does, it
does not offer supportive services after the rental assistance stops, and does not offer the same flexibility
as a RRH program, which is discussed in further detail below.
The CoC’s RRH programs offer housing-focused case management from program entry. RRH is a
Housing First program with a goal of helping households obtain permanent housing as quickly as
possible, with “just enough” financial assistance to help the household become stable (based on their
needs). Housing may be in an apartment, shared housing/room rental, subsidized housing, or living with
friends or family members. RRH programs build a client-centered plan that prioritizes employment, builds
sustainable support systems, and encourages case management. RRH participants are eligible for
continued case management, even after rental assistance is complete.
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The CoC connects clients with:
Employment Services – the gap between high rents and low wages is the primary barrier for
retention of housing for RRH participants. Increasing income for RRH participants is the central
focus of supportive services if the participant’s current income is inadequate to cover housing
costs.
o The Living Wage Employment Initiative (LWEI) is a program that holds jobs fairs, engages
previously homeless program participants in job training, and connects participants with
living-wage employment leading to careers in high growth industries such as healthcare,
technology, advances manufacturing, building and construction.
In 2017 and 2018, 30 percent of participants reached the County’s living wage threshold, and 91
percent of those who obtained full-time employment remained employed for at least one year.
LWEI secured 285 employment and job training slots prioritized for people experiencing
homelessness or in a housing program.
In 2017 and 2018, 61 percent of LWEI participants obtained full-time employment.
Affordable Housing – some households will be unable to increase their income to pay market -rate
rent, even at a cost burdened rate. Therefore, there is a need for some households to seek out
subsidized housing options.
o Developed with County Housing Bond and other funds, 125 units are set aside for RRH
clients with 1,475 additional RRH units planned throughout the County over the next 10
years.
o Program providers support tenants through education of landlord/tenant laws to ensure lease
compliance in order to stay housed.
Mainstream Services and Systems – complementary supportive services available to homeless
families in the jurisdiction.
o School districts, child welfare agency, justice system, and victim service providers help clients
address root causes of housing instability.
o Connecting clients with mainstream benefits to help cover household expenses such as
food, utilities, and healthcare.
Landlord Incentive Program – dedicated funding is used to recruit and retain owners/landlords.
o The All the Way Home Veterans program has engaged 791 new landlords since 2015.
As households near the end of the RRH program, providers work with clients on housing stability. This is
done through:
Identifying potential challenges that may arise and troubleshooting them in advance
Scheduling follow-up visits – case management may continue for six months after the competition
of rental assistance
Ensuring there is a crisis plan in place
If a household has greater financial barriers or extraordinary housing cha llenges, there may be a
need for additional intervention or longer-term assistance. This can be done through:
o Transfer to permanent supportive housing program
o Referral to HCV with the SCCHA
o Move to more affordable housing
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If a jurisdiction provides estimates of the at-risk population(s), it should also include a description
of the operational definition of the at-risk group and the methodology used to generate the
estimates:
Persons at imminent risk of homelessness include: (1) An individual or family who: (i) Has an annual
income below 30 percent of median family income for the area, as determined by HUD; (ii) Does not have
sufficient resources or support networks, e.g., family, friends, faith-based or other social networks,
immediately available to prevent them from moving to an emergency shelter or another place …; and
(iii) Meets one of the following conditions: (A) Has moved because of economic reasons two or more
times during the 60 days immediately preceding the application for homelessness prevention assistance;
(B) Is living in the home of another because of economic hardsh ip; (C) Has been notified in writing that
their right to occupy their current housing or living situation will be terminated within 21 days after the date
of application for assistance; (D) Lives in a hotel or motel and the cost of the hotel or motel stay is not
paid by charitable organizations or by federal, state, or local government programs for low-income
individuals;
(E) Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two
persons or lives in a larger housing unit in which there reside more than 1.5 people per room, as defined
by the U.S. Census Bureau; (F) Is exiting a publicly funded institution, or system of care (such as a
health-care facility, a mental health facility, foster care or other youth facility, or correction program or
institution); or (G) Otherwise lives in housing that has characteristics associated with instability and an
increased risk of homelessness, as identified in the recipient's approved consolidated plan.12
The CoC reviewed local data and national trends regarding imminent risk of ho melessness. These risk
factors are used along with the Prevention Vulnerability Index - Service Prioritization Decision Assistance
Tool (VI-SPDAT) to assess a household’s eligibility for the County’s Homelessness Prevention System
(HPS).13 The VI-SPDAT is a survey administered to homeless persons and those at imminent risk of
homelessness to prioritize for services. Ongoing PIT count data show eviction, lack of employment, and
low or no income as primary causes of homelessness. As discussed above, housing costs are an issue,
with 15 percent of LMI renters and 7 percent of LMI owners experiencing cost burden, 23 percent of LMI
renters experiencing severe cost burdened, and 12 percent of owners experiencing severe cost burden.
Nationally, people living in poverty who struggle to afford necessities are at the greatest risk of
homelessness, which include severe cost burden and living doubled up. “In 2017, 6.7 million households
spent more than 50 percent of their income on rent. They were experiencing a ‘severe cost burden’…4.4
million people in poor households were ‘doubled up,’ which means they were living with family and
friends.”14 The CoC also cites national research indicating additional factors including low or no income,
mental illness, abuse, and criminal justice involvement.
Based on the findings discussed above, the following eligibility criteria was created for HPS: low income;
self-report of imminent risk of homelessness OR unsafe housing situation; and a Prevention VI -SPDAT
score of 8 or greater. The Prevention VI-SPDAT is for those at imminent risk of homelessness and scores
the following factors: income and financial health, history of homelessness, eviction risk, abuse and/or
trafficking, interaction with emergency services including criminal justice, and acuity of mental and
physical needs.
HPS includes 13 agencies that offer financial assistance and supportive services that are targeted to
client’s needs. Supportive services may include working with a housing specialist to retain housing or
possibly relocate.
12 24 CFR § 91.5
13 San Jose/Santa Clara City & County CoC FY2019 CoC Application
14 National Alliance to End Homelessness (2019) State of Homelessness https://endhomelessness.org/homelessness-in-
america/homelessness-statistics/state-of-homelessness-report/
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The County Office of Supportive Housing is the HPS program manager. Other partner agencies include
five local victim service providers to assist families fleeing unsafe housing; the Law Foundation of Silicon
Valley for eviction prevention services; CalWorks and Supportive Services for Veteran Families (SSVF) to
provide financial assistance, case management, connections to benefits , and job training; and the Bill
Wilson Center to work with school district homeless liaisons and tra in school staff to identify at-risk
families to refer to HPS.
The County and the City of San Jose allocated $10 million in new state funding over two years to fund the
HPS program, which allows for an annual capacity of 900 households, countywide. HPS tracks data and
outcomes in order to continually evaluate system outcomes. HPS has had successful outcomes; in the
first two years of the program, 92 percent of participants remained housed one year after assistance.
Specify particular housing characteristics that have been linked with instability and an increased
risk of homelessness
Ongoing PIT count data show eviction, lack of employment, and low or no income as primary causes of
homelessness. As discussed above, housing costs are also an issue, as 15 percent of LMI renters and 7
percent of LMI owners are cost burdened, 23 percent of LMI renters are severely cost burdened, and 12
percent of owners are severely cost burdened. The National Alliance to End Homelessness cites
overcrowding or “doubled up” as a housing characteristic that leads to homelessness. The CoC also cites
national research indicating additional factors including low or no income, mental illness, abuse, and
criminal justice involvement. Throughout the County, 22 stakeholders were interviewed as part of this
plan’s community engagement, which included nonprofit homeless providers. When asked how CDBG
funds should be spent regarding homeless services, stakeholders stated that there is a need for
homelessness prevention programs, which may include employment assistance, rental or utility
assistance, or legal advocacy.
Additionally, providers identified a need for the County to continue to update resource guides and
websites that point to correct agencies based on needs, and work with service agencies for quicker
response rates to help people in crisis.
Last, both stakeholders and community members see a need for an increase in fair housing efforts to
decrease evictions that lead to homelessness. This would include education for tenant right s regarding
housing conditions and creating engagement activities and programs. There is a need for these activities
to be provided in Spanish, and held within non-English speaking communities, as well as LMI
communities that typically do not engage in ser vices. This engagement should also include advocacy for
persons with disabilities seeking housing resources.
When homeless individuals were asked during the PIT count what their primary cause of homelessness
was, 30 percent of survey respondents countywide reported job loss as the primary cause, 22 percent
cited alcohol or drug use, 15 percent cited a divorce/separation, 14 percent cited eviction, and 13 percent
cited an argument with—or being asked to leave by—a family member or friend.
When asked what might have prevented their homelessness, survey respondents most commonly
reported rent or mortgage assistance (42 percent, an increase from 30 percent in 2017) followed by
employment assistance (37 percent).
For homeless families, the top three primary causes of homelessness were job loss (32 percent), eviction
(25 percent), and a divorce or separation (19 percent).
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Discussion
Overall, the City needs to continue to invest in job training programs as well as work to bring higher-
paying jobs to the area in an attempt to decrease the number of extremely low-income households in the
City. Additional affordable housing, permanent supportive housing for homeless persons, and programs
to prevent homelessness and quickly rehouse those that are recently homeless are particularly important.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
This section examines local income and racial/ethnic group data for the City of Gilroy and compares them
to determine if any racial/ethnic groups have experienced a disproportionately greater housing need than
the needs of the population of Gilroy as a whole.
A disproportionately greater need exists when the members of a racial/ethnic group at a given income
level experience housing problems at a greater rate (10 percentage points or more) than the jurisdiction
at that income level, as a whole.
0%-30% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 2,695 360 80
White 480 80 10
Black / African American 95 0 0
Asian 65 20 0
American Indian, Alaska Native 15 0 0
Pacific Islander 0 0 0
Hispanic 2,005 255 70
Table 13 – Disproportionately Greater Need 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost burden greater than 30%
>30%-50% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 1,369 610 0
White 279 210 0
Black / African American 30 10 0
Asian 50 40 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,015 355 0
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Table 14 – Disproportionately Greater Need >30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost burden greater than 30%
>50%-80% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 970 900 0
White 335 349 0
Black / African American 10 10 0
Asian 14 50 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 590 485 0
Table 15 – Disproportionately Greater Need >50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost burden greater than 30%
>80%-100% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 630 820 0
White 295 320 0
Black / African American 0 0 0
Asian 25 30 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 310 465 0
Table 16 – Disproportionately Greater Need >80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost burden greater than 30%
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Alternative Table: Disproportionately Greater Need (Jurisdiction) of Households Experiencing one
or more Housing Problems:
0-30% AMI
Extremely low -income
>30-50% AMI
Low-income
50-80% AMI
Moderate-income
80-100% AMI
Middle Income
# % # % # % # %
Jurisdiction
as a Whole 2,695 86% 1,369 69% 970 52% 630 44%
White 480 84% 279 57% 335 49% 295 48%
Black /
African
American
95 100% 30 75% 10 50% 0 0%
Asian 65 76% 50 56% 14 22% 25 45%
American
Indian, Alaska
Native
15 100% 0 0% 0 0% 0 0%
Pacific
Islander 0 0% 0 0% 0 0% 0 0%
Hispanic 2,005 86% 1,015 74% 590 55% 310 40%
Discussion
The Alternative Table above shows a summary and comparison of Tables 13, 14, 15, and 16, which list
the number of households in the City that experience one or more housing problems, sorted by
ethnic/racial group and income category.
Based on HUD’s definition of disproportionately greater need, the following populations have a
disproportionately greater need due to having one or more of four housing problems:
o 100 percent of extremely low-income Black/African American households, as compared to 86
percent of the jurisdiction as a whole.
o 100 percent of extremely low-income American Indian, Alaska Native households, as
compared to 86 percent of the jurisdiction as a whole.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
1. Introduction
A disproportionately greater need exists when the members of a racial or ethnic group at a g iven income
level experience severe housing problems at a greater rate (10 percentage points or more) than the
income level as whole.
Severe housing problems include overcrowded households with more than 1.5 persons per room, not
including bathrooms, porches, foyers, halls, or half-rooms, and households with severe cost burden, i.e.,
spending more than 50 percent of income on gross housing costs.
0%-30% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 2,285 765 80
White 410 150 10
Black / African American 75 20 0
Asian 65 20 0
American Indian, Alaska Native 15 0 0
Pacific Islander 0 0 0
Hispanic 1,690 575 70
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost burden over 50%
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>30%-50% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 789 1,189 0
White 154 334 0
Black / African American 15 25 0
Asian 30 55 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 590 775 0
Table 18 – Severe Housing Problems >30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost burden over 50%
>50%-80% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 445 1,420 0
White 135 544 0
Black / African American 0 20 0
Asian 0 65 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 300 775 0
Table 19 – Severe Housing Problems >50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost burden over 50%
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>80%-100% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a whole 200 1,250 0
White 75 540 0
Black / African American 0 0 0
Asian 0 55 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 125 655 0
Table 20 – Severe Housing Problems >80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost burden over 50%
Alternative Table: Disproportionately Greater Need (Jurisdiction) of Households Experiencing severe
housing problems
0-30% AMI
Extremely low -
income
30-50% AMI
Low-income
50-80% AMI
Moderate-income
80-100% AMI
Middle Income
# % # % # % # %
Jurisdiction as
a Whole 2,285 73% 789 40% 445 24% 200 14%
White 410 72% 154 32% 135 20% 75 12%
Black / African
American 75 79% 15 38% 0 0% 0 0%
Asian 65 76% 30 35% 0 0% 0 0%
American Indian,
Alaska Native 15 100% 0 0% 0 0% 0 0%
Pacific Islander 0 0% 0 0% 0 0% 0 0%
Hispanic 1,690 72% 590 43% 300 28% 125 16%
Discussion
The Alternative Table above shows a summary and comparison of Tables 17, 18, 19, and 20, which list
the number of households in the City that experience one or more severe housing problems, sorted by
ethnic/racial group and income category.
Based on HUD’s definition of disproportionately greater need, the following populations have a
disproportionately greater because the population has one or more severe housing problems:
o 100 percent of extremely low-income American Indian, Alaska Native households, as
compared to 73 percent of the jurisdiction as a whole.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction:
A disproportionately greater need exists when the members of a racial or ethnic group at a given income
level experience housing cost burden problems at a greater rate (10 percentage points or more) than the
income level as whole.
A household is considered cost burdened if it spends more than 30 percent of its income on gross
housing costs. A household is considered severely cost burdened if it spends more than 50 percent of its
income on gross housing costs.
For renters, gross housing costs include rent paid by the tenant plus utilities. For owners, housing costs
include mortgage payment, taxes, insurance, and utilities.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50%
No / negative
income (not
computed)
Jurisdiction as a whole 8,615 3,314 2,984 80
White 4,035 1,180 780 10
Black / African American 104 100 90 0
Asian 730 99 70 0
American Indian, Alaska
Native 15 0 15 0
Pacific Islander 0 0 0 0
Hispanic 3,535 1,890 1,985 70
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2011-2015 CHAS
Alternative Table: Disproportionately Greater Cost Burden (Jurisdiction)
<30% of Income 30-50% of Income
Cost Burdened
>50% of Income
Severely Cost Burdened
# % # % # %
All Households in
Jurisdiction 8,615 57% 3,314 22% 2,984 20%
White 4,035 67% 1,180 20% 780 13%
Black/African American 104 35% 100 34% 90 31%
Asian 730 81% 99 11% 70 8%
American Indian, Alaska
Native 15 50% 0 0% 15 50%
Pacific Islander 0 0% 0 0% 0 0%
Hispanic 3,535 47% 1,890 25% 1,985 26%
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Discussion
The Alternative Table uses the data from Table 21 to show which percentage of each racial/ethnic group
in the City may experience a disproportionate cost burden or severe cost burden, compared to the
jurisdiction as a whole. All households represented in this section earn betw een 0% to 80% AMI; and the
All Households in Jurisdiction number is the total number of extremely low-, low-, and moderate-
income households compared to all households in the City.
Black/African American households in the City are both disproportionately cost burdened and severely
cost burdened. American Indian, Alaska Native households are disproportionately severely cost
burdened.
34 percent of Black/African American households pay more than 30 percent of their income
toward gross rent, compared to 22 percent of the jurisdiction as a whole.
31 percent of Black/African American households pay more than 50 percent of their income
toward gross rent, compared to 20 percent of jurisdiction as a whole.
100 percent of American Indian, Alaska Native households pay more than 50 percent of their
income toward gross rent, compared to 20 percent of the jurisdiction as a whole.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Tables 13 through 21 provide Comprehensive Housing Affordability Strateg y (CHAS) data from a five-
year period (2011–2015), which is then used to determine whether there are racial/ethnic groups in the
City that have a disproportionately greater need than the needs of that jurisdiction as a whole. Sections
NA-15, NA-20, and NA-25 addressed specific housing problems. This section will address income
categories as they pertain to disproportionately greater need.
As defined above, a disproportionately greater need exists when the members of a specific racial/ ethnic
group at a given income level experience housing problems or cost burden at a greater ratio (at least 10
percentage points or more) than that income level in the jurisdiction as a whole.
Are there any Income categories in which a racial or ethnic group has disproportion ately greater
need than the needs of that income category as a whole?
Extremely low-income Black/African American households have a disproportionately greater need
when experiencing housing problems than extremely low-income households as a whole.
34 percent of Black/African American households pay more than 30 percent of their income
toward gross rent, compared to 22 percent of the jurisdiction as a whole.
31 percent of Black/African American households pay more than 50 percent of their income
toward gross rent, compared to 20 percent of jurisdiction as a whole.
Extremely low-income American Indian, Alaska Native households have a disproportionately
greater need when experiencing housing problems than extremely low-income households as a
whole.
Extremely low-income American Indian, Alaska Native households have a disproportionately
greater need when experiencing severe housing problems than extremely low-income
households as a whole.
100 percent American Indian, Alaska Native households pay more than 50 percent of their
income toward gross rent, compared to 20 percent of the jurisdiction as a whole.
If they have needs not identified above, what are those needs?
Black/African American and American Indian/Alaska Native households have disproportionately g reater
needs compared to other households in the community, and need to be targeted during CDBG program
outreach in order to receive needed services, particularly housing repair programs, affordable housing
programs, and job training/mainstream resources to increase income.
Although Hispanic households are not found to have a disproportionate ly greater need compared to the
jurisdiction as a whole, pertaining to housing problems, Hispanic persons make up 58 percent of
population, which includes a large population of extremely low-income and low-income farmworkers. Due
to the seasonal nature of farmwork, many households have a difficult time securing safe, habitable, and
affordable housing. The SCCHA operates the Ochoa Migrant Center in Gilroy, which contains 100 family
units, eight months out of the year; additionally, there are 84 units and another 37 beds available in the
City and near Gilroy available for farmworkers and seasonal/migrant workers. There is a continued need
for permanent affordable housing for this population in the City.
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Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
As discussed in MA-50, there is a minority concentration of Hispanic households in census tracts
5125.03, 5125.05, 5125.06, 5125.08, 5125.09, 5125.10, 5126.02, 5126.03, and 5126.04.
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NA-35 Public Housing – 91.205(b)
1. Introduction
The SCCHA is the regional PHA for the City of Gilroy.
The SCCHA assists approximately 11,000 households through the HCV program, operates four public
housing units (in the City of Santa Clara), and owns and controls more than 2,700 affordable housing
units. The affordable housing units include single, family, and senior/elderly housing units and are found
throughout the County of Santa Clara. There are currently 981 Gilroy residents with tenant -based HCVs,
and 91 residents on the waiting list.
In addition to tenant-based vouchers, several Gilroy housing projects have been awarded project-based
vouchers, including Lilly Gardens Apartments, Plum Tree West, and Parkview Apartments. In addition,
there are several Low Income Housing Tax Credit properties in the City that offer affordable housing, but
are not subsidized through the voucher program , such as the Sunset Gardens Senior Apartments.
The City has utilized local HTF monies to fund housing and supportive service needs through local
community nonprofit organizations. In the past, these have included homeless prevention, emergency
rental assistance, promoting fair housing, and first-time homebuyer assistance. The program serves LMI
Gilroy residents living with HIV/AIDS and provides permanent supportive housing to participants and their
families.
The City works collaboratively with the SCCHA in its efforts to increase federal appropriations for HCV
and other affordable housing programs in Gilroy and throughout the County. In addition to the HCV
program, the SCCHA manages a homeownership program for HCV participants, supportive service
programs, and other affordable housing programs in Gilroy and throughout the County.
Countywide efforts that include City residents include the Moving to Work (MTW) program, a federal
demonstration program that links broad federal goals with locally designed initiatives. MTW encourages
select housing authorities to pro pose and, upon HUD approval, implement innovative changes to the way
affordable housing programs are administered. The program’s goal is to promote participants’ self -
sufficiency and expand participants’ housing choices.
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Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 48 20 10,212 692 9,267 212 0 36
Table 22 – Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 20,067 16,342 15,882 13,333 16,112 14,199 0
Average length of stay 0 7 5 8 1 9 0 0
Average Household size 0 2 2 2 1 2 1 0
# Homeless at admission 0 0 1 15 4 4 0 0
# of Elderly Program Participants (>62) 0 10 4 3,859 502 3,315 24 0
# of Disabled Families 0 10 6 1,784 69 1,610 85 0
# of Families requesting accessibility
features 0 48 20 10,212 692 9,267 212 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 24 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 33 11 4,885 332 4,420 117 0 14
Black/African American 0 3 3 1,358 46 1,223 80 0 7
Asian 0 11 5 3,698 303 3,375 5 0 14
American Indian/Alaska
Native 0 1 1 145 7 134 3 0 1
Pacific Islander 0 0 0 95 4 84 7 0 0
Other 0 0 0 31 0 31 0 0 0
Table 25 – Race of Public Housing Residents by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 20 8 3,217 133 3,038 38 0 7
Not Hispanic 0 28 12 6,964 559 6,198 174 0 29
Table 26 – Ethnicity of Public Housing Residents by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on
the waiting list for accessible units:
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination on the basis of disability in programs
and activities conducted by HUD or that receive financial assistance from HUD.
The SCCHA Administrative Plan (Admin Plan) Section 1.8 defines a disability as “A physical or mental
impairment that substantially limits one or more of the major life activities of an individual.”15 The
applicant or participant must have a record of such impairment or being regarded as having such
impairment.
Section 1.8 also discusses the PHA’s policy on reasonable accommodations, which is summarized
below:
It is designed so that persons with disabilities may fully access and use the housing program and
related services.
Reasonable accommodations can be requested beginning when a family applies to a waiting list.
Applicants and participants are notified via certain PHA forms and letters of their right to apply for
a reasonable accommodation.
An applicant or participant with a disability must meet the essential obligations of the assisted
housing program and the lease with the owner. This requirement can be met independently or
with assistance from another person or agency.
An applicant or participant, or a person on their behalf, must first request in writing or verbally the
reasonable accommodation before the PHA will provide an accommodation.
Currently, 17 percent of HCV participant families report a disability, countywide. Additional data on the
needs of those in units or on the wait-list is unavailable.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
For HCV holders, the greatest needs include locating a housing unit that will accept a voucher. Voucher
holders have a limited amount of time to find a housing unit that accepts a voucher, is at the fair market
rent, and meets the Housing Quality Standards required by HUD. Often, voucher holders are forced to
transfer their voucher to another location outside of the jurisdiction (Port -Out), accept a unit that is smaller
than desirable for their family size, or move farther away from public transportation, a job, or s upport
system, or otherwise risk the possibility of losing a voucher.
In an attempt to lessen the stress of finding housing units that accept HCVs, the PHA created an initiative
under the MTW program. In 2017, the SCCHA piloted a Landlord Initiative to provide vacancy payments
to HCV landlords who re-rent their units to SCCHA program participants. In the 2020 SCCHA MTW
Annual Plan, the housing authority made a request to HUD to expand upon this initiative and create an
incentive program to attract new owners and landlords to rent to HCV participants. Owners and landlords
that rent to voucher holders for the first time will receive a one -time bonus payment. This program was
created to maintain and increase the number of housing units and choices available to HCV participant
households.
In 2019, Senate Bill 329 passed and no longer allow landlords/owners to refuse to rent to HCV
participants. By advertising that the housing unit is not available to a voucher holder, this is a form of
discrimination, and the voucher holder now has the right to apply like everyone else. The voucher holder
15 https://www.scchousingauthority.org/assets/1/6/Chapter_1_-_Policies_and_Objectives_rev._03-22-18.pdf
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does have to pass the same requirements as any non-voucher holder, such as a credit or past rental
history check.
This law was created to make more units available to voucher h olders and make the process of
application fairer.
How do these needs compare to the housing needs of the population at large
Community stakeholders agree that there needs to be more housing options for both low -income
households in the population at large and voucher holders. During stakeholder interviews, needs were
discussed that included varieties and sizes of housing units, particularly near employment and transit.
Ideas included conversion of larger dwellings to multiple units, as well as allowing tin y homes, particularly
for youth and agricultural workers.
HCV participants are much like general LMI households, in that voucher holders cannot earn more than
80% AMI in order to keep their voucher. As discussed above, voucher holders have a difficult tim e finding
a housing unit, this is the same for LMI households in their search for an appropriate and affordable
housing unit.
Discussion
The SCCHA is the regional PHA for the City of Gilroy. The City works collaboratively with the PHA to
serve LMI families and find affordable housing options and solutions in the community.
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NA-40 Homeless Needs Assessment – 91.205(c)
1. Introduction:
On a single night and throughout the early morning of January 29-30, 2019, the County of Santa Clara
CoC performed the biennial PIT count. The PIT count is a count of sheltered and unsheltered people
experiencing homelessness on a single night in January. HUD requires that CoCs conduct a count, every
other year, of unsheltered people experiencing homelessness, which is defin ed as sleeping in a place not
meant for human habitation, such as a car, park, or abandoned building. The CoC must also conduct an
annual count of people experiencing homelessness who are sheltered in an emergency shelter,
transitional housing, or a safe haven on a single night. The majority of the information available regarding
homeless population in the City is sourced from the 2019 County PIT count. Below, the demographics of
homeless persons in the County and City of Gilroy are addressed.
Homeless Needs Assessment
The City of Gilroy’s homeless population decreased by 2 percent from 2017 to 2019 (see Figure 3 below).
In 2017, a total of 722 homeless persons were living in the City, compared to 704 in 2019. In 2019, 345
homeless persons were unsheltered and 359 were sheltered at the City’s winter shelters. The City works
collaboratively and provides funding to the nonprofit Community Solutions, which offers a day program for
homeless persons in the City. The City participates in countywide efforts to end homelessness by
participating the Santa Clara County CoC; however, the City and County continue to have a great need
for increased street outreach by a homeless services team. Street outreach by a homeless services team
would meet people where they are, in order to build trust and rapport, with an ultimate goal of connecting
people to services and housing. Great efforts have been made in the City and throughout the County to
decrease homelessness; however, funding is insufficient to cover the amount of services and housing
needed to serve the large homeless population in the area.
The City does not currently have a year-round shelter, but only shelter during the winter months.
Additionally, City does not have a program that participates in the Coordinated Entry System (CES), both
of which would help the chronically homeless connect with housing and long -term benefits and services.
The following table provides the characteristics of the homeless population at the County level.
Approximately 9,706 individuals are experiencing homelessness within the County on any given night,
and only 18 percent of those (1,784) will be sheltered. The primary subpopulation of those experiencing
homelessness are households with only adults, as compared to households of adults with children. The
survey also found that 276 unaccompanied youth are experiencing homelessness.
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Population
Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the #
experiencing
homelessness
each year
Estimate the # becoming homeless each year
Estimate the #
exiting
homelessness each
year
Estimate the #
of days
persons
experience
homelessness Sheltered Unsheltered
Persons in
Households
with Adult(s)
and Child(ren)
700 221 921
*See discussion of available data in
narrative below
* *
Persons in
Households
with Only
Children
N/A N/A N/A
N/A N/A N/A
Persons in
Households
with Only Adults
1,532 6,977 8,509
* * *
Chronically
Homeless
Individuals
371 2,099 2,470
* * *
Chronically
Homeless
Families
N/A N/A N/A
N/A N/A N/A
Veterans 209 444 653 * * *
Unaccompanied
Youth 14 262 276 * * *
Persons with
HIV 29 165 194 * * *
Source: Santa Clara County 2017 and 2019 Point in Time Count (PIT) and Survey Report, County-wide numbers
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If data is not available for the categories "number of persons becoming and exiting homelessness
each year," and "number of days that persons experience homelessness," describe these
categories for each homeless population type (including chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth):
The following estimates were obtained using data from the 2017 and 2019 Santa Clara County Point in
Time Count (Homeless Census & Survey)
Estimate the # Becoming Homeless Each Year
An average of 1,420 persons in households with only adults become homeless in the County
each year. From 2017 to 2019, the number of adult homeless individuals increased from 5,670 to
8,509.
An average of 74 persons with HIV become homeless in the County each year. From 2017 to
2019, the homeless persons with HIV stayed at two percent of the homeless population, however,
the homeless population as a whole increased from 7,394 to 9,706 persons.
An average of 187 homeless persons become chronically homeless persons in the County
each year. From 2017 to 2019, the chronically homeless count increased from 2,097 to 2,470
persons.
Overall, 36 percent or approximately one-third of those surveyed indicated that their current
episode of homelessness was their first incidence of homelessness.
Estimate the # Exiting Homelessness Each Year
An average of 77 persons in households with adults and children exit homelessness in the
County each year. From 2017 to 2019, the number of homeless individuals in families decreased
from 1,075 to 921.
An average of 187 unaccompanied youth become homeless in the County each year. From
2017 to 2019, the number of unaccompanied youth decreased from 649 to 276.
An average of 4 Veterans exit homelessness in the County each year. From 2017 to 2019, the
number of homeless veterans decreased from 660 to 653.
Approximately two-thirds of those surveyed said they had experienced homelessness previously
and that this was not their first incidence of homelessness. Moreover, 35 percent experienced
homelessness for the first time between the ages of 0 to 24.
Estimate the # of Days Persons Experience Homelessness
During the 2019 PIT count, 1,335 homeless persons were asked about the length of their current episode
of homelessness. Overall, only a small percentage (6%) had been homeless 30 days or less, while most
(94%) had experienced homeless for more than a month, and of those 67 pe rcent had experienced
homeless for one year or more.
2 percent reported they had been homeless seven days or less
4 percent reported they had been homeless 8-30 days
6 percent reported they had been homeless 1-3 months
12 percent reported they had been homeless 4-6 months
9 percent reported they had been homeless 7-11 months
67 percent reported they had been homeless one year or more
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There is no data available on chronically homeless families or households with only children.
Nature and Extent of Homelessness: (Optional)
Source: Santa Clara County 2019 Point in Time Count (PIT) and Survey Report
Estimate the number and type of families in need of housing assistance for families with children
and the families of veterans.
The City does not have an estimate of the number and type of families or veterans experiencing
homelessness in the area; however, the 2019 County PIT count identified 269 homeless families with
children living in the County. Families with children encompassed a total of 921 household members, an
average of 3.4 persons per household. The total number of families in the County make up 9.5 percent of
all homeless individuals counted. Of these families with children, 24 percent are unsheltered.
As discussed in NA-10, LMI households are more likely to become homeless than the general population
due to housing problems and special needs. Although there is no data regarding the number of homeless
families with children in the City, NA-10 discusses the number of households that identify as families and
are also extremely low-, very low-, low, and moderate-income households. The comparisons below are
based on the total number of households in the jurisdiction.
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Small families are defined as having 2-4 household members.
o There are 2,974 LMI (43 percent) small family LMI households in the City.16
Large families are defined as having 4 or 5 or more members.
o There are 1,579 LMI (23 percent) large family LMI households in the City.17
2,048* LMI (29 percent) households in the City report having one or more children aged 6 or
younger in the household. *This number is duplicative of the numbers above.
The PIT count also identified 653 homeless veterans, of which 68 percent were unsheltered.
Veterans make up 6.7 percent of all homeless, countywide.
o In 2015, there were 1,953 total veterans living in the City of Gilroy.18-
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
There are no numbers on the City level for the number of homeless persons by race. However, numbers
exist for Santa Clara County as a whole. For 2019, the racial breakout is as follows:
44% white
24% multi-racial/other
19% black
8% American Indian/ Alaskan Native
3% Asian
2% Native Hawaiian or Pacific Islander
According to the 2019 County PIT Count, 43 percent of respondents indicated that they were of
Hispanic/Latinx origin, which was much higher than the general population (26 percent).
Additionally, as discussed in NA-15, NA-20, and NA-25, certain racial/ethnic groups in the City may have
a disproportionately greater need than the jurisdiction as a whole, with regard to housing problems that
are known to lead to homelessness. Hispanic households in the City are disproportionately cost
burdened.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Homelessness in Santa Clara County increased 31 percent from 2017 to 2019, with the highest number
counted on record, since 2007, of 9,706 persons counted in 2019. Persons experiencing homelessness in
the County tend to be longtime residents of the County, as 81 percent reported Santa Clara County as
their residence prior to becoming homeless, and 57 percent of persons report ed living in the County for
ten years or more. Additionally, 67 percent of persons experiencing homelessness in the County report
their current episode of homelessness as lasting one year or longer.
Persons experiencing homelessness might be living in a shelter or are unsheltered, as defined below:
Unsheltered homeless are persons sleeping at least one night in places not meant for human habitation,
such as parks, sidewalks, alleys, fields, abandoned buildings, etc.
16 2011-2015 ACS
17 2011-2015 ACS
18 2011-2015 ACS
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Sheltered homeless are persons sleeping at least one night in one of the following: emergency shelters,
transitional shelters for the homeless, domestic violence shelters, residential programs for
runaway/homeless youth, or any hotel/motel/apartment voucher arrangements paid by a public/private
agency because the person or family is homeless.
Within Santa Clara County, 82 percent of homeless persons are unsheltered. During the 2019 County PIT
Count, 49 percent of the City’s homeless population were found to be unsheltered, as the homeless
population consisted of 345 unsheltered individuals and 359 sheltered i ndividuals.
The unsheltered population of the City is concentrated in the east side of the City, as well as in Glenview
neighborhood. A considerable number of homeless persons are found in census tracts 5126.03 and
5126.04, including in the downtown and the CDBG target area. Most of Gilroy’s providers of homeless
services are located in nearby census tract 5125.06, as is the National Guard Armory, which provides a
cold weather shelter. 5126.04 is 0.7 miles from many service providers and 5126.03 is 1.8 mil es from the
service providers.
CDBG Target Area
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The City does not have a large number of beds available for homeless families. The beds available for
single adults or families are seasonal and only available during inclement .19
19 2017 County of Santa Clara Housing Inventory Count (HIC)
Type of Housing Name of Program Beds Available Population Served
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2017 County of Santa Clara Housing Inventory Count
Focus group participants discussed the idea of the City allowing tiny homes for both transitioning youth as
well as agricultural workers as an affordable alternative to housing. Additionally, the group pointed out the
large number of transitional housing beds for families but found that one of the most pressing housing
problems in the City is the gap between transitional housing and permanent housing.
Discussion
The 2019 County PIT count showed a 2 percent decrease in the City’s homeless population compared to
the previous 2017 count, specifically from 722 persons in 2017 to 704 persons in 2019. By comparison, in
the same time frame, the County overall saw an increase of 31 percent. The sections above (NA-10, NA-
15, NA-20, NA-25, NA-30) discuss many housing problems that lead to homelessness as well as possible
community solutions that could prevent or decrease homelessness. Additionally, this section (NA-40)
addresses the immediate needs of individuals and families currently experiencing homelessness. The
City currently has 299 shelter beds available and 20 transitional housing beds for single adults and
families with children. However, of these shelter beds, 285 of the shelter beds are seasonal and only
available during inclement weather, or during the wint er months. Additionally, there are 345 unsheltered
individuals, realistically leaving a need for approximately 630 year-round beds in a variety of locations and
types, e.g., single person shelters, harm reduction shelters, transitional housing, car parks, family
shelters, and shelters that allow pets.
Transitional Housing El Invierno TH Gilroy 12 Single Adults
Transitional Housing Walnut Lane Home TH 8 Single Adults
Emergency Shelter Gilroy Armory Inclement
Weather 50 Single Adults – seasonal beds
Emergency Shelter Gilroy Nightly Shelter 130 Single Adults –
seasonal beds
Emergency Shelter Ochoa Winter Family Shelter 105 Families – seasonal beds
Emergency Shelter La Isla Pacifica 14 Families with children
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
1. Introduction:
For the purposes of the Consolidated Plan, this section will address special needs populations as defined
by HUD. The following section addresses the needs of persons who are not homeless but require
supportive housing. The special needs populations considered in this section are the following:
Elderly households (defined as 62 and older)
Frail elderly (defined as an elderly person who requires assistance with three or more activities of
daily living, such as bathing, walking, or performing light housework)
Persons with disabilities (mental, physical, and/or developmental disabilities)
Persons with alcohol or other drug addiction
Persons living with HIV/AIDS and their families
Victims of domestic violence, dating violence, sexual assault, and stalking
Describe the characteristics of special needs populations in your community:
Elderly and Frail Elderly Households
As of 2017, the City had 6,714 (13 percent)20 individuals 62 or older and 4,173 (28 percent)21 households
with at least one person 62 or older. The previous City five-year Consolidated Plan showed similar
numbers, with 9 percent22 of individuals 65 or older and 27 percent23 of households containing at least
one person over the age of 62. Of the elderly households in the City, 7 percent are extremely low income,
3 percent are very low income, and 5 percent are low income.
Households with Disabilities
According to the 2013-2017 ACS 5-Year Estimates, 3,863 persons (8 percent) in the City has one or
more disability: 284 (0.63 percent) of residents aged 5-17; 2,036 (4.49 percent) of residents aged 18-64;
and 1,543 (3.4 percent) of residents aged 65 or older.
Federal nondiscrimination laws define a person with a disability to include any (1) individual with a
physical or mental impairment that substantially limits one or more major life activities; (2) individual with a
record of such impairment; or (3) individual who is regarded as having such an impairment. In general, a
physical or mental impairment includes, but is not limited to, examples of conditions such as orthopedic,
visual, speech and hearing impairments, cerebral palsy, autism, epilepsy, muscular dys trophy, multiple
sclerosis, cancer, heart disease, diabetes, human immunodeficiency virus (HIV), developmental
disabilities, mental illness, drug addiction, and alcoholism.24 ACS data consists of six broad disability
categories that show characteristics of residents with disabilities. Disabled persons in the City reported at
least one of the following and, in some cases, more than one:
20 2011-2015 ACS
21 2011-2015 CHAS
22 2008-2012 ACS
23 2007-2011 CHAS
24 https://www.hud.gov/program_offices/fair_housing_equal_opp/disability_overview
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hearing difficulty: 995 (2.19 percent)
vision difficulty: 581 (1.28 percent)
cognitive difficulty: 1,305 (2.88 percent)
ambulatory difficulty: 1955 (4.31 percent)
self-care difficulty: 946 (2.08 percent)
independent living difficulty: 1,345 (2.96 percent)
Persons with alcohol or other drug addiction
Alcohol and other drug (AOD) addiction is a disability under federal law. The City does not have data on
persons or households that experience AOD addiction and narrowing down these numbers in a non-
homeless population tends to be a challenge. Even the data that does exist is at the state level and is not
current. During the 2006-2007 fiscal year, the State of California collected data from all clients at entry
and exit of AOD treatment facilities in all 58 counties. The California Department of Alcohol and Drug
Programs then developed the California Outcomes Measurement Systems data collection report, which
included the following:
Of the clients entering the AOD facilities, 64.2 percent were male, compared to 35.8 percent
female.
Clients tended to be middle-aged with 53.7 percent aged 26 to 45 years old; followed by 24.4
percent aged 46 to 64; then 15.5 percent aged 18 to 25.
Race/ethnicity of those entering an AOD facility were as follows: 43.4 percent white; 33.9 percent
Hispanic/Latino; 15.2 percent black; 3.5 percent other; 2.4 percent Asian/Pacific Islander; and 1.6
percent American Indian/Alaska Native.
Persons living with HIV/AIDS and their families
HIV/AIDS data is available at a County level and state level. In the County, according to the California
Department of Public Health, Office of AIDS, there were 156 newly diagnosed cases of HIV in 2017 in
Santa Clara County. From 2013 to 2017, the average rate of new diagnoses was 2.9 percent in 2013, 3.2
percent in 2014, 3.1 percent in 2015, 2.7 percent in 2016, and 3.3 percent in 2017.25
Countywide, in 2017, males represent 86 percent of people living with HIV. The prevalence of HIV among
males was more than 6 times the prevalence among females. Broken down by race, white represented
34 percent, Hispanic/Latino 40 percent, African American 11 percent, and Asian/Pacific Islander 12
percent. People aged 45 to 64 had the highest rates.26
Victims of domestic violence, dating violence, sexual assault, and stalking
City level data is not available; however, state-level data is available through the National Coalition of
Domestic Violence. In California, 32.9 percent of women27 (1 in 3 women)28 and 27.3 percent of men29 (1
25 California HIV Surveillance Survey 2017
https://www.cdph.ca.gov/Programs/CID/DOA/CDPH%20Document%20Library/California%20HIV%20Surveillance%20Report%20-
%202017.pdf
4 HIV Epidemiology Annual Report County of Santa Clara 2017. https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
27 Centers for Disease Control and Prevention (2014). Lifetime prevalence of rape, physical violence, and/or stalking by an intimate partner by
state of residence—U.S. women, NISVS 2010. Retrieved from http://www.cdc.gov/violenceprevention/nisvs/state_tables_74.html.
28 0 Black, M.C., Basile, K.C., Breiding, M.J., Smith, S.G., Walters, M.L., Merrick, M.T., Chen, J., & Stevens, M. (2011). The national intimate
partner and sexual violence survey: 2010 summary report. Retrieved from http://www.cdc.gov/violenceprevention/pdf/nisvs_report2010-
a.pdf.
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in 4 men)30 experience intimate partner physical violence, intimate partner sexual violence , and/or
intimate partner stalking in their lifetimes. Domestic violence is most common among women between the
ages of 18 and 24.31
What are the housing and supportive service needs of these populations and how are these needs
determined?
Elderly and frail elderly residents generally face a unique set of housing needs, largely due to ph ysical
limitations, lower household incomes, and the rising costs of health care. Unit sizes and access to transit,
health care, and other services are important housing concerns for this population. Housing affordability
represents a key issue for the elderly, many of whom are living on fixed incomes. The demand for elderly
housing serving various income levels is expected to increase as the baby boom cohorts further age.
Community stakeholders see a very important need for housing for the aging population of the City and
made many suggestions to help elderly households stay housed or find affordable housing. These
suggestions include classes to teach technology (transportation to the classes included); access to
nutrition information and healthy food for homebound households; retrofitting current housing and building
affordable housing that is ADA accessible, including bedrooms, kitchens, and bathrooms; and
partnerships/oversight of elderly care facilities in the area.
Households with disabilities may need affordable housing, particularly if they receive federal Social
Security benefits or have additional medical costs. Disabled households may also need an accessible
housing unit, which may include being on the first floor or in a complex that has an elevator; have an
accessible bathroom and/or kitchen facilities; or be accessible units for the deaf or hard of hearing that
include special doorbells, intercoms, and smoke alarms. In addition to housing needs, some households
may need supportive services such as transportation, education, life skills, and case management to
continue to live independently.
Community stakeholders noted the need for more accessibility around town as well. This would include
wheelchair ramps, curb cuts, bathrooms, sidewalks, and handrails. Additionally, stakeholders feel there
needs to be an increase in advocacy for additional accessible housing units during the planning phase of
affordable communities.
Persons with AOD addiction need low or no barrier affordable housing when exiting an AOD facility.
They may have lost their housing or job or have a criminal background due to their past addiction, and
housing stability is important to continue in their recovery or to a harm reduction model of living. The
County of Santa Clara offers substance use treatment services through the MediCal and the County
Department of Behavioral Health. Stakeholders see a gap in services available for this population and
feel that additional supportive services are necessary. Living with a disability or chr onic health condition,
there is a need for nutrition and food subsidies, particularly for those under 60 that do not already qualify
for additional help. This may mean collaborating with other service entities to provide routine nutrition and
food delivery services or creating and expanding food storage areas, particularly to food desert areas.
Stable and affordable housing available to persons living with HIV/AIDS and their families helps provide a
more consistent level of access to medical care and supportive services that are necessary for the well-
being of households directly affected by HIV/AIDS. Stable and affordable housing can also result in fewer
hospitalizations and decreased emergency room care. Persons living with HIV/AIDS are at a higher risk
29 Centers for Disease Control and Prevention (2014). Lifetime prevalence of rape, physical violence, and/or stalking by an intimate partner by
state of residence—U.S. women, NISVS 2010. Retrieved from http://www.cdc.gov/violenceprevention/nisvs/state_tables_74.html.
30 0 Black, M.C., Basile, K.C., Breiding, M.J., Smith, S.G., Walters, M.L., Merrick, M.T., Chen, J., & Stevens, M. (2011). The national intimate
partner and sexual violence survey: 2010 summary report. Retrieved from http://www.cdc.gov/violenceprevention/pdf/nisvs_report2010-
a.pdf.
31 iiTruman, J. L. & Morgan, R. E. (2014). Nonfatal domestic violence, 2003-2012. Retrieved from
http://www.bjs.gov/content/pub/pdf/ndv0312.pdf.
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of losing their housing due to increased medical costs and limited incomes or reduced ability to keep
working due to related illnesses. In addition to affordable housing, housing assistance, such as short -term
rental or mortgage payment assistance, may prevent homelessness among persons with HIV/AIDS and
their families. Households may also need supportive services such as transportation to medical
appointments, and case management particularly for connection to mainstream services and counseling
for the family.
Victims of domestic violence, dating violence, sexual assault, and stalking can fall into
homelessness if they do not have enough support and financial resources when leaving their abuser. The
Santa Clara PIT count indicated that 6 percent of all survey respondents reported currently experiencing
domestic/partner violence or abuse, and 27 percent indicated they had been abused by a relative or
someone they stayed with at some point in their lifetime. Community stakeholders reported seeing a
recent increase in domestic violence victims and the need for an increase in services. Vict ims need
affordable, safe, and confidential housing which may be a shelter, transitional or rapid rehousing, or
permanent housing. Additionally, victims need supportive services such as case management,
counseling, transportation, connection to mainstream resources, job training, and life skills.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the
Eligible Metropolitan Statistical Area:
The County of Santa Clara identified a total of 3,502 individuals living with HIV as of 2017. Of those
individuals, 2,724 (77.8%) are currently in treatment and 2,315 (66.1%) are virally suppressed.32 Statistics
break down further to show that 86 percent persons living with HIV are male, 13 percent are female, and
1 percent are transgender. Furthermore, 34 percent of persons living with HIV are white, 40 percent are
Latino, 11 percent are African American, and 12 percent are Asian or Pacific Islander.33
Those with late HIV diagnoses, defined as having an AIDS diagnosis within three months of an HIV
diagnosis, are typically older (44% are 40 years or older), female (36%), and African American (38%).
The most common transmission modes related to late HIV diagnoses are other/unknown and intravenous
drug use.34
Discussion
Community stakeholders addressed needs and priorities that encompass all special needs populations.
This includes using funding for training of counselors and referral personnel for programs within the
Continuum of Care that serve persons in the City. Community members o verwhelmingly voiced concerns
over the need for repairs to sidewalks, which would make them safer for both the elderly, and those with
physical disabilities.
32 HIV Epidemiology Annual Report County of Santa Clara 2017 https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
33 California HIV Surveillance Survey 2017
https://www.cdph.ca.gov/Programs/CID/DOA/CDPH%20Document%20Library/California%20HIV%20Surveillance%20Report%20-
%202017.pdf
34 HIV Epidemiology Annual Report County of Santa Clara 2017 https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
The online survey available as part of the Consolidated Plan’s community outreach was particularly
successful in Gilroy. Although not every person answered every question, a total of 157 persons took the
online survey and 355 persons submitted a paper survey.
Describe the jurisdiction’s need for Public Facilities:
Respondents ranked the following public facilities as high priority in regard to adding additional or
updated locations in the City:
70 percent – facilities for children who are abused, abandoned and/or neglected
68 percent - mental health care facilities
59 percent – educational facilities
59 percent – senior centers
59 percent – youth centers
56 percent – healthcare facilities
50 percent – drop-in day center for people who are homeless
How were these needs determined?
Community needs were determined through extensive community engagement efforts including a
resident survey, which was available online, and in four languages; stakeholder interviews; community
forums; and pop-up events. The survey and pop-up events sought to solicit feedback from County and
City residents, while stakeholder interviews and community forums focused on community development
practitioners and experts.
512 City resident survey responses were received, of which 286 were in English, 224 in Spanish,
2 in Chinese, and 2 in Vietnamese.
Approximately 22 stakeholders participated in the process.
An additional 45 attendees provided feedback at community engagement workshops and focus
groups.
Four total pop-up events were held Countywide, and three surveys were completed.
Two focus groups were held with a total of seven persons in attendance from seven different
agencies, including one held at the Gilroy public library.
Describe the jurisdiction’s need for Public Improvements:
Respondents ranked the following as a high need in regard to public improvements in the City:
77 percent -- street improvements
72 percent – cleanup of contaminated sites
66 percent – sidewalk improvements
66 percent – lighting improvements
66 percent – stormwater and drainage improvements
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Priorities from the Gilroy focus group included revitalizing older City infrastructure, particularly
accessibility for elderly persons and persons with disabilities.
How were these needs determined?
See the description of community engagement above.
Describe the jurisdiction’s need for Public Services:
Respondents ranked the following as a high need in regard to public services in the City:
73 percent – mental health services
73 percent – services for children who are abused, abandoned, and or neglected
71 percent – neighborhood cleanups (trash, graffiti, etc.)
69 percent – youth services
68 percent – crime awareness and prevention services
67 percent – homeless services
67 percent – emergency housing assistance to prevent homelessness – such as utility assistance
and rental assistance
65 percent – employment training services
64 percent – Veteran services
63 percent – access to fresh and nutritious foods
63 percent – batter and abused spouses services
63 percent – childcare services
62 percent – financial literacy
Priorities from the Gilroy focus group included homeless ness prevention programs, including
education and job/housing placement; assistance to disabled persons; and services for special
needs populations, particularly single-income families, elderly, disabled and homeless youth.
Feedback from community members included creating higher -paying jobs in the City so residents
can work where they live; and improve health and safety – particularly mental health options for
low-income families
How were these needs determined?
See the description of community engagement above.
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HOUSING MARKET ANALYSIS
MA-05 Overview
Housing Market Analysis Overview:
As discussed in the Needs Assessment, the San Jose-Gilroy-Santa Clara, CA HUD Metro Fair
Market Rent Area is one of the most expensive rental markets in the nation. Rental housing throughout
the County is becoming increasingly more expensive and the affordability gap is widening.
This is also true for the City itself. While home prices have decreased, the City is not immune to
increasing problems in the rental market. An adequate housing supply is critical to keeping housing
affordable, and affordable housing is among the most important contributors to household welfare. When
considering the difference between income growth and rental housing costs, the need for more affordable
housing—not just for the lowest-income residents, but also for a large number of low- and moderate-
income working families—becomes clear. Overall, there is a strong need for a diverse mixture of new
housing stock to serve the needs of the region’s current and future population.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
1. Introduction
Housing stock in Gilroy mostly consists of single-family units; about 70 percent of housing units fall into
this category, and about 30 percent are multi-family units. Overall, the housing stock has slightly
increased since the last Consolidated Plan period (2007-2011), rising by 2 percent. In the City, more units
are owner-occupied versus renter-occupied, representing 56 percent of the housing stock; however, the
number of rental housing units has significantly decreased. To illustrate, the number of owner-occupied
units has slightly decreased since 2011 by a rate of 4 percent and, since the last Consolidated Plan
period, the growth of rental housing units has increased by 17 percent.
All residential properties by number of units
Property Type Number %
1-unit detached structure 9,805 64%
1-unit, attached structure 920 6%
2-4 units 1,970 13%
5-19 units 1,495 10%
20 or more units 750 5%
Mobile home, boat, RV, van, etc 380 2%
Total 15,320 100%
Table 31 – Residential Properties by Unit Number
Data Source: 2011-2015 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 140 2% 180 3%
1 bedroom 45 1% 965 15%
2 bedrooms 705 8% 2,710 43%
3 or more bedrooms 7,730 90% 2,510 39%
Total 8,620 101% 6,365 100%
Table 32 – Unit Size by Tenure
Data Source: 2011-2015 ACS
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Approximately 1,050 assisted housing units exist in Gilroy; approximately 220 units of those units are
funded through HUD Section 811 Supportive Housing for Persons with Disabilities, HOME funds, or HUD
Project-based Section 8 program funds; and approximately 830 housing units are funded through Low-
Income Housing Tax Credits (LIHTC).35 The City also houses approximately 980 participants through the
HCV program.
The HUD project-based Section 8 program contracts with owners of multifamily rental housing
developments. Tenants are families whose income do not exceed 50% AMI and a limited number
35 http://www.ci.gilroy.ca.us/290/Housing-Element
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of available units may be rented to low-income families whose incomes are between 50% and
80% AMI. All households pay no more than 30 percent of their adjusted gross income.36
LIHTC provides tax incentives, written into the Internal Revenue Code, to encourage developers
to create affordable housing. Tenants eligible for LIHTC properties in Gilroy have income no
greater than 60% AMI. Rent is not based on a tenant’s income but set by the use restriction tied
to the unit. Tenants pay 30% of the AMI. This is calculated with an assumed family size of 1.5
persons per bedroom.37
HUD HOME Investments Partnership Program (HOME) rent does not exceed 30 percent of the
annual income of a family whose income equals 50% AMI or less.38
HUD Section 811 allows persons with disabilities to live as independently as possible through
subsidized rental housing with supportive services. Tenants must be 30% to 50% AMI and have a
disability. All households pay no more than 30 percent of adjusted gross income.39
Participants of the HCV program living in the City are assisted through the SCCHA. For this
program specifically, general targets according to the housing authority stipulate 75 percent of
recipients to be in the extremely low-income bracket (0-30% AMI), while the remaining 25 percent
to be no higher than the very low-income bracket (50% AMI or less). However, exceptions can be
made on a case-by-case basis, and families up to the 80% AMI bracket will not be barred from
assistance.40 HCV participants typically pay 30 percent of their adjusted gross income toward
their rent; however, the SCCHA is a Moving to Work (MTW) Housing Authority, and one of the
HUD-approved MTW activities is to increase the participant rent amount to 32 percent. Therefore,
HCV participants in Gilroy pay 32 percent of their adjusted gross income toward rent.41
Provide an assessment of units expected to be lost from the affordable housing inventory for any
reason, such as expiration of Section 8 contracts.
There are no units at risk of conversion during this Consolidated Plan period (2020-2025).
Does the availability of housing units meet the needs of the population?
Availability of housing is not an issue for the City. The housing stock is sufficient to meet the total needs
of the population; however, there are other problems which will be explored f urther in following sections.
This includes a need for affordable housing units, and issues with housing cost burden. These needs of
the population will be explored in sections including MA-15, MA-20, and MA-40. In addition, they are
identified in various Public Outreach (PR) sections and Needs Assessment sections. Additional affordable
housing units would help low-to-moderate-income (LMI) and special needs populations; however, the
housing voucher waiting list is currently closed for the City and County.
Describe the need for specific types of housing.
Sections in the Needs Assessment outline specific needs for the City, and these also point to needs for
housing. This includes housing for the homeless and those at imminent risk of homelessness and special
needs populations, such as, elderly and frail elderly households, disabled households, AOD households,
persons living with HIV/AIDS and their families, and victims of domestic violence and their minor children.
These populations are more likely to need housing assistance. Since the City and County housing
36 https://www.hud.gov/hudprograms/rs8pbra
37 https://www.nhlp.org/resources/lihtc-admissions-rents-grievance-procedures/
38 https://www.hudexchange.info/programs/home/home-rent-limits/
39 https://www.hud.gov/program_offices/housing/mfh/progdesc/disab811
40 24 CFR § 982.201 - Eligibility and targeting
41 https://www.scchousingauthority.org/assets/1/6/Chapter_4_-_Factors_Related_to_Total_Tenant_Payment_and_Family_Share_
Determination_rev._08-01-19.pdf
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voucher waiting list is currently closed, these populations continue to represent a specific housing need
for the City.
Availability of affordable rental housing is important for affordability Citywide. Recent trends outlined in the
housing data for this section show a decrease in owner -occupied units, paired with a 17.3 percent rise in
renter-occupied units. If a portion of these new rental units are not affordable for LMI populations, it will
continue to cause housing cost burden in the City.
Discussion
Overall, there has been a rise in renter-occupied units in the City, which highlights the need to keep
affordability attainable in the rental housing market. Recent state laws have streamlined development of
various housing product types, including multi-family units and ADUs. As the above data identifies a
significant amount of single-family development units in Gilroy, based on the legislative changes it can be
anticipated that the housing stock over the next five-year period may shift to include more variety of
housing types.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
1. Introduction
Housing affordability is an important factor for evaluating the housing market as well as quality of life, as
many housing problems relate directly to the cost of housing. HUD standards measure affordability by the
number of households paying no more than 30 percent of their gross income toward housing costs,
including utilities.
As stated in the Needs Assessment, cost burden is the most common housing problem in the City. While
it can affect the overall population, it is especially prevalent for LMI households in the City. Overall, 31
percent of all households in the City are both LMI and spend too much on their housing. In addition,
severe housing cost burden is the second most prevalent housing problem within the City, as 18.5
percent of households are both LMI and severely cost burdened when paying for housing (paying more
than 50 percent of gross income toward housing costs).
As show in Table 33 renter households must earn high incomes to afford a market -rate apartment. This
causes the area to be one of the most expensive rental markets in the nation.
Cost of Housing
Base Year: 2010 Most Recent Year: 2015 % Change
Median Home Value $592,300 $478,500 (19%)
Median Contract Rent $1,167 $1,432 23%
Median Income $71,340 $83,027 16%
Table 33 – Cost of Housing
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Rent Paid Number %
Less than $500 397 6%
$500-999 936 15%
$1,000-1,499 2,113 34%
$1,500-1,999 1,519 24%
$2,000 or more 1,320 21%
Total 6,285 100%
Table 34 – Rent Paid
Data Source: 2011-2015 ACS
Housing Affordability
% Units affordable to
Households earning
Renter Owner
30% HAMFI 650 No Data
50% HAMFI 1,920 335
80% HAMFI 4,220 675
100% HAMFI No Data 1,430
Total 6,790 2,440
Table 35 – Housing Affordability
Data Source: 2011-2015 ACS
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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent (City) $1,120 $1,310 $1,670 $2,355 $2,875
High HOME Rent
(County)
$1,165 $1,250 $1,502 $1,727 $1,906
Low HOME Rent (County) $931 $997 $1,196 $1,382 $1,542
Table 36 – Monthly Rent
Data Source: HUD FMR and HOME Rents 2015 (average for Gilroy zip codes 95020 and 95021) – HOME Rents for Santa Clara
County overall (Data for Gilroy alone not available)
Is there sufficient housing for households at all income levels?
In the City, housing need does not align with the availability of affordable housing. This is especially true
for LMI households. For example, there are approximately 3,130 extremely low-income households in the
City, yet there are only 650 affordable rental units for this population. This disparity represents a cruc ial
need for the City to meet its needs for LMI affordable housing.
How is affordability of housing likely to change considering changes to home values and/or
rents?
Data for home values in the City shows that homeownership may be increasingly affordable to residents.
Median home value decreased by nearly 20 percent Citywide in just a five-year period from 2010 to 2015,
while area income grew over 16 percent. Therefore, growth in area appears to be rising while housing
costs appear to be plummeting.
However, affordability for rental units is different than the current situation for ownership. Although area
income appears to be increasing, the expansion of rental cost in the City is outpacing the growth of
income, which could lead to further rental affordability problems. Median rents rose by nearly 23 percent
in the five-year period from 2010 to 2015. If rental prices continue to increase more rapidly than income,
housing cost burden will continue to be a housing problem for the City.
To combat rent gouging and the lack of supply and affordability of housing, and to slow the increase of
rent in all areas of California, on October 8, 2019, the California governor sign ed into law AB 1482 Tenant
Protection Act of 2019. AB 1482 states: “[subject to division b] an owner of residential real property shall
not, over the course of any 12-month period, increase the gross rental rate for a dwelling or a unit more
than 5 percent plus the percentage change in the cost of living, or 10 percent, whichever is lower, of the
lowest gross rental rate charged for that dwelling or unit at any time during the 12 months prior to the
effective date of the increase.” Although the state has passed a law to protect tenants regarding rent
increases, stakeholders would like to see the City create local policies and advocate for rent and housing
value stabilization.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this i mpact your
strategy to produce or preserve affordable housing?
Median contract rent for the City in 2015 stood at $1,432 per month. This is higher than HUD FMRs for
studio and one-bedroom apartments. In addition, the median rent is higher than all Low HOME Rent
levels except for four or more bedroom apartments, and higher than 0 -1 bedroom apartments in the High
HOME Rent categories.
Given the affordability problems that have already been outlined for LMI residents, strategies that
preserve affordability for these populations is important for the City. Given that most private market rents
are higher than what HUD deems to be affordable, this emphasizes the need for programs such as the
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HCV program in the City. However, this will continue to be a problem until the waiting list for this program
reopens.
Discussion
While home values have decreased in the City since the time of the last Consolidated Plan, rental prices
continue to outpace income growth. This has caused a lack of affordable rental housing units in the City,
especially for LMI residents.
In addition, In November 2016, County voters approved Measure A – the $950 million affordable housing
bond. The housing bond provides the County with an unprecedented opportunity to partner with cities,
residents, and the affordable and supportive housing community to significantly address the housing
needs of the community’s poorest and most vulnerable residents. It will provide affordable housing for
vulnerable populations including veterans, the elderly, persons with disabilities, low- and moderate-
income individuals or families, foster youth, victims of abuse, the homeless and individuals suffering from
mental health or substance abuse illnesses. The bond proceeds would contribute to the creation and/or
preservation of approximately 4,800 affordable housing units.
The Housing Bond will enhance the County’s ability to achieve its housing priorities which include:
Increasing the scope and breadth of supportive housing for special needs populations, including
homeless and chronically homeless persons;
Increasing the supply of housing that is affordable to extremely low-income (ELI) households;
and,
Improving coordination and collaboration among the County, the cities, other governmental
agencies, and the affordable housing community.
The County of Santa Clara and its partners have moved quickly to utilize the bond funds, which are
projected to fund 120 new affordable housing developments over ten years, including 4,800 new units
dedicated to extremely low-income households and individuals, f amilies exiting homelessness, and other
underserved populations. The City has already benefitted from Measure A funding; a 75-unit apartment
complex is under construction on Monterey Road. Gateway Senior Apartments is a new affordable
housing complex where 37 of the units are reserved for seniors with special needs, and 37 units will go to
income-qualifying seniors.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
1. Introduction
The County defines substandard housing as buildings or units that are not in compliance with the
California Health and Safety Code. This includes units having structural hazards; faulty weather
protection; fire, health and safety hazards; or lacking complete kitchen or plumbing facilities.
Standard condition housing is defined as being in compliance with the California Health and Safety Code.
Concern for the City would include risk of lead-based paint hazards in households built before 1980,
which represents 38 percent of all owner-occupied units in the City, and 50 percent of all renter-occupied
units in the City.
Definitions
HUD defines housing “conditions” similarly to those of housing problems previously discussed in the
Needs Assessment. These conditions are:
1. More than one person per room
2. Cost burden greater than 30 percent
3. Lack of complete plumbing
4. Lack of complete kitchen facilities
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 2,910 34% 3,280 52%
With two selected Conditions 95 1% 705 11%
With three selected Conditions 0 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 5,615 65% 2,375 37%
Total 8,620 100% 6,360 100%
Table 37 – Condition of Units
Data Source: 2011-2015 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 2,030 24% 1,040 16%
1980-1999 3,280 38% 2,140 34%
1950-1979 2,765 32% 2,710 43%
Before 1950 555 6% 470 7%
Total 8,630 100% 6,360 100%
Table 38 – Year Unit Built
Data Source: 2011-2015 CHAS
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Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 3,320 38% 3,180 50%
Housing Units built before 1980 with children under the
age of 6 present 2,275 26% 1,135 18%
Table 39 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units); 2011-2015 CHAS (Units with Children present)Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 203 - 203
Abandoned Vacant Units - - -
REO Properties 3 - 3
Abandoned REO Properties - - -
Table 40 – Vacant Units
Data Source: Re.com and Realtytrac.com
Need for Owner and Rental Rehabilitation
Characteristics commonly used to evaluate the housing supply include age of housing stock, the number
of vacant/abandoned units, and the risk of lead-based paint (LBP). Unless carefully maintained, older
housing stock can create health and safety problems for occupants. As seen in Table 39, there is nearly
an even amount of owner-occupied and renter-occupied units in the City that were built before 1980,
representing about 42.4 percent of the housing stock.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
Building age is used to estimate the number of homes with LBP, as LBP was prohibited on residential
units after 1978. For the purposes of this plan, units built before 1980 are used as a baseline for units that
contain LBP. A little over 42 percent (6,500) of all housing units were built before 1980 and have potential
exposure to LBP. As explained in the Needs Assessment, 46 percent of the households (6,969
households) in the City are LMI (0-80% AMI). Using this percentage as a baseline, it is estimated that
2,958 units with LBP hazards are occupied by LMI families or individuals.
Discussion
Children six years of age and younger have the highest risk of lead poisoning, as they are more likely to
place their hands and other objects into their mouths. The effects of lead poisoning include damage to the
nervous system, decreased brain development, and learning disabilities. As shown in Table 39,
approximately 3,410 households live in households with risk of LBP and contain children under the age of
6.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City does not have public housing units. However, there are 1,200 vouchers being used in the City:
981 tenant-based vouchers (the tenant finds a housing unit that will accept the voucher), 199 project -
based (at a specific apartment complex), and 20 tenant-based vouchers allocated specifically to
households with disabilities.
Although homelessness has decreased by 2 percent from 2017 - 2019, additional HCVs allocated to the
City would assist the 704 homeless individuals that currently live in the City a nd aid in further decreasing
the population. In addition, NA-10 shows that many LMI renter households in the City are currently
experiencing impactful housing problems. Of these LMI renter households, 10 are lacking complete
plumbing or kitchen facilities, 295 are severely overcrowded, 745 are overcrowded, 1,600 are severely
cost burdened, and 1,145 are cost burdened.
HCVs help renters with housing problems find more appropriate housing because the household has
more in terms of a selection of housing. If the household obtains an HCV, they can live in an appropriately
sized housing unit, and a housing unit that meets HUD’s Housing Quality Standards (HQS) of safe,
decent, and sanitary.
In addition, there are several Low Income Housing Tax Credit properties in the City that offer affordable
housing, but are not subsidized through the voucher program, such as the Sunset Gardens Senior
Apartments.
Totals Number of Units
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 0 0 0 1,200 199 981 0 0 20
# of
accessible
units N/A N/A N/A N/A N/A N/A N/A N/A N/A
Table 41 – Total Number of Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
As mentioned above, the City does not have public housing. However, the SCCHA does have four public
housing units, located in the City of Santa Clara, of which none are ADA-accessible. The City currently
has 199 project-based HCV units, 981 residents that receive assistance through the HCV program , and
20 residents that receive special HCVs for persons with disabilities.
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Describe the number and physical condition of public housing units in the jurisdiction, including
those that are participating in an approved Public Housing Agency Plan:
There are no public housing units in the City of Gilroy. However, the City owns a multifamily apartment
complex in downtown Gilroy, called Cherry Blossom, which includes seven residential units. The City
currently partners to provide permanent supportive housing to chronically homeless households.
Public Housing Condition
Public Housing Development Average Inspection Score
N/A N/A
Table 42 – Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
There are no public housing units in the City of Gilroy. The Cherry Blossom apartment complex needs
new roofing, windows, replacement flooring, upgrades to energy-efficient appliances and water-saving
toilets and faucets, and accessibility upgrades.
Describe the public housing agency's strategy for improving the living environment of low - and
moderate-income families residing in public housing:
The City has partnered with the County, along with two nonprofits, Community Solutions and Abode
Services, to create a pilot program to house homeless individuals at the Cherry Blossom complex. The
program provides a rental subsidy through Abode Services and intensive case management through
Community Solutions, which focuses on improving participants’ health and increasing their stability. The
program specifically serves homeless individuals who have been involved in the criminal justice system
and may expand to families that had an adult involved in the criminal justice syst em
Since the City does not have public housing, LMI households in the jurisdiction that receive subsidized
housing participate in the HCV program. There are 981 HCV holders and 199 project-based voucher
holders with the SCCHA in the City. In 2008, the SCCHA was selected by HUD to participate in the
Moving to Work (MTW) demonstration program. The program’s goal is to promote participants’ self -
sufficiency and expand participants’ housing choices. In the last 10 years, HUD has approved 45
activities in the program.
Many community stakeholders spoke of the need to streamline the complex intake processes, which is an
ongoing goal of the MTW program. Below is a summarized list of activities the SCCHA implemented that
directly impact the positive living environment of LMI families who are HCV participants.42
Expediting the initial income verification process – extends the time period that initial documents
are valid, from 60 days to 120 days, to provide relief to applicants.
Exploring new housing opportunities for the chronically homeless – identifies chronically
homeless families outside of the HCV waiting list and connects them with case management
services and referrals to project-based housing assistance.
Utilization of LIHTC Tenant Income Certification Income and Asset Verification – allows tenants to
only have to turn in documents once.
Provide project-based vouchers to 100 percent of units in family projects – for complexes with
supportive services available, instead of the 25 percent of the units in any one c omplex that
42 SCCHA Moving to Work (MTW) Annual Plan FY2020
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would be allowed should there be no supportive services offered on -site. This gives low-income
families more choices.
Payment standard changes between regular recertifications – if the FMR has increased, the
tenant will be able to take advantage of the new payment standard during an interim (if needed)
reexamination, instead of having to wait until the annual reexamination.
Excluding asset income from calculations for families with assets under $50,000.
Streamlined approval process for exception payment standard for reasonable accommodation –
HCV
Project-Based Voucher Inspection Self-Certification – allows project-based voucher owners and
tenants to self-certify the correction of reported HQS deficiencies within the 30-day period after
the initial HQS inspection. This activity only applies to the HQS deficiencies which are not life
threatening.
Modified elderly definition for project-based vouchers – modified the age of elderly identified by
HUD (62 or older) to age 55 or older to align with the definition used by several affordable
housing developments in the area.
Special needs population direct referral program – creates an exception to HCV waiting list
regulations to create a direct referral program for certain special needs populations who are not
best served through a waiting list, such as disabled individuals at risk of institutionalizatio n or
transition-age youth.
Family Self-sufficiency (FSS) Program – Waive Contract of Participation Requirements – First,
eliminates the requirement to participate in a reexamination within 120 days of enrollment, and
instead uses the family income as determined at the last regular reexamination, which may be up
to two years before enrollment for families which are not on fixed incomes. Second, allows the
successful maintained employment of any adult member of the enrolled family – rather than just
the head of household – to count toward the family’s FSS goals.
Discussion
The Cherry Blossom complex, owned and managed by the City, is used as a pilot program for permanent
supportive housing in the City. This program is a collaboration with two local nonprofits.
As discussed above, obtaining HCVs helps LMI households to find and live in safe, decent, and sanitary
housing units, as required by the voucher. Therefore, to ensure the HCV program continues to operate
effectively, the SCCHA works to create and maintain good relationships with owners and landlords.
Landlords are often discouraged by the additional administrative burden associated with the HCV
program and may not know much about how it works. Therefore, in 2017, the SCCHA MTW piloted a
Landlord Initiative to provide vacancy payments to HCV landlords who re-rent their unit to SCCHA
program participants.
In the 2020 SCCHA MTW Annual Plan, the SCCHA requested HUD to expand upon this initiative and
create an incentive program to attract new owners and landlo rds to rent to HCV participants. Owners and
landlords that rent to voucher holders for the first time will receive a one -time bonus payment.
This program was created to maintain and increase the number of housing units and choices available to
HCV participant households.
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MA-30 Homeless Facilities and Services – 91.210(c)
1. Introduction
Multiple organizations throughout the County provide housing opportunities to homeless persons, which
include emergency shelters, transitional housing, rapid re-housing, and permanent supportive housing.
The following chart shows a bed inventory on the City level. As seen below, there are only 14 year -round
emergency shelter beds, which are for domestic violence victims and their minor children. Community
stakeholders expressed concerns over the need for additional emergency shelter options for the
homeless population, as well as transitional housing and permanent housing.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds
Transitional
Housing
Beds
Permanent Supportive
Housing Beds
Year Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and Child(ren) 14 105 169 - -
Households with Only
Adults - 180 20 6 -
Chronically Homeless
Households - - - 31 -
Veterans - - - - -
Unaccompanied Youth - - - - -
Table 43 – Facilities and Housing Targeted to Homeless Households
Data Source: Santa Clara County Homeless Census & Survey 2019
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons
Mainstream services are public benefits that all households may be eligible for, regardless of wheth er
they are homeless. The most challenging part is connecting homeless persons to mainstream services, in
order to complement the housing and services offered through federally funded programs. Community
stakeholders feel there is a need for additional non profits to become involved with the Continuum of Care
(CoC) as well as additional staff members for the nonprofits in order to obtain smaller caseloads to better
to serve the critical needs of some of the long-time homeless members of the community.
Each year, housing providers are offered a 12-hour mainstream services training to address eligibility, the
application process, and best practices. The training is hosted by the CoC, and taught by local benefit
offices, as well as advocates and legal services partners.
Gilroy Benefits or Services:
Non-Employment Income:
o SSI/SSDI – Social Security/Social Security Disability, General Assistance/Cash Aid,
CalWORKS, Veterans Benefits, Tribal TANF, CAPI, EDD
Food Related Assistance:
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o CalFresh/SNAP, WIC
o Fresh Approach – mobile farmers market and nutrition education
Legal Services:
o Bay Area Legal Aid/Law Foundation of Silicon Valley
Medical:
o Medicaid/Medicare/Covered California/Valley Homeless Healthcare Program
o Health Mobile – Mobile dental services for homeless and low-income community members
through a grant from El Camino Healthcare District
o Planned Parenthood Mar Monte
Employment Training Opportunities:
o Living Wage Employment Initiative – Provided by the area CoC, this program holds job fairs
and engages previously homeless program participants in job training and connects them
with living-wage employment leading to careers in high-growth industries.43
o CalWORKS – Job Training Program
o Workforce Innovation Opportunity Act (WIOA)
Transportation:
o CalWORKS
Childcare:
o early childhood providers
o CalWORKS
Although mainstream services are accessible to all City residents, community stakeholders identified
some gaps in services that would benefit homeless families, both previously homeless and
sheltered/unsheltered homeless. These benefits include creating nutrition programs, cooking instruction,
and food delivery. Stakeholders feel these benefits are particularly important for those staying in areas of
possible food deserts, where there is no easy access to fresh groceries, as well as those with chronic
health issues who are under the age of 60 and may need additional nutritional support due to their health.
Ideas include creating local food storage areas and working with grocers to fill in food desert areas.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their families,
and unaccompanied youth. If the services and facilities are list ed on screen SP-40 Institutional
Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these
facilities and services specifically address the needs of these populations.
Homeless Outreach
All outreach is currently done by law enforcement; however, the City plans to move forward with creating
a dedicated outreach team in Gilroy that would interact with homeless individuals and families in order to
create relationships and trust to where homeless persons are open to services. Additionally, countywide
housing services through the CoC are provided to homeless households via the countywide community
queue, which a person would have to join to access said services. In order to join the community queue,
a homeless person needs to participate in the coordinated entry process by answering a set of questions,
using the Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT). A score is
given based on length of homelessness and service needs, allowing the CoC to prioritize the household
43 FY 2019 CoC Application
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for program type. More dedicated outreach means quicker assessments and more accurate program
placement for homeless households.
Emergency Shelter
Community Solutions’ La Isla Pacific Confidential Emergency Shelter for domestic violence victims and
their minor children. The shelter provides a confidential, safe, clean, and sober living environment that
has culturally competent, strengths-based services for wellness and recovery. The shelter can receive
referrals from victims themselves (self-referral), as well as law enforcement, social services, and other
services providers.
Transitional Housing
Community Solutions’ El Invierno Transitional Housing Gilroy is a program for 12 single homeless men.
Community Solutions’ Walnut Lane Home Transitional Housing is a program for eight single homeless
men.
Day Center
Gilroy Compassion Center is open year-round, Monday through Friday, 8:00 a.m.-3:00 p.m. with
extended hours during the winter months, December 1–March 31, beginning at 6:00 a.m. Additionally,
Saturday Suppers are offered every Saturday from April through November at 3:00 p.m. The Day Center
offers a drop-in center with basic needs such as food, clothing, bathrooms, and personal hygiene
supplies. Shower and laundry facilities are on-site; there is also a weekly medical van, support groups,
and case management. In addition to supportive services and basic needs, Gilroy Compassion Center
offers the Almost Home Camping Program, which provides safe and legal campsites with showers, f ood,
transportation, and case management. Lastly, the center is instrumental in putting on the City’s biannual
Project Homeless Connect, an event where multiple services providers from around the County come
together to offer information and services to homeless persons, as well as a hot meal and clothing
distribution.
Permanent Supportive Housing
The City provides housing to one chronically homeless individual, in partnership with the County,
Community Solutions, and Abode Services, in its City-owned Cherry Blossom apartment complex.
Community Solutions’ Supportive Housing program for survivors of domestic violence and their families.
This program provides rental assistance to survivors in the City, so that they can obtain and maintain
permanent, safe, decent housing. The program also offers supportive services, which include housing
search assistance, counseling, life skills, jobs skills and education, legal assistance, and connection to
mainstream services.
Community Solutions’ Glenview Way Home is a shared housing program that provides housing and
supportive services for six chronically homeless single men.
Community Solutions’ Maria Way is a shared housing program that provides housing and supportive
services for six single men.
Eden Housing’s Gilroy Sobrato Studios is a housing program that provides housing and supportive
services for eight chronically homeless individuals.
Eden Housing’s Gilroy Sobrato Studios is a housing program that provides housing and supportive
services, specifically mental health services, for 17 chronically homeless individuals.
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Homelessness Prevention
St. Joseph’s Family Center’s Homeless Prevention and Safety Net Services program provides emergency
rental assistance, utility assistance, food assistance, and other supportive programs that help diminish the
overall risk of becoming homeless and increase family well-being.
Housing Services for Persons with Disabilities
Silicon Valley Independent Living Center (SVILC) assists individuals with disabilities and their families in
their housing search for affordable and accessible housing. SVILC provides low-income City of Gilroy
residents who have disabilities with education and training on all aspects of how to conduct a housing
search to obtain safe, affordable, accessible, long-term housing.
Employment Services
St. Joseph’s Family Center’s Street Team program prepares homeless and imminently homeless
individuals for regular employment. Participants will receive employment readiness and training
opportunities that will prepare them for employment.
The following are the number of beds allocated to homeless programs within specific demographic
categories in the County:
Households with children: 2,907
Single adults: 4,260
Children only: 12
Youth, 18-24 with children: 77
Youth, 18-24 without children: 62
Chronically homeless: 1,614
Veterans: 1,086
Domestic violence: 308
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MA-35 Special Needs Facilities and Services – 91.210(d)
1. Introduction
This chapter provides statistics on special needs facilities in the City of Gilroy, including facilities for the
elderly, persons with disabilities, and persons with HIV/AIDS and their families. The County overall is a
significant funder of housing for special needs populations, such as elderly persons, persons with mental
health needs, persons with alcohol or other drug addictions, and those with HIV/AIDS that receive
supportive services from the County. The County funds and provides emergency shelters, transitional and
supportive housing, and housing for other special needs populations countywide.
As of 2015, the City itself provided 609 beds in 23 licensed community care facilities, broken down as
follows: 14 adult residential facilities with 97 beds
6 residential care for the elderly facilities with 452 beds
3 group homes with 60 beds
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public
housing residents and any other categories the jurisdiction may specify, and describe their
supportive housing needs
Supportive housing for the elderly, frail elderly, persons with disabilities, and those living with HIV/AIDS is
designed to allow the individuals to live as independently as possible. Supportive housing services
generally involve more accessible units, greater access to transportation and healthcare, and possibly
larger units to accommodate those who need assistance with one or more daily activities. More
challenging or ongoing conditions might require supportive services that include long -term assisted living
as well as transportation and nursing care.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
As of 2015, the City has a total of 609 licensed community care facility beds available for persons with
health-related conditions. This includes the following types of licensed care facilities:
Group Homes: Group homes are facilities that provide 24-hour non-medical care and supervision
to children in a structured environment. Group homes provide social, psychological, and
behavioral programs for troubled youth. The City has three group homes that provide 60 beds.
Adult Residential Facility: Adult residential facilities are facilities that provide 24 -hour non-medical
care for adults ages 18 through 59 who are unable to provide for their own daily needs. Adults
may be physically, developmentally, and/or mentally disabled. The City has 14 adult residential
facilities that contain 97 beds.
Residential Care Facilities for the Elderly: Residential care facilities for the elderl y (RCFE) provide
care, supervision, and assistance with activities of daily living, such as bathing and grooming.
They may also provide incidental medical services under special care plans. The City has six
RCFEs that contain 452 beds.
The facilities provide services to persons 60 years of age and over and persons under 60 with compatible
needs. RCFEs may also be known as assisted living facilities, nursing homes, and board and care
homes. The facilities can range in size from fewer than six beds to over 10 0 beds. The residents in these
facilities require varying levels of personal care and protective supervision.
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SCCHA created an HCV waiting list preference for non-elderly, disabled families referred by the Silicon
Valley Independent Living Center and transitioning out of nursing homes or other health care institutions.
Outreach is done daily at jails and Veterans Affairs (VA) psychiatric facilities throughout the County to
ensure that veterans are not discharged to the street.
In addition to these City facilities and services, the County has many other specific programs in place to
address the supportive housing needs of special needs groups.
Additional Services Available in the County
Program Name Services Impact
Housing Services (Transitional, Emergency, Support)
Bill Wilson Center Since 1973, the organization
has provided services to
children, youth, young adults
and families in Santa Clara
County, reaching over 30,000
clients.
- Assisted more than
4,100 people through
counseling, housing,
education, foster care,
mental health, shelter
and basic needs
programs
- Helped 154 students
and families on the
verge of homeless
remain in their homes
- Helped 238 runaway
and homeless youth
with counseling and
housing services
InnVision, Transitional Shelter
Program
Operates as one of 17 facilities
maintained by LifeMoves.
Provides adults with children
under 18 (families) with
emergency and transitional
housing.
- In 2018, the
organization overall
provided 9,350 families
and individuals
experiencing
homelessness with
shelter, food, clothing,
and comprehensive
supportive services
Family Supportive Housing For 30 years the organization
has helped homeless single-
and two-parent families with
children remain intact, providing
support for food, shelter,
employment, and education.
- In 2018, provided
52,000 shelter nights
and 186,000 meals to
237 adults and 393
children
InnVision, Julian Street Inn Operates as one of 17 facilities
maintained by LifeMoves.
Provides adult men and women
that are referred with a mental
health issue and associated
diagnosis with various
supportive services.
- In 2018, the
organization overall
provided 9,350 families
and individuals
experiencing
homelessness with
shelter, food, clothing,
and comprehensive
supportive services
Sacred Heart Community
Service, Homelessness
Program
Funded by Destination: Home -
this program is designed to help
vulnerable families avoid
- In its second year of the
program in 2018,
assessed 1,693
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Program Name Services Impact
Housing Services (Transitional, Emergency, Support)
homelessness through
consistent access, assessment
and intervention services.
households and
assisted 215
households with an
average of $3,600 each
Project Sentinel Since 1976, they have
developed and promoted
fairness and equality of housing
opportunities for all persons and
advocated peaceful resolution
of disputes for community
welfare and harmony.
- In charge of over 50
programs to assist
people with housing
issues including
housing discrimination,
tenant-landlord dispute
resolution, and housing
counseling
Domestic Violence Services
Community Solutions, La Isla
Pacifica Shelter for Urban
County Battered Women and
Children
Since 1972, they have provided
support through housing
services, specifically treating
victims of domestic violence
and creating solutions to
violence programs.
- In 2018, assisted 4,636
persons through care,
support, and resources
Next Door Solutions to
Domestic Violence
Works to reduce and end
domestic violence in the County
through comprehensive,
compassionate and bilingual
services.
- On average per year,
the organization
answers 15,000 crisis
calls and serves 3,000
survivors of domestic
violence
Table 44 – Supportive Housing Programs
Specify the activities that the jurisdiction plans to undertake during the next year to address the
housing and supportive services needs identified in accordance with 91.215(e) with respect to
persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Through CDBG funds, the City plans to provide the following programs/services to non-homeless special
needs populations.
Affordable Housing
Rebuilding Together Silicon Valley’s Safe at Home program addresses home repair and
maintenance issues that may otherwise present a safety risk or that limit access to or within the
home. The Accessibility/Mobility program particularly focuses on updating homeowner living
spaces to allow seniors and the disabled persons to stay in their homes. The fact that many
households in these special needs populations are on a fixed income means that they do not
have the extra funds to pay for necessary items such as ramps and widening of doorways that
are necessary to extend a homeowner’s independence.
Supportive Services
Live Oak Adult Day Services provides recreation activities and meals to frail elderly and elderly
individuals. These activities help individuals that visit Live Oak with their social experience and
stimulation. Adults in this program are those that are unable to live independently, and this
program allows individuals to participate in many stimulating activities, while their caregivers go to
work, run errands, or complete other necessary daily tasks.
Catholic Charities of Santa Clara County’s Long-Term Care Ombudsman program promotes the
rights and well-being of residents in long-term care facilities in Santa Clara County.
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The City of Gilroy Recreation Department Youth Center provides an after-school program and
summer day camp programs to keep youth in the area engaged while their parents are at work
for the day.
The City of Gilroy Recreation Department provides free swim lessons to LMI youth in the area to
decrease probability of drownings in the area and teach life skills.
Through the Gilroy local Housing Trust Fund funds, the City plans to provide the following
programs/services to non-homeless special needs populations.
Supportive Services
The City partners with the Silicon Valley Independent Living Center to bolster its su pport for
housing and emergency services for persons with disabilities. This helps the City partly answer its
need for supportive services and housing services. The center provides low-income City of Gilroy
residents who have disabilities with education an d training on all aspects of how to conduct a
housing search to obtain safe, affordable, accessible, long-term housing.
The Health Trust Meals on Wheels delivers hot, nutritious meals five days a week, sometimes
with the option of a once-a-week frozen meal, to seniors and adults with disabilities. In addition to
delivering meals, their drivers also provide daily wellness checks, making sure that their cli ents
are safe, alert, and cared for.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake
during the next year to address the housing and supportive services needs identified in
accordance with 91.215(e) with respect to persons who are not homeless but have other special
needs. Link to one-year goals. (91.220(2))
See above response.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
The City and other jurisdictions in the County and Bay Area face common barriers to affordable housing.
One of the most prominent issues is the lack of land available for development, which increases the cost
of real estate that does become available and increases housing development costs. Managing local
input for affordable housing investment is also an issue, as neighbors often oppose infill and other
aspects of affordable housing development. These oppositions are often misplaced, as they are based
upon notions such as a foreseen increase in crime; erosion of property values; increase in parking and
traffic congestion; and overwhelmed school systems. However, to ensure a prospering economy, the
region must focus on strategies that provide hous ing for much of the region’s workforce—for example,
sales clerks, secretaries, firefighters, police, teachers, and health service workers —whose incomes might
significantly limit their housing choices.
Even when developments produce relatively affordable housing, the area’s constrained housing supply
market will often cause higher-income buyers and renter households to generally outbid lower-income
households, thus pushing a home’s final sale or rental price higher than the projected value. Therefore,
public subsidies are often needed to guarantee affordable homes for LMI households.
Aligning with these effects on affordable housing investment, the City identified several potential
constraints to the development, maintenance, and improvement of housing and a ffordable housing, in its
2015-2023 Housing Element update:
The General Plan constitutes the highest-level policy document for the City. As such, a City’s
General Plan contains several items that can affect the development and distribution of housing,
such as land use classifications, and density and intensity standards.
The City’s residential zoning designations control both the use and development standards of
each residential parcel, thereby influencing the development of housing. The City has found that
the maximum development limits established by the Zoning Ordinance do not pose a constraint to
the development of housing, although these regulations do have an obvious effect on the cost
and development of housing.
Parking requirements do not constrain the development of housing directly but may reduce the
amount of available lot area for residential development.
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
1. Introduction
An adequate housing supply is critical to keeping housing affordable, and affordable housing is among the most important cont ributors to
household welfare. As housing prices increase, the value of household inco me decreases. One prime example is that the inflation-adjusted value
of the federal minimum wage has fallen by more than one-third from its peak and is currently about 20 percent less than it was in 1981. Thus, the
federal minimum wage has lost value and h as not kept up with the rising cost of housing, such as rent. Even in states such as California where the
state minimum wage exceeds the federal minimum wage, one full-time minimum wage job is usually not enough for a household to afford a two -
bedroom unit. As discussed in MA-15, for residents of the City in the San Jose-Gilroy-Santa Clara, CA HUD Metro Fair Market Rent Area (FMR),
renter households must earn higher than average wages in order to afford an apartment unit.
Strategies for increasing the housing supply must take into account a jurisdiction’s job/housing balance, which is defined as the ratio of number of
jobs to number of housing units in a given area. (A more precise ratio is between the number of jobs and the number of employ ed residents, as
some households have no workers, while others have multiple workers). There should not only be a sufficient amount of housing at a range of
prices, but also a variety of housing types appropriate for a range of needs and in locations that allow access to transportation and employment
opportunities. If there is an imbalance of appropriate housing for the number of employees in an area, the results can be a l onger commute and
greater traffic congestion as employees must then commute to places of employment.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 979 181 5 1 -4
Arts, Entertainment, Accommodations 2,542 2,865 13 19 6
Construction 1,641 898 8 6 -2
Education and Health Care Services 2,917 2,525 15 17 2
Finance, Insurance, and Real Estate 731 308 4 2 -2
Information 513 165 3 1 -1
Manufacturing 2,562 1,445 13 10 -3
Other Services 684 701 3 5 1
Professional, Scientific, Management Services 1,730 417 9 3 -6
Public Administration 0 0 0 0 0
Retail Trade 2,854 4,006 14 27 12
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Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Transportation and Warehousing 461 316 2 2 0
Wholesale Trade 915 426 5 3 -2
Total 18,529 14,253 -- -- --
Table 45 – Business Activity
Data Source: 2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
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Labor Force
Total Population in the Civilian Labor Force 26,894
Civilian Employed Population 16 years and over 24,290
Unemployment Rate 9.66
Unemployment Rate for Ages 16-24 20.15
Unemployment Rate for Ages 25-65 7.14
Table 46 – Labor Force
Data Source: 2011-2015 ACS
Occupations by Sector Number of People
Management, business and financial 5,200
Farming, fisheries and forestry occupations 1,275
Service 2,705
Sales and office 5,790
Construction, extraction, maintenance and repair 3,740
Production, transportation and material moving 1,585
Table 47 – Occupations by Sector
Data Source: 2011-2015 ACSTravel Time
Travel Time Number Percentage
< 30 Minutes 11,590 50%
30-59 Minutes 7,645 33%
60 or More Minutes 3,745 16%
Total 22,980 100%
Table 48 – Travel Time
Data Source: 2011-2015 ACSEducation:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 4,130 545 1,390
High school graduate (includes
equivalency) 3,530 515 955
Some college or Associate degree 6,675 655 1,610
Bachelor's degree or higher 5,580 180 775
Table 49 – Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 20 695 1,050 1,334 828
9th to 12th grade, no diploma 779 960 1,030 1,005 365
High school graduate, GED, or
alternative 1,865 1,593 1,255 2,150 1,063
Some college, no degree 1,808 1,730 1,825 2,875 985
Associate degree 385 640 585 1,270 387
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Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Bachelor's degree 285 930 1,420 2,180 835
Graduate or professional degree 15 305 485 1,235 520
Table 50 – Educational Attainment by Age
Data Source: 2011-2015 ACSAs shown in Table 50 above, the educational attainment for City residents 25
years of age and older (31,535 residents) is as follows:
23 percent have not graduated high school
19.2 percent have graduated high school (including equivalency,) but not further education
23.5 percent have some college but no degree
9.1 percent have an Associate degree
17 percent have a bachelor’s degree
8.1 percent have a graduate or professional degree
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 20,275
High school graduate (includes equivalency) 88,560
Some college or Associate degree 97,307
Bachelor's degree 159,347
Graduate or professional degree 158,070
Table 51 – Median Earnings in the Past 12 Months
Data Source: 2011-2015 ACSBased on the Business Activity table above, what are the major
employment sectors within your jurisdiction?
As show in Table 45, the major employment sectors in the City include retail trade (27 percent, 4,006
jobs); arts, entertainment, accommodations (19 percent, 2,865 jobs); education and health care services
(17 percent, 2,525 jobs); and manufacturing (10 percent, 1,445 jobs). About 75 percent of the total jobs
(10,841 jobs) in the City are produced by these four employment sectors.
Describe the workforce and infrastructure needs of the business community:
Workforce Needs
The unemployment rate (2011-2015 ACS data) for the City remains a concern as it has been slow to
recover from the Great Recession which resulted in a peak unemployment rate of 10.0 percent in October
2009. According to the data, the unemployment rate for the City stands at 9.9 percent, which is more
than 30 percent higher than the rate for the County as a whole. However, the rate for the City is actually
equal to the State’s rate, which stands at 9.9 percent according to the same ACS data.
Based on the data, the City has a need for Retail Trade jobs. For this sector, there is an estimated 4,006
available jobs, yet som e of these are unfilled since there are only 2,854 workers in the sector. This
represents the largest gap between share of jobs and workers of any sector in the City. The second
sector with the next largest gap is the Arts, Entertainment and Accommodations sector.
Infrastructure Needs
The economic health and the social well-being of a community is often reflected in the quality of its public
infrastructure, including roads and highways, public transit systems, sewer and sewage treatment
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systems, water distribution systems, schools, parks and recreation areas, libraries, and other public
buildings. Adequate public infrastructure is an important foundation for a healthy economy. Improvements
to public infrastructure and facilities were identified as a need for the City.
Describe any major changes that may have an economic impact, such as planned local or regional
public or private sector investments or initiatives that have affected or may affect job and
business growth opportunities during the planning period. Describe any needs for workforce
development, business support or infrastructure these changes may create.
The City has several development projects planned and/or underway that will support the local economy.
Projects include:
CineLux Theaters
Shopping center at First and Kelton
200 townhomes - Eagle Garden townhomes on First Street
75 apartments - Gateway Senior Apartments
Hampton Inn (about 100 rooms)
SportsPark Master Plan Amendment is envisioning an ice rink
Downtown Specific Plan update will occur during the ConPlan
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
In the City, 25.1 percent of residents 25 years and older have a bachelor’s degree or higher. According to
the median annual wages, residents in the City who have a high school diploma or less can only expect
to be employed in occupations that will provide them with incomes in the 0-50% AMI range. Many people
are driving out of town to their jobs. Regardless of earning capacity, the City needs more job opportunities
in town for all skill levels.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts will
support the jurisdiction's Consolidated Plan.
The Silicon Valley Workforce Investment Network’s Work2Future is the local administrative arm of the
Workforce Innovation and Opportunity Act of 2013 (WIOA). Work2 Future operates one-stop centers that
serve the areas of San Jose, Campbell, Morgan Hill, Los Altos Hills, Gilroy, Los Gatos, Saratoga, Monte
Sereno, and the unincorporated areas of the County. The Department of Labor is the main funding
stream for the centers. Other sources include state, local, and federal grants and corporate support.
Strategically positioned within the Office of Economic Development, Work2Future addresses the
workforce and economic development needs of the local area, in collaboration with small and large
businesses, educational institutions, and community-based organizations.
Work2Future supports regional collaborative partnerships that include employers from priority industry
sectors and targets leveraged investments in quality trainin g in these sectors. Its regional economic and
workforce analysis shows San Jose as having great influence on the regional economy. While the report
forecasts long-term job growth in most industries, it identifies the following priority industry sectors:
Health
Advanced manufacturing
Information and communication technology and digital media
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Work2Future’s Business Services Plan supports its priority industry sectors through existing and new
regional workforce development networks and industry sector partnerships. Work2Future’s adult
strategies emphasize career pathway approaches to workforce development in growth industry sectors
utilizing earn-and-learn approaches. Its plan includes a robust business service operation that supports
training in:
Entrepreneurship
Customized and on-the-job training
Registered apprenticeship training
Technology-based training and attainment of industry recognized certificates and credentials
The plan commits at least 25 percent of WIOA Adult and Dislocated Worker funds toward these training
approaches and also commits to serving all populations. Work2Future’s youth strategies focus on
collaboration with its youth partners to increase high school completion and support higher education and
training opportunities in science, technology, engineering and math. Partnerships with programs at
Gavilan College in the City support collaboration for serving these populations and allowing them to
increase access to higher education and training opportunities.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated with
the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact
economic growth.
The City provides funding for partner agencies who work in tandem with the City to promote economic
development, including Gilroy Economic Development Corporation, Gilroy Welcome Center, and Gilroy
Downtown Business Association. The City also works closely with other partners such as the Gilroy
Chamber of Commerce and Gilroy Gardens.
Discussion
Economic development information is readily available on the City website. This includes documents
detailing demographic information, economic development guiding principles, economic grow statistics,
economic incentives policy, and a quality of life housing market analysis.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a
definition of "concentration")
A concentration is defined as a group that is at least 20 percentage points higher than the citywide
average. Annually, 30 code enforcement cases are resolved in the CDBG target area, in an effort to
maintain the current housing stock.
Are there any areas in the jurisdiction where racial or ethnic minorities or low -income families are
concentrated? (include a definition of "concentration")
Minority concentration is defined as a delineated geography where the percen tage of individuals of a
particular racial or ethnic minority group is at least 20 percentage points higher than the citywide average.
Minority refers to all racial or ethnic groups other than non-Hispanic white.
There is a minority concentration of Hispanic households in all or part of census tracts 5125.03, 5125.05,
5125.06, 5125.08, 5125.09, 5126.02, 5126.03, and 5126.04.
LMI concentration is defined as one of the following: a census tract in which the median household
income is less than or equal to 80 percent of the statewide median family income, in which the median
family income is less than or equal to 80 percent of the metropolitan area’s median family income, or in
which the federal poverty rate is 20 percent or greater.
There are LMI concentrations in all or in part of census tracts 5125.05, 5125.06, 5125.08, 5125.09,
5126.02, 5126.03, and 5126.05.
See maps below for additional geographical information.
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What are the characteristics of the market in these areas/neighborhoods?
All census tracts are dense with residential housing with the exception of 5126.02, which is mainly
industrial/warehouses as well as the Gilroy Premium Outlets. Most homes were built between 1970 and
the 2000’s and include 59 percent owners and 36 percent renters and have an average median home
value of $463,000.
There are a sufficient number of schools, parks, and shopping centers available.
Are there any community assets in these areas/neighborhoods?
Census tract 5125.05 includes one affordable housing complex and one transitional housing complex.
5125.06 includes the National Guard Armory and the Gilroy Winter Shelter, which offers emergency
shelters to single persons during the cold winter months.
5125.08 holds City offices as well as an aged care facility.
5126.02 includes the Gilroy Premium Outlets, Pacheco Plaza shopping center, and an industrial area that
holds many other businesses and warehouses. The retail trade is the number one occupation in Gilroy,
and additionally brings a great amount of tax revenue to the area.
5126.03 includes the Gilroy Golf Course which was built in 1923 by local farmers and businessmen.
5126.04 is one of three tracts within the HUD-approved Neighborhood Revitalization Strategy Area. It
includes parts of downtown Gilroy and features a mix of residential and commercial uses. It also includes
many of the nonprofit service providers that offer vital services to City residents. This area also includes
an adult school and Headstart preschool.
5126.05 is also part of the downtown area, which includes many shops, eateries and wineries for locals
and visitors to enjoy.
Are there other strategic opportunities in any of these areas?
Gilroy has two Census tracts that are designated as Opportunity Zones; Census tracts 5126.03 and
5126.04. Opportunity Zones are designated census tracts that encourage investment within those areas.
Investments made by individuals in these zones through Qualified Opportunity Funds would be allowed to
defer or eliminate federal taxes on capital gains in three ways:
1. Temporary Deferral: A temporary deferral of inclusion for capital gains reinvested into a Qualified
Opportunity Fund. The deferred gain must be recognized on the earlier of the date on which the
opportunity zone investment is disposed of or December 31, 2026.
2. Step-Up In Basis: A step-up in basis for capital gains reinvested in a Qualified Opportunity Fund.
The basis is increased by 10% if the investment in the Qualified Opportunity Fund is held by the
taxpayer for at least 5 years and by an additional 5% if held for at least 7 years, thereby excluding
up to 15% of the original gain from taxation.
3. Permanent Exclusion: A permanent exclusion from taxable income of capital gains from the sale
or exchange of an investment in a Qualified Opportunit y Fund if the investment is held for at least
10 years. This exclusion only applies to gains accrued after an investment in an opportunity
fund.44
44 http://www.ci.gilroy.ca.us/805/Opportunity-Zones
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-
Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low - and
moderate-income households and neighborhoods.
The City is surrounded by wooded areas, including the Soquel Demonstration State Forest and Henry W.
Coe State Park. The City is more isolated than others in the County, which presents fewer options than
other cities. Some residents do not have access to broadband in their homes at all, due to the area,
others only have one provider option, so they are not able to compar e prices.
Describe the need for increased competition by having more than one broadband Internet service
provider serve the jurisdiction.
According to Federal Communications Commission (FCC) datasets from internet providers, 72.2 percent
of consumers in the City (about 41,000 people) only have access to one or none wired internet providers
available at their address. Therefore, increased internet and broadband competition would give
consumers in the City more options. Bringing more providers to the jurisdiction would give residents more
choices for services and cost.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Due to rising temperatures as a result of climate change, natural hazard risks have become more severe
for the area. Most notably, the prevalence of wildfires in the region is a concern for the City. As stated in
the previous section, the City is surrounded by large wooded areas including multiple st ate forests and
parks. Therefore, the City is vulnerable to wildfires in its immediate vicinity. The City is also vulnerable to
earthquakes. According to risk indexes on USA.com, risk in the City for earthquakes is more than twice as
high as the rest of the state. Another natural hazard associated with climate change is heavier rains;
since the City is vulnerable to floods, heavy rains may also lead to mudslides and landslides. Between
1950 and 2010, the City has been in proximity to 92 extreme flooding events.
Describe the vulnerability to these risks of housing occupied by low - and moderate-income
households based on an analysis of data, findings, and methods.
Typically, LMI households are present in floodplains more often than other types of households.
Therefore, they become more vulnerable to extreme flooding events, as well as subjected to higher flood
insurance costs. According to the City’s Hazard Mitigation Plan, large portions of the City are subject to
flood hazards due to seasonal runoff along Ll agas Creek and Uvas Creek. This problem is particularly
acute in the eastern agricultural areas, which is attributed to the richness of soil there. However, these
eastern areas of the City also have concentrations of LMI and Hispanic households, as shown i n the
maps in MA-50. The City’s LMI populations are less vulnerable to wildfire risks, as western hillside areas
represent the areas of highest risk. LMI populations are also present in areas of the City with the highest
shaking potential for earthquakes, according to the CA Department of Conservation, whereas the City’s
western tracts have a lower risk.
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STRATEGIC PLAN
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the five-year goals that the City of Gilroy expects to achieve during the
2020-2025 Consolidated Plan cycle. These goals are aligned with HUD’s objectives and outcomes and
are achieved through the Annual Action Plan, which divides up the five-year goals into annual targets.
The City has identified six high-need categories through the Needs Analysis, Market Analysis, and
Community Outreach portions of the Consolidated Plan. The Strategic Plan then identifies goals that are
aligned to address most of those needs. Not every need identified in the plan can be met and sufficient ly
addressed in the next five years. Some of the needs are not feasible, some require much more funding
than the City currently receives, and some are simply too large to be addressed in just five years.
The Strategic Plan includes goals to address basic needs, supportive services, youth services, economic
development, housing services, and infrastructure improvements.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1
Area Name: CDBG target area
Other Target Area Description: Target area
HUD Approval Data: N/A
% of Low/Mod: >51%
Revital Type: Comprehensive
Other Revital Type: SOCIO-ECONOMIC
Identify the neighborhood boundaries for this target area.
The CDBG target area is composed
of census tracts 5126.03, 5126.04,
and 5125.06. General boundaries are
Highway 101 to the east and south,
Las Animas Avenue to the north, and
parts of Wren Avenue, Hanna Street,
and Princevalle Street to the west.
Include specific housing and commercial characteristics of
this target area.
The Small Business Administration of
Gilroy has deemed this area to be a
“Historically Underutilized Business
Zone.”
How did your consultation and citizen participation process
help you to identify this neighborhood as a target area?
Consultation of other community
plans and input from the community
were utilized to determine and define
strategies that the City will undertake
and address for areas of concern
within the CDBG target area.
Identify the needs in this target area.
Infrastructure needs, specifically
safety updates. Supportive services
for homeless persons and non-
homeless special needs populations.
What are the opportunities for improvement in this target
area?
Opportunities for improvement
include infrastructure and service
needs.
Are there barriers to improvement in this target area?
Limited availability of funding makes
it difficult to make all necessary
improvements.
Table 52 – Geographic Priority Areas
General Allocation Priorities
In general, investments will be made citywide; however, some funding will be allocated to the Gilroy
CDBG target area.
The map below displays the Gilroy CDBG target area.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need
Name Affordable Housing – Rehabilitation of Existing Units
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Families with Children
Elderly
Frail Elderly
Persons with Disabilities
Geographic
Areas
Affected
Citywide
Associated
Goals Preserve affordable housing for home ownership
Description Housing repair/rehabilitation projects for low-income and disabled Gilroy homeowners who
otherwise could not afford to make critical repairs in their homes, resulting in health a nd
safety issues. Approximately 30 percent of CDBG funds are used for this funding priority.
Basis for
Relative
Priority
Elderly persons, frail elderly persons, and persons with disabilities tend to be on fixed
incomes and may not have the funds to complete a necessary health and safety related
repair or accessibility repair that would keep them in their home. A rehabilitation program
helps homeowners with repairs or rehabilitation of these necessary items that would
otherwise cause a home to become uninhabitable and may lead to homelessness.
Additionally, a home that lacks proper accessibility for its owner may lead to a serious
accident that could cause an even larger financial burden.
2 Priority Need
Name Special Needs Services – Elderly/Frail Elderly
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Elderly
Frail Elderly
Geographic
Areas
Affected
Citywide
Associated
Goals Supportive services for special needs populations
Description Recreation, socialization, and meals for frail elderly and elderly City residents that may
otherwise not participate in these types of activities. Ombudsman services for long -term
care residents in the City. Approximately 6 percent of CDBG funds are used f or this
funding priority.
Home-delivered meals, social visits/wellness checks, wellness and educational resources.
Basis for
Relative
Priority
People are living longer, and the City has a stabilized elderly population that often lives on
a fixed income and is need of activities to stay active, as well as advocates to make sure
they stay safe.
Additionally, many frail elderly and elderly persons have mobility issues and do not have a
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support system to go to the grocery store, which leads to the inability to have hot nutritious
meals. Approximately 10 percent of HTF funds are used for this funding priority.
3 Priority Need
Name Special Needs Services - Youth
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Youth
Geographic
Areas
Affected
Citywide
Associated
Goals Support services for special needs populations
Description Youth services for at-risk youth that address crime prevention, gang intervention,
recreational activities, and youth empowerment. Approximately 8 percent of CDBG funds
are used for this funding priority.
Basis for
Relative
Priority
Community engagement efforts identified youth services as a priority need, including safe
places for youth and life skills such as swim lessons to keep youth population safe.
4 Priority Need
Name Economic Development
Priority Level Low
Population Extremely Low Income
Low Income
Moderate Income
Other
Geographic
Areas
Affected
CDBG target area
Associated
Goals Support small business expansion
Description Community-based development organization to provide a range of services within an
CDBG target area that promote economic development.
Basis for
Relative
Priority
Economic development was identified as a priority need during community engagement.
Additionally, the Gilroy CDBG target area was identified as an area in need of continued
revitalization.
5 Priority Need
Name Homeless Supportive Services
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Homeless
Geographic
Areas
Affected
Citywide
Associated
Goals Supportive services for homeless populations
Description Provide clothing and personal care items. Approximately 12 percent of HTF funds are used
for this funding priority.
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Case management supply basic needs/survival supplies, access to showers, and laundry.
Approximately 3 percent of CDBG funds are used for this funding priority.
Basis for
Relative
Priority
. The 2019 County PIT count counted 704 homeless individuals in the City of Gilroy.
Homeless persons often need case management services to connect them to mainstream
services to gain earned or unearned income, as well as health services, and other benefits
necessary to prepare to seek permanent housing. Homeless persons often lack clean dry
clothing and personal care items due to lack of shelter and income. Receiving clothing and
personal care items improves health and quality of life of p articipants
6 Priority Need
Name Infrastructure Improvements in the CDBG Target Area
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Non-Housing Community Development
Geographic
Areas
Affected
CDBG target area
Associated
Goals Install safety and enhanced public improvements
Description Improve deficient infrastructure in CDBG target area, particularly related to safety
concerns. Approximately 36 percent of CDBG funds are used for this funding priority.
Basis for
Relative
Priority
Safety improvements to public infrastructure and facilities were identified as a high priority
need during community engagement.
7 Priority Need
Name Affirmatively Furthering Fair Housing
Priority Level Low
Population Extremely Low Income
Low Income
Moderate Income
Frail Elderly
Elderly
Persons with disabilities
Persons with alcohol or drug addictions
Persons living with HIV/AIDS and their families
Victims of domestic violence, dating violence, sexual assault, and stalking
Homeless persons
Persons at imminent risk of homelessness
Geographic
Areas
Affected
Citywide and Outreach and Education in CDBG target area
Associated
Goals Fair housing support.
Description Investigate fair housing complaints from City residents; conduct fair housing consultations;
and provide landlord/tenant counseling and dispute resolution, and case management.
Outreach and education, particularly in census tracts with concentrations of LMI
households and those that experience disproportionately greater housing needs.
Approximately 23 percent of HTF funds are used for funding this priority.
Basis for
Relative
Priority
As discussed in the needs assessment section, there are particular racial/ethnic groups
and LMI households that experience disproportionately greater housing needs that can
benefit from fair housing outreach and education. Additionally, landlord/tenant disputes
may lead to homelessness.
8 Priority Need Homelessness Prevention and Safety Net Services
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Name
Priority Level Low
Population Extremely Low Income
Low Income
Moderate Income
Persons at imminent risk of homelessness
Frail Elderly
Elderly
Persons with disabilities
Persons with alcohol or drug addictions
Persons living with HIV/AIDS and their families
Victims of domestic violence, dating violence, sexual assault, and stalking
Other
Geographic
Areas
Affected
Citywide
Associated
Goals Supportive services for homeless populations
Description Emergency rental assistance and VI-SPDAT Assessments. Approximately 25 percent of
HTF funds are used for funding this priority.
Basis for
Relative
Priority
Rental housing is often difficult to find and requires a large sum of money to move in, such
as a security deposit and application fees. As discussed in NA-10, if a household can stay
housed with only a small amount of assistance, it is in the household’s best interest
because the alternatives are very costly, which may include the moving expenses listed
above; moving can also include an increased rent amount, and the inability to pay current
rent can lead to eviction and even homelessness.
9 Priority Need
Name Workforce Development
Priority Level Low
Population Extremely Low Income
Low Income
Moderate Income
Homeless Persons
Persons at imminent risk of homelessness
Geographic
Areas
Affected
Citywide
Associated
Goals Workforce development
Description Employment readiness and training opportunities that prepare homeless, unhoused, and
at-risk individuals for employment. Approximately 17 percent of HTF funds are used for
funding this opportunity.
Basis for
Relative
Priority
Economic development was identified as a priority need during community engagement.
10 Priority Need
Name Special Needs Services – Persons with Disabilities
Priority Level Low
Population Extremely Low Income
Low Income
Moderate Income
Persons with Disabilities
Geographic
Areas Citywide
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Affected
Associated
Goals Supportive services for special needs populations
Description Assisting individuals with disabilities and their families in their search for affordable and
accessible housing. Providing low-income City of Gilroy residents who have disabilities
with education and training on all aspects of how to conduct a housing search to obtain
safe, affordable, accessible, long-term housing. Approximately 12 percent of the HTF funds
are used for funding this opportunity.
Basis for
Relative
Priority
Approximately 8 percent of City residents report having a disability and less than 2 percent
of housing units throughout the United States are accessible or ADA compliant. This
priority need helps the City’s disabled population to learn about how to find accessible
housing, how to request a reasonable accommodation, and what parts of a housing unit
may be modified to meet their needs to have a safe and affordable place to live.
11 Priority Need
Name
Code Enforcement – eliminating health and safety violations
Priority Level High
Population Extremely Low Income
Low Income
Moderate Income
Geographic
Areas
Affected
CDBG target area
Associated
Goals Prevention or elimination of slums or blight.
Description Aimed at creating suitable living environments and arresting the decline of housing units in
LMI neighborhoods. City staff implements the program and focusses on eliminating health
and safety violations and increasing adherence to local building codes/sta ndards.
Approximately 2 percent of the CDBF funds are used for funding this opportunity.
Basis for
Relative
Priority
In 2019, there were 64 housing related Code Enforcement cases in the CDBG target area
alone, this year the program will be expanded Citywide.
Table 53 – Priority Needs Summary
Narrative (Optional)
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
The City will make TBRA funds available for up to ten households at risk of
homelessness through the St. Joseph’s Family Center Emergency Rental Assistance
program, funded through the Gilroy local HTF.
TBRA for Non-Homeless
Special Needs
The City will not make funds available for a TBRA for non-homeless special needs
program.
New Unit Production The City will not make funds available for new unit production.
Rehabilitation
As discussed in the Market Assessment, 50 percent of the City’s rental housing and 38
percent of the City’s homeowner housing is over the age of 40. Homes may require
major repairs starting at 30 or 40 years of age.
The City will fund through CDBG funds and Rebuilding Together Silicon Valley’s
Rebuilding Home Repair Rehabilitation and Accessibility Modification Program in
completing minor repairs of homeowner-occupied homes and larger rehabilitation repairs
that otherwise would deem homes uninhabitable.
Acquisition, including
preservation The City will not make funds available for acquisition, including preservation.
Table 54 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
1. Introduction
Anticipated Resources
Program Source
of
Funds Uses of Funds
Expected Amount Available Year 1 Expected Amount
Available Remainder
of Consolidated Plan
$
Narrative
Description Annual
Allocation: $ Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG
Public -
Federal
Admin and Planning
Economic
Development
Affordable Housing
Public Improvements
Public Services
$468,300 $27,000 $0 $495,300 $1,404,900
-
Housing
Trust Fund Public -
Local
Public Services
TBRA
$200,800 $0 $0 $200,800 $602,400 -
Table 55 – Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied.
The City may utilize local Housing Trust Fund dollars, as appropriate, to leverage and meet the goals determined in this Consolidated Plan.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the need s identified
in the plan.
The City’s 2015-2023 Housing Element identified three specific plan areas that may be used for housing for different income categories. The Glen
Loma Specific Plan is able to accommodate 322 very low-and low-income housing units; the Hecker Pass Specific Plan does not accommodate
low-income units; and the Downtown Gilroy Specific Plan can accommodate 455 lower-income units.
The 2015-2023 Housing Element also identified vacant and underutilized land outside of specific plans that can accommodate 423 lower -income
units. Additional opportunities may appear due to changes in recent housing legislation to streamline multi-family housing and accessory dwelling
unit (ADU) developments.
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Discussion
HUD allocations are critical to overcoming barriers; however, they are not sufficient to address all the needs of LMI households. Therefore, the
City will continue to leverage other funding sources to provide services to populations in need.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible
Entity
Responsible Entity
Type Role Geographic Area Served
City of Gilroy Government
Homelessness
Non-homeless special needs
Neighborhood improvements
Public facilities
Public services
Table 56 – Institutional Delivery Structure
Assessment of Strengths and Gaps in the Institutional Delivery System
The City is financially constrained and cannot meet all the needs identified in the Needs Assessment;
however, the City continues to enter into partnerships with nonprofits to strategically meet some needs of
the community. An especially pressing issue is meeting the needs of the City’s homeless population. The
City will continue to work with nonprofits to meet the needs of its homeless individuals.
Availability of services targeted to homeless persons and persons with HIV and
mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to Homeless Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance
Rental Assistance X
Utilities Assistance X
Street Outreach Services
Law Enforcement X
Mobile Clinics
Other Street Outreach Services
Supportive Services
Alcohol & Drug Abuse X
Child Care X
Education X
Employment and Employment
Training X X
Healthcare X
HIV/AIDS X
Life Skills X X
Mental Health Counseling X
Transportation X
Other
Other
Table 57 ‒ Homeless Prevention Services Summary
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Describe how the service delivery system including, but not limited to, the services listed above
meet the needs of homeless persons (particularly chronically homeless individuals and families,
families with children, veterans and their families, and unaccompanied youth)
There are limited services available within the City to meet the needs of homeless individuals.
Furthermore, there are no services available to those living with HIV and their families.
Describe the strengths and gaps of the service delivery system for special needs population and
persons experiencing homelessness, including, but not limited to, the services listed above
The City of Gilroy is geographically distant from much of Santa Clara County, including the County’s
supportive services. This makes it difficult to provide supportive services to the City’s homeless
population.
The CoC had adopted the Community Plan to End Homelessness in Santa Clara County (2015-2020),
which creates a community-wide roadmap to ending homelessness. The plan was created through a
series of community summits related to specific homeless populations in the County. The plan identifies
strategies to address the needs of homeles s persons in the County, including chronically homeless
individuals and families, families with children, veterans, and unaccompanied youth. The plan aims to
implement the following three steps:
Disrupt Systems: Develop disruptive strategies and innovative prototypes that transform the systems
related to housing homeless people;
Build the Solution: Secure the right amount of funding needed to provide housing and services to those
who are homeless and those at risk of homelessness; and
Serve the Person: Adopt an approach that recognizes the need for client-centered strategies with
different responses for different levels of need and different groups, targeting resources the specific
individual or household.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service
delivery system for carrying out a strategy to address priority needs
The City continues to engage in strategic partnerships with nonprofits to meet the basic needs of the
City’s homeless population and leverage other funding sources in order to effectively use CDBG funds.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Preserve affordable
housing for home
ownership
2020 2025 Affordable
housing
Citywide Affordable
Housing –
Rehabilitation
of Existing
Units
CDBG:
$721,819
Homeowner housing
rehabilitated
20 large rehabilitation
projects
240 minor rehabilitation
projects
2 Install safety and
enhanced public
improvements
2020 2025 Non-Housing
Community
Development
Citywide Public
Improvements
CDBG:
$849,404
Public facility or
infrastructure activities
other than
low/moderate-income
housing benefit
5 safety projects
3 Support small
business expansion
2020 2025 Non-Housing
Community
Development
CDBG target
area
Expanding
Economic
Opportunities
for Lower
Income
People
CDBG: $0
Businesses assisted
5 businesses assisted
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
4 Workforce
development
2020 2025 Non-Housing
Community
Development
Citywide Expanding
Economic
Opportunities
for Lower
Income
People
HTF: $157,500
Public service activities
other than
low/moderate-income
housing benefit – 25
persons
5 Supportive services
for homeless
populations
2020 2025 Non-Housing
Community
Development
Citywide Homelessness
At risk of
homelessness
CDBG: $79,769
HTF: $332,069
Public service activities
other than
low/moderate-income
housing benefit – 1,000
persons
300 VI-SPDAT
administrations to
literally homeless
persons
Tenant-based rental
assistance
Homelessness
prevention – 50
households
40 VI-SPDAT
administrations to at-
risk of homelessness
persons
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
6 Supportive services
for special needs
populations
2020 2025 Non-
homeless
special needs
Citywide Public
services for
non-homeless
special needs
populations
CDBG:
$288,204
HTF: $202,500
Public service activities
other than
low/moderate-income
housing benefit
120 Frail
Elderly/Elderly/Disabled
persons in need of
Adult Day Services
360 Long-term Care
Residents
4,750 meals served to
home-bound, elderly,
disabled persons
2,550 Social
visits/wellness checks
100 wellness and
Education resources
325 Youth after school
participants/campers
163 Youth swim lesson
participants
170 housing services to
consumers in need
50 safety net and
emergency needs
services
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
7 Fair Housing
Support
2020 2025 Affordable
Housing
Citywide Fair Housing HTF: $211,500 Public service activities
other than
low/moderate-income
housing benefit
50 Fair housing
complaint
investigations
40 Fair housing
consultations
15 Outreach and
Education workshops
1,915 Information and
referral calls
175 Case Management
8 Neighborhood
Revitalization
2020 2025 Code
Enforcement
CDBG target
area
Prevention or
elimination of
slums or
blight
CDBG: $38,499 Housing code
enforcement/Foreclosed
property care
300 Cases
Table 58 – Goals Summary
Goal Descriptions
1 Goal Name Preserve affordable housing for homeownership
Goal Description Homeowner housing rehabilitation
2 Goal Name Install safety and enhanced public improvements
Goal Description Non-housing community development projects – safety related
3 Goal Name Support small business expansion
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Goal Description Assisting businesses in CDBG target area
4 Goal Name Workforce development
Goal Description Job training programs – expanding economic opportunities for lower-income people
5 Goal Name Supportive services for homeless populations
Goal Description Public services for homeless populations; TBRA for homelessness prevention using HTF funding
6 Goal Name Supportive services for special needs populations
Goal Description Public services for non-homeless special needs populations
7 Goal Name Fair housing support
Goal Description Fair housing complaint investigations and landlord/tenant counseling and dispute resolution
8 Goal Name Neighborhood Revitalization
Goal Description Housing code enforcement/Foreclosed property care
Table 58-B – Goal Descriptions
Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City does not expect to provide affordable housing using HOME funds over the next five years.
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SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
Not applicable.
Activities to Increase Resident Involvements
The SCCHA incorporates residents’ input into the decision-making process though the involvement of
tenant commissioners and board members. The SCCHA has also created a Resident Counsel,
comprising five residents from HUD-funded programs, which evaluates the effectiveness of the SCCHA’s
rental assistance programs. The SCCHA also operates a Family Self Sufficiency Program designed so
residents can be involved in the development of self-sufficiency goals, job training, and other services.
Is the public housing agency designated as troubled under 24 CFR part 902?
No.
Plan to remove the “troubled” designation
Not applicable
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High costs that constrain the development of affordable housing units in favor of higher -end units;
Lack of developable land, which prevents housing development and increases the price of land;
Local opposition that prevents affordable housing from being built in high-resource areas.
Specifically, the City has identified constraints to the affordable housing and residential investment in its
2015-2023 Housing Element update. They include General Plan land use controls that constrain
distribution of housing, density, and intensity as well as parking requirements that reduce the amount of
available lot area for residential development.
Stakeholders echoed these barriers and further identified that private companies that can contribute to
the construction of affordable housing are not always approached.
City residents reported experiencing discrimination in accessing housing. During community engagemen t,
the City surveyed residents for their input on various community and housing needs. Of the 421
respondents, 30 percent of those surveyed said they personally experienced housing discrimination with
63 percent of those incidences occurring at an apartment, as opposed to a single-family home or other
locations. Other types of housing where respondents reported discrimination include when applying for
City/County programs, public or subsidized housing project, single-family home, and shared space. The
two most common types of reported discrimination were racial (49 percent) and familial status (8 percent),
and 64 percent of reported incidences were at the hands of a landlord , and 15 percent of discrimination
reports named a City or County staff.
Also, at regional community engagement meetings, City residents reported the most common or pressing
housing problems to be lack of affordable housing supply, lack of affordable housing zoning, rising
housing costs due to technology companies, and insufficient priva te sector funding for
government/nonprofit programs.
The City has not identified any local policies that constitute a barrier to affordable housing.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City has identified strategies to remove or ameliorate barriers to affordable housing in its 2015-2023
Housing Element, including:
Commitment to reviewing and revising the residential development ordinance to ensure it does
not pose a constraint on the maintenance, development, and improvement of housing;
Coordination with private and nonprofit developers to encourage construction of residential
development;
Evaluation of permit requirements with engagement from housing builders;
Conducting a study of the appropriateness of “micro-units” in Gilroy;
Development of affordable housing incentives, including parking reductions and reduced setback;
and
Pursuit of additional funding sources from local, regional, state, and federal sources.
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To address discrimination against tenants, the City will c ontinue to promote fair housing services to
residents through its website, monthly e-newsletter, online, brochures, and through outreach events every
April. By contacting these service providers, residents can request information, assistance, and even
advocacy related to foreclosure preventions, tenancy rights, and financial education. Last year, brochures
were distributed to city-owned buildings and other public locations (e.g., City Hall, Library, post office,
other community facilities) and by posting information on the City website.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Santa Clara Office of Supportive Housing surveys homeless individuals every two years and writes
strategic plans every five years, both of which involve extensive community engagement.
Addressing the emergency and transitional housing needs of homeless persons
Peninsula Healthcare Connection provides integrated primary and mental healthcare and intensive case
management for homeless individuals or those at risk of becoming homeless in Santa Clara County. New
Directions is a community-based case management program for chronically homeless individuals with
complex medical and psychosocial needs that aims to decrease the number of emergency room visits
and hospital admissions. Community partners include Good Samaritan Hospital, Santa Clara Family
Health Plan, Valley Homeless Healthcare Program, El Camino Hospital, Santa Clara Office of Supportive
Housing, and Downtown Streets Team.
Helping homeless persons (especially chronically homeless individuals and families, families with
children, veterans and their families, and unaccompanied youth) make the transition to permanent
housing and independent living, including shortening the period of time that individuals and
families experience homelessness, facilitating access for homeless individuals and families to
affordable housing units, and preventing individuals and families who were recently homeless
from becoming homeless again.
It is recommended that chronically homeless individuals receive intensive case management that will
assist them in finding housing, resources, and services that help them stay in housing. Case
management is person-based rather than shelter-based and contains the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness include creating approximately 5,500
housing opportunities for chronically homeless individuals, homeless veterans, and homeless children,
youth, and families as well as access to the services that help keep them in housing.
Additionally, part of the City’s local funds go toward funding publ ic services to address the supportive
housing needs of very low-income and homeless individuals.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless a fter being discharged
from a publicly funded institution or system of care, or who are receiving assistance from public
and private agencies that address housing, health, social services, employment, education or
youth needs
Services for those discharged from publicly funded institutions include the following:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical
Center and provides medical services to homeless individuals, including primary care and urgent
care. VHHP also manages a Medical Respite program for homeless individuals discharged from
hospitals as well as a Backpack Homeless Health Care Program for those in encampments.45.
The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
45 Valley Homeless Healthcare Program. Santa Clara Valley Medical Center. https://www.scvmc.org/clinics-and-locations/Valley-Homeless-
Health-Program/Pages/overview.aspx
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The County’s Behavioral Health Services Department (BHS) has multiple programs to connect
homeless individuals with housing or shelter assistance. BHS also treats those going throu gh
behavioral health crises.
The County’s Reentry Resource Center provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
The County’s Office of Supportive Housing’s (OSH) mission is to increase the supply of housing
and supportive housing that is affordable and available to extremely low-income and/or special
needs households. OSH supports the County mission of promoting a healthy, safe, and
prosperous community by ending and preventing homelessness.
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SP-65 Lead-based Paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The City provides information about lead-based paint hazards at the Community Development counter
and inspects properties being rehabilitated or acquired for affordable housing.
How are the actions listed above related to the extent of lead poisoning and hazards?
As discussed in MA-20, there are approximately 3,400 homes in the City of Gilroy built before 1980 with
possible lead-based paint hazard and children present. Children under six years of age are vulnerable to
lead-based paint hazards.
How are the actions listed above integrated into housing policies and procedures?
The City complies with HUD lead-based paint testing requirements and tests housing developed prior to
1978 when being rehabilitated, especially when a child under six years of age is present in a household.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
Each goal and program identified above helps address poverty directly or indirectly.
Additional programs currently operating within the City include:
Work2Future – operates a One-Stop Career Center in the City of Gilroy
SCCHA Family Self Sufficiency Program – participants are able to access job training and other
services and are required to maintain employment or school enrollment. The goal of the program
is to ultimately increase a household’s income and direct them to buying a house.
Sacred Heart Community Services – provides financial training, family services, emergency
assistance loans, job search assistance, and essential services.
CDBG target area – includes actions to address poverty in areas of the City with a poverty rate of
at least 25 percent.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City will continue to implement the 2015-2023 Housing Element to provide housing opportunities to
Gilroy residents and will implement the goals identified above to provide housing and supportive services
to low-income households and special needs populations in Gilroy.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried
out in furtherance of the plan and will use to ensure long -term compliance with requirements of
the programs involved, including minority business outreach and the comprehensive planning
requirements
Every year, City staff conducts a desktop review of all subrecipients and on -site monitoring of all newly
funded agencies for that program year, as well as agencies receiving $15,000 or more from City CDBG
funds. Desktop review that indicates substandard performance will be followed up with phone contact and
on-site review if needed. This will ensure long-term compliance with requirements of the programs
involved.
For any subrecipients that do not otherwise require on-site monitoring, City staff will provide specific
technical assistance regarding benchmarks, reporting, and record keeping, prior to signing agreements.
This assistance will be repeated in the ensuing years covered by the Consolidated Plan if there are new
subrecipients or new agency staff responsible for administration of the Gilroy activity.
Staff will monitor multifamily properties rehabilitated through past CDBG loans annually in accordance
with the terms of the loan agreements.
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EXPECTED RESOURCES
AP-15 Expected Resources – 91.220(c)(1,2)
1. Introduction
The City anticipates receiving $468,300 in CDBG entitlement funds for the 2020-2021 program year.
Table 59, Expected Resources – Priority Table, below lists all anticipated funding resources intended
for community development activities during the 2020-2021 program year in the City of Gilroy.
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Expected Resources
Program Source
of
Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Admin and Planning
Economic
Development
Housing
Public
Improvements
Public Services
$468,300 $27,000 - $495,300 $1,702,135 Funds will be used to
support various community
development activities
including rehabilitation of
existing units, helping
homeless persons, and
supporting the needs of
the elderly/frail elderly and
youth in the community.
Local Housing
Trust Fund (HTF)
Public-
Local
Fair Housing
Public Services
$200,800 - - $200,800 $702,769 Funds will be used to
support various community
development activities
including helping homeless
persons, homelessness
prevention, supporting the
needs of the elderly/frail
elderly/elderly and youth,
and persons with
disabilities in the
community, and providing
fair housing and
landlord/tenant counseling
and dispute resolution
services.
Table 59 – Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds),
including a description of how matching requirements will be satisfied
The City of Gilroy does not have a match requirement.
There are additional federal grant programs the City can leverage to fund community development
activities and increase the project efficiencies and benefits from economies of scale. These programs
include:
Housing Choice Voucher Program;
Section 202;
Section 811; and
Affordable Housing Program through the Federal Home Loan Bank.
These programs would not be provided to the City but rather the SCCHA and affordable housing
developers.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be
used to address the needs identified in the plan
Discussion
The 2015-2023 Gilroy Housing Element identified a surplus capacity of 3,451 units throughout the
jurisdiction. This capacity can be found in vacant and underutilized sit es, the Glen Loma Ranch Specific
Plan area, Hecker Pass Specific Plan area, and the Downtown Specific Plan area.
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AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome
Indicator
1 Preserve affordable
housing for home
ownership
2020 2021 Affordable
housing
Citywide Affordable
Housing –
Rehabilitation
of Existing
Units
CDBG:
$144,364
Homeowner housing
rehabilitated:
Minor Repairs – 48
housing units
Larger Rehabilitation – 4
housing units
2 Install safety and
enhanced public
improvements
2020 2021 Non-Housing
Community
Development
Neighborhood
Revitalization
Citywide Other
Community
Development
Efforts
CDBG:
$169,881
Public facility or
infrastructure activities
other than
low/moderate-income
housing benefit – 1
Community
Development Project
3 Workforce
development
2020 2021 Anti-poverty
strategy
Homelessness
Citywide Expanding
Economic
Opportunities
for Lower
Income People
HTF: $35,000 Public service activities
other than
low/moderate-income
housing benefit – 5
persons
4 Supportive services
for homeless
2020 2021 Homelessness Citywide Homelessness
At risk of
homelessness
CDBG: $15,954
HTF: $73,800
Public service activities
other than
low/moderate-income
housing benefit – 200
persons
Tenant-based rental
assistance
Homelessness
prevention – 10 persons
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome
Indicator
5 Supportive services
for special needs
populations
2020 2021 Non-homeless
special needs
Citywide Special Needs
Services –
Elderly/Frail
Elderly
Special Needs
Services -
Youth
CDBG: $58,341
HTF: $45,000
Public service activities
other than
low/moderate-income
housing benefit
Meals on Wheels – 14
persons
Housing and Emergency
Services for Persons
with Disabilities – 34
persons
Adult Day Care – 24
persons
Youth Center – 65
persons
Swim Program – 15
persons
Long Term Care
Ombudsman – 72
persons
6 Fair housing support 2020 2021 Affirmatively
Furthering Fair
Housing
Citywide Fair Housing HTF: $47,000 Public service activities
other than
low/moderate-income
housing benefit
Consultations/Complaint
Investigations – 18
persons
Information, Referral,
Case Management –
118 persons
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome
Indicator
7 Neighborhood
Revitalization
2020 2021 Code
Enforcement
CDBG target
area
Prevention or
elimination of
slums or blight
CDBG: $7,700 Housing code
enforcement/Foreclosed
property care
75 Cases
Table 60 – Goals Summary
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Goal Descriptions
1 Goal Name Preserve affordable housing for homeownership
Goal Description Homeowner housing rehabilitation
2 Goal Name Install safety and enhanced public improvements
Goal Description Non-housing community development projects – safety related
3 Goal Name Workforce development
Goal Description Job training programs – expanding economic opportunities for lower-income people
4 Goal Name Supportive services for homeless
Goal Description Public services for homeless populations TBRA for homelessness prevention using HTF funding
5 Goal Name Supportive services for special needs populations
Goal Description Public services for non-homeless special needs populations
6 Goal Name Fair housing support
Goal Description Fair housing complaint investigations and landlord/tenant counseling and dispute resolution
7 Goal Name Neighborhood Revitalization
Goal Description Housing code enforcement/Foreclosed property care
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PROJECTS
AP-35 Projects – 91.220(d)
1. Introduction
Projects
# Project Name
1 Rebuilding Home Repair, Rehabilitation and Accessibility Modification Program
2 Adult Day Care (Gilroy)
3 Day Center
4 Long Term Care Ombudsman
5 Gilroy Youth Center
6 Swim Program
7 Meals on Wheels
8 Homelessness Prevention & Safety Net Services
9 Gilroy Street Team
10 Housing and Emergency Services for Persons with Disabilities
11 Day Center for the Homeless
12 Fair Housing
13 Landlord/Tenant Counseling & Dispute Resolution
14 Public Improvements
15 Planning and Administration
16 Neighborhood Revitalization
Table 61 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Allocation priorities are determined based on the needs identified by analyzing data from HUD, ACS, and
other sources and soliciting feedback from community members and local stakeholders. The City awards
CDBG funds to organizations to provide public services and housing for low-income and special needs
households. Additionally, the City leverage in the form of its HTF funds to fill necessary gaps in funding to
offer programs that address additional priority programs that otherwise may not be addressed during the
program year.
HUD requires that 70 percent of all CDBG funds be spent on activities that would benefit low - to moderate
income (LMI) households, which are those making 0-80% of AMI. The City allocates its CDBG funds to
projects and programs that will primarily benefit 0-50% AMI households, the homeless, and special needs
populations.
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AP-38 Project Summary
Project Summary Information
1 Project Name Rebuilding Home Repair, Rehabilitation and Accessibility Modification
Program
Target Area Not applicable
Goals Supported Affordable Housing – Rehabilitation of Existing Units
Needs Addressed Affordable Housing
Funding CDBG $144,364
Description Rebuilding Together Silicon Valley will make minor repairs to 48 low-income,
single-unit, residential owner-occupied homes in Gilroy and larger
rehabilitation repairs to 4 low-income, single-unit, residential owner-occupied
homes in Gilroy, for owners who could not otherwise afford to make critical
repairs in their homes, thus potentially resulting in health and safety issues.
Grants may include funding for the addition of accessible features for disabled
and/or elderly homeowners who may otherwise not be able to stay in their
homes.
Estimate the number and
type of families that will
benefit from the proposed
activities
Minor Repair Maintenance Goal: 48
Larger Rehabilitation Repair Goal: 4
Location Description Citywide
Planned Activities See above description.
2 Project Name Adult Day Care (Gilroy)
Target Area Not applicable
Goals Supported Supportive services for special needs populations
Needs Addressed Non-Homeless Special Needs
Funding CDBG $11,292
Description Live Oak Adult Day Services will provide recreation activities and meals to 24
frail elderly and elderly unduplicated individuals. These activities keep
individuals that visit Live Oak active and help with their social experience and
stimulation. Adults in this program are those who are unable to live
independently, and this program allows individuals to participate in many
stimulating activities, while their caregivers go to work, run errands, or
complete other necessary daily tasks.
Estimate the number and
type of families that will
benefit from the proposed
activities
24 frail elderly/elderly individuals
Location Description Citywide
Planned Activities Recreation activities and meals
3 Project Name Day Center
Target Area Citywide
Goals Supported Homelessness
Needs Addressed Homeless Supportive Services
Funding CDBG $15,954
Description The Gilroy Compassion Center’s Day Center is a drop-in center with basic
amenities including bathrooms, personal hygiene supplies, shower and
laundry facilities, manna bags, a weekly medical van, and case management.
Estimate the number and
type of families that will
benefit from the proposed
activities
200 homeless and chronically homeless individuals
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Location Description Gilroy Compassion Center – 370 Tompkins Court, Gilroy, CA 95020
Planned Activities Basic needs – 8,000 units, Case Management and VI-SPDAT – 60 individuals,
Showers and Laundry – 670 total
4 Project Name Long Term Care Ombudsman
Target Area Citywide
Goals Supported Supportive services for special needs populations
Needs Addressed Public services for non-homeless special needs populations
Funding CDBG $9,410
Description Catholic Charities of Santa Clara County’s Long-Term Care Ombudsman
program promotes the rights and well-being of residents in long-term care
facilities in Santa Clara County.
Estimate the number and
type of families that will
benefit from the proposed
activities
72 persons living in long-term care
Location Description Long term care centers - citywide
Planned Activities Facility visits, visits with residents, and complaint resolution
5 Project Name Gilroy Youth Center
Target Area Citywide
Goals Supported Supportive services for special needs populations
Needs Addressed Public services for non-homeless special needs populations
Funding CDBG $36,884
Description The City of Gilroy Recreation Department Youth Center provides an after-
school program and summer day camp programs to keep youth in the area
engaged while their parents are at work for the day.
Estimate the number and
type of families that will
benefit from the proposed
activities
65 youth
Location Description Gilroy Youth Center – Cesar Chavez Gym 227 Ioof Ave, Gilroy, CA 95020
Planned Activities Homework help, reading help, lunch, recreational activities, educational
workshops, arts and crafts, field trips and events
6 Project Name Swim Program
Target Area Citywide
Goals Supported Supportive services for special needs populations
Needs Addressed Public services for non-homeless special needs populations
Funding CDBG $755
Description The City of Gilroy Recreation Department provides free swim lessons to LMI
youth in the area to decrease probability of drownings in the area and teach
life skills.
Estimate the number and
type of families that will
benefit from the proposed
activities
15 youth
Location Description Christopher High School Aquatics Center – 850 Day Rd, Gilroy, CA 95020
Planned Activities Swim lessons
7 Project Name Meals on Wheels
Target Area Citywide
Goals Supported Supportive services for special needs populations
Needs Addressed Public services for non-homeless special needs populations
Funding HTF $20,000
Description The Health Trust Meals on Wheels delivers hot, nutritious meals five days a
week, sometimes with the option of a once-a-week frozen meal, to seniors and
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adults with disabilities. In addition to delivering meals, their drivers also
provide daily wellness checks, making sure that their clients are safe, alert,
and cared for.
Estimate the number and
type of families that will
benefit from the proposed
activities
14 frail elderly/elderly persons and/or persons with disabilities
Location Description Citywide
Planned Activities Delivery of hot meals, five days a week, daily wellness checks
8 Project Name Homelessness Prevention & Safety Net Services
Target Area Citywide
Goals Supported Supportive services for homeless
Needs Addressed Homelessness, at risk of homelessness
Funding HTF $50,000
Description St. Joseph’s Family Center’s Homeless Prevention and Safety Net Services
program provides emergency rental assistance, utility assistance, food
assistance, and other supportive programs that help decrease the overall risk
of becoming homeless and increase family well-being.
Estimate the number and
type of families that will
benefit from the proposed
activities
10 households at imminent risk of homelessness
Location Description Citywide
Planned Activities Emergency rental assistance, VI-SPDAT Assessments
9 Project Name Gilroy Street Team
Target Area Citywide
Goals Supported Workforce Development
Needs Addressed Expanding economic opportunities for lower income people
Funding HTF $35,000
Description The Gilroy Street Team project provides workforce development to low-
income, vulnerable clients, including an opportunity to improve their job
readiness through beautification projects across the City while gaining access
to services and programs.
Estimate the number and
type of families that will
benefit from the proposed
activities
5 low-income persons
Location Description Citywide
Planned Activities Job readiness through beautification efforts/community clean-ups, totally
approximately 1,500 hours. Connecting participants with services and
programs.
10 Project Name Housing and Emergency Services for Persons with Disabilities
Target Area Citywide
Goals Supported Supportive services for special needs populations
Needs Addressed Public services for non-homeless special needs populations
Funding HTF $25,000
Description Silicon Valley Independent Living Center (SVILC) assists individuals with
disabilities and their families in their housing search for affordable and
accessible housing. SVILC provides low-income City of Gilroy residents who
have disabilities with education and training on all aspects of how to conduct a
housing search to obtain safe, affordable, accessible, long -term housing.
Estimate the number and
type of families that will
benefit from the proposed
activities
34 persons with disabilities
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Location Description Citywide
Planned Activities Housing services, safety net and emergency needs services
11 Project Name Day Center for the Homeless
Target Area Citywide
Goals Supported Supportive services for homeless
Needs Addressed Homelessness
Funding HTF $23,800
Description The Gilroy Compassion Center’s Day Center is a drop-in facility with basic
needs including clothing and personal care items.
Estimate the number and
type of families that will
benefit from the proposed
activities
200 persons experiencing homelessness
Location Description Gilroy Compassion Center – 370 Tompkins Court, Gilroy, CA 95020
Planned Activities Clothes closet, personal care items
12 Project Name Fair Housing
Target Area Citywide
Goals Supported Fair housing support
Needs Addressed Fair housing
Funding HTF $21,000
Description Project Sentinel’s Fair Housing Center provides education and counseling to
community members, housing providers, and tenants about fair housing laws.
They also investigate complaints and advocate for those who have
experienced housing discrimination. Lastly, Project Sentinel works with both
landlords and tenants to help them understand their rights and responsibilities
under the laws and ordinances that affect the rental relationship.
Estimate the number and
type of families that will
benefit from the proposed
activities
18 LMI households
Location Description Citywide
Planned Activities Fair housing complaint investigations, fair housing consultations, outreach and
education
13 Project Name Landlord/Tenant Counseling & Dispute Resolution
Target Area Citywide
Goals Supported Fair housing support
Needs Addressed Fair housing
Funding HTF $26,000
Description Project Sentinel’s Landlord/Tenant Dispute Resolution program explains the
rights and responsibilities of landlords and tenants, contact the other party and
connect both parties with a mediator to assist tenants and landlords with
settlement discussions around the pending unlawful detainer claims, mediate
between Small Claims litigants and work with parties asking for restraining
orders.
Estimate the number and
type of families that will
benefit from the proposed
activities
118 LMI households
Location Description Citywide
Planned Activities Information and referral calls and case management
14 Project Name Public Improvements
Target Area CDBG target area
Goals Supported Install safety and enhanced public improvements
Needs Addressed Non-housing community development projects – safety related
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Funding CDBG $169,881
Description
Estimate the number and
type of families that will
benefit from the proposed
activities
Location Description
Planned Activities
15 Project Name Planning and Administration
Target Area Citywide
Goals Supported Not applicable
Needs Addressed Not applicable
Funding CDBG $99,060
Description Administer the administrative costs for the overall management, coordination,
and evaluation of the CDBG program, and the project delivery costs
associated with bringing projects to completion.
Estimate the number and
type of families that will
benefit from the proposed
activities
Not applicable
Location Description Citywide
Planned Activities See description above
16 Project Name Neighborhood Revitalization
Target Area Citywide
Goals Supported Prevention and elimination of slums or blight
Needs Addressed Code Enforcement – eliminating health and safety violations
Funding CDBG $7,700
Description Aimed at creating suitable living environments and arresting the decline of
housing units in the CDBG target area. City staff implements the program and
focuses on eliminating health and safety violations and increasing adherence
to local building codes/standards.
Estimate the number and
type of families that will
benefit from the proposed
activities
75 housing units
Location Description Citywide
Planned Activities Respond to reports of regarding housing problems in the City. Inspect
premises and work with owner to remedy housing problems to eliminate health
and safety violations and adhere to local building codes/standards in order to
prevent and eliminate slums or blight.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
Geographic Distribution
Target Area Percentage of Funds
Citywide 64
CDBG target area 36
Table 62 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The CDGB target area was identified for economic development projects and to help small businesses
because the area is a historically underutilized business zone and is also in need of additional
revitalization. Additionally, the CDBG area consists of at least 51 percent LMI residents.
All public service and affordable housing projects serve LMI households citywide.
Discussion
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AFFORDABLE HOUSING
AP-55 Affordable Housing – 91.220(g)
1. Introduction
The one-year goal for the first year of the 2020-2025 Consolidated Plan will include two programs that
support the City’s priority needs for homeless and special needs populations, and affordable housing.
CDBG funds will be used to provide minor rehabilitation projects for 48 LMI homeowners and larger
rehabilitation projects for 4 LMI homeowners. These rehabilitation projects are for homeowners who
otherwise could not afford to make critical repairs in their homes, thus potentially resulting in health and
safety issues that could cause a home to become uninhabitable and may lead to homelessness.
Additionally, a home that lacks proper accessibility for its owner may lead to a serious accident that could
cause an even larger financial burden.
HTF funds will be used for homelessness prevention and safety net services, which will provide
emergency rental assistance to 10 households in the City that are imminent risk of homelessness.
One Year Goals for the Number of Households to be Supported
Homeless 10
Non-Homeless 0
Special-Needs 52
Total 62
Table 63 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 10
The Production of New Units 0
Rehab of Existing Units 52
Acquisition of Existing Units 0
Total 62
Table 64 - One Year Goals for Affordable Housing by Support Type
Discussion
A detailed summary of projects can be found under the Projectl Summary (AP-38) of the Annual Action
Plan.
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AP-60 Public Housing – 91.220(h)
1. Introduction
While residents of the City may use Housing Choice Vouchers (formerly Section 8), these programs are
managed and administered by the public housing authority, Santa Clara County Housing Authority
(SCCHA).
The SCCHA assists approximately 17,000 households through the Housing Choice Voucher program
countywide. The SCCHA has four public housing units, but they are located in the City of Santa Clara.
The SCCHA also develops, controls, and manages over four affordab le rental housing properties
throughout the County.
Actions planned during the next year to address the needs to public housing
Not applicable; there are no public housing developments in the City.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
While the majority of its units have been converted to affordable housing stock, the SCCHA is proactive in
incorporating resident input into its policy-making process. An equitable and transparent policy-making
process that includes the opinions of residents is achieved through the involvement of two tenant
commissioners on the SCCHA board.
If the PHA is designated as troubled, describe the manner in which finan cial assistance will be
provided or other assistance
Not applicable.
Discussion
While the City does not operate any public housing, the City works closely with and supports the SCCHA.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
1. Introduction
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
The 2020-2025 Consolidated Plan identifies providing basic needs and supportive services to homeless
persons as a high priority need. The Consolid ated Plan identifies that 704 persons are experiencing
homelessness in the City and 9,706 persons are experiencing homelessness countywide. The City
participates in the County of Santa Clara Continuum of Care (CoC), which is administered by the Santa
Clara County Office of Supportive Housing. The CoC has the primary responsibility to address
homelessness regionally.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Santa Clara County Office of Supportive Housing conducts biennial Point in Time (PIT) counts to
estimate the prevalence of homelessness in the jurisdictions in Santa Clara County, including the City.
The CoC includes the results of the PIT count and survey reports to HUD in its annual application for
funding to provide housing services, including homeless services. Currently, the Santa Clara County CoC
receives approximately $26 million annually in federal funding. The most recent PIT count took place in
January 2019.
Every five years, the CoC prepares a community plan focused on ending homelessness in Santa Clara
County. The current plan is for the five-year time period starting in 2015. The plan was developed through
a series of community summits addressing specific homeless populations in the County.
The CoC conducts extensive community engagement with the homeless populations in the development
of both the PIT count and the strategic plan.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City currently operates a temporary congregate cold weather shelter for six months out of the year, a
small year-round family shelter, and two transitional housing programs. The Gilroy Compassion Center is
open year-round and offers a day program that provides basic needs to persons experiencing
homelessness, such as restrooms, showers, laundry, food, and clothing. The one -year goals of the City,
to provide case management and administer the VI-SPDAT to 60 homeless individuals so that those
individuals may be able to address and overcome barriers that prevent them from obtaining permanent
housing and also become eligible for rapid rehousing or permanent supportive housing with local
nonprofits throughout the County once they are entered into the Coordinated Entry Syst em. This goal will
be met through the tow Day Center projects. More information can be found in project summary in AP-38.
Helping homeless persons (especially chronically homeless individuals and families, families with
children, veterans and their families, and unaccompanied youth) make the transition to permanent
housing and independent living, including shortening the period of time that individuals and
families experience homelessness, facilitating access for homeless individuals and families to
affordable housing units, and preventing individuals and families who were recently homeless
from becoming homeless again
The Gilroy Compassion Center is open year-round and offers a day program that provides basic needs to
persons experiencing homelessness, such as restrooms, showers, laundry, food, and clothing. The one
year goals of the City, are case management and to administer the VI-SPDAT to 60 homeless individuals
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so that those individuals may be able to address and overcome barriers that prevent them from obtaining
permanent housing and also become eligible for rapid rehousing or permanent supportive housing with
local nonprofits throughout the County once they are entered into the Coordinated Entry System. These
goals will be met through two programs at the Day Center. More information can be found in the project
summary in AP-38.
Additionally, HTF funds will be used for a homelessness prevention and safety net services program to
provide emergency rental assistance to 10 households. The St. Joseph’s Family Center oversees the
homelessness prevention program and will also administer the VI-SPDAT to households that present at
the center to seek services for homelessness prevention. These households may not qualify for the City’s
emergency rental assistance program, but they may qualify for another homeless ness prevention
program with a CoC program that participates in the Coordinated Entry System.
Helping low-income individuals and families avoid becoming homeless, especially extremely low -
income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster care
and other youth facilities, and corrections programs and institutions); or, receiving assistance
from public or private agencies that address housing, health, social services, employment,
education, or youth needs
City funding will continue to support the following existing services:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical
Center and provides medical services to homeless individuals, including primary care and urgent
care. VHHP also manages a Medical Respite program for homeless individuals discharged from
hospitals as well as a Backpack Homeless Health Care Program for those in encampments.
The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
The County’s Behavioral Health Services Department (BHS) has multiple programs to connect
homeless individuals with housing or shelter assistance. BHS also treats those going through
behavioral health crises.
The County’s Reentry Resource Center (RRC) provides services to those who have been
previously incarcerated and to individuals who are homeless upon release. Services include
referrals to drug treatment, housing assistance, food assistance, counseling, and other benefits.
The County Office of Supportive Housing’s (OSH) mission is to increase the supply of housing
and supportive housing that is affordable and available to extremely low-income and /or special
needs households. OSH supports the County mission of promoting a healthy, safe, and
prosperous community by ending and preventing homelessness.
Discussion
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AP-75 Barriers to Affordable Housing – 91.220(j)
1. Introduction
The City is subject to the same barriers to affordable housing that e xist across the Bay Area. These
issues include the high cost of development, constraining the development of affordable housing units in
favor of higher-end units, and the lack of developable land, which prevents housing development and
increases the price of land.
Additionally, the County’s Assessment of Fair Housing identified the following contributing factors to fair
housing issues, including affordable housing, through analysis of data and community engagement
feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability, type, frequency, and reliability of public transportation
Lack of access to opportunity due to high housing costs
Lack of affordable, accessible housing in a range of unit sizes
Lack of affordable housing for individuals who need supportive services
Lack of assistance for housing accessibility modifications
Lack of resources for fair housing agencies and organizations
Location and type of affordable housing
Loss of affordable housing
Private discrimination
The most relevant contributing factor to the City of Gilroy’s barrier to affordable housing is the high cost of
land and lack of funding for affordable housing. Survey results also identified discrimination as a barrier to
acquiring affordable housing. Respondents expressed that they were discriminated against on the basis
of sex, familial status, or other reasons.
Actions it planned to remove or ameliorate the negative effects of public p olicies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the return
on residential investment
In its 2015-2023 Housing Element update, the City of Gilroy identified opportunities and potential
solutions for providing housing:
Develop a task force for development plans for housing.
Day laborers can call the Compassion Center and Maria Day Worker Center in Mountain View to
get more information.
More money for affordable housing; partner with the County and City for housing money.
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San Francisco is seeing micro units (small units with a bedroom and the rooftop garden is the
“family room”). This type of housing could work in Gilroy’s climate. The City could do a study of
micro units and revise the zoning code to allow them.
High-density housing in the downtown area has been well received by the community because it
supports businesses downtown.
At the County, CDBG money is used for grants for housing rehabilitations (about 10 homes/year);
the Planning Department reaches out to owners with code issues.
Gilroy has a home access program and $10,000 of CDBG for compliance issues.
Discussion
See above
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AP-85 Other Actions – 91.220(k)
1. Introduction:
Actions planned to address obstacles to meeting underserved needs
The Needs Assessment and Market Analysis of the 2020-2025 Consolidated Plan helped develop the
City’s priority needs for LMI persons, persons exper iencing homelessness, special needs populations,
and community development needs.
Actions planned to foster and maintain affordable housing
Rebuilding Together Silicon Valley will receive CDBG funds which will be used to provide minor
rehabilitation projects for 48 LMI homeowners and larger rehabilitation projects for 4 LMI homeowners.
These rehabilitation projects are for homeowners who other wise could not afford to make critical repairs
in their homes, thus potentially resulting in health and safety issues that could cause a home to become
uninhabitable and may lead to homelessness. Additionally, a home that lacks proper accessibility for its
owner may lead to a serious accident that could cause an even larger financial burden. St. Joseph’s
Family Center will receive HTF funds which will be used for homelessness prevention and safety net
services, which will provide emergency rental assistance to 10 households in the City that are at imminent
risk of homelessness.
Actions planned to reduce lead-based paint hazards
The City provides information about lead-based paint hazards at the Community Development counter
and inspects properties being rehabilitated or acquired for affordable housing.
Additionally, any homeowner units that participate in Rebuilding Together Silicon Valley’s affordable
housing project will be assessed for possible lead-based paint prior to rehabilitation.
Actions planned to reduce the number of poverty-level families
The City works to reduce the number of poverty-level families through all projects by making the projects
available to LMI households citywide. Some projects were created to address the need of expanding
economic opportunities for lower-income people and others may offer additional benefits in reducing
poverty, simply by way of design.
The Gilroy Street Team project provides workforce development to low-income, vulnerable
clients, including an opportunity to improve their job readiness through beautification projects
across the City while gaining access to services and programs.
The Live Oak Adult Day Care program provides recreation and socialization for persons who are
unable to live independently. This program allows their caretakers to go to work during the hours
that the program is open. Were it not for this program, the caretaker may not be able to earn an
income for the household because the person using the day program does not have anywhere
else to go during that time.
The Rebuilding Together Silicon Valley program will aid low-income homeowners in making
necessary health and safety and accessibility repairs to their homes that they otherwise would not
be able to afford and which may otherwise may lead to uninhabitability and then homelessness.
The Gilroy Youth Center program provides an after-school program and summer day camp
programs to keep youth in the area engaged while their parents are at work for the day.
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Actions planned to develop institutional structure
The City is financially constrained and cannot meet all the needs identified in the Needs Assessment;
however, the City continues to enter into partnerships with nonprofits to strategically meet some needs of
the community. An especially pressing issue is meeting the needs of the City’s homeless population. The
City will continue to work with nonprofits to meet the needs of its homeless individuals.
Two projects during the plan year, Day Center and Homeless Prevention & Safety Net Services , will
administer the VI-SPDAT, which will connect persons experiencing homelessness and those at imminent
risk of homelessness to nonprofits that provide housing and supportive services.
Actions planned to enhance coordination between public and private housin g and social service
agencies
Local nonprofits are partnering with sister city Morgan Hill to operate a Safe Parking Program for South
County. Morgan Hill has developed and fine-tuned an operational model that could be replicated in Gilroy.
These nonprofits are also developing camping programs that are run out of county campgrounds outside
of city limits.
Discussion
See discussion above
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PROGRAM SPECIFIC REQUIREMENTS
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
1. Introduction
Community Development Block Grant Program (CDBG) Reference 24 CFR
91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed
$27,000
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan
$0
3. The amount of surplus funds from urban renewal settlements $0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan.
$0
5. The amount of income from float-funded activities $0
Total Program Income $27,000
Other CDBG Requirements
1. The amount of urgent need activities $0
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows: N/A
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows: N/A
3. A description of the guidelines for resale or recapture that ensures the affordability of units
acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: N/A
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows: N/A
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Memorandum
Date: March 11, 2020
To: Housing and Neighborhood Revitalization Committee
From: Sue O’Strander, AICP, Deputy Community Development Director
Subject: Recommendations for FY 2020-2021 Capital Project Grants
In late February 2020, the Community Development Department sent out a Call For Projects to
all City Departments to identify potential capital improvement projects. Earlier, the federal
government released a formula allocation of $468,000 to Gilroy for fiscal year (FY) 2020-2021
Community Development Block Grant (CDBG) funding. To align with the goals and objectives of
the City’s 5-Year Consolidated Plan, proposed capital projects must consist of “Install safety and
enhanced public improvements within low/moderate income blocks.” (This is the proposed goal
language at the time of report preparation.) In past years, the Public Works, Community
Development, and Recreation Departments have typically been key participants in this process.
PRELIMINARY PROJECTS
A meeting was conducted on February 26, 2020 with staff members representing the Public
Works and Community Development Departments. In total, 7 potential capital projects were
identified. Due to limited funding and staff workload, not all projects can proceed in the 2020-
2021 Program Year. The Committee is requested to prioritize the projects based on
recommended criteria: compliance with ConPlan goals, level of benefit to low/mod income
individuals and families, and project timing.
The costs and details of each project are summarized below for committee consideration, and
presented in no particular order. For convenience, criteria factors are also included:
Project Name/ Brief Description
Anticipated
Timing/Durat
ion
Low/Moderate
Income
Percentage of
Project Area
Meet City’s
Consolidated
Plan Goal(s)?
Estimated Cost
Miller Crossing and Uvas Creek Pedestrian
Improvements: Enhance pedestrian safety at
Miller Ave/Uvas Park Drive intersection, including
raised concrete sidewalk for levee trail users to
cross Miller, new concrete sidewalk with ADA-
compliant curb ramp and retaining wall at
southwest corner of the intersection.
Complete
project design
FY 2020-21
and build-out
FY 2021-22
51.1%
(Citywide) Yes
$154,000 ($19,000
through design;
$135,000 through
construction)
Mantelli & Church Bulb-Out and Crosswalk
Improvements: Enhance pedestrian safety
crossing Mantelli Drive at Mantelli & Church
intersection, including new bulb-out with ADA-
Complete
project design
FY 2020-21
and build-out
63.9% Yes
$142,000 ($18,000
through design;
$124,000 through
construction)
City of Gilroy
Housing Division
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Project Name/ Brief Description
Anticipated
Timing/Durat
ion
Low/Moderate
Income
Percentage of
Project Area
Meet City’s
Consolidated
Plan Goal(s)?
Estimated Cost
compliant curb ramps at northwest corner of the
intersection, and relocation of stop sign to be closer
to travel lane.
FY 2021-22
Sidewalk Gap Closure – 8340 Swanston Lane:
Close a gap location with construction of
approximately 1,200 square feet of new sidewalk
and 240 linear feet of curb and gutter on the east
side of Swanston Lane, between Leavesley Rd and
Casey Ln.
76% Yes
$106,000 ($13,000
through design;
$93,000 through
construction)
Murray Ave Sidewalk Gap Closure:
Construct approximately 2,000 linear feet of
sidewalk on the west side of Murray Avenue
between Kishimura Drive and Leavesley Road.
This project would complete the pedestrian network
on this segment so that pedestrian access would
be provided on both sides of the street.
Complete
project design
FY 2020-21
and build-out
FY 2021-22
76% Yes
$1,235,000
($131,000 through
design; $110 for
Right-of-Way
acquisition;
$994,000 through
construction)
Annual Sidewalk/Curb Ramp Program:
This project will install new sidewalk (gap closures)
and curb ramps, both new and replacement of non-
compliant existing ramps, where eligible for annual
Community Development Block Grant (CDBG)
funding. Currently, these improvements can
happen only in the City’s NRSA zone. Depending
on the potential adoption of a city wide
neighborhood revitalization area designation, these
funds may be used more broadly throughout the
City in the future.
Annual
program
51.1%
(Citywide) Yes $175,000 annually
Monterey Gateway Senior Apartments: Provide
new pedestrian connections from the new
development, currently under construction, in
response to a letter received by the federal
Housing and Urban Development (HUD) to provide
such connections. HUD recommendations include
northerly connection to 10th Street, southerly
connection to Luchessa, and westerly across
Monterey Road.
Multi-year 73.7% Yes
$365,000 ($37,000
through design,
$328,000 through
construction)
El Rancho Foods Sidewalk Gap Closure: Create
a dedicated connection from the public sidewalk on
the west-side of Church St (north of the alley
adjacent to El Rancho Foods) to the public
sidewalk at the northwest corner of Church and
First Street.
Multi-year 77.7% Yes
$118,400 ($14,000
through design,
$104,400 through
construction)
NEXT STEPS
Recommendations made by the Committee will be presented to the City Council at a public
hearing on April 6, 2020. The final projects will be incorporated into the FY 2020-2021 Annual
Action Plan, which will be part of the 5-Year Consolidated Plan for 2020-2025. The Consolidated
Plan is anticipated to be completed and available for public review and comment in early April.
At a subsequent public hearing, on May 4, 2020, the City Council will consider approval of the
Consolidated Plan along with the FY 2020-2021 Annual Action Plan.
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CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Miller Crossing & Uvas Creek
Pedestrian Improvements
Project No. EN2115
Category Streets/Traffic Control Department Public Works/Engineering
Project Type New Project Manager Nirorn Than
Council Priorities Ensure Financial Stability,
Ensure Neighborhoods
Benefit Equally from City
Services
Location Miller Avenue / Uvas Creek
Levee Trail Intersection
Project Description and Purpose
This project would enhance pedestrian safety at the Miller Avenue/Uvas Park Drive intersection. The
scope of work would include:
• Install raised concrete crosswalk for levee trail users to cross Miller Avenue
• Install concrete sidewalk and retaining wall at the southwest corner of the intersection
• Install ADA-compliant curb ramp at the southeast corner of the intersection
Project Justification
Staff has received multiple complaints from residents as well as comments from the Bicycle and
Pedestrian Commission regarding the safety of pedestrians crossing at this intersection. It was
reported that drivers are not making a complete stop at the intersection, more specifically at the west
leg of the intersection. As this intersection serves nearby neighborhoods, Gilroy High School,
Solarsano Middle School, and Christmas Hill Park, it is important to investigate and identify possible
solutions for this intersection. This project would also provide for ADA-compliant improvements at this
intersection.
Master Planning Documents
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
Project Funding (Public Works) (EN2115)
Uvas Park Drive Miller Avenue Conceptual Rendering of Similar Improvements
Levee Trail
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CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Pre-Design $1,000 $1,000
Design $15,000 $15,000
CEQA $3,000 $3,000
Construction $129,000 $129,000
Const.
Support $6,000 $6,000
Total $ $$19,000 135,000$ $ $ $ $154,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $
Financial Comments
Due to potential impacts to the Uvas Creek Levee, this project would require permitting with Valley
Water as well as the US Army Corps of Engineers.
Estimated Project Schedule
Timeline
Project Design FY2020-21
Project Advertisement FY2021-22
Project Construction FY2021-22
Project Completion FY2021-22
Operational Cost Impact
There are no operational costs associated with this project.
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CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Mantelli & Church Bulb-Out and
Crosswalk Improvements
Project No. EN2113
Category Streets/Other Concrete Features Department Public
Works/Engineering
Project Type New Project Manager Nirorn Than
Council
Priorities
Ensure Financial Stability, Ensure
Neighborhoods Benefit Equally from City
Services
Location Mantelli Drive / Church
Street Intersection
Project Description and Purpose
This project will install improvements to enhance the safety of pedestrians crossing Mantelli Drive at
the intersection of Mantelli Drive and Church Street. The scope of work includes:
• Install concrete bulb-out at the northwest corner of the intersection
• Install ADA-compliant directional curb ramps at the northwest corner of the intersection
• Relocate the stop sign at the northwest corner so it is closer to the travel lane
Project Justification
Staff has received multiple complaints from residents regarding pedestrian safety at this skewed
intersection, including observations of drivers turning right from southbound Church Street to
westbound Mantelli Drive without stopping at the stop sign (i.e., treating it as a “free” right-turn). The
crosswalk on the west leg of the intersection is also unusually long due to the skewed geometry of the
intersection. These improvements would discourage drivers from treating the southbound right-turn
movement as a “free” right-turn.
Master Planning Documents
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
Project Funding (Public Works) (EN2113)
Project Corner
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Packet Pg. 293 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Pre-Design $1,000 $1,000
Design $16,000 $16,000
CEQA $1,000 $1,000
Construction $118,000 $118,000
Const.
Support $6,000 $6,000
Total $ $18,000 $124,000 $ $ $ $142,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $
Financial Comments
Estimated Project Schedule
Timeline
Project Design FY2020-21
Project Advertisement FY2021-22
Project Construction FY2021-22
Project Completion FY2021-22
Operational Cost Impact
There are no operational costs associated with this project.
8.A.b
Packet Pg. 294 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Sidewalk Gap Closure – 8340
Swanston Lane
Project No. EN2120
Category Streets/Curbs & Sidewalk Department Public Works/Engineering
Project Type New Project Manager Eric Argamaso
Council Priorities Enhanced Public Safety,
Ensure Neighborhoods
Benefit Equally from City
Services
Location Swanston Lane between
Leavesley Road and Casey
Lane
Project Description and Purpose
This project will construct approximately 1,200 square feet of new sidewalk and 240 linear feet of new
curb and gutter on the east side of Swanston Lane between Leavesley Road and Casey Lane to
close the existing gap in continuous sidewalk. This project would complete the pedestrian network on
this segment so that pedestrian access would be provided on both sides of the street.
Project Justification
Residents have expressed safety concerns regarding the lack of continuous sidewalk along this
segment of Swanston Lane. This project will enhance safety, connectivity, and access in low- and
moderate-income neighborhoods that fall within the City’s Neighborhood Revitalization Strategy Area
(NRSA), as designated by the US Department of Housing and Urban Development’s (HUD)
Community Development Block Grant (CDBG) Program.
Master Planning Documents
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
Project Funding (Public Works) (EN2120)
8.A.b
Packet Pg. 295 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Pre-Design
Design $13,000
CEQA
Construction $89,000
Const.
Support $4,000
Total $ $ $ $ $ $ $106,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $
Financial Comments
Estimated Project Schedule
Timeline
Project Design
Project Advertisement
Project Construction
Project Completion
Operational Cost Impact
There are no operational costs associated with this project.
8.A.b
Packet Pg. 296 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Murray Street Sidewalk Gap
Closure
Project No. EN2117
Category Streets/Curb & Sidewalk Department Public Works/Engineering
Project Type New Project Manager Eric Argamaso
Council Priorities Ensure Financial Stability,
Enhanced Public Safety,
Ensure Neighborhoods
Benefit Equally from City
Services
Location Murray Avenue between
Kishimura Drive and
Leavesley Road
Project Description and Purpose
The Murray Avenue Sidewalk Gap Closure Project will construct approximately 2,000 linear feet of
sidewalk on the west side of Murray Avenue between Kishimura Drive and Leavesley Road. This
project would complete the pedestrian network on this segment so that pedestrian access would be
provided on both sides of the street.
Project Justification
Numerous residents and businesses on the west side of this segment of Murray Avenue do not have
pedestrian facilities along their property’s frontage. The lack of a continuous sidewalk on this segment
of Murray Avenue also impacts the ability of transit users to access the bus stops in the area. This
project will enhance safety, connectivity, and access in low- and moderate-income neighborhoods
that fall within the City’s Neighborhood Revitalization Strategy Area (NRSA), as designated by the US
Department of Housing and Urban Development’s (HUD) Community Development Block Grant
(CDBG) Program.
Master Planning Documents
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
Project Funding (Public Works) (EN2117)
8.A.b
Packet Pg. 297 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Pre-Design $9,000 $9,000
Design $122,000 $122,000
ROW $110,000 $110,000
Construction $912,000 $912,000
Const.
Support $82,000 $82,000
Total $ $241,000 $994,000 $ $ $ $1,235,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $
Financial Comments
Estimated Project Schedule
Timeline
Project Design FY2020-21
Project Advertisement FY2021-22
Project Construction FY2021-22
Project Completion FY2021-22
Operational Cost Impact
There are no operational costs associated with this project.
8.A.b
Packet Pg. 298 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Annual Sidewalk/Curb Ramp
Project
Project No. EN2147
Category Streets/Curb & Sidewalk Department Public Works
Project Type New Project Manager TBD
Council Priorities Enhance Public Safety
Capabilities, Ensure
Neighborhoods Benefit
Equally from City Services
Location NRSA Zone
Project Description and Purpose
This project will install new sidewalk (gap closures) and curb ramps, both new and replacement of
non-compliant existing ramps, where eligible for annual Community Development Block Grant
(CDBG) funding. Currently, these improvements can happen only in the City’s NRSA zone.
Depending on the potential adoption of a city wide neighborhood revitalization area designation,
these funds may be used more broadly throughout the City in the future.
Project Justification
The City is required to install and maintain ADA accessible curb ramps and accessible sidewalk along
publicly accessible pathways within the City. This project will focus on installing and upgrading ADA
curb ramps in areas approved for CDBG funds expenditure. Consideration will also be given to
locations along streets scheduled to be paved under the annual Street Resurfacing Project, which is
funded using Measure B and SB-1 funds. This will allow the maximum use of the paving funds for
asphalt rehabilitation. Construction of these compliant new curb ramps will improve the accessibility
and safety for the pedestrians in Gilroy.
Master Planning Documents
This project is not specifically listed in any master plan document.
Project Funding (Public Works) (EN2147)
8.A.b
Packet Pg. 299 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Pre-Design
Design
CEQA
Construction
Const.
Support
Total $ $ $ $ $ $ $175,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $175,000
Financial Comments
Estimated Project Schedule
Timeline
Project Design
Project Advertisement
Project Construction
Project Completion
Operational Cost Impact
No impact.
8.A.b
Packet Pg. 300 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name Gateway Senior Apartments
Pedestrian Crossing Safety
Improvements
Project No. EN2154
Category Streets/Street Lights Department Public Works
Project Type New Project Manager
Council Priorities Enhance Public Safety
Capabilities
Location Monterey Street between
Tenth Street and Luchessa
Ave
Project Description and Purpose
This project will install a High-Intensity Activated Crosswalk (HAWK), high visibility crosswalk
improvements, and curb ramps to provide a safe pedestrian crossing of Monterey Street in front of
the Gateway Senior Apartments.
Project Justification
The location of the Gateway Senior Apartments currently has challenges and safety issues in terms
of the surrounding pedestrian infrastructure along Monterey Street. The project was approved without
any adjacent sidewalk improvements. In a letter from the US Department of Housing and Urban
Development (HUD) received on February 13th, 2020, the Office of Fair Housing and Equal
Opportunity expressed concerns over the lack of pedestrian accessibility in that area . This project
addresses these accessibility gaps by providing safe pedestrian access to the west side of Monterey
Road where there are existing pedestrian improvemen ts that lead to the Downtown. This project
meets the City Council goal of ‘Enhance Public Safety Capabilities’.
Master Planning Documents
8.A.b
Packet Pg. 301 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
Project Funding (Department) (Project No.)
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Design $37,000
CEQA
Construction $291,000
Const.
Support $37,000
Total $ $ $ $ $ $ $365,000
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $ -
Financial Comments
This project is located within the NRSA zone, and is eligible to be fully funded using CDBG Capital
funds under the CDBG Matrix Code 3K (Street Improvements).
Estimated Project Schedule
Timeline
Planning FY20-21
Project Design FY20-21
Project Advertisement FY21-22
Project Construction FY21-22
Project Completion FY21-22
Operational Cost Impact
There are no operational costs associated with this project.
8.A.b
Packet Pg. 302 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Name El Rancho Foods Sidewalk
Gap Closure
Project No. EN2155
Category Streets/Curb & Sidewalk Department Public Works
Project Type New Project Manager
Council Priorities Enhance Public Safety
Capabilities
Location Church St. (Along eastern
façade of El Rancho Foods
Supermarket)
Project Description and Purpose
This project will construct new sidewalk, curb and gutters along the eastern facade of the El Rancho
Foods Supermarket along Church Street between the head of the parking bay and the building.
Parking will be shifted partially out into the street to accommodate the new walkway against the
building. The sidewalk will tie into the existing sidewalk north and south of the building site.
Project Justification
The City has had a number of complaints over the past several years regarding the lack of continuous
sidewalk along the Church Street frontage of this property. Due to the existing diagonal parking
configuration against the building, pedestrians are forced out into the street to travel along this portion
of Church Street. The project has the potential to be funded by Community Development Block Grant
(CDBG) Funds because of its location in the City’s Neighborhood Revitalization Strategy Area, and its
benefit to low-income residents in the City. This project meets the City Council goal of ‘Enhance
Public Safety Capabilities.’
Master Planning Documents
This project is not specifically listed in any master plan document, but it is consistent with the City’s
General Plan goals and policies. These goals and policies include correcting deficiencies and
ensuring pedestrian facilities serve the function they are intended to serve.
8.A.b
Packet Pg. 303 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
CITY OF GILROY
2021-2026 CAPITAL IMPROVEMENT PROGRAM
Project Funding (Department) (Project No.)
Project Costs Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Design $13,000
CEQA $1,000
Construction $85,400
Const.
Support $19,000
Total $ $ $ $ $ $ $118,400
Funding
Source Total Prior FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Project Total
Total $ $ $ $ $ $ $ -
Financial Comments
This project is located within the NRSA zone, and is eligible to be fully funded using CDBG Capital
funds under the CDBG Matrix Code 3L (Sidewalks).
Estimated Project Schedule
Timeline
Planning FY20-21
Project Design FY20-21
Property Acquisition FY20-21
Project Advertisement FY21-22
Project Construction FY21-22
Project Completion FY21-22
Operational Cost Impact
There are no operational costs associated with this project.
8.A.b
Packet Pg. 304 Attachment: Memo to HNRC, Capital Improvement Projects for FY20-21 CDBG Funding (3-11-20) (2851 : CDBG and HTF Funding Priorities
City of Gilroy
STAFF REPORT
Agenda Item Title: General Fund Financial Recovery Plan - Sustainable Budget
Recommendations
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Administration
Submitted By: Jimmy Forbis
Prepared By: Jimmy Forbis
Bryce Atkins
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Approve the City of Gilroy General Fund Financial Recovery Plan and direct staff to
commence implementation of the recovery plan’s recommendations.
BACKGROUND
At the May 4th and May 18th, 2020 regular City Council meetings, staff brought before
the City Council reports that detail both a funding shortfall due to the COVID -19
emergency incident, as well as an ongoing structural deficit.
As reported at the May 4th meeting, there is a projected shortfall of $7.0 million in
revenue in FY20, with an additional shortfall in FY21 of $4.3 million. These shortfalls are
in the City’s General Fund, which is the primary funding source for essential services,
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including police, fire, emergency medical, planning, building safety, streets and park
services.
In addition, staff presented at the May 18th meeting that the City is forecasting (separate
from, and in addition to, the COVID-19 impacts) a structural deficit amounting to an
annual average of $8 million, where expenditures exceed revenues each fiscal year in to
the future.
Below is the 5-year General Fund Forecast, including the one-time solutions and use of
the Economic Stability Reserve. The totals of the Budget Solutions and use of reserves
are presented below the model.
FY20 FY21 FY22 FY23 FY24 FY25
Beginning Fund Balance 21,258,870$ 17,354,504$ 12,309,713$ 4,368,697$ (3,900,222)$ (11,461,698)$
Add: Revenues 48,658,145$ 52,666,803$ 51,956,202$ 53,870,605$ 56,696,956$ 58,236,185$
Less: Expenditures (59,087,511)$ (57,711,594)$ (59,897,218)$ (62,139,524)$ (64,258,432)$ (66,431,992)$
Budget Solutions 6,525,000$ -$ -$ -$ -$ -$
Ending Fund Balance 17,354,504$ 12,309,713$ 4,368,697$ (3,900,222)$ (11,461,698)$ (19,657,505)$
Operating Margin/
Use of Reserves $ (3,904,366) $ (5,044,791) $ (7,941,016) $ (8,268,920) $ (7,561,476) $ (8,195,807)
The $10.4 million in budget solutions include:
$2.0 million – Transfer from Capital Outlay Fund
$0.6 million – Sports Park Expansion
$1.7 Million – Land Acquisition
$1.7 million – Glen Loma Fire Station
$0.5 million – ERP Savings
$3.9 million – Use of Economic Stability Reserve
This amount helps resolve the current fiscal year’s revenue shortfalls, but does not
address the amounts going forward for the recession or the ongoing structural deficit.
As part of the staff reports, staff introduced that a recovery plan would be brought back
before Council in June to consider a series of staff recommended adjustments to the
expenditures of the City to resolve these matters. This proposed recovery plan identifies
the recommended reductions and the service impacts that would result from these
measures to resolve the structural deficit going forward.
RECOVERY PLAN FUNDAMENTALS
Recovery Plan Philosophy
In crafting the recovery plan staff identified a series of five concepts that have been
identified as the Recovery Plan Philosophy. These concepts have shaped the formation
of the plan and the essential nature of the reductions that are proposed in the plan.
Below are the five concepts.
1. Maintain Services to the Greatest Extent Possible
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To form the plan, maintaining service to our residents was confirmed a s a top
priority. In furthering that philosophy, staff focused on reductions with the least
impacts to the services being delivered by the City. While none of the reductions
are devoid of impacts, they are the reductions staff believes provide the least
amount of disruption to the services our residents are accustomed to receiving.
2. Protect Vulnerable Populations
In many of the City's departments, services are provided to what are considered
vulnerable populations. These include at risk youth, senior citize ns, and citizens
with underlying health (physical and/or mental) concerns. In evaluating the
services being provided by the City, consideration was made to ensure services
to these vulnerable populations are maintained despite the reductions being
proposed.
3. Functional Priorities
Staff have attempted to classify the services that are provided by the City into
categories that recognize the differing nature of the services, specifically the
nature of why the service is being provided. These categories are ide ntified
below:
Fundamental Services
A fundamental service is a service categorized as being required by law or
necessary for basic, minimum public safety and health services.
Fundamental services benefit the general public, and the private sector
does not or cannot provide them. Good examples of these include police
services, fire services and street maintenance.
Supportive Services
Supportive Services are those that provide support to fundamental
services, either being required to facilitate the provision of fundamental
services in the first place, or they improve the quality or level of
fundamental services in a very noticeable manner. These typically serve a
broad group of beneficiaries. An example of this type of service include
regular financial reporting.
Discretionary Services
Discretionary services are those where no requirement to provide them
exist. These services either improve the quality of government and/or its
community. They may be part of a modern, efficient, and effective
government. They also provide at times a “convenience” and/or enhanced
customer service that could be provided by the private sector or another
public or non-governmental organization. The cost-benefit ratio for these
types of service are not typically high.
These categories have been identified for the reductions that are proposed within
this recovery plan.
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4. Service Delivery – “boots on the ground”
In considering the concepts described above staff has proposed that part of the
philosophy for the recovery plan should be to keep service delivery as a focus.
As part of this there is a need to keep those positions that directly serve
residents, whether through direct contact (i.e. police and fire services, front
counter customer service positions) or provision of basic services (i.e. water and
sewer utility service, back office customer service support positions) to be
preserved to the best extent possible given the financial needs of the City. As
such, the reductions below attempt to keep the impacts to these types of
positions to a minimum.
Conversely, management positions, both executive and mid -management, have
been a predominate focus in the consideration of reductions. This does not mean
that manager positions are the only positions to be reduced, but rather where
opportunities exist for management functions to be redistributed to other
positions, whether other managers or to empowered line staff, such opportunities
are the first option for reductions.
5. Recreation Philosophy
Recreation has a significant role in providing services to the vulnerable
populations and these should be preserved and supported by the General Fund.
Namely services like the Senior Center, Adaptive Program, San Ysidro Park and
Cesar Chavez center for at-risk youth services among others, are important to
continue and are not services residents can obtain elsewhere. Beyond these
programs, all other recreation programs should have full cost recovery. As such,
a reset of the Recreation Department’s services is necessary and is explained
more in the discussion regarding the Recreation Department cost reductions.
Sustainable Finances: Fixing Issues Now
In addition to the philosophy of the reductions, it is also critical to ensure that the budget
is sustainable into the future and addresses critical service issues Council has identified
as a priority for the community. Below are a few of the fixes staff is attempting to
address as part of this recovery plan:
Fire Alternative Service Model (ASM)
As Council will recall, the ASM for the Fire Department was developed around a
quick response vehicle to provide rapid emergency medical services for residents
in the Glen Loma area as the City worked with and waited for the developer to
reach a point to construct the Glen Loma Fire Station. This ASM started as a pilot
program that was operated through a one-time appropriation of overtime for the
use of existing firefighters to staff the ASM. The ASM has produced positive
results as relates to Fire Department response times in the area, as well as
throughout the City when the ASM is staffed.
However, the use of overtime to provide this service on an ongoing basis is not
recommended and has had consequences. As the pilot program has progressed
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with overtime, increased exhaustion and workplace injury has been noticed
within the Fire Department which is attributable, in part, to the ASM. This places
the long-term sustainability of the ASM in jeopardy. In considering options, and in
light of the delay in the Glen Loma Fire Station construction, staff is proposing to
increase staffing in the Fire Department to allow the ASM to be staffed with
firefighters and captains as part of their normal hours, increasing the viability of
the program into the future. This adjustment is the only increase that that is being
proposed as part of the financial recovery plan and is taken into account when
looking at the reductions to other departments.
While it is challenging to increase costs in a one department at the expense of
others, the lifesaving services of the ASM, coupled with reduced re sponse times,
provides an overall benefit to the entire community. The ASM meets a critical
public safety need given the overall growth of the community and increased
number of calls for service.
Reorganizations to Achieve Efficiency
Staff is proposing as part of this recovery plan a series of reorganizations,
culminating in the elimination or extreme conversion of a few departments. These
are discussed later in the department reductions section of this staff report. In
summary, staff has already presented to Council the first component of the
reorganization which is the elimination of the Deputy City Administrator position
which will be replaced by a less costly Economic Development Manager position
who will report directly to the City Administrator. Other changes include:
1. Department Consolidations
Staff proposes to remove Human Resources and Information Technology
from department standing and consolidates them as sections of a combined
Administrative Services Department. Additionally, Fleet and Facilities sections
will also be part of the Administrative Services Department given their primary
internal service focus.
2. Recreation Division – New Approach
General Fund support for Recreation services will be reduced to a level that
sustains funding for those programs serving Gilroy’s vulnerable populations
(at-risk youth, seniors, and those with physical and mental disabilities).
Coordination of city-wide volunteers and park/facility rentals will also remain
given the service enhancements and/or revenues provided. Additional
recreation programs may be re-established in the future if the program can
truly pay for itself. Recreation changes are discussed in more detail below.
Contract Savings
Staff has identified significant savings from the use of contractors to ens ure that
where City employees can provide the same services City employees will be
used. Contract services that are highly specialized or of limited in the amount of
use (i.e. historical buildings consultant), will need to remain available to the City
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as needed. The use of contractual services will be carefully evaluated in light of
the budget constraints.
Reversible
Staff has constructed the proposed Financial Recovery Plan to, as much as
possible, allow for the reductions to be reversible should economic conditions
improve. Staff is proposing that positions should be frozen, and the funding for
those positions be un-appropriated. However, staff is requesting that the
positions remain on the authorized positions list as frozen. Should the financial
outlook of the City improve, staff will return to Council as funding is identified and
sustainable to obtain approval to reinstate the position(s) needed.
One-time Capital Improvement Projects
City staff will be bringing to Council the updated Capital Improvement Plan
sometime in late June or early July. As part of this Financial Recovery Plan, staff
is not advancing any projects that draw on the City’s General Fund. Most projects
in the CIP plan involve water and sewer projects as well as streets. The few
projects that were identified for the General Fund and assigned fund balance are
being rolled back or postponed to help offset the fiscal impact from COVID -19.
The exception to this approach is the $1.5 million project for the downtown
parking lot which Council identified as a priority for completion at the May 18,
2020 Council meeting. All other capital improvement projects that would be
funded from the General Fund will be presented to Council in future years as
funding becomes available.
Fleet/Vehicles
Currently, Fleet purchases are being funded through the use of the Fleet Fund
balances. There are no General Fund vehicle purchases remaining to be spent
this fiscal year. Future vehicle purchases for FY21 will be water, sewer, and
SCRWA funded vehicles, and a replacement fire engine with funding already
allocated. As the City prepares to begin the budgeting process for FY22, the plan
for replacement vehicles will be reviewed and adjustments made as needed to
ensure fiscal sustainability, while accounting for vehicle user safety.
Pay Freeze and Furloughs
The Financial Recovery Plan operates under an assumption that $4 million will
be derived from labor cost savings, generally in the form of a pay freeze for two
years (includes negotiated salary increases and merit step increases), furloughs
(pay reduction in exchange for time off), and other benefit reductions. However,
should the concessions and labor cost reductions not be successfully obtained
from each bargaining group, additional cost reduction measures will be required
which may include additional position reductions, additional furloughs, or other
means that may be available at the City's disposal to close the financial gap. If
the pay freeze and furloughs anticipated in this plan are not obtained as part of
implementation, staff will return to Council with a second round of reductions to
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fill the remaining portion of the $8 million in reductions that are needed to bring
the City into a sustainable financial structure.
Risks
Inherently, with any plan as complex and involving third parties and negotiated
resolutions, there are some risks present in these approaches. Staff does not presume
to know of all potential risks, but has identified a few below.
Labor Cost Savings
The reliance on labor savings is an essential element that is needed in order to
help reduce the impacts on services provided to residents, and in keeping with
the philosophies that were described earlier. Should one or more of the
bargaining groups determine that they are not willing to implement a pay freeze
over the next two years, this would present a risk to the plan. Should this risk
become a reality, further modifications will be needed to identify additional
reductions in staff and/or services to reach the target amount needed to eliminate
the structural deficit.
California Public Employee’s Retirement System (PERS) increases
PERS’ funding structure assumes a rate of return on investments to fund the
benefit plans of member agencies, like the City of Gilroy. Those assumed rates
of return are used to determine the amount that each agency will be paying into
PERS for the benefits that are provided. Due to the COVID-19 pandemic, there
were likely losses experienced by the PERS investment portfolio. It is also
possible that PERS will eventually lower their assumed rate of return, also called
the discount rate, which would drive up the City's PERS annual payments. Such
an increase would jeopardize the City’s financial position and increase the
structural deficit. Should this occur, staff would then revise the Financial
Recovery Plan to make sufficient reductions in the City’s costs to offset the
increases related to PERS.
Additional Loss of Revenue (COVID-19 or other causation)
As included in previous reports, there is the potential for a resurgence of COVID-
19. At this time, it is unknown if there will be a resurgence in the fall of 2020,
however it is a risk that if such a resurgence occurs additional shelter in place
orders may likely be instituted. This would greatly impact revenues and furthe r
reduce them below what was projected during this incident of the pandemic. This
presents a risk, as there is not a great level of capacity in the Financial Recovery
Plan to recover additional uses of reserves in future years. In order to replenish
the reserves if used more heavily than projected, additional cuts may be required
in order to bring the reserves back up to established policy levels.
Follow -up
As part of the Financial Recovery Plan staff is proposing to come before Council
quarterly for updates and follow-up regarding how the Financial Recovery Plan
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implementation is performing. As part of these updates, staff will be reporting on how far
into implementation the City has progressed, what the level of savings have been, and if
the conditions of the plan are being met. If components of the plan are not able to be
obtained (primarily those requiring negotiation), or further revenue shortages are
experienced, staff will seek Council direction regarding additional cost reductions, or
other approaches to reach the goal of financial sustainability.
Additionally, any changes that require approval of Council will be presented in these
quarterly updates.
PROPOSED DEPARTMENT REDUCTIONS
Administration
The City Administrator’s Office (CAO) is proposing reductions in the Administration
Department, including:
Converting the Deputy City Administrator into an Economic Development
Manager (recently approved by Council).
Service impact: removal of succession planning benefit, but conversely allows
more focus on economic development.
Freeze and defund the Office Assistant I/II position.
Service Impact: less front counter coverage and general city phone line
answering. Other department positions will provide coverage, which may impact
their production.
Freeze and defund the confidential Management Assistant position
Service Impact: City Administrator will provide his own administrative support to
include scheduling and will rely on support from other staff in Administration and
Administrative Services when needed.
Sharing of the Senior Management Analyst with the Public Works Department
Service Impact: less analytical support capacity for City Administrator’s Office;
however, there is a greater need for analytical support in the Public Works
Department at this time.
There are two additions to the CAO. However, although these show in the CAO section
as cost additions, these all come from cost reductions in other departments from the
General Fund. All that is changing is the supervision and how they fit into the overall
organizational structure. These “additions” include:
Full-Time Program Administrator
Service Impact: position will be housed in the CAO budget, but will only have a
portion of the costs within this budget. The position will be leading and
administering the South County Youth Task Force, Housing and Community
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Development Block Grant/Housing Trust Fund operations, as well as serving as
a community liaison for homelessness issues, GUSD, and other community
organizations. Reductions in other departments, as o utlined in the descriptions
below, form the establishment of this position.
Part-time Emergency Management Coordinator
Service Impact: increased attention and focus on EOC coordination and training
to support the EOC functions; frees a sworn Fire Captain position to return to
front line service in the community on the ASM, saving general funds.
Total reductions for the CAO are $312,700 annually.
Figure 1 – Proposed Administration General Fund Reductions
Reduction Ongoing
Amount Position Level Functional
Priority
Part Time Emergency Management
Coordinator
57,330$ Part-time Fundamental
Convert Deputy City Administrator
to Econ. Dev. Mgr.
(100,000)$ Management - Unrep Support
Reallocation of Sr. Mgmt. Analyst to
PW Support
(75,600)$ Management - Unrep Support
Management Assistant -
Confidential
(121,100)$ Non-Exempt - Unrep Support
Program Administrator Addition 25,000$ GMA Support
Office Assistant II (98,300)$ AFSCME Support
Total Increase/ (Reduction)(312,670)$
Human Resources
The Human Resources Department (HR) is proposing to eliminate the following
position:
Freeze and defund Human Resources Analyst
Service Impact: Recruitment activity will be greatly reduced due to staffing
reductions; some impact to operational capacity and response to other human
resources related requests/project. A total reduction of $121,000 annually.
Figure 2 – Proposed HR General Fund Reductions
Reduction
Ongoing
Amount Position Level
Functional
Priority
Human Resources Analyst (121,000)$ Management - Unrep Support
Total Increase/ (Reduction)(121,000)$
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City Department Reorganization (HR, IT, Fleet and Facilities)
An additional change proposed in the centralized services of the City’s administration is
to consolidate two departments (Human Resources/Risk Management (HR/RM) and
Information Technology (IT)) into a single department and bring in two sections from the
Public Works Department (Fleet and Facilities) into the newly formed Administra tive
Services Department. As a result of this change, the following reductions are proposed:
Reclassify IT Director to IT Manager
Service Impacts: cost savings for the reclassified position; IT initiatives would be
funneled through an additional layer of oversight. A savings of $43,400 annually.
Figure 3 – Proposed City Department Reorganization General Fund Reductions
Reduction
Ongoing
Amount Department Position Level
Functional
Priority
IT Director to IT Manager (43,400)$ IT Management- Unrep Support
(43,400)$
Finance
Finance is proposing to eliminate two management level positions. These positions
were identified as two with duties that have reduced direct impact on customer service
compared to other positions, but can also have their duties redistributed to other staff
members in the department with the least amount of additional technical training than
other managers within the department that are not customer service positions. These
positions include some of the higher compensated positions in the department, with half
the cost borne by the General Fund. These positions are:
Freeze and defund Finance Manager – Budget
Service Impact: This is one of the two Finance Manager positions. While the
workload is large that will be spread from this position, it can be learned by other
staff, and can be dispersed into smaller components, making it easier to dissolve
across multiple positions. Negative impacts include a general, moderate
decrease in speed of internal responsiveness as it relates to budget processes,
purchasing, and financial analysis. May impact customer problem resolution
speed. Should funding be identified at a later date, this position would be a high
priority to fund and fill.
Freeze and defund Revenue Officer
Service Impact: Decreases speed in completing revenue processes, revenue
analysis, and other support functions. As with the Finance Manager elimination
noted above, essential duties/tasks will be dispersed in smaller components to
other staff within the department.
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Total cost savings of $154,000 annually.
Figure 4 – Proposed Finance Department General Fund Reductions
Reduction
Ongoing
Amount Department Position Level
Functional
Priority
Finance Manager - Budget (100,000)$ Finance Management - Unrep Support
Revenue Officer (54,000)$ Finance Management - GMA Support
Total Increase/ (Reduction)(154,000)$
Public Works
The Public Works Department is proposing to reduce five positions and reduce the
City’s landscaping contract. Additionally, the proposal for Public Works entails the
reallocation of an Engineer to serve in support of utility (water and sewer) capital
projects. Additional support to the utilities sections include partial positions as described
below. The Water and Sewer utilities have more robust fund balances ($20.8 million and
$17.5 million, respectively) that have built up over years to support the proposed work.
Below are the proposed changes:
Freeze and defund Maintenance Worker I/II position in Parks
Service Impact: Reduced labor hours in parks maintenance; one current
Maintenance Worker in Parks will transfer into a vacant Maintenance Worker
position the Water section to complete needed assignments in this utility section.
Freeze and defund Maintenance Worker I/II position in Streets
Service Impact: reduced labor hours in streets and tree maintenance; one current
Maintenance Worker in Streets will transfer into a vacant Maintenance Worker
position in the Water section to complete needed assignments in this utility
section.
Eliminate Limited Term Engineer I/II position
Service Impact: Position was limited term, while there will be less engineering
support, the position was planned to only be working for up to a three-year
duration. Currently, this position is vacant.
Freeze and defund Engineering Tech/Inspector I/II position
Service Impact: The work of this position will be spread to the other Inspector I/II
position and engineers in the Department. This will cause minimal to moderate
time extensions to complete permit applications, plan reviews, and inspections as
a result of fewer inspectors available to share the workload. Currently, this
position is vacant.
Freeze and defund Deputy Public Works Director
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Service Impact: Staff is proposing that the three Operation Services Supervisors
(section supervisors) that reported to the Deputy Director now report to the Public
Works Director. Fleet and Facilities sections will be the exception, as they will be
reorganized to the new Administrative Services Department. As of June 5, 2020,
the Deputy Director position will be vacant.
Repurpose Engineer I/II land development position to support utilities CIP
Service Impact: Reduced engineer labor hours to support land development
projects. Work will be spread to the Senior Engineer and the remaining engineer
in the section, which may increase wait times for engineering work to be
completed. Engineer will be moved into the Engineering CIP section to help
design and manage several transportation and utility projects.
Reduce mowing frequency in landscaping contract
Service Impact: grass in public properties and rights-of-way will become taller
generally, as the time between mowing will now increase to two weeks between
each service date. Immediate needs can be addressed by City staff.
Public Works will gain some needed administrative support through the sharing
of two positions across departments. The Senior Management Analyst in the
City Administrator’s Office will be shared with Public Works (45%) to assist with
complex utilities analysis and reports and the Management Assistant for
Community Development will also be shared with Public Works (45%) to provide
administrative support for Public Works Engineering and Administration.
Overall, Public Works will be reducing General Fund expenditures by $1,053,000.
Figure 5 – Proposed Public Works Department General Fund Reductions
Reduction
Ongoing
Amount Department
Position
Level
Functional
Priority
Freeze MW I/II Position in Parks (Move to Water)(153,920)$ Public Works AFSCME Support
Freeze MW I/II Position in Streets (Move toWater)(153,920)$ Public Works AFSCME Support
Eliminate Limited Term Engineer I/II position (195,520)$ Public Works AFSCME Support
Freeze Eng Tech/Inspector I/II position (153,920)$ Public Works AFSCME Support
Freeze Deputy PW Director (49,200)$ Public Works GMA Support
Repurpose Engineer I/II in Land Development to Utilities (178,880)$ Public Works AFSCME Support
Reduce landscaping - mowing every other week (168,000)$ Public Works Contractor Support
Total Increase/ (Reduction)(1,053,360)$
Community Development
The Community Development Department (CDD) is focusing on reductions at the
middle and upper management levels and administrative support staff, as well as
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reorganizing front counter staff support to help maintain and enhance customer service
related to permit processing. Overall, the CDD is reducing 5 positions, sharing two
positions with other functional areas, reducing a large contract and reorganizing the Fire
Prevention and Hazardous Materials Section. Below is a listing of the proposed cost
reductions:
Fire Prevention and Hazardous Materials Section Reorganization
This is a multi-faceted reorganization, resulting in a General Fund cost reduction
of $43,000. The changes include:
o Vacant Fire Marshal position converts to a Fire Prevention Inspector I/II
position
o Deputy Fire Marshal now supervises Hazardous Materials and Fire
Prevention Inspectors
o Three Hazardous Materials Inspector positions will balance their
inspection activities better against pre-treatment and other hazardous
materials concerns
Service Impact: Minimal to no impact anticipated. Overall number of staff remains
the same. Increased number of inspectors, which will retain inspection service
capacity and service to the community. Management support may be needed for
work associated with the Fire Marshal role and may be provided by the Building
Official or Community Development Director.
Freeze and defund two Office Assistant I/II positions
Service Impact: automate inspection scheduling; reduced in -person answering of
the main CDD phone line; other duties reassigned to Management Assistant,
Permit Technician, and Building Inspector positions.
Freeze and defund a Building Inspector I/II position
Service Impact: This reduction would lessen the number of inspectors to conduct
building inspections. Inspection wait times may increase moderately, depending
upon the level of activity, complexity of building inspections, and efficiency gains
in the use of the new Land Management System (scheduled to go -live late
summer 2021).
Reduce Consultant Contract (CSG/4-LEAF)
Service Impact: Reduced front counter staffing and services; over-the-counter
service and minor permit processing times may be extended to complete reviews
and other work completed by consultant. Some duties reassigned to Permit
Technician and Building Inspector positions.
Share Management Assistant with Public Work’s Utilities need
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Service Impact: Administrative support will be diminished proportionately with the
loss of time. Administrative support will be increased for Public Works.
Eliminate the Planner I/II position
Service Impact: An increase in to project processing time, and completion of City-
driven workload. Other planning staff will carry the workload from this eliminated
position.
Create a GIS Coordinator position to maintain the City’s GIS system
Service Impact: Offset by the savings from the Planner I/I I position, this addition
will create efficiencies expected in data availability for deployment of the Land
Management System, and support GIS in Public Works Operations section as
well. Costs shared between General Fund, Water and Sewer Enterprise funds.
Freeze and defund the Deputy Director of Community Development position
Service Impact: reduced housing and CDBG services, reduced project
management. Housing and CDBG services will be transferred to the Program
Administrator in the CAO in Administration. Housing Trust Fund and CDBG
Funding will go with the management of these services. Not a General Fund
impact. Management of Fire Prevention and Hazardous Materials and Code
Enforcement sections will be reassigned.
Freeze and defund the Planning Manager position
Service Impact: Reduction in long-term planning capacity, as well as short-term
planning review time. Short-term planning review offset with Customer Service
Manager. Increased time for special planning projects such as the Downtown
Specific Plan update. Other planning duties will be spread across remaining
planning staff.
Add a Customer Service Manager position
Service Impact: offset from savings in the Deputy Community Development
Director and Planning Manager positions; enhanced customer service fo r permit
processing, application review, and continued process improvement; aids in
completing the objectives in improving the Community Development Department
with customer service and implementing development service center concepts.
Position will ensure Land Management System is set-up and implemented to
enhance customer service and 24/7 self -service features.
Overall Community Development Department reductions total $822,000.
Figure 6 – Proposed Community Development Department Reductions
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Reduction
Ongoing
Amount Department
Position
Level
Functional
Priority
Fire Prevention/HazMat Reorg (43,000)$ Community Development N/A Support
Office Assistant I/II (80,696)$ Community Development AFSCME Support
Office Assistant I/II (89,138)$ Community Development AFSCME Support
Building Inspector I/II/III (141,400)$ Community Development AFSCME Support
Reduce CSG/4-LEAF (100,000)$ Community Development Contractor Support
Management Assistant - PW Help (60,000)$ Community Development AFSCME Support
Eliminate a Planner I/II Position (153,000)$ Community Development AFSCME Support
Add GIS Coordinator 63,000$ Community Development AFSCME Support
Eliminate Deputy Director (220,000)$ Community Development GMA Support
Add Customer Service Manager 217,400$ Community Development AFSCME Support
Eliminate Planning Manager (215,000)$ Community Development GMA Support
Total Increase/ (Reduction)(821,834)$
Fire
Fire is recommended to decrease administrative personnel, but bolster operational
positions to maintain Alternative Service Model (ASM) staffing while reducing overtime.
The increases are to offset overtime and implement improved response times on an
ongoing basis with the continuance of the ASM in the Glen Loma service area for twelve
hours each day. The ASM is proposed to continue beyond the first year pilot program
that started in FY20. The construction of the Glen Loma Fire Station has conditions that
must be met before construction can be compelled by the City upon the developer. At
this time these conditions have not been met, and construction will be delayed for what
could be a significant amount of time. In the intervening period, staff is proposing to
convert the Technical Environmental Education Center (TEEC) building at Christmas
Hill Park into a temporary fire station to provide services in the Glen Loma area, as well
as the rest of the City as needed. The investment to improve the building to serve this
purpose is minimal compared to a new site, and will be less disruptive than a location
within an existing neighborhood. The ASM will be operated out of this facility.
The below additions and reductions to the Fire Department are proposed:
Freeze and defund Management Assistant position
Service Impact: additional workload will be transferred to the Management
Analyst.
Continue current ASM staffing without overtime by increasing one Fire Captain
and two Firefighter (Licensed Paramedic) positions, and conver ting the
Administrative Captain position to front line service.
Service Impact: Increased General Fund cost, but would maintain the ASM
service in a sustainable form. Administrative Captain’s role in EOC coordination
would be alleviated by the part-time emergency services coordinator position in
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the CAO department, which grants net savings over the hiring of an additional
Fire Captain position.
Overall, the Fire Department is anticipated to increase in cost by $698,700.
Figure 7 – Proposed Fire Department Changes
Reduction
Ongoing
Amount Department
Position
Level
Functional
Priority
Fire - Alternative Service Model Addition 808,000$ Fire IAFF Fundamental
Fire - Management Assistant (109,321)$ Fire AFSCME Support
Total Increase/ (Reduction)698,679$
Police
The Gilroy Police Department is focusing its reductions in positions that, due to the
increase in turnover, have been vacant during the past year. These positions are less of
a priority than mandated patrol and investigative services. Below are the proposed
reductions from the Police Department:
Freeze and defund two Quality of Life Police Officer positions
Service Impact: Homelessness and quality of life issues will continue to be
provided through weekly overtime assignments. Service levels in this area would
not be improved by adding a full-time dedicated team of two officers.
Freeze and defund a Community Services Officer position
Service Impact: Will result in a roughly 25% reduction in CSO related activities
which includes graffiti abatement, animal control, parking enforcement and cold
report taking. One CSO is currently attending the Police Academy, and, if
successful, will fill a vacant Police Officer position thereby vacating a CSO
position.
Freeze and defund a Traffic Police Officer position
Service Impact: Will result in a roughly 25% reduction in directed traffic
enforcement to include our Safe Routes to School program activities.
Freeze and defund Police Part-time staffing
Part-time support staff will be unavailable, increasing some of the workload on
remaining regular positions. Reductions include:
o PT Property Evidence Technician – result in property and evidence
functions being cut back to immediate, high-priority functions. Property
and evidence purging and destruction will largely stop, increasing the
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amount of stored materials. Eventually storage area will run out and we
will need to hire staff to complete this purging and destruction function.
o PT Office Assistant in Police Administration – Critical tasks will be
absorbed by the two full-time clerical staff. Some workload can be
accomplished by using other department employees who are on limited
work capacities due to medical/injury issues. However, this is not reliable
and consistent.
o PT Office Assistant in Traffic – Clerical work to include grant management
and reporting activities will be absorbed by the full-time sworn Traffic Unit
staff. This will further reduce traffic enforcement capacity. Also coordinates
all activities related to the Community Academy which would be abs orbed
by other full-time department staff. Some tasks may take more time to
complete.
The Police Department is proposing to reduce costs by $961,000.
Figure 8 – Proposed Police Department Reductions
Reduction
Ongoing
Amount Department
Position
Level
Functional
Priority
2 Quality of Life Officers (370,000)$ Police POA Support
Community Services Officer (104,000)$ Police AFSCME Support
Part Time (Police)(270,000)$ Police Part-time Support
Traffic Officer (217,000)$ Police POA Support
Total Increase/ (Reduction)(961,000)$
Recreation
Staff’s recommendation regarding the Recreation Department (which would be
converted to the Recreation Division) is different in approach than the other
departments. The Recreation Department (Division) is serviced by the General Fund
through a transfer to the Recreation Fund to pay for services. The City has budgeted in
FY21 for $2.7 million to be transferred. Staff is proposing that only $1.5 million be
transferred in FY21, a reduction of $1.2 million. This is a significant reduction to the
Recreation Department (Division) and represents a fundamental shift pertaining to how
and what services the Recreation Department (Division) will deliver to residents. As part
of the Citywide reorganization, the Recreation Division would be located under the City
Administrator’s Office.
As mentioned previously in this staff report, a new approach for the Recreation
Department is centered on two core principles:
1. Protect Vulnerable Populations, similar to the philosophy of the City as a whole in
this reduction process; and,
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2. All other services are to be 100% cost recovery to be restored.
In order to bring Recreation to this approach, and to accommodate the reduced budget,
staff is proposing severe reductions to both the staff and programs that the Recreation
Department (Division) will provide initially and going forward in the new fiscal year.
Below is a list of those positions and programs that are being recommended for freezing
and defunding:
Positions being frozen and defunded:
o Recreation Director
o Two Recreation Supervisors
o Two Recreation Coordinators
o One Recreation Specialist
o One Management Assistant
o One Office Assistant
Programs being frozen (until a suitable cost-recovery strategy is identified):
o Aquatics
o Adult Sports
o Cultural Arts
o Early Childhood Recreation
o Gilroy Museum
o Progressive Classes and Sports
o Solorsano After School
o Summer Day Camp
o Special Events
However, in keeping services to residents that fall under vulnerable populations, and
recreation programs that can evidence 100% cost recovery with no General Fund
contributions, below are those positions and programs that are remaining, and are to be
funded with the General Fund allocation of $1.5 million:
Positions remaining:
o Recreation Manager
o Management Analyst
o Community Coordinator
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o Two Recreation Coordinators
o Small team of part-time, grant funded positions (no General Fund cost)
Programs remaining:
o Adaptive/Special Needs
o Senior Center
o Youth Center
o Park and Facility Reservations
o Contract Classes (if 100% cost recovery)
o Volunteer Program
These changes amount to a reduction of 8 full-time positions out of 13 total. As a result,
Recreation will be providing limited services to meet the needs of vulnerable
populations. As the department (division) identifies other recreation programs that can
be delivered without the use of any General Fund contribution, i.e. programs which
recover 100% of its costs, staff can request for the reinstatement of such programs with
approval of the City Administrator.
Overall, this new approach will reduce the General Fund costs for the Recreation
Department (Division) by $1.2 million
Figure 9 – Proposed Recreation Department Reductions
Reduction
Ongoing
Amount Department
Position
Level
Functional
Priority
Recreation Reduction from $2.7M to $1.5M (1,200,000)$ Recreation Mixed Discretionary
Total Increase/ (Reduction)(1,200,000)$
Cross-Departmental
There are four recommendations for budget reductions and recognition of costs that
cross departmental lines. These are described more fully below:
Unemployment, Contra Personnel Costs, and Economic Stability Reserve
Replenishment
With the adjustments that are being made in the various departments, and the
response to the COVID-19 pandemic, there are three types of cost adjustments
that are associated with these activities that must be accounted for in this
Financial Recovery Plan. These are:
1. As employees are laid off, the City incurs a liability for the payment of
unemployment insurance benefits for those employees. These costs may be
continued for up to eighteen months, if not extended further due to recession.
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2. The Contra Personnel Costs included in the budget and forecast that account
for vacancy savings must be reduced, as there are not as many positions that
might be having a vacancy within the next fiscal year
3. The replenishment of the Economic Stability Reserve (ESR) for any amount
that is used will be required over the next three years. There must be enough
surplus revenue to restore the ESR to its policy level.
Staff is proposing $700,000 annually in costs to account for these adju stments.
Should revenues not be sufficient over expenditures in a particular year, this
amount may be decreased.
Non-Police Part-Time Reductions
The City has furloughed nearly all part-time employees throughout the City
beginning May 1, 2020. The Police Department’s cost reductions include their
part time staff. However, the remaining part-time positions for the other
departments within the General Fund amount to $750,000, which are savings as
these positions are proposed to be frozen and defunded.
Service Impact: These part-time positions often assist in the administrative
functions for the various departments. With their elimination, this workload will
pass to full-time employees, which increase their workload and may increase the
time for performance of routine and administrative activity.
Two Year Pay Freeze
Staff is recommending to negotiate with bargaining groups to obtain a two -year
pay freeze, which would include negotiated salary increases for FY21 and FY22,
as well as merit/step pay increases for the same time period. Of the options
provided, this one greatly depends on bargaining groups to partner with the City
to achieve savings. Should the bargaining groups not agree to the pay freeze,
additional position reductions, additional furloughs or additional cuts will become
needed to close any remaining structural deficit. Staff is projecting that by
freezing pay for two years, approximately $2 million of the deficit will be reduced
annually.
Furloughs
Furloughs (pay reduction in exchange for time off) are also a recommendation
that staff is presenting as another component of the Financial Recovery Plan.
Furloughs may not work for all bargaining groups given the nature of their work,
however, other labor cost reductions will need to be substituted. An add itional
$2M in labor cost reductions through the use of furloughs or other labor cost
reductions are needed to close the structural deficit gap for the next two years.
Furloughs have a noticeable service impact, with scheduled closures during
normal working days.
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Overall, for the cross-department proposed reductions, staff is projecting $4.1 million in
cost reductions from these options.
Figure 10 – Proposed Cross-Department Reductions
Reduction
Ongoing
Amount Department Position Level
Functional
Priority
Unemployment and Contra Personnel
Adjustments/ ESR Replenishment 700,000$ Multiple Multiple Support
Part-time reductions (excluding Police
already in PD)(750,000)$ Multiple Part-time Support
Two Year Pay Freeze (Elimination of
COLAs, step increases)(2,000,000)$ Multiple All Positions Fundamental
Furloughs (one day, every other week)(2,000,000)$ Multiple All Positions Fundamental
Total Increase/ (Reduction)(4,050,000)$
Total Amount of Proposed Reductions
Below is a summary table that shows the proposed cost reductions from the tables
above. Additionally, attached to this staff report is a combined listing from all the
reductions provided above. The total reductions identified are valued at $8.0 million.
Figure 11 – Total Proposed Reductions and Changes
Reduction by Department Ongoing Amount
Figure 1: Proposed CAO Reductions (312,670)$
Figure 2: Proposed HR Reductions (121,000)$
Figure 3: Proposed City Department Reorganization Reductions (43,400)$
Figure 4: Proposed Finance Department Reductions (154,000)$
Figure 5: Proposed Public Works Department Reductions (1,053,360)$
Figure 6: Proposed Community Development Department Reductions (821,834)$
Figure 7: Proposed Fire Department Changes 698,679$
Figure 8: Proposed Police Department Reductions (961,000)$
Figure 9: Proposed Recreation Department Reductions (1,200,000)$
Figure 10: Cross Department Reductions (4,050,000)$
Total Cost Reductions Proposed (8,018,585)$
5-Year General Fund Forecast with Financial Recovery Plan
Below is the 5-Year General Fund Forecast inclusive of the reductions proposed above.
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FY20 FY21 FY22 FY23 FY24 FY25
Beginning Fund Balance 21,258,870$ 17,354,504$ 18,952,365$ 18,981,111$ 19,046,153$ 19,774,612$
Add: Revenues 48,658,145$ 52,666,803$ 51,956,202$ 53,870,605$ 56,696,956$ 58,236,185$
Less: Expenditures (59,087,511)$ (51,068,942)$ (51,927,455)$ (53,805,563)$ (55,968,497)$ (57,984,622)$
Budget Solutions 6,525,000$ -$ -$ -$ -$ -$
Ending Fund Balance 17,354,504$ 18,952,365$ 18,981,111$ 19,046,153$ 19,774,612$ 20,026,174$
Operating Margin/
Use of Reserves (3,904,366)$ 1,597,861$ 28,747$ 65,042$ 728,459$ 251,563$
The reductions allow the City to attain fiscal sustainability, assuming revenue
projections hold true and all proposed reductions are approved by Council, and
agreement is reached with the labor bargaining groups on those proposals that are
subject to negotiation.
Although FY21 has a larger operating margin, the following two years are much smaller ,
as the revenues decrease from the delayed impact of property taxes. Expenditures
continue to increase, anywhere from a total of 3.6% to 4.0% each year after FY22.
Revenue increases, based on the 2009 recession, fluctuate. Revenue in FY24
increases dramatically, based on the recovery rates from 2009. This is a combination of
recovering property taxes, sales taxes, transient occupancy taxes, and user fees.
Increases begin to slow in FY25, while expenditures continue to increase steadily.
Overall Position Impacts
Overall, the Financial Recovery Plan proposes a net reduction of the City’s full-time
positions by 24 positions, which includes 33 total position reductions (12 vacancies) and
an addition of 9 new positions. As mentioned previously, should the other concessions
not be obtained, further reductions will be needed.
Below is a table that shows the reductions by bargaining group.
FT Reducttions by Employee
Group
Current Total # in
Employee Group
# of Positions
Reduced (-)
# of Positions
Added (+)
Net Change in FT
Positions
Percentage of Net
Change
Staffing
Level After
Reductions
AFSMCE 127 -18 3 -15 -11.81%112
GMA 31 -7 3 -4 -12.90%27
GPOA 70 -3 0 -3 -4.29%67
IAFF, Local 2805
35 0 3 3 8.57%38
Unrepresented (Department
heads, confidential exempt;
confidential non-exempt)
21 -5 0 -5 -23.81%16
Total
284 -33 9 -24 -8.45%260
12 vacant
Below is a table showing the reductions by department.
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Department Current Total # in
Department
# of Positions
Reduced (-)
# of Positions
Added (+)
Net Change in # of
Positions
Percentage of Net
Change
Staffing Level After
Reductions
Administration 8 -3.45 2 -1.45 -18.13%6.55
Community Development 28 -8.45 3 -5.45 -19.46%22.55
Finance 14 -2 0 -2 -14.29%12
Fire 41 -1 3 2 4.88%43
Human Resources/Risk
Management 5 -1 0 -1 -20.00%4
Information Technology 4 -1 1 0 0.00%4
Police 105 -4 0 -4 -3.81%101
Public Works 66 -5 0.9 -4.1 -6.21%61.9
Recreation 13 -8 0 -8 -61.54%5
City Wide FT Headcount 284 -33.9 9.9 -24 -8.45%260
ALTERNATIVES
There are many alternatives for Council to consider or propose. However, staff spent
significant time evaluating service delivery options, costs and other factors affecting the
delivery of City services to residents in developing the above recommended recovery
plan for Council’s consideration. A change to the recovery plan will require additional
evaluation and consideration in order to develop the most effective staff
recommendation possible for Council, as well as to report out potential service delivery
impacts.
FISCAL IMPACT/FUNDING SOURCE
Approximately $8 million in General Fund savings. These savings will enable the City to
remain operational within the confines of the projected revenues in future years, while
keeping potential service cuts to a minimum.
CONCLUSION
The financial state of the city is tied intimately with the revenues it receives from its
taxpaying residents, as well as taxes and fees from tourists and others coming from
outside of the city. As these revenues and payments from the citizens decrease due to
their economic challenges, the City should, in proportionality, reduce its costs to “live
within its means” as supported by these revenues. These costs maintained, in keeping
with the philosophy, should be focused on the services provided to residents, remain
focused on functional priorities, such as fundamental services and those supportive
services that make them efficient, and protect vulnerable populations. When the
economy and resident’s financial hardships are alleviated, and economic activity
increases, other services (and their costs) may be increased in the future as Council
may choose to allow.
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The need to adjust services to remain sustainable, and at the same time lessen the
impact on residents, is a reality that we cannot avoid. The cuts, while deep, will allow
the City to continue to offer a mix of services to the City's residents while maintaining
public health and safety into the future.
Should Council approve the recovery plan this evening, staff will then proceed to
implement the recovery plan. Implementation is expected to begin July 1, 2020, but
some of the reductions will take time to effectuate as some positions and services that
are being reduced will require some wind down time for effective adjustments to be
made. The adjustments to reapportion the workload of reduced positions or services
onto other employees will take time to better transition the work to accommodate the
shifting responsibilities that they will have in carrying out the service delivery
expectations of the City Council and its residents.
NEXT STEPS
If approved, staff will proceed to implement the recovery plan, to include discussions
with labor groups. Staff also continue to update Council on the financial position of the
City monthly, as well as report on the progress of the recovery plan and its results
quarterly. Additionally, should any conditions or assumptions that were used to develop
the recovery plan be substantially different, staff will return to Council seek further
adjustments to ensure the City stays financially sustainable.
Again, if concessions are not able to be negotiated with the labor bargaining groups,
additional reductions, to include additional furloughs or layoffs, will be necessary.
PUBLIC OUTREACH
Upon Council’s adoption of the Financial Recovery Plan, staff will conduct a community
engagement initiative to release this information to residents and local stakeholders to
inform how such reductions may impact services, and if any changes to the City’s
procedures for the public to request services. Communication will be frequent as the
plan is implemented, and provide the same updates that Council receives to the public.
Attachments:
1. Draft Reduction List Attachment
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DRAFT City of Gilroy - Proposed Cost Reductions DRAFT
June 1, 2020
Reduction Ongoing Amount Department Position Level Functional
Priority
Part Time Emergency Management Coordinator 57,330$ Administration Part-time Fundamental
Fire - Alternative Service Model Addition 808,000$ Fire IAFF Fundamental
Elimination of COLAs for two years (2,000,000)$ Multiple All Positions Fundamental
Furloughs (one day, every other week)(2,000,000)$ Multiple All Positions Fundamental
Convert Deputy City Administrator to Econ. Dev. Mgr.(100,000)$ Administration Management - Unrep Support
Reallocation of Sr. Mgmt. Analyst to PW Support (75,600)$ Administration Management - Unrep Support
Management Assistant - Confidential (121,100)$ Administration Unrep Support
Program Administrator Addition 25,000$ Administration Management - Unrep Support
Office Assistant II (98,300)$ Administration AFSCME Support
Fire Prevention/HazMat Reorg (43,000)$ Community Development N/A Support
Office Assistant I/II (80,696)$ Community Development AFSCME Support
Office Assistant I/II (89,138)$ Community Development AFSCME Support
Building Inspector I/II/III (141,400)$ Community Development AFSCME Support
Reduce CSG/4-LEAF (100,000)$ Community Development Contractor Support
Management Assistant - PW Help (60,000)$ Community Development AFSCME Support
Eliminate Planner I/II Position (153,000)$ Community Development AFSCME Support
Add GIS Coordinator 63,000$ Community Development AFSCME Support
Eliminate Deputy Director (220,000)$ Community Development GMA Support
Add Customer Service Manager 217,400$ Community Development AFSCME Support
Eliminate Planning Manager (215,000)$ Community Development GMA Support
Finance Manager - Budget (100,000)$ Finance Management - Unrep Support
Revenue Officer (54,000)$ Finance Management - GMA Support
Fire - Management Assistant (109,321)$ Fire AFSCME Support
Human Resources Analyst (121,000)$ Human Resources Management - Unrep Support
IT Director to IT Manager (43,400)$ IT Management- Unrep Support
Unemployment and Contra Personnel Adjustments/ESR Replenish 700,000$ Multiple Multiple Support
Part-time reductions (excluding Police already in PD)(750,000)$ Multiple Part-time Support
2 Quality of Life Officers (370,000)$ Police POA Support
Community Services Officer (104,000)$ Police AFSCME Support
Part Time (Police)(270,000)$ Police Part-time Support
Traffic Officer (217,000)$ Police POA Support
Freeze MW 1 position in Parks (move to work in Water/Sewer)(153,920)$ Public Works AFSCME Support
Freeze MW 1 Position in Streets (Move to work in Water)(153,920)$ Public Works AFSCME Support
Eliminate Limited Term Engineer I/II position (195,520)$ Public Works AFSCME Support
Freeze Eng Tech/Inspector I position (153,920)$ Public Works AFSCME Support
Freeze Deputy PW Director (49,200)$ Public Works GMA Support
Repurpose Eng I position in Land Development to Utilities (178,880)$ Public Works AFSCME Support
Reduce landscaping - mowing every other week (168,000)$ Public Works Contractor Support
Recreation Reduction from $2.7M to $1.5M (1,200,000)$ Recreation Mixed Discretionary
Total Increase/ (Reduction)(8,018,585)$
9.A.a
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City of Gilroy
STAFF REPORT
Agenda Item Title: Approve Recommendations for Coronavirus Aid, Relief, and
Economic Security (CARES) Act Funding for Small Business
COVID-19 Relief Program
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Community Development Department
Submitted By: Karen Garner
Prepared By: Karen Garner
Sue O'Strander
Strategic Plan Goals
☐ Fiscal Stability
Downtown
Revitalization
Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Approve Gilroy’s Small Business COVID-19 Relief Program for Small Business
Assistance, and authorize the City Administrator to enter into an agreement with a
selected program administrator.
EXECUTIVE SUMMARY
As a result of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, Gilroy
received $275,486 in additional Community Development Block Grant (CDBG)
programing. With unassigned and unspent CDBG funds, this amount was leveraged to
$619,715. On May 4, 2020, the City Council directed $150,000 for rent relief efforts and
the remaining $469,715 for small business assistance /relief.
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The Small Business COVID-19 Relief Program will provide a one-time emergency grant
of $5,000 or $10,000 to small businesses to hire, maintain, or re -hire employees who
are earning 80% of the area median income (AMI) or below. The grant is not intended
as a long-term solution, but can help to fill gaps or bridge delays from other sources of
revenues (e.g. Paycheck Protection Program and Economic Injury Disaster Loans).
Several agencies around the Bay Area have set up programs to distribute CDBG-CV
funds to support small businesses. This agenda report presents the various program
aspects and seeks Council approval on a recommended program.
BACKGROUND
At a publicly noticed meeting on May 4, 2020, the City Council approved allocation of
$469,715 in CARES Act funding to provide support to small businesses affected by the
COVID-19 pandemic. The City received the federal CARES Act funding as additional
Community Development Block Grant (CDBG) programming for FY 2019-2020. Council
members discussed some preliminary expectations for the program, including
availability of monetary assistance to support more businesses, the importance of a
valid City business license, possible interest in a forgivable loan, and the intention for
the funds to result in economic development benefits to the overall Gilroy community.
Survey of Nearby Agencies
With these expectations in mind, staff researched other Bay Area agencies and
potential nonprofit partners to determine program parameters for Gilroy. A survey of
nearby agencies indicates that most agencies are considering or providing grant funding
typically with amounts of $5,000 and $10,000. Several cities are also setting up
opportunities to provide small business relief, although most are using General Fund
and/or private sector donations for monetary assistance. Currently, the only other
agency in Santa Clara County that has committed to utilizing CDBG funds for this
purpose is Cupertino. Fremont and South San Francisco are some other nearby
agencies utilizing CDBG funds for small business grants and loans.
The table below presents a sampling of several small business relief programs around
the Bay Area. These programs are in various stages of launch, and some possible
programming considerations are summarized below:
CITY Cupertino Fremont South SF Hayward Sunnyvale Mountain
View
FUND TOTAL** $229,017 $400,000 $650,000 $380,000 $1.3 million $1 million
FUND SOURCE CDBG CDBG CDBG General
Fund
General
Fund &
private
sector
donations
General
Fund &
Los Altos
Community
Foundation
ADMINISTATOR SVSBDC City Dept City Dept City Dept SVSBDC Main
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CITY Cupertino Fremont South SF Hayward Sunnyvale Mountain
View
Enterprise
Foundation
(ED & City
Manager)
(ED & CD) (ED) Enterprise
Foundation
Street
Launch
LOAN OR
GRANT
Grant
$5,000
Grants
$5,000 (2-10
employees)
and $10,000
(11-50 emp)
Loans
$10,000 (to
retain 1 low-
inc emp) or
$15,000
(retain 2)
Grant
$5,000 (biz
w/25 or less
emp or
restaurant
w/any #
emp)
Grants
$5,000 (1-5
emp),
$10,000 (6-
30 emp) &
$15,000
(31-50 emp
or 100 for
restaurants)
Loans up
to $10,000
with 0% int
and no
fees for 3
year term
APPLICATION
PROCESS
TBD Point system Lottery First-Come Lottery First-Come
LAUNCH DATE (not yet) 5/18/20 5/8/20 (1st
round of 3)
5/11/20 5/27/20 4/29/20
** Program administration costs, which vary amongst agencies, are typically included in
this amount.
Programming parameters are described more thoroughly in the Analysis section, below.
Of note, there are some valuable “lessons learned” from agencies that have had early
launches and are now administering their respective programs. Various considerations
relating to the small business relief funding are described – including Grants versus
Loans, application process options, application eligibility, award amounts, and qualifying
criteria.
ANALYSIS
Service Administration Options
Some agencies have opted to administer the small business assistance program in -
house. Typically, staff from Economic Development and/or City Manager’s office serves
as the project lead. Unfortunately, Gilroy does not have such dedicated staffing and
would not be able to conduct the work efficiently without additional assistance.
A number of potential program service providers have expressed interest and
availability to assist with administration of Gilroy’s Small Business COVID-19 Relief
Program. The Silicon Valley Small Business Development Center (SBDC), Main Street
Launch (MSL), and the National Development Council (NDC) were responsive to staff
inquiries and discussions. Each of these nonprofit organizations is dedicated to
supporting small businesses, stimulating economic growth in low-to moderate income
communities, and have local experience providing such services.
SBDC currently provides training and mentoring services to small businesses and
entrepreneurs throughout Santa Clara County, including Gilroy. Through their
Enterprise Foundation, they have recently initiated a small business program with
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Sunnyvale and are working on an agreement with Cupertino to administer a grant
program using CDBG funds. MSL has a contract with Mountain View to underwrite and
administer small business resiliency loans (although these do not utilize CDBG funding).
NDC administers ongoing small business lending programs for the cities of Morgan Hill
and Santa Cruz.
Preliminary discussions indicate that the program administration fee varies, and is
dependent on the level of service anticipated/offered. Generally, the range is from 5 to
15%. As the program is about $470,000, the administration fee would reduce the
funding for small business assistance by $23,500 - $70,500, resulting in about $399,500
- $446,500 for disbursement to small businesses. Depending on program parameters,
this amount could provide monetary assistance to approximately 55 - 70 businesses.
At the time of the writing of this agenda report, staff requested of the potential service
providers additional details including requested fees/costs and timing for Gilroy’s small
business grant program. These details will be presented at the Council meeting. It
should be noted that the contract amount of $23,500 to $70,500 is within the Interim
City Administrator’s approval authority and does not need Council approval.
Grant versus Loan
The objective of small business relief funding is to address the current community need
resulting from the COVID-19 outbreak. The funding is not intended as a long-term
solution, but can help to fill gaps or bridge delays from other sources of revenues (e.g.
Paycheck Protection Program and Economic Injury Disaster Loans). As such, staff
recommends distribution of the CDBG-CV funds in the form of a grant to small
businesses to hire, maintain, or re-hire employees who are earning 80% of the area
median income (AMI) or below.
Discussions with other agencies and potential service providers indicate there are
benefits and concerns with both grant and loan options. One concern with the grant
option is that this may be treated like free money as there is no promise or requirements
once the funding is dispersed. However, a grant requires minimal reporting and
tracking, resulting in faster dispersion of funds.
A forgivable loan provides additional assurance of a business’ intentions and can be
arranged so that the criteria or conditions for forgiveness are not overly burdensome. As
with any loan, this would involve extra effort relating to necessary underwriting. Similar
to grants, the funds would result in a one-time use or otherwise be quickly depleted.
Several agencies that had launched small business assistance in response to COVID -
19 offered forgivable loans, as it was thought to be a requirement of such funding. Due
to the fluid situation of the funding, it is now believed that such funds can be off ered as
a grant. Therefore, to streamline the process, staff recommends the funds be
made available in the form of a grant.
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There may be an interest to utilize the funds to initiate a long-term revolving loan
resource for Gilroy small businesses. According to one of the potential providers,
several cities (e.g. Oakland, San Francisco, Stockton) are using CDBG funds for
ongoing small business assistance. While intriguing, much more analysis would be
needed to fully understand the ramifications for use of CDBG funds for such a program
here in Gilroy. As such, use of these funds for long-term small business assistance is
not recommended.
Application Process
According to several cities that have recently launched their applications, they
recommend closing the application period within a short time frame. Usually, extensive
outreach is conducted in advance to ensure all businesses have prior notice of the
upcoming application period. The outreach can be conducted rapidly as news of the
available funding spreads quickly.
Several different approaches have been taken by nearby agencies with regard to the
application process and selection of awardees. Each of the approaches considered is
discussed in more detail, below:
First-Come First-Serve System
Due to the high volume of responses, cities utilizing a first-come first-serve approach
close down the application portal within 12 to 48 hours. This approach results in a fast
turnaround of funds, as the first applications submitted will be evaluated and considered
for award funding. Some fairness issues have been raised with this approach, such as
access to high-speed internet.
Lottery System
Some agencies establish an application period (typically 1 week). These dates are
announced along with eligibility criteria. Applications are received during the open
period, and upon verification of eligibility, the applicant will receive a lottery number. Any
subsequent clarifications or documentation will need to be provided or finalized prior to
finalizing an agreement. Selections are based on a lottery system. This process
provides a more equitable approach (than first-come first-serve) to the application and
awardee process. However, the lottery approach has also received scrutiny and
allegations of behind-the-scenes favoritism. To provide more transparency, many
agencies are conducting live-broadcast of the lottery selections.
Point-Based System
This approach includes an established application period (1 or 2 weeks). The
application eligibility and evaluation criteria are both posted in advance and provide full
transparency for potential awardees. While the approach is a bit more unique than other
systems, the process provides up-front transparency and eliminates the randomness
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present in a lottery system. Also, there is no room for favoritism, as the applicant either
does or does not meet the posted criteria.
While the eligibility criteria clarifies the requirements needed to submit an application
(e.g. demonstrate financial burden resulting from COVID-19), the evaluation criteria can
emphasize important aspects that necessitate prioritization (e.g. those businesses not
designated as essential services under the initial County Health Order). With each
criteria as a possible point, this will likely result in several applicants with the same
score. In this situation, higher ranking would be provided and based on the length of
time a business has operated in the City (as evidenced by a valid City business
license).
Under a points-based system, ambiguity is removed due to increased transparency, and
awardee selection can be streamlined based on certain criteria. Therefore, due to
expediency and transparency, staff recommends a points-based application
process for the small business assistance program.
Award Funding
At the May 4, 2020 meeting, staff provided Council with preliminary information on
funding allocations of $15,000 or $10,000. These amounts were anticipated to support
up to 41 and 57 businesses, respectively. The Council indicated an interest to limit the
funding amount to $10,000, and focus relief efforts on small businesses, specifically
those with up to 25 full-time equivalent employees (FTE) on payroll. With Council’s
preference to provide smaller awards to more businesses, staff has provided a more in-
depth evaluation of potential grant awards.
As indicated previously, program administration is expected to range from $25,000 to
$70,000, resulting in about $400,000 - $445,000 available for small businesses
assistance. Most nearby cities are offering grants as low as $5,000, based on number of
employees. It seems reasonable to include a lower tier for businesses with fewer
employees. With inclusion of a $5,000 grant, Gilroy’s available funding could be
stretched to support an estimated 70 businesses. Assumptions are provided below
(using $445,000 funding) to illustrate potential scenarios that may result in benefits to
Gilroy’s small businesses (actual distribution will depend on the administration fee and
number of applications received):
Maximum Grant Availability of $445,000**
Scenario 1:
30% $10,000
70% $5,000
76 Total Grants:
13 grants ($10,000)
63 grants ($5,000)
Anticipated Funding:
$130,000
$315,000
Scenario 2:
50% $10,000
50% $5,000
67 Total Grants:
22 grants ($10,000)
45 grants ($5,000)
Anticipated Funding:
$220,000
$225,000
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Maximum Grant Availability of $445,000**
Scenario 3:
100% $5,000
89 Total Grants:
89 grants ($5,000)
Anticipated Funding:
$445,000
Scenario 4:
100% $10,000
44 Total Grants:
44 grants ($10,000)
Anticipated Funding:
$440,000
** Scenarios provided only to demonstrate potential ability to assist Gilroy small businesses.
Depending on the number of employees, a business may apply for a $5,000 or $10,000
grant. Employee count would be calculated based on full-time equivalent (FTE) on
payroll as of March 17, 2020:
$5,000 for businesses with 2-10 employees
$10,000 for businesses with 11-25 employees
Grants may be used for inventory, equipment, or working capital (such as payroll, rent,
utilities, or other operating expenses) for the subject small business location. T he funds
cannot be used to for any of the following:
Refinancing debt of any kind
Investments in real or personal property
Payment of delinquent taxes, including payroll taxes and sales taxes
Changes of ownership/business acquisition
RECOMMENDED PROGRAM DETAILS
Based on the research and analysis conducted since early May, staff recommends the
points-based approach for Gilroy’s Small Business COVID-19 Relief Program. As
described above, this system includes an Application Eligibility and Evaluation Criteria,
both of which are disclosed in advance for maximum transparency. Specific criteria for
Gilroy’s recommended program are presented below. These items align with Council
direction and also incorporate federal reporting requirements by the Department
Housing and Urban Development (HUD) for the CDBG program.
Qualifying Criteria
Application Eligibility
To initiate the process, potential awardees will submit preliminary information as part of
an application intake process. The intake period will be advertised for at least a one
week period.
The following minimum application requirements are recommended for incorporation
into Gilroy’s Small Business COVID-19 Relief Program. An applicant must:
Operate a permanent physical commercial storefront (open to the public) location
within the City of Gilroy.
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Be a for-profit business in good standing (no outstanding code violations or
compliance orders, etc.)
Be a business that is not otherwise prohibited or restricted in the City.
Have a valid City of Gilroy business license at the location for at least one year.
Have at least 6 months remaining on current lease.
Have between 2 and 25 FTE employees on payroll at the time of the initial Santa
Clara County Shelter in Place order was issued on March 17, 2020
Generate less than $5 million in annual gross receipts.
Demonstrate that 51% employees are low-moderate income.
Demonstrate a financial burden resulting from COVID-19
For business owners with multiple businesses, they may only apply for funding
assistance for one business.
At the end of the application period, all submittals received dur ing this time will be
evaluated to ensure they meet the eligibility requirements, as stated. Those that do not
meet eligibility criteria, would not be considered further.
Evaluation Criteria
Applications that meet the eligibility requirements would then be ranked in accordance
with stated criteria and scored accordingly. In a tie-breaker situation, priority will be
given based on the length of time a business has operated in the City (as evid enced by
a valid City business license).
The following criteria are recommended be used to establish a ranking of eligible
applications received for Gilroy’s Small Business COVID-19 Relief Program. Each
criterion is worth one (1) point:
Non-Essential Designation (businesses in an industry designed as non-essential
based on the County’s extended Shelter In Place Order. This includes dine -in
restaurants)
Business is located within the City’s Neighborhood and Revitalization Strategy
Area (business geographically located in recognized LMI census tract)
Job Creation/Preservation (business has laid off employees or will imminently)
Ownership Status (business is veteran, woman, or minority-owned)
Other Funding (business has applied for other financial assistance such as
Paycheck Protection Program or SBA Economic Injury Disaster Loan)
In order to expedite review and ranking of applications, staff does not envision inclusion
of too many ‘points’ here. This 5-point system is intended to streamline review of
applications so that selection of awardees can ensue quickly.
Selection Process
Once the ranking of applications is completed, businesses starting with the top ranking
would be contacted to complete the award process. This is envisioned to include
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verification of information stated in the preliminary application. At this stage, additional
documents may be required to complete the process. Once all necessary information is
obtained, an agreement can be signed and the funding will be released to the awardee.
ALTERNATIVES
1. The City Council may wish to adjust grant limits so that there is just one amount,
either $5,000 or $10,000, that is offered.
2. The City Council may wish to modify or otherwise adjust recommended criteria
under Application Eligibility.
3. The City Council may wish to modify or otherwise adjust recommended criteria
under Evaluation Criteria.
FISCAL IMPACT/FUNDING SOURCE
None associated with this staff report. Subsequent administration of the program by a
nonprofit partner will be covered by a fee, taken out of the CDBG-CV funding allocation.
NEXT STEPS
Upon City Council approval of the small business relief grant program, the City
Administrator will finalize details of the program and enter into an agreement to initiate
Gilroy’s Small Business COVID-19 Relief Program.
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City of Gilroy
STAFF REPORT
Agenda Item Title: Standing Report on Operational Impacts and City/Community
Efforts Related to the COVID-19 Pandemic
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Administration
Submitted By: Jimmy Forbis
Prepared By: Mark Bisbee
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Receive report.
EXECUTIVE SUMMARY
The COVID-19 pandemic continues to play a major role in influencing in how local
government responds to the current health and fiscal crisis. Having timely and accurate
situational awareness is paramount for elected officials to make informed decisions on
how best to allocate resources for maximum effectiveness within our community.
This report is the introduction to a standing Council discussion concerning the various
impacts of the Covid-19 pandemic. Various presentations will be given on related topics
including health/safety, the City’s finances, business and economic recovery to name a
few.
POLICY DISCUSSION
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Policy discussions as the result of information contained in this report may include
service levels, fiscal decisions and employee relations, among others.
FISCAL IMPACT/FUNDING SOURCE
Fiscal impacts are directly tied to, and occur as the result of, pandemic conditions
region-wide and within our community.
CONCLUSION
This standing report is to inform our elected leaders and to keep them updated on
changes to COVID-19 conditions within the clinical and operational spheres of local
government.
NEXT STEPS
This report will continue to be updated at all Council Meetings as long as it’s needed.
PUBLIC OUTREACH
Public education and outreach regarding COVID-19 is a regular and ongoing feature of
our Community Engagement team.
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City of Gilroy
STAFF REPORT
Agenda Item Title: Adoption of a Resolution Temporarily Rescinding and Modifying
Sections of the Gilroy City Code to Implement a Business Stimulus
Package to Support and Assist Businesses Affected by COVID-19
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Community Development Department
Submitted By: Karen Garner
Prepared By: Karen Garner
Strategic Plan Goals
Fiscal Stability
Downtown
Revitalization
Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Adopt a resolution of the City Council of the City of Gilroy to temporarily suspend
enforcement of certain sections of the Gilroy City Code in an effort to support
businesses and development activity and aid in the economic recovery of the City
resulting from the impacts of COVID-19.
EXECUTIVE SUMMARY
Gilroy businesses have been hard hit by COVID-19 and the effects resulting from
compliance with County and State orders which have shut-down or severely impacted
operations. Although most construction activities were able to resume at the beginning
of the month, the implementation of County and State requirements on operations as
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well as challenges resulting from reduced operations of supporting businesses have
had a significant impact on development and the construction industry.
The Community Development and Public Works Departments are offering most
services, however changes to our operations as a result of compliance with County
orders has resulted in modifications to our processes and methods of communication.
We continue to work closely with the business and development community and
sincerely appreciate the flexibility and exchange of ideas and best practices. To further
support the business and development community, several temporary measures are
proposed to stimulate economic activity and reduce the burden on businesses.
These measures are unique in that they do not rely on outside funding sources or
programs, but rather temporarily suspend enforcement of certain ordinances and
regulations for businesses that meet certain criteria, as well as take advantage of
existing city assets. These measures also provide a quick and efficient means of
accommodating the business needs that have arisen as a result of COVID-19 and
adherence to County and State orders. In most cases, the measures proposed are no
cost and require only a small amount of staff time to manage. Some measures can take
effect immediately, whereas others will be implemented when County restrictions are
modified and allow for additional business activity such as limited sit-down dining. All
measures are temporary and will end once restrictions have been lifted b y County and
State orders or, in some cases, will extend for one year in anticipation of the ongoing
need to support businesses and development.
BACKGROUND
COVID-19 continues to have devastating impacts on businesses and the construction
industry. Many businesses remain closed and even those that remain open have in
most cases, dramatically changed operations in response to County and State orders.
Small businesses are particularly hard hit. According to a recent survey of small
business owners conducted by Main Street America, nearly 80 percent of businesses
responding to the survey indicated that they had already closed temporarily as a result
of the crisis. Nearly two-thirds of businesses responding to the survey indicated that
they would be at risk of closing permanently if business disruption continued at the
current rate for up to five months, and over 30 percent indicated they would be at risk of
closing permanently if business disruption continued at the current rate for up to two
months. Nationwide, this could mean that nearly 7.5 million small businesses will be at
risk of closing permanently over the coming five months, and 3.5 million are at risk of
closure in the next two months.
The construction industry lost 975,000 jobs in April, according to an Associated Builders
and Contractors analysis of data released earlier this month by the U.S. Bureau of
Labor Statistics. This was the largest recorded decrease in construction jobs since the
government began tracking employment in 1939, despite const ruction remaining an
essential industry in much of the nation through April. The construction unemployment
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rate was 16.6% in April, up 11.9 percentage points from the same time last year.
Unemployment across all industries rose from 4.4% in March to 14.7% last month.
Supporting Gilroy businesses and development related activities is critical not only to
the local economy, but has a direct impact on the city’s financial health. As noted in
previous presentation to Council on the state of the City’s budget, two significant and
heavily impacted sources of revenue for the City are sales tax and user fees. To assist
in the “soft landing” approach, and stimulate business and development activity, several
temporary measures are proposed. These measures are spec ifically aimed at
encouraging activity that will result in generating sales tax, construction and permits
fees and overall economic activity.
ANALYSIS
Following is a summary of the proposed measures, followed by details on program
criteria. Finally, a list of specific city ordinances that would be affected by these
temporary measures is noted including the specific provisions that would be temporarily
modified.
SUMMARY OF MEASURES
Measures to go into effect immediately
Automatic Planning Entitlement Permit Extensions.
Automatically extends life of permits for projects considered “active” during
shelter-in-place order and that are approved with expiration dates. Extension is
through May 31, 2021. This applies to Tentative Maps, Architectural and Site
Review and Planned Unit Developments.
Expedited Review of dedicated paths of travel for vehicles and pedestrians (retail
or other customer-serving commercial buildings or centers)
Administrative review & approval of plans that restrict or direct paths of travel for
vehicles or pedestrians within private parking lots, such as within retail centers,
for businesses that wish to make such modifications in order to implement criteria
established for the operation of businesses by Santa Clara County and/or the
State orders.
Temporary Sign Waiver
Allows temporary banner signs and waives requirement for obtaining a permit for
banner signs through May 31, 2021. Businesses must adhere to all applicable
banner sign criteria related to size, type, and location, as well as standards for
maintaining signs in good condition. This waiver eliminates the requirement to
apply for and obtain a permit and allows continuous use of banners meeting City
criteria through May 31, 2021.
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Allows portable free-standing/A-frame signs and waives requirement for
obtaining a permit for portable free-standing/A-frame signs though May 31, 2021.
Businesses must adhere to all applicable portable free -standing/A-frame sign
criteria related to size, type, and location, as well as standards for main taining
signs in good condition. This waiver eliminates the requirement to apply for and
obtain a permit and allows businesses to have one additional portable free -
standing/A-frame sign for the purpose of designating curb-side pickup.
Allows for addition of temporary on-site directional/informational signs on private
property, such as within retail centers. These signs are limited to providing
business operational information or directing pedestrians and vehicular traffic
(i.e., directing to curbside pick-up; notice that masks are required for entry) and
may not be used for promotions or advertisement of products. Signs must
adhere to all applicable on-site directional/informational sign criteria related to
size and location.
Use of Parking Spaces and Parking Lots for Curbside Pickup
Allows for the temporary use of privately-owned parking lots and parking spaces
for curbside restaurant, food and retail merchandise pick-up. For Downtown
businesses or businesses that cannot provide customer access to privately
maintained parking spaces, allows for the temporary use of city-owned non-ADA
public parking spaces and city-owned parking lots for curbside restaurant, food
and retail merchandise pick-up. No permit or fee will be required.
Temporary signs may be used to designate a parking space used for curbside
pick-up.
Increase Local Contract Preference
Temporarily increases the local contract preference per the City’s Purchasing
Policy when the city is evaluating bids for supplies, equipment, and services to
support local businesses. Local vendor increase would increase to 10% from the
current 5% for bids of $500,000 or less. Local preference for bids over $500,000
would remain unchanged at 5%. This temporary increase would be effective
through May 31, 2021.
Creation of a City of Gilroy Economic Recovery Task Force
The task force would include city staff as well as representatives from existing
partnerships including the Chamber of Commerce, Gilroy Downtown Business
Association, Visit Gilroy and local business owners.
Business Retention/Reopening: Helping businesses reopen quickly and provide
general guidance and resources to successfully meet County and State
requirements; sharing best practices and examples of creativity and flexibility;
marketing support via existing partnerships. Creation of a business “toolbox” that
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includes predesigned forms, signs, checklists and other materials to assist
businesses in compliance with applicable County or State requirements.
Business Resources - Permitting and Costs: Sharing ideas for reducing costs
and obstacles to the opening and reopening of businesses; propose additional
business stimulus concepts; building on and expanding the existing Chamber -
City of Gilroy Alliance effort involving a number of City departments.
Community Economic Development: Creating opportunities, such as job fairs or
web-based resources, to connect displaced workers to prior/new jobs and
promoting resources and support for those who have lost jobs due to COVID-19
impacts.
Communications and Marketing: Coordination of messaging campaigns focused
on business resilience and businesses reopening using an array of
communications strategies.
Federal & State Resources: Leveraging technical assistance for local businesses
and accessing loans, grants, and stimulus resources.
Measures to go into effect when County Orders allow additional business activity
Use of City-owned Public Properties and Right-of-Way for Business Use in the
Downtown Area
Allows city-owned public properties and right-of-way, such as outdoor plazas,
public sidewalks and public parking spaces, to be used temporarily for outdoor
dining and limited retail display once sit-down dining and retail sales are
permitted by Santa Clara County. Restaurants must obtain a permit from the
Community Development Department and follow requirements and criteria
established by the City of Gilroy as well as comply with all applicable County and
State orders.
Use of Private Parking Lots or Private Streets for Business Use
Allows temporary closure of a portion of private parking lots, driveways or streets
to be used temporarily for outdoor dining once sit-down dining is permitted by
Santa Clara County. Restaurant and retailers and/or retail center owners must
obtain a permit from the Community Development Department and follow
requirements established by the City of Gilroy as well as comply with all
applicable County and State orders.
Use of Public Streets for Business Use
Allows temporary closure of a portion or entire sections of city streets to be use d
temporarily for outdoor dining and limited retail display, once sit-down dining and
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retail is permitted by Santa Clara County. Restaurant and retailers must obtain a
Special Event Permit from the Community Development Department and follow
established requirements for Special Event Permits, however, some
requirements, such as submitting an application 30 days in advance, will be
reduced. The closure of streets will only be considered in areas where there is
demonstrated support from affected businesses and will not affect life/safety of
the community.
Temporary Use of City-Owned Park for Use by Fitness and Recreation
Businesses
Allows for the temporary use of city-owned park and open space for fitness and
recreation related businesses. Existing businesses with a current business
license that rent, lease or own commercial space can conduct classes or
instruction in certain city owned parks. This generally includes grass areas and
trails and does not include buildings, amenities such as sport courts or
playground equipment.
PROGRAM CRITERIA
Please note that program criteria may be modified as needed to facilitate compliance
with County and State Orders or to facilitate the practical application of the temporary
measures. Minor modifications may be made by the Community Development Director.
Measures to go into effect immediately
Expedited Review of dedicated paths of travel for vehicles and pedestrians (retail
or other customer-serving commercial buildings or centers)
Until termination of County or State orders, commercial centers that choose to restrict or
direct paths of travel for vehicles or pedestrians within private parking lots, such as
within retail centers, in order to implement criteria established for the operation of
businesses by Santa Clara County and/or the State orders shall submit the following to
the Community Development Department;
1. Dimensioned plan, diagram or map of the affected area indicating how space will
be modified or restricted including any barriers or signs.
2. All fire lanes shall be noted and may not be restricted in any manner.
3. No permanent items shall be installed within parking lots or sidewalks without
express written approval by the City.
4. Modifications shall not impede maintenance of or cause deterioration of
approved landscape.
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5. Plans shall be reviewed by applicable City staff within three business days and
upon determination of compliance, shall issue written approval of the plan.
6. The City is not responsible for providing barriers or signs or any other equipment
and will not enforce modified paths of travel.
Temporary Sign Waiver
Allows certain temporary signs and waives requirements for obtaining permits related to
temporary signs through May 31, 2021 subject to the following criteria;
Banner Signs. Businesses must adhere to all current temporary banner sign
criteria per Section 30.37.20 (d)(6) subsections c., d., and e. of the Gilroy
Municipal Code related to size, type, and location as well as standards for
maintaining signs in good condition. This waiver eliminates time limitations as
stated in subsections a. and b. and waives the requirement to apply for and
obtain a permit for banner signs that meet these criteria.
Portable Freestanding/A-Frame Signs. Businesses must adhere to all current
portable freestanding/A-frame sign criteria per Section 30.37.90 of the Gilroy
Municipal Code. In addition to this criteria, businesses may have one (1)
additional portable freestanding/A-frame sign for the purpose of designating
curbside pick-up. The curbside portable freestanding/A-frame must be adjacent
to the parking space used for curbside pick-up and must maintain an open
accessible travel path of at least four (4) feet in width. This waiver eliminates the
requirement to apply for and obtain a permit for portable freestanding/A-frames
that meet these criteria.
Directional/Informational Signs. Allows for addition of temporary on-site
directional/informational signs on private property, such as within retail centers.
The signs must adhere to current criteria for on-site directional signs per Section
30.37.20 (d)(14) and may be up to four (4) square feet in area and not exceed
four (4) feet in height. These signs are limited to providing business operational
information or directing pedestrians and vehicular traffic (i.e., directing to
curbside pick-up; notice that masks are required for entry). These
directional/informational signs may not be used to advertise or promote products
or services and shall not be placed on any portion of a street, sidewalk, or public
right-of-way or impede line of sight.
Criteria for Use of Public Parking Spaces and City-Owned Parking Lots for
Curbside Pickup (Downtown)
Until termination of County or State orders, City-owned non-ADA public parking spaces
may be used temporarily for curbside pick-up of food from restaurants and retail goods
and merchandise in accordance with applicable County and State Orders, subject to the
following requirements:
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1. Businesses located in the Downtown Specific Plan area with existing storefronts
desiring to use public parking spaces or public parking lot for curbside pick-up
and delivery shall submit a request, with photographs, drawing or depiction of the
proposed location and layout, and obtain a temporary permit from the Community
Development Department. Plans shall be reviewed by City staff within three
business days and upon determination of compliance, shall issue written
approval of the plan.
2. A temporary sign may be placed at the curb to designate the use of public
parking spaces for pick-up and delivery purposes, however the City will not
enforce exclusive use of parking spaces for such purposes.
3. The City will review each request to ensure public health and safety, including
pedestrian and traffic movements, equitability and the orderly conduct of
business. If necessary, staff will work with businesses to find suitable
alternatives, allowed shared use of a parking space for curbside pickup or other
alternatives.
4. The use of City-owned public parking spaces for curbside pickup shall not
interfere with vehicular and pedestrian traffic, or access under the Americans
with Disabilities Act.
5. No permanent item or structure may be installed on City-owned public parking
spaces.
6. Businesses must have a current business license as well as any other applicable
licenses or permits from outside agencies such a County Health or Alcohol
Beverage Control.
7. No real property right is provided, given, or otherwise conveyed to any person or
entity using City-owned public parking spaces as provided herein. Any such use
shall cease upon termination of applicable County and/or State orders, and the
permittee shall return City-owned public parking spaces to the condition existing
at the time of permit issuance.
8. Should County or State orders be modified to allow additional businesses to
implement curbside pickup, those businesses shall be subject to the same
criteria above.
9. These provisions shall be in effect until termination of County or State orders.
Criteria for Use of Private Parking Spaces and Parking Lots for Curbside Pickup
Until termination of County or State orders, privately owned and maintained non -ADA
public parking spaces may be used temporarily for curbside pick-up of food from
restaurants, as well as curbside pick-up of retail goods and merchandise from Essential
Businesses (as defined in the latest Santa Clara County Health Order), subject to the
following requirements:
1. Curbside pickup is allowed only for businesses with an existing storefront within
the commercial center and is subject to any approvals or requirements of the
building or commercial center owner.
2. A temporary sign may be placed at the curb to designate the use of public
parking spaces for pick-up and delivery purposes, however the City will not
enforce exclusive use of parking spaces for such purposes.
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3. The use of parking spaces for curbside pickup shall not interfere with vehicular
and pedestrian traffic, access under the Americans with Disabilities Act or
fire/emergency access.
4. No permanent item or structure may be installed in the parking lots without
written city approval.
5. Businesses must have a current business license as well as any other applicable
licenses or permits from outside agencies such a County Health or Alcohol
Beverage Control.
6. Should County or State orders be modified to allow additional businesses to
implement curbside pickup, those businesses shall be subject to the same
criteria above.
7. These provisions shall be in effect until termination of County or State orders
restricting restaurant patron spacing.
Measures to go into effect when County Orders allow additional business activity
Criteria for Use of City-owned Public Properties and Right-of-Way for Restaurant
Use in the Downtown Area
At the time sit-down dining is permitted by Santa Clara County, certain City owned
public properties including sidewalks, plazas, public parking lots and other right-of-way
may be used temporarily for outdoor dining until termination of County or State orders,
subject to the following requirements:
1. Prior to creating an outdoor seating area, the business owner shall submit to the
Community Development Department a dimensioned diagram of the outdoor
seating area which indicates the number of tables and chairs and provisions for
access, fencing, screening and shade, as applicable. Outdoor dining shall not
begin until approval has been received from the Community Development
Department.
2. For outdoor seating proposed on a public sidewalk, the area shall be contiguous
to the current occupied restaurant space.
3. If the business owner is not the property owner, property owner approval shall be
provided.
4. If the outdoor seating area extends into space occupied or otherwise used by an
adjacent business, approval by the adjacent business shall be provided.
5. Outdoor tables and chairs must not block or restrict access to or from any
building, interfere with vehicular or pedestrian traffic and must comply with
Building, Fire, Health, State and Federal codes and requirements as may be
applicable.
6. The outdoor seating area shall be maintained free of trash and other debris.
7. If outdoor music is provided, it shall be as muted background music.
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8. Any outdoor alcohol consumption shall be in compliance with the rules and
regulations of the Department of Alcoholic Beverage Control including fencing
requirements. Fencing shall be temporary in nature and information on the
location and materials used shall be included in the information submitted to the
Community Development Department.
9. The City reserves the right to determine on a case-by-case basis the suitability
and appropriateness of the public property requested by the restaurant for
outdoor dining.
10. No permanent item or structure may be installed on City property.
11. Restaurants and outdoor dining, including spacing between tables, shall comply
with all applicable State and County laws and regulations.
12. No real property right is provided, given, or otherwise conveyed to any person or
entity using public property for outdoor dining purpose. Any such use permitted
hereunder shall cease upon termination of applicable County, State or Federal
orders, and the permittee shall return public property to the condition existing at
the time of permit issuance.
13. These provisions shall be in effect until termination of County or State orders
restricting restaurant patron spacing or until May 31, 2021, whichever is sooner.
Criteria for Use of City-owned Public Properties and Right-of-Way for Retail Use
At the time retail sales are permitted by Santa Clara County, the City will temporarily
suspend Section 20.34 of the City Code that prohibits sidewalk exhibition of
merchandise, subject to the following requirements:
1. The area for sidewalk exhibition of merchandise shall be contiguous to the
occupied retail space.
2. If the area for sidewalk exhibition of merchandise extends into space occupied or
otherwise used by an adjacent business, approval by the adjacent business shall
be provided.
3. In cases where a retail business does not front a sidewalk or it is impractical to
use the sidewalk adjacent to a business, use of city-owned plazas, public parking
lots or other right-of-way may be granted upon written approval from the
Community Development Department.
4. Display of merchandise may only take place during business hours and all
merchandise and displays must be removed when business is not open.
5. Outdoor tables and chairs must not block or restrict access to or from any
building, interfere with vehicular or pedestrian traffic and must comply with
Building, Fire, Health, State and Federal codes, including ADA access and other
requirements as may be applicable.
6. The outdoor area shall be maintained free of trash and other debris.
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7. The City reserves the right to determine on a case-by-case basis the suitability
and appropriateness of the public property requested by the retail business to
ensure public health and safety.
8. No permanent item or structure may be installed on City property.
9. All displays and operations shall comply with all applicable State and County
laws and regulations.
10. No real property right is provided, given, or otherwise conveyed to any person or
entity using public property for outdoor dining purpose. Any such use permitted
hereunder shall cease upon termination of applicable County, State or Federal
orders, and the permittee shall return public property to the condition existing at
the time of permit issuance.
11. These provisions shall be in effect until termination of County or State orders
restricting restaurant patron spacing or until May 31, 2021, whichever is sooner.
Criteria for Use of Private Parking Lots or Private Streets for Business Use
At the time sit-down dining and/or retail sales is permitted by Santa Clara County,
private parking lots, sidewalks and walkways, plaza areas and other outdoor spaces
may be used temporarily for outdoor dining or limited retail displays until termination of
County or State orders, subject to the following requirements:
1. Prior to creating an outdoor seating or retail display area, the business owner
shall submit to the Community Development Department a dimensioned diagram
of the outdoor seating/display area which indicates the number of tables and
chairs and provisions for access, fencing, screening and shade, as applicable.
Outdoor dining or retail sales shall not begin until approval has been received
from the Community Development Department.
2. For outdoor seating or retail display proposed on a sidewalk or walkway, the area
shall be contiguous to the current occupied restaurant or retail space. In cases
where a restaurant or retail business does not front a sidewalk or it is impractical
to use the sidewalk adjacent to a business, plazas or other publicly accessible
areas within the retail center may be considered.
3. If the business owner is not the property owner, property owner approval shall be
provided.
4. If the outdoor seating or retail display area extends into space occupied or
otherwise used by an adjacent business, approval by the adjacent business shall
be provided.
5. Outdoor tables and chairs must not block or restrict access to or from any
building, interfere with vehicular or pedestrian traffic and must comply with
Building, Fire, Health, State and Federal codes and requirements as may be
applicable.
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6. The outdoor seating/retail display area shall be maintained free of trash and
other debris.
7. If outdoor music is provided, it shall be as muted background music.
8. Any outdoor alcohol consumption shall be in compliance with the rules and
regulations of the Department of Alcoholic Beverage Control including fencing
requirements. Fencing shall be temporary in nature and information on the
location and materials used shall be included in the information submitted to the
Community Development Department.
9. The City reserves the right to determine on a case-by-case basis the suitability
and appropriateness of the property requested by the restaurant or retailer for
outdoor dining or retail display to ensure public health and safety.
10. No permanent item or structure may be installed on the property without prior
approval from the Community Development Department and property owner.
12. Restaurants and outdoor dining, including spacing between tables , shall comply
with all applicable State and County laws and regulations. All retail displays and
operations shall comply with all applicable State and County laws and
regulations.
13. These provisions shall be in effect until termination of County or State o rders
restricting restaurant patron spacing or until May 31, 2021, whichever is sooner.
Criteria for Use of Public Streets for Business Use
The City may allow temporary closure of a portion or entire sections of City streets for
the temporary use of outdoor dining and limited display of retail merchandise, subject to
the existing requirements for Special Use Permits. Certain requirements of the Special
Use Permit process will be modified to accommodate the unique needs of restaurants
and retail businesses modifying business operations to comply with County and State
requirements. Temporary modifications include;
1. Faster processing of applications. Review of completed applications will be
reduced from 30 days to 10 days.
2. Staff assistance will be available to consult with applicants and assist with
preparing the required information such as a diagram of proposed area for
closure, traffic control plan, etc.
3. Diagrams and descriptions must include information demonstrating compliance
with applicable County and State requirements such as minimum distances
between tables, location of hand-washing or sanitation requirements.
4. Once approved, a signed copy of the application and a permit card will be
emailed to the applicant.
Criteria for Use of Community Parks for Recreational and Fitness Business Use
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At the time fitness and recreational businesses are permitted by Santa Clara County,
certain City owned public properties may be used temporarily for outdoor recreational
and fitness business use, subject to the following requirements:
1. Existing recreational and fitness businesses with a current business license that
rent, lease or own commercial space may conduct fitness, health or recreational
related instructional classes in city owned Community Parks. This generally
includes grass areas and trails and does not include buildings, amenities such as
sport courts or playground equipment.
2. Recreational and fitness businesses wishing to utilize space within the City of Gilroy
Community Parks shall submit a request, with photographs, drawing or depiction of
the proposed location. The applicant shall also submit a description of the activities
to be conducted, dates and times. A permit must be issued by the Recreation
Department prior to use of park space.
3. Available park sites include Christmas Hill Park, Gilroy Sports Park and Las Animas
Park and space is limited to grass/turf areas, trails or hard surface areas such as
parking lots.
4. A rental fee of $35 per hour will be charged to cover administrative costs and must
be paid in advance. Reservations can be made and fees paid either on a weekly or
monthly basis.
5. Businesses must provide a copy of insurance and name the City of Gilroy as
additionally insured.
6. This program is temporary and will not be extended beyond May 31, 2021 unless
otherwise approved by the City Council.
7. Rentals are available to existing businesses with a current City of Gilroy business
license.
8. Temporary signage may be placed at the location during times of class or instruction
to direct patrons to the site.
9. The City reserves the right to determine on a case-by-case basis the suitability and
appropriateness of the public property requested by the recreational or fitness
businesses to ensure the health and safety of the public.
10. The use of City property shall not interfere with vehicular and pedestrian traffic, or
access under the Americans with Disabilities Act.
11. Businesses must comply with all applicable County and State health orders as well
as park rules and regulations per Chapter 18 of the Gilroy Municipal Code. Failure
to comply will result in cancellation of rentals.
12. No permanent item or structure may be installed on City property.
13. If music is used, music shall only be loud enough for class participants to hear and
shall be away from any residential properties.
14. No real property right is provided, given, or otherwise conveyed to any person or
entity using public property for outdoor dining purpose. Any such use permitted
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hereunder shall cease upon termination of the local emergency, and the permittee
shall return public property to the condition existing at the time of permit issuance.
15. The City will not provide any onsite staffing, materials or equipment.
AFFECTED ORDINANCES
Automatic Planning Entitlement Permit Extensions
21.41 Action on tentative map.
(i) Initial approval of a tentative map is valid for twenty-four (24) months. Said approval
may, at council discretion, be conditionally extended for three (3) periods not to exceed
an additional twelve (12) months each.
Automatically extends any permits expiring to May 31, 2021.
30.50.47 Terms of approval (Architectural and Site Permit)
(a) Time Limits. If any development for which architectural and site approval has been
granted has not obtained building permits within one (1) year from the date of
notification of approval, the approval shall be deemed automatically revoked. Upon
application, an extension of time may be granted by the planning director.
Automatically extends any permits expiring to May 31, 2021.
30.50.50 Planned unit development approval
(e) Time Limits. If any development for which a planned unit development approval has
been granted has not obtained building permits within one (1) year from the date of
notification of approval, the approval shall be deemed automatically revoked. Upon
application, an extension of time may be granted by the city council.
Automatically extends any permits expiring to May 31, 2021.
Temporary Signs
Temporarily suspends time limitations as described in Section 30.37.20 (d)(6) a. and b.
Temporarily suspends requirement for banner permit as described in subsection b.
Allows for temporary banners that meet all other applicable criteria as described in
subsections c., d., and e. through May 31, 2021.
Temporarily suspends requirement for permit for portable freestanding/A-frame signs in
commercial and industrial zoned districts that comply with all other requirements of
Section 30.37.90. Temporarily allows businesses to have one (1) additional portable
freestanding/A-frame sign for the purpose of designating curbside pick-up. The
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curbside portable freestanding/A-frame must be adjacent to the parking space used for
curbside pick-up and must maintain an open accessible travel path of at least four (4)
feet in width. Applicable through May 31, 2021.
Allows for additional temporary on-site directional/informational signs on private
property. Signs must comply with requirements of Section 30.37.20 (d) (14). These
signs are limited to providing information or directing pedestrians and vehicular traffic to
operations that have been modified as a direct result of implementing County or State
orders and may not be used to advertise or promote products and shall not be placed
on any portion of street, sidewalk, or public right-of-way or impede lines of site.
Applicable until termination of County or State orders allowing normal operation of
business or until May 31, 2021, whichever is sooner.
30.37.20 Sign permits.
(a) Issuance. Permits shall be required for all signs in Gilroy, except those specifically
exempted by subsection (d) of this section.
30.37.20 (d) related to banner signs
(6) Temporary banners located over private property to advertise sales and special
promotions which meet the following criteria:
a. Allowed Banners. Within the ten (10) identified periods below, temporary banners
may be displayed without obtaining a sign permit or prior approval by the city for a
maximum of ten (10) consecutive calendar days for each period as follows:
February 14th, and the preceding 9 days
The third Monday of February, and the preceding 9 days
The first Sunday following the first full moon occurring on or after the March equinox,
and the preceding 9 days
The last Monday in May, and the preceding 9 days
July 4th, and the preceding 9 days
The first Monday in September, and the preceding 9 days
October 31st, and the preceding 9 days
The fourth Thursday of November, and the preceding 9 days
December 25th, and the preceding 9 days
January 1st, and the preceding 9 days
b. Other Banners. The display of other banners outside the periods identified under
subsection (d)(6)(a) of this section, Allowed Banners, shall be allowed for no more than
four (4) periods per calendar year. A banner permit is required for each banner display
period which is limited to increments of ten (10) consecutive days, which may include
ten (10) day periods, or combined into twenty (20), thirty (30) or forty (40) consecutive
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days per display period. Other banners may be displayed no more than a total of forty
(40) days each calendar year.
c. No more than three (3) temporary banners shall be allowed for each business at any
one (1) time. If more than one (1) banner is used at a time, the total area of all banners
shall be limited as shown in Column 1, and in no case may the total banner area exceed
the limits set forth in Column 2, as described in the table below.
d. Banners may be mounted on any side of a building, except no sign shall be mounted
on the side of a building abutting and facing a freeway.
e. Banners shall meet the following size limitatio ns:
COLUMN 1 COLUMN 2
Maximum total banner area
permitted (in square feet) for
each lineal foot of building
frontage.*
Maximum total banner area
permitted (in square feet)
regardless of building
frontage*
PO and CCA Districts 1 1/2 90
C1, TD and CD
Districts
1 1/2 90
DHD and DED
Districts
1 1/2 150
C3, HC, CM and GD 2 150
M1, M2 2 150
*Building frontage shall be defined pursuant to section 30.37.50(b).
30.37.90 Portable freestanding open house real estate signs and A-frame signs.
Portable freestanding open house real estate signs and A-frame signs are allowed in all
zoning districts, as follows:
(a) Placement of portable signs shall not be any closer than one (1) foot from the street
curb edge, where sidewalks exist. Such signs shall not be placed any closer than seven
(7) feet from the street curb edge, where no permanent walking path exists. In no case
shall such signs be placed within a sidewalk intersection (as defined under section
20.60);
(b) Portable signs shall not block any alley right-of-way, driveway, parking stall, or
building exit;
(c) Under no circumstances shall portable signs be located in a manner which poses a
traffic vision hazard. Portable signs shall not block the corner sight distance triangle as
described in adopted city standards, unless otherwise approved by the traffic engineer;
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(d) Portable signs placed on a public sidewalk must maintain an open accessible travel
path for pedestrian and bicycle passage of at least four (4) feet in width, and shall
comply with the current Department of Justice requirements, describing Americans with
Disability Act (ADA) accessibility standards. Prior to placing a portable open house sign
on a public sidewalk, the signage owner shall procure insurance and submit to the city a
certificate of insurance in an amount and form acceptable to the city’s risk manager, and
adding the city of Gilroy as an additional insured to the owner’s comprehensive general
liability policy;
(e) In no case may a portable sign be allowed where less than a minimum four (4) feet
of unobstructed sidewalk width is provided and maintained for safe pedestrian passage;
(f) Except as otherwise limited, the maximum height for a portable sign shall be four (4)
feet, with a maximum width of two and one-half (2 1/2) feet. Portable signs shall be
constructed of wood (or other stout material) and metal hardware, with all surfaces
painted. All signs shall be professionally manufactured, and maintained in good repair at
all times. Portable signs shall have no electrical, mechanical, or fixed attachments,
including objects that move with the wind;
(g) Portable signs shall not be attached or secured to public property, placed over any
utility box, or within thirty-six (36) inches of a fire hydrant;
(h) Landscaping shall not be modified or damaged to accommodate portable signs;
(i) Specific to portable freestanding open house real estate signs, such signs may be off
site and are permitted in all districts except the downtown historic district and expansion
district under the following conditions:
(1) Portable open house signs may only be erected on the day(s) and time on
which the property is available for public showing and shall be taken down during all
other times;
(2) For purposes of this section, “open house” means a scheduled period of time
in which a house, condominium, townhome, or other residential dwelling unit offered for
resale is available for viewing by potential buyers. This term does not apply to such
offers in newly developed communities with model homes or sales offices;
(j) Specific to portable freestanding A-frame signs, such signs are permitted in
commercial and industrial zone districts under the following conditions:
(1) Each tenant located within a commercial complex or building may have a
single portable A-frame sign, providing that their business has a distinct individual
storefront and separate front entrance for customers;
(2) In the downtown historic district, downtown expansion district, and downtown
civic/cultural arts district, portable A-frame signs are allowed on a public sidewalk
immediately in front of a business;
(3) In the downtown historic district, a single A-frame sign per side street
direction is allowed, with that single sign offering the opportunity to represent multiple
businesses on that side street;
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(4) In all other areas of the city, portable A-frame signs are allowed on private
property within fifteen (15) feet of the front door of the business that it advertises. For
purposes of this section, “front door” means the primary entrance to a busine ss entity
that is most often used by its patrons or customers;
(5) Portable A-frame signs may be displayed only during hours that the business
is open to the public, and shall be stored away from public views at all other times;
(6) To implement this section, specifications and standards for portable A-frame
signs, including type of frames, sign height and size and font size/type, may be adopted
by the council by resolution;
(7) An exception to the allowed placement of A-frame signs may be granted by
the community development director or designee if a specific geographic constraint to
the property exists such that the business frontage immediately faces a street from
which access to the business is not possible, and the exception is supported by findings
and substantial evidence of such geographic constraints. In this case an A -frame sign
may be permissible, subject to substantial evidence required herein, allowing an A -
frame sign to be placed on private property at the business entryway or driveway, which
entryway or driveway is located on an adjacent street. Under extreme circumstances,
such exception may be considered on public property, consistent with all pertinent
requirements of this section. Exceptions shall not apply to shopping centers or strip
malls generally. The denial of an exception may be appealed to the planning
commission as provided by section 30.51.50 and the planning commission shall base its
determination consistent with the provisions of this section.
30.37.20 (d) (14) On-site directional signs, including no trespassing and no dumping
signs, up to four (4) square feet in area and not exceeding four (4) feet in height. Four
(4) such signs are permitted for developments under one (1) acre, eight (8) for
developments over one (1) acre, and twelve (12) for developments over fifteen (15)
acres.
Outdoor Seating/Dining
Allows for administrative review and approval of temporary outdoor seating proposed on
both private property and public property and right-of-way. Section 30.47.50 (e) of the
municipal code allows for temporary outdoor uses that meet all conditions of the chapter
and where the zoning administrator determines no safety hazards will result from the
proposed use. Temporarily suspends the 30 day limitation specifically for outdoor
dining that meets all other criteria listed and receives approval from the Community
Development Department and allows such use until termination of County or State
orders restricting restaurant patron spacing or until May 31, 2021, whichever is sooner.
Also modifies Section 30.44 of the municipal code that regulates and reviews Street
Furniture Objects to expedite such review and allow modifications on a temporary basis.
Section 30.47.50 Other temporary uses.
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Any of the following uses may be permitted, subject to a specific time limit not to exceed
thirty (30) consecutive days per calendar year:
(a) Neighborhood bazaar, exhibition, celebration or festival in any district, when
sponsored by an organized group of residents or tenants in the vicinity.
(b) Booth for charitable, welfare, civic or patriotic purposes.
(c) Open-air sale of seasonal items, such as (but not limited to) flowers for Valentine’s
Day, Mother’s Day and graduation, Christmas trees and pumpkins, except in residential
districts. For purposes of this section “seasonal items” means those items not typically
sold by the on-site permanent retail establishment and/or by the same retailer.
(d) Sales of fireworks, as regulated by all applicable city policies and ordinances.
(e) Other temporary outdoor uses that meet all other conditions of this chapter, and
where the zoning administrator determines that no safety hazards will result from the
proposed use.
Section 30.44 Street Furniture Objects
30.44.10 Statement of intent.
It is the intent of this article to provide specific standards for setting street furniture
objects in the downtown and commercial zoning districts. This chapter recognizes that:
(a) For some businesses, setting street furniture objects is an integral part of doing
business in the downtown and commercial zoning districts;
(b) The appearance of the public right-of-way in the downtown and commercial zoning
districts is protected by providing measurable standards for street furniture object
compliance with this chapter and policies referenced herein;
(c) Street furniture objects set out by one (1) merchant should not distract from the
business operations of other merchants; and
(d) These standards are intended only to regulate the setting and placement of street
furniture objects. (Ord. No. 2013-08, § 2 (Exh. A), 8-5-13)
30.44.15 Street furniture objects defined.
A “street furniture object” shall mean any object, other than a portable sign as regulated
under section 30.37.90 or street merchandising under Article XLIII, which is placed in
the public right-of-way. (Ord. No. 2013-08, § 2 (Exh. A), 8-5-13)
30.44.20 Permitted where.
Street furniture objects are allowed under the following conditions:
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(a) Businesses eligible to place street furniture object in the public right -of-way in
accordance with the “Policy for Placement of Street Furniture Objects in the Public
Right-of-Way” shall comply with all provisions of that policy, as it is amended from time
to time, including but not limited to the location of street furniture objects, insurance and
indemnification requirements, permit approval, and all conditions of approval.
Sidewalk Exhibition of Merchandise
Temporarily suspends Section 30.24 of the Gilroy Municipal Code regulating display of
merchandise on sidewalks. Temporarily allows sale or exhibition of merchandise on
sidewalks subject to certain requirements as noted above. Applicable until termination
of County or State orders allowing normal operation of business or until May 31, 2021,
whichever is sooner.
20.34 Sidewalk exhibition of fruit and merchandise prohibited; exception.
No person owning or occupying any building or premises fronting on any public street in
the city shall place or cause to be placed, kept or maintained for sale or exhibition any
fruit, vegetables, goods, wares or merchandise of any kind on any sidewalk in the city
except as specifically provided by the City of Gilroy Zoning Ordinance; provided, that
merchants, tradesmen and persons engaged in receiving, forwarding and expressing
goods and other commodities, may use a portion of the sidewalk in front of their
respective places of business for depositing such goods or commodities for a period of
time not exceeding four (4) hours in any one day.
Use of Community Parks for Recreational and Fitness Business Use
Temporarily suspends a portion of Section 30.25.20 (b) of Article XXV. Of the Gilroy
Municipal Code regulating uses within the PF Park/Public Facilities District. Temporarily
suspends the requirement to obtain a conditional use permit for the purpose of
conducting outdoor recreation service or exercise/fitness related classes or instructions
for businesses with a current City of Gilroy business license. Applicable until termination
of County or State orders allowing normal operation of business or until May 31, 2021,
whichever is sooner.
Section 30.25.20 (b) Conditional Uses. The following uses are permitted only with a
conditional use permit from the planning commission. The planning commission, or its
designee, shall determine, upon written request, whether or not any use not listed below
is similar in character to a described use for the purpose of applying the regulations and
conditions of this section.
(1) Facilities of all public utilities, and corporations or other organizations whose
activities are under the jurisdiction of the Federal Communications Commission or the
Interstate Commerce Commission.
(2) Any of the following uses, when conducted on property owned by the City of Gilroy,
the County of Santa Clara, the State of California, the government of the United States,
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the Gilroy unified school district, or any other governmental agency, and leased for the
following uses:
a. Private educational facilities.
b. Day care centers.
c. Community centers.
d. Residential care facilities, when utilizing existing structures on the site.
e. Business or trade schools.
f. Outdoor recreation service.
g. Neighborhood recreation center.
h. Art, dance, gymnastic, exercise or music studios or classes.
i. Special education classes.
ALTERNATIVES
1. The City Council may choose not to adopt some or all of the recommended
measures.
2. The City Council may choose to modify some or all of the recommended
measures.
FISCAL IMPACT/FUNDING SOURCE
Automatic Planning Entitlement Extensions – no staff costs as no work is necessary
with an automatic extension. Minor loss of revenue for projects which would have
requested an extension between now and May 31, 2021. Permit extensions are $380
plus publication costs.
Expedited Review of Dedicated Paths of Travel – minor staff costs for review of plans.
This is a new need that some businesses may have due to COVID -19 regulations. It is
not anticipated there will be a significant number of businesses that request this service.
Temporary Sign Waivers – negligible staff costs as the proposal eliminates staff review
for signs that comply with the measure. There may be some staff costs associated with
contacting businesses not in compliance with the measure. Minor loss of revenue for
businesses that would have otherwise obtained a permit for temporary b anner or A-
frame signs. Sign permits are $126/first 25 SF + $29/each addl 25 SF.
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Use of Parking Spaces and Parking Lots for Curbside Pickup - minor staff costs for
review of plans. This is a new need that some businesses may have due to COVID-19
regulations. It is anticipated that review would be no more than two hours total review
time for the various departments that would review such requests.
Increase Local Contract Preference – no staff costs. Would result in increase of
contract costs should contract be awarded to a qualifying Gilroy business. Increase
dependent on total amount of contract.
City of Gilroy Economic Recovery Task Force – minor staff costs for time to participate
and coordinate meetings.
Use of City-Owned Public Properties and Right-Of-Way for Business Use - minor staff
costs for review of plans. It is anticipated that review would be no more than two hours
total review time for the various departments that would review such requests. Some
potential loss of revenue for businesses that would have otherwise obtained a permit for
permanent placement of outdoor dining, however most that implement temporary
outdoor dining would not have likely applied for permanent outdoor dining.
Use of Private Parking Lots of Private Streets for Business Use - minor staff costs for
review of plans. It is anticipated that review would be one to two hours total review time
for the various departments that would review such requests. Some potential loss of
revenue for businesses that would have otherwise o btained a permit for permanent
placement of outdoor dining, however most that implement temporary outdoor dining
would not have likely applied for permanent outdoor dining.
Use of Public Streets for Business Use - minor staff costs for review of plans. It is
anticipated that review would be three to four hours total review time for the various
departments that would review such requests. It is not anticipated that there will be a
significant number of these requests.
Temporary Use of City-Owned Park and Open Space for Use by Fitness and
Recreation Businesses – minor staff costs for review of plans. It is anticipated that
review would be about one hour of staff time and would be largely covered by a
proposed $35 hour fee.
CONCLUSION
The proposed measures are temporary in nature and are intended to support local
businesses, stimulate economic activity and to bolster the overall economic health of
the City of Gilroy. As new orders are issued by the County and as we implement these
measures, staff may modify measures and bring back additional recommendations to
Council. Staff will provide Council with regular updates on these measures.
NEXT STEPS
Begin measures noted for immediate implementation. Other measures will be
implemented as County orders allow.
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PUBLIC OUTREACH
Staff has reached out to the Chamber of Commerce and Gilroy Downtown Business
Association.
Attachments:
1. Resolution - Business Stimulus
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RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GILROY, CALIFORNIA, IMPLEMENTING A BUSINESS
STIMULUS PACKAGE TO ASSIST LOCAL BUSINESSES
AFFECTED BY COVID-19
WHEREAS, on January 30, 2020, the World Health Organization declared
the COVID-19 outbreak a Public Health Emergency of International Concern, and on
January 31, 2020, the United States Secretary of Health and Human Services declared a
Public Health Emergency; and
WHEREAS, on March 13, 2020, the Director of Emergency Services issued
a proclamation declaring the existence of a local emergency within the City relating to
COVID-19, pursuant to the Emergency Services Act (Government Code Section 8550, et
seq.), and on March 16, 2020, the City Council adopted a resolution ratifying the
declaration of local emergency; and
WHEREAS, the Centers for Disease Control and Prevention recommends
social distancing measures to slow the spread of COVID-19, including by maintaining a
physical distance of at least six (6) feet from other people; and
WHEREAS, on March 16, 2020, the Santa Clara County Health Officer
issued a shelter-in-place order to address COVID-19, directing all residents of the County
to shelter in their places of residence except to engage in essential activities as allowed
under the order; and
WHEREAS, on March 19, 2020, the Governor issued a statewide shelter-
in-place order; and
WHEREAS, as State and County restrictions are relaxed to allow
businesses that were closed as a result of the shelter-in-place orders to resume,
businesses will be expected to establish social distancing protocols to help prevent the
spread of COVID-19; and
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Packet Pg. 364 Attachment: Resolution - Business Stimulus (2836 : Gilroy Business Stimulus Package)
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WHEREAS, Gilroy’s local economy has suffered significantly during the
current local emergency, and on June 1, 2020, the City Council considered
recommendations for temporarily modifying certain requirements to support business and
development activity and to aid in the economic recovery of the City arising from the
COVID-19 pandemic, including by facilitating businesses to implement social distancing
protocols; and
WHEREAS, Government Code Section 8634 states that during a local
emergency, a local agency governing body “may promulgate orders and regulations
necessary to provide for the protection of life and property,” and that “[s]uch orders and
regulations and amendments and rescissions thereof shall be in writing and shall be given
widespread publicity and notice”; and
WHEREAS, regulatory flexibility to stimulate the local economy and to
facilitate local businesses to remain open with social distancing protocols in place
throughout the current COVID-19 epidemic is necessary to provide for the protection of
life and property because, (i) a vibrant economy is a necessary component of community
health, and is necessary to avoid significant urban decay and decreased property values;
and (ii) social distancing protocols are necessary to slow the spread of COVID-19 during
the current pandemic; and
WHEREAS, Vehicle Code Section 22507 authorizes cities to adopt local
rules for parking on public streets; and
WHEREAS, Vehicle Code Section 21101(e) authorizes the governing body
of a local agency to close portions of public streets temporarily by ordinance or resolution
as necessary for the safety and protection of persons who are to use such portions of
streets during the temporary closing; and
WHEREAS, Government Code Section 66452.6 states that tentative
subdivision tract maps shall expire after 24 months, which may be extended by local rule
for up to an additional 12 months; and
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WHEREAS, the City of Gilroy, as a municipal corporation and charter city,
has inherent authority to govern and control the use and enjoyment of its own property;
and
WHEREAS, Article XI, Section 7 of the California Constitution states that:
“A county or city may make and enforce within its limits all local, police, sanitary, and
other ordinances and regulations not in conflict with general laws.
NOW, THEREFORE, be it resolved that:
1. The City Council hereby finds that each of the foregoing recitals is true and
correct.
2. As used herein, “County and State Orders” means any shelter-in-place
order or other public health order issued under the authority of and officer of
the County or State that is applicable within the City of Gilroy, and that
restricts public gatherings and business activities for the purpose of slowing
the spread of COVID-19.
3. The expiration dates of all tentative maps, architectural and site permits,
and planned unit development permits that are considered to be active
during the pendency of County and City Orders are hereby extended
through May 31, 2021, and the application of the following provisions of the
Gilroy City Code are hereby suspended to the extent contrary herewith, as
set forth in the staff report attached to this Resolution as Exhibit A:
Sections 21.41, 30.50.47, and 30.50.50.
4. Until termination of County and State Orders, commercial centers that
choose to restrict or direct paths of travel for vehicles or pedestrians within
private parking lots, such as within retail centers, may apply for expedited
administrative review and approval of dedicated paths of travel for vehicles
by submitting to the Community Development Department the application
materials set forth in Exhibit A.
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5. Temporary banner signs shall be allowed within the City limits without a
permit through May 31, 2021, subject to the criteria set forth in Exhibit A,
and the application of the following provisions of the Gilroy City Code are
hereby suspended to the extent contrary herewith, as further set forth in
Exhibit A: Sections 30.37.30 and 30.37.90.
6. Until termination of County and State Orders, privately owned parking lots
and non-ADA parking spaces may be used for curbside restaurant, food,
and retail merchandise pickup, subject to criteria set forth in Exhibit A. For
downtown businesses or businesses that cannot provide customer access
to privately maintained parking spaces, City owned public parking spaces
may be used instead, subject to criteria set forth in Exhibit A. No permit fee
will be required.
7. The City of Gilroy Economic Recovery Task Force is hereby established to
include city staff and representatives from existing partnerships including
the Chamber of Commerce, Gilroy Downtown Business Association, Visit
Gilroy, and local business owners. The Task Force shall be empowered to
perform such functions as set forth in Exhibit A, and shall be subject to the
Brown Act (Government Code Section 54930, et seq.). The City
Administrator is hereby authorized to take all steps necessary or convenient
to constitute the Task Force in coordination with local business
associations.
8. Until May 31, 2021, the local contract preference per the City’s Purchasing
Policy for evaluating bids for supplies, equipment, and services shall be
increase to ten (10) percent for bids of Five Hundred Thousand Dollars
($500,000) or less. Local preferences for bids over this amount will remain
unchanged at five (5) percent.
9. At the time that County and State Orders permit sit-down dining, the City
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shall make certain City owned public properties, including sidewalks,
plazas, public parking lots, and other rights-of-way, available for outdoor
dining during the pendency of the County and State orders, subject to
requirements set forth in Exhibit A, and the application of the following
provisions of the Gilroy City Code are hereby suspended to the extent
contrary herewith, as further set forth in Exhibit A: Sections 30.44.10,
30.44.15, 30.44.20, and 30.47.50.
10. At the time retail sales are permitted under the County and State Orders,
the application of Section 20.34 of the Gilroy City Code shall be suspended
during the pendency of the County and State orders, as set forth in Exhibit
A, to allow for sidewalk exhibition of merchandise subject to requirements
further set forth in Exhibit A.
11. At the time sit-down dining and/or retail sales are permitted under the
County and State Orders, private parking lots, sidewalks, walkways, and
plaza areas, or similar outdoor spaces, may be used for outdoor dining or
limited retail displays during the pendency of the County and State Orders,
subject to requirements set forth in Exhibit A.
12. At the time sit-down dining and/or retail sales are permitted under the
County and State Orders, portions of public streets may be used for
outdoor dining or limited retail displays during the pendency of the County
and State Orders, subject to requirements set forth in Exhibit A; provided,
however, that no portion of any street shall be closed entirely to through
traffic except as authorized by subsequent resolution of the City Council
pursuant to Vehicle Code Section 21101(e). The City Council hereby
directs staff to place consideration of any such resolution on the consent
calendar.
13. At the time fitness and recreational businesses are permitted under County
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and State Orders, the Recreation Department shall be authorized to issue
permits for use of City property by such businesses, on terms and
conditions set forth in Exhibit A. The application of Section 30.25.20 is
hereby suspended to the extent contrary herewith. This program will not be
extended beyond May 31, 2021, without further approval of the City
Council.
14. To the extent necessary or convenient to implement any provision of this
resolution, the City Engineer or designee is hereby authorized to modify the
rules for use of any parking space located within a public street, which
modified rules shall become effective upon the posting of appropriate
signage advising the public thereof.
15. This Resolution shall be construed liberally to effectuate its purposes. If
any provision of this Resolution is found by a court of competent jurisdiction
to be invalid or unenforceable, that provision shall be severed and deleted,
and the remaining portions of this Resolution shall remain in full force and
effect. Nothing in this Resolution shall be construed to authorize a violation
of the County and State Orders.
16. City staff shall publicize this Resolution by posting it on the City’s website
and at City Hall, and by providing copies hereof to local media outlets.
PASSED AND ADOPTED by the City Council of the City of Gilroy at a regular
meeting duly held on the 1st day of June, 2020, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSTENTIONS: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
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[Signatures on Following Page]
APPROVED:
_____________________________
Roland Velasco, Mayor
ATTEST:
______________________________
Shawna Freels, City Clerk
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EXHIBIT A
CITY COUNCIL STAFF REPORT
JUNE 1, 2020
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Packet Pg. 371 Attachment: Resolution - Business Stimulus (2836 : Gilroy Business Stimulus Package)
City of Gilroy
STAFF REPORT
Agenda Item Title: Consent of the Appointment of Scot Smithee as Interim Police
Chief (Retired Annuitant) Effective June 2, 2020 and Adoption of a
Resolution of the City Council of the City of Gilroy Approving the
Appointment and Employment Agreement
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Human Resources Department
Submitted By: LeeAnn McPhillips
Prepared By: LeeAnn McPhillips
LeeAnn McPhillips
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
Workforce Stability ☐ Public Engagement
RECOMMENDATION
a) Consent of the Interim City Administrator's recommendation to appoint Scot
Smithee as Interim Police Chief (as a retired annuitant) effective June 2, 2020.
b) Adopt a resolution approving the appointment of Scot Smithee as Interim Police
Chief (Retired Annuitant) pursuant to California Government Code Section
21221(h) and authorizing the Interim City Administrator to execute his
employment agreement.
BACKGROUND
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Recently, Scot Smithee announced his retirement from the position of Police Chief
effective June 1, 2020. As most know, Chief Smithee retired in 2015 from the position of
Police Captain and later came out of retirement in 2017 to serve as Gilroy’s Police
Chief. Chief Smithee has kept his commitment to serve as Chief for at least three years
and is now ready to restart his retirement. He has agreed, however, to aga in serve as
the Interim Police Chief while the City conducts a recruitment for a new Police Chief.
California Government Code Section 21221(h), allows an agency to hire a retired
annuitant to serve in an “interim” position when there is an immediate need f or expertise
and specialized skills and a recruitment is underway for the position. At this time, the
City has initiated a recruitment for a new Police Chief and plans to complete the
selection process in the next three to four months. Further, the retired annuitant may not
work more than 960 hours in a fiscal year and cannot receive any compensation other
than the hourly rate of pay for the work performed by other employees performing
comparable duties.
In the Interim Police Chief role, and as an officer of the City, Scot Smithee agrees to
perform the following duties related to the Gilroy Police Department:
a. Plan, direct, and coordinate the activities of the Police Department.
b. Prioritize, administer, and prepare the departmental budget, to include budget
reductions in light of the current general fund structural deficit.
c. Develop and provide recommendations for training programs for City and
Department staff.
d. Present before City Council, public agencies, civic groups, and other
organizations regarding Police Department projects and programs.
e. Complete the Garlic Festival After Action Report with FEMA.
f. Mentor Police Captains.
g. Complete and Publish the Department Annual Report.
h. Initiate the Records Management System (RMS) replacement process.
i. Train staff on grant cycles for 2020.
j. Any other duty or assignment typically completed by the Police Chief.
As Interim Police Chief, Scot Smithee will continue to report directly to the Interim City
Administrator and shall comply with all City rules, policies, guidelines, regulations, and
laws.
ALTERNATIVES
The alternative would be not to approve the interim appointment and the City would
need to identify someone else to serve as the Interim Police Chief. This alternative is
not recommended.
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FISCAL IMPACT/FUNDING SOURCE
This interim appointment provides a cost savings to the City as only the hourly rate for
the position is paid to the retired annuitant and not any benefits. It is estimated that this
interim appointment will save the City approximately $8,500 per month, which is all
General Fund savings. Over a four-month period, the savings will total approximately
$34,000. Further, the recruitment will be conducted by the City Human Resources
Department to further save costs (typically $20,000 -$24,000) associated with hiring an
outside executive search firm.
CONCLUSION
To ensure continuity in the management of the Police Department during a critical time
period, it is recommended that the City Council consent to the appointment of Scot
Smithee as Interim Police Chief (retired annuitant) effective June 2, 2020 and approve
the resolution consenting the appointment and a uthorizing the Interim City Administrator
to execute the employment agreement.
NEXT STEPS
Upon Council approval, the Interim City Administrator and Scot Smithee will sign the
employment agreement. Other than administrative paperwork, the shift to Interim Police
Chief will be seamless. In addition, staff will work to complete the Police Chief
recruitment process. Given the reputation of the department and continue d community
support, staff believes there will be both internal and external candidates interested in
the position.
Attachments:
1. Resolution to Approve Scot Smithee (Retired Annuitant) as Interim Police Chief
2. Scot Smithee Employment Agreement Exhibit A
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RESOLUTION NO. 2020-XX
RESOLUTION NO. 2020-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY
APPOINTING SCOT SMITHEE AS INTERIM POLICE CHIEF AND
APPROVING EMPLOYMENT AGREEMENT
WHEREAS, Government Code Section 21221(h) permits the City Council to appoint a retired annuitant to a
vacant position requiring specialized skills during recruitment for a permanent appointment, and provides that
such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long
as it is a single appointment that does not exceed 960 hours in a fiscal year; and
WHEREAS, Scot Smithee is retiring from the position of Police Chief and his last day of work is June
1, 2020; and
WHEREAS, the position of Police Chief will become vacant on June 2, 2020; and
WHEREAS, the Gilroy City Council desires to consent the Interim City Administrator’s recommended
appointment of Scot Smithee as an interim appointment retired annuitant to the vacant position of Police Chief
for the City of Gilroy under Government Code Section 21221(h), effective June 2, 2020; and
WHEREAS, Scot Smithee has over 30 years of experience in law enforcement and extensive expertise
in Police Department management for a local government, including having most recently served as Police
Chief for the City of Gilroy for over three years; and
WHEREAS, an appointment under Government Code Section 21221(h) requires an active, publicly
posted recruitment for a permanent replacement; and
WHEREAS, the current status of this recruitment is open and accepting applications; and
WHEREAS, this Section 21221(h) appointment shall only be made once and therefore will end on the
date immediately preceding the date on which the permanent replacement for the vacant position of Police
Chief for the City of Gilroy commences his or her employment or, if earlier, the date that this appointment is
terminated by the City or Scot Smithee; and
WHEREAS, the entire employment agreement between Scot Smithee and the City of Gilroy has been
reviewed by this body and is attached hereto as Exhibit A; and
WHEREAS, no matters, issues, terms, and/or conditions related to this employment and appointment
have been or will be placed on the consent calendar; and
WHEREAS, the employment shall be limited to 960 hours per fiscal year; and
WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the
maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to
equal the hourly rate; and
WHEREAS, the maximum base monthly salary for this position is $17,180.00 and the hourly
10.B.a
Packet Pg. 375 Attachment: Resolution to Approve Scot Smithee (Retired Annuitant) as Interim Police Chief (2840 : Appointment of Scot Smithee as Interim
RESOLUTION NO. 2020-XX
equivalent is $99.12, and the minimum base monthly salary for this position is $12,793.00 and the hourly
equivalent is $73.81; and
WHEREAS, the hourly rate to be paid to Scot Smithee will be $99.12; and
WHEREAS, Scot Smithee has not and will not receive any other benefit, incentive compensation in
lieu of benefit or any other form of compensation in addition to this hourly pay rate.
NOW, THEREFORE, the City Council of the City of Gilroy hereby finds, determines, and resolves as
follows:
1. The City Council has considered the full record before it, which may include but is not limited
to such things as the staff report, testimony by staff and the public, and other materials and
evidence submitted or provided to it. Furthermore, the recitals set forth above are found to be
true and correct and are incorporated herein by reference.
2. The City Council hereby certifies the nature of the employment of Scot Smithee as described
herein and detailed in the attachment employment agreement and that this appointment is
necessary to fill the critically needed position of Police Chief for the City of Gilroy by June 2,
2020 to provide the specialized skills necessary to manage the City’s Police Department.
3. The City Council hereby consents the Interim City Administrator’s recommended appointment
of Scot Smithee as interim Police Chief effective June 2, 2020 pursuant to the authority
provided under Government Code Sections 21221(h), which shall end on the date immediately
preceding the date on which the permanent replacement for the vacant position of Police Chief
for the City of Gilroy commences his or her employment or, if earlier, the date that this
appointment is terminated by the City or Scot Smithee.
4. The employment agreement with Scot Smithee, a copy of which is attached hereto as Exhibit A
and will be maintained on file with the Human Resources Department, is approved by the City
Council, effective June 2, 2020.
5. The Interim City Administrator is authorized to execute said agreement on behalf of the City,
with such technical amendments as may be deemed appropriate by the Interim City
Administrator and City Attorney.
PASSED AND ADOPTED this 1st day of June, 2020 by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
____________________________
Roland Velasco, Mayor
10.B.a
Packet Pg. 376 Attachment: Resolution to Approve Scot Smithee (Retired Annuitant) as Interim Police Chief (2840 : Appointment of Scot Smithee as Interim
RESOLUTION NO. 2020-XX
ATTEST:
_________________________
Shawna Freels, City Clerk
10.B.a
Packet Pg. 377 Attachment: Resolution to Approve Scot Smithee (Retired Annuitant) as Interim Police Chief (2840 : Appointment of Scot Smithee as Interim
EXHIBIT A
RETIRED ANNUITANT EMPLOYMENT AGREEMENT
The Retired Annuitant Employment Agreement (“Agreement”) is made by and between the City
of Gilroy, a municipal corporation of the State of California (“City”) and Scot Smithee, an
individual (“Retired Annuitant”) as of June 2, 2020 (“Effective Date”).
RECITALS
A. Retired Annuitant previously was employed by the City of Gilroy for three (3) years, serving
as Police Chief; and
B. Retired Annuitant retired from the City of Gilroy effective June 1, 2020 and began collecting
a retirement pension from the California Public Employees’ Retirement System (CalPERS); and
C. The City has a vacancy in the position of Police Chief, a regular position for which the City is
conducting a recruitment for a permanent appointment; and
D. The City has an immediate need for an employee to temporarily perform the position of
Police Chief, a position involving specialized skills and training and which is critically necessary
to the on-going duties and functions of the City’s Police Department;
E. Retired Annuitant has the necessary qualifications, experience and abilities to assist City in
the duties of management of the Police Department; and
F. Retired Annuitant’s employment is authorized by Government Code section 21221(h), which
permits the City to appoint a CalPERS retired annuitant to a vacant position requiring specialized
skills during recruitment for a permanent replacement.
G. City desires to retain the services of Retired Annuitant in accordance with California
Government Code Section 21221(h) and Retired Annuitant agrees to provide certain services to
City under the strict terms and conditions set out in this Agreement.
In consideration of this matter described above and of the mutual benefits and obligations set
forth in this Agreement, the receipt and sufficiency of which consideration is hereby
acknowledged, the parties of this Agreement agree as follows:
AGREEMENT
Section 1. Term of Services
The term of this Agreement is from June 2, 2020 until such time as a permanent replacement for
the position of Police Chief has been selected and has commenced employment, unless
terminated sooner as provided below.
10.B.b
Packet Pg. 378 Attachment: Scot Smithee Employment Agreement Exhibit A (2840 : Appointment of Scot Smithee as Interim Police Chief)
Section 2. Scope of Services
Retired Annuitant, as an officer of the city, agrees to perform the following duties related to the
Gilroy Police Department:
a. Plan, direct, and coordinate the activities of the Police Department.
b. Prioritize, administer, and prepare the departmental budget, to include budget reductions
in light of the current general fund structural deficit.
c. Develop and provide recommendations for training programs for City and department
staff.
d. Present before City Council, public agencies, civic groups, and other organizations
regarding Police Department projects and programs.
e. Complete the Garlic Festival After Action Report with FEMA.
f. Mentor Police Captains.
g. Complete and Publish Department Annual Report.
h. Initiate the Records Management System (RMS) replacement process.
i. Train staff on grant cycles for 2020.
j. Any other duties or assignments typically assigned to the Police Chief.
Retired Annuitant will report directly to the Interim City Administrator. Retired Annuitant shall
comply with all City rules, policies, guidelines, regulations, and laws.
Section 3. Compensation; Hours
City agrees to compensate Retired Annuitant at $99.12 per hour for all services provided under
this Agreement. Payments from City to Retired Annuitant shall be made during the normal
payroll cycles of other City employees.
City has reviewed and compared the hourly rate set forth in this Section with other employees
performing comparable duties and the hourly rate set forth in this Section does not exceed such
other employee’s compensation.
Retired Annuitant agrees and acknowledges that he shall not perform any services under this
Agreement exceeding a total of nine hundred sixty (960) hours during any fiscal year (July 1 to
June 30) inclusive of any hours worked during the same period for other CalPERS employers as
a retired annuitant. Retired Annuitant shall record his hours on a pre-approved timesheet that
shall be submitted to the City every month.
The position is a temporary, hourly assignment which is generally not expected to exceed 40
hours per week. The City, through the Interim City Administrator, will assign Retired Annuitant
hours to work. Due to the nature of the position, it is understood that the workday and workweek
hours may vary, however Retired Annuitant shall not work overtime (i.e. in excess of 40 hours
per week) as payment of overtime is prohibited under Government Code Section 21221(h).
10.B.b
Packet Pg. 379 Attachment: Scot Smithee Employment Agreement Exhibit A (2840 : Appointment of Scot Smithee as Interim Police Chief)
There are no other benefits, incentives, compensation in lieu of benefits or other forms of
compensation in addition to the hourly pay rate set forth in this Section.
Section 4. Location
The primary location for services will be at the following address:
Gilroy Police Department, 7301 Hanna Street, Gilroy, California 95020
Section 5. Compliance with Laws
This Agreement will be construed in accordance with and governed by the laws in the State of
California. In the event that suit shall be brought by any of the parties, the parties agree that
venue shall be exclusively vested in the state courts of the County of Santa Clara, or if federal
jurisdiction is appropriate, exclusively in the United States District Court, Northern District of
California, San Jose, California. Retired Annuitant shall comply with all applicable laws, rules,
policies, and guidelines. Retired Annuitant agrees and acknowledges that the State of California
and the governing body of the California Public Employees’ Retirement System enact strict laws,
regulations and guidelines relating to services provided by “retired annuitants” to public agencies
contracting with the California Public Employees’ Retirement System. Retired Annuitant agrees
to comply with all applicable laws, regulations and guidelines relating to the services provided
under this Agreement.
Section 6. Termination
This Agreement may be terminated by either party for convenience by providing written notice
to the other party.
Section 7. Miscellaneous
a. Retired Annuitant has read each and every part of this Agreement and Retired Annuitant freely
and voluntarily has entered into this Agreement. This Agreement is a negotiated document and
shall not be interpreted for or against any party by reason of the fact that such party may have
drafted this Agreement or any of its provisions.
b. If a court of competent jurisdiction finds or rules that any provision of this Agreement is
invalid, void, or unenforceable, the provisions of this Agreement not so adjusted shall remain in
full force and effect. The invalidity in whole or in part of any provision of this Agreement shall
not void or affect the validity of any other provision of this Agreement.
c. This Agreement represents the entire and integrated agreement between City and Retired
Annuitant and supersedes all prior negotiations, representations, or agreements, either written or
oral.
In witness where of the parties have duty affixed their signatures on this __ day of _______,
20__.
10.B.b
Packet Pg. 380 Attachment: Scot Smithee Employment Agreement Exhibit A (2840 : Appointment of Scot Smithee as Interim Police Chief)
Employer: City of Gilroy
Jimmy Forbis, Interim City Administrator
Retired Annuitant:
Scot Smithee
Approved as to Form:
Andrew L. Faber, City Attorney
Attest:
Shawna Freels, City Clerk
10.B.b
Packet Pg. 381 Attachment: Scot Smithee Employment Agreement Exhibit A (2840 : Appointment of Scot Smithee as Interim Police Chief)
City of Gilroy
STAFF REPORT
Agenda Item Title: Pay Freeze for Unrepresented Department Head and Council-
Appointed Employees for Fiscal Year 2021 and Fiscal Year 2022
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: Administration
Submitted By: Jimmy Forbis
Prepared By: LeeAnn McPhillips
LeeAnn McPhillips
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Adopt a resolution of the City Council of the City of Gilroy freezing the salaries for
unrepresented Department Head and Council-Appointed employees for Fiscal Year
2021 and Fiscal Year 2022.
BACKGROUND
Effective July 1, 2020, the unrepresented Department Head employees are scheduled
for a 3% salary increase. This increase was approved by the City Council last year on
August 19, 2019 (Resolution 2019-57). In addition, the Interim City Administrator’s
employment agreement includes a 3% salary increase effective July 1, 2020.
Furthermore, the City Clerk is typically evaluated annually and provided a salary
increase based on her performance. Executive managers can also receive a
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performance-based increase within their established salary range if not yet at the top of
the range. In light of the budget constraints and structural General Fund budget deficit
the City is experiencing at this time, it is recommended that the pay of all executive
managers (department heads and Council-appointed employees), be frozen for fiscal
years 2021 and 2022 to include both across the board and performance-based
increases.
ANALYSIS
The scheduled 3% pay increase for executive managers is valued at approximately
$74,000 to include salary and salary-related benefits (i.e. CalPERS). A few executive
managers are not yet at the top of their salary range so freezing performance -based
increases will save another $34,000 annually. Therefore, freezing the executive
management compensation will save approximately $108,000 per year.
ALTERNATIVES
The alternative is to not implement an executive management pay freeze and move
forward with the FY 2021 increase noted in Resolution 2019-57. This alternative is not
recommended.
FISCAL IMPACT/FUNDING SOURCE
The fiscal impact of implementing the recommended pay freezes (across the board and
performance based) for executive managers is estimated to be approximately $108,000
annually. Approximately, $70,000 of the $108,000 is charged to the General Fund.
Therefore, a two year freeze will realize a $140,000 in ongoing savings to the General
Fund and a savings of $216,000 overall to all funds.
CONCLUSION
The executive management pay freeze is important. It demonstrates that the executive
managers are willing to take the lead and forgo future wage increases in an effort to
provide savings to the General Fund in order to help the City continue to provide
essential services and get through this difficult economic time.
Attachments:
1. Department Head and Council-Appointed Employee FY 2021 and FY 2022 Pay
Freeze Resolution
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Packet Pg. 383
RESOLUTION NO. 2020-XX
RESOLUTION NO. 2020-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY
FREEZING THE SALARIES FOR THE UNREPRESENTED
DEPARTMENT HEADS AND COUNCIL-APPONTED EMPLOYEES
FOR FISCAL YEARS 2021 AND 2022
WHEREAS, City of Gilroy Resolution 2019-57 provides a three percent (3%) salary increase for
unrepresented department heads effective July 1, 2020; and
WHEREAS, the employment agreement for the Interim City Administrator provides for a 3% salary
increase effective July 1, 2020; and
WHEREAS, the City Council of the City of Gilroy typically evaluates the City Clerk and provides
an annual salary increase based on her work performance; and
WHEREAS, some executive managers are eligible for performance-based salary increases within
their established salary range; and
WHEREAS, the executive management team is recommending that the City Council approve a pay
freeze, to include across the board and performance-based increases, for all executive managers for fiscal
years 2021 and 2022 to provide savings to the General Fund to assist with addressing the structural budget
deficit.
NOW, THEREFORE, BE IT RESOLVED that the salaries effective June 30, 2020 for the
department heads and council-appointed employees shall be frozen for fiscal years 2021 and 2022, to
include the elimination of the July 1, 2020 three percent (3%) increase approved by Resolution 2019-57.
PASSED AND ADOPTED this 1st day of June, 2020 by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
____________________________
Roland Velasco, Mayor
ATTEST:
_________________________
Shawna Freels, City Clerk
10.C.a
Packet Pg. 384 Attachment: Department Head and Council-Appointed Employee FY 2021 and FY 2022 Pay Freeze Resolution (2839 : Pay Freeze for
City of Gilroy
STAFF REPORT
Agenda Item Title: Pay Freeze for City Council Members for Fiscal Year 2021 and
Fiscal Year 2022
Meeting Date: June 1, 2020
From: Jimmy Forbis, Interim City Administrator
Department: City Council
Submitted By: Roland Velasco
Prepared By: Roland Velasco
LeeAnn McPhillips
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Neighborhood Services
☐ Enhanced Public
Safety
☐ Workforce Stability ☐ Public Engagement
RECOMMENDATION
Adopt a resolution of the City Council of the City of Gilroy freezing City Council and
Mayor stipends at July 1, 2019 amounts for Fiscal Year 2021 and Fiscal Year 2022.
BACKGROUND
Annually, consistent with Gilroy City Council Ordinance 99-01, the stipend received by
the Mayor and City Council members is adjusted in accordance with the regional cost of
living index using the April All Urban Consumer (CPI-U) index. In the recent years, this
adjustment percentage ranged from 2.7% - 4.0%. The annual percentage change for
the period April, 2019 – April, 2020 is 1.1%.
I am recommending the City Council freeze their compensation at the July 1, 2019
amounts and not implement the CPI adjustment identified in Ordinance 99 -01 for the
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Packet Pg. 385
next two years. This action is needed to demonstrate to call levels of the City that the
Council is addressing the necessary budget reductions to close the General Fund
deficit.
ANALYSIS
The stipend received by the Mayor is currently $1,349 per month and the Council
Member stipend is $900 per month. Freezing the salaries for FY 2021 will save
approximately $1,250 annually based on the current stipend and stipend related
benefits (i.e. CalPERS). Savings in FY 2022 is estimated to be similar, but could change
depending on what happens with the California economy over the next year.
ALTERNATIVES
The recommended alternative is to implement the City Council pay freeze for FY 2021
and FY 2022.
The alternative is to not implement a City Council pay freeze and move forward with the
adjustments noted in Ordinance 99-01. This alternative is not recommended.
FISCAL IMPACT/FUNDING SOURCE
The fiscal impact of implementing the recommended pay freeze for the Mayor and City
Council members is estimated to be approximately $1,250 annually in FY 2021 and FY
2022 for a total savings to the General Fund of approximately $2,500.
CONCLUSION
The City Council pay freeze is important. It demonstrates that the City Council is willing
to forgo future wage increases in an effort to provide savings to the General Fund.
Further, while the overall amount of the savings is modest, it supports that all levels of
City Hall will be evaluated for budget reductions.
Attachments:
1. Resolution for City Council Pay Freeze for FY 2021 and 2022
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RESOLUTION NO. 2020-XX
RESOLUTION NO. 2020-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY
FREEZING THE SALARIES FOR THE MAYOR AND CITY COUNCIL
MEMBERS FOR FISCAL YEARS 2021 AND 2022
WHEREAS, City of Gilroy Ordinance No. 99-01 establishes the salaries of the Mayor and City
Council Members; and
WHEREAS, City Gilroy Ordinance No. 99-01 provides that adjustments to the salaries for the
Mayor and Council Members shall occur each fiscal year based on the San Francisco/Oakland Consumer
Price Index (CPI); and
WHEREAS, the City of Gilroy has a structural General Fund budget deficit beginning in fiscal year
2021; and
WHEREAS, the City Council wants to implement a City Council pay freeze for fiscal years 2021
and 2022 to provide savings to the General Fund.
NOW, THEREFORE, BE IT RESOLVED that the salaries effective July 1, 2019 for the Mayor and
City Council Members shall be frozen for fiscal years 2021 and 2022 and the CPI adjustment for each year
will not be implemented.
PASSED AND ADOPTED this 1st day of June, 2020 by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
____________________________
Roland Velasco, Mayor
ATTEST:
_________________________
Shawna Freels, City Clerk
10.D.a
Packet Pg. 387 Attachment: Resolution for City Council Pay Freeze for FY 2021 and 2022 (2838 : City Council Pay Freeze)