County of Sacramento - SHRA...the ESG funded Rapid Re-Housing (RRH) program was implemented. Additionally, in November 2016, as part of the 2017 Action Plan, the Sacramento City Council

2016 CAPER County of Sacramento

Sacramento Housing and Redevelopment Agency

CAPER 1

OMB Control No: 2506-0117 (exp. 07/31/2015)

Table of Contents CR-05 - Goals and Outcomes ............................................................................................................. 2

CR-10 - Racial and Ethnic composition of families assisted ............................................................... 1

CR-15 - Resources and Investments 91.520(a) .................................................................................. 3

CR-20 - Affordable Housing 91.520(b) ............................................................................................. 10

CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ......................... 14

CR-30 - Public Housing 91.220(h); 91.320(j) .................................................................................... 18

CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ............................................................................. 20

CR-40 - Monitoring 91.220 and 91.230 ............................................................................................ 26

CR-45 - CDBG 91.520(c) ................................................................................................................... 31

CR-50 - HOME 91.520(d) .................................................................................................................. 32

CR-55 - HOPWA 91.520(e) ............................................................................................................... 35

CR-60 - ESG 91.520(g) (ESG Recipients only) ................................................................................... 36

CR-65 - Persons Assisted ...................................................................... Error! Bookmark not defined.

CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes .......................................................... 38

CR-75 – Expenditures ....................................................................................................................... 41

CAPER 2


CR-05 - Goals and Outcomes

Progress the jurisdiction has made in carrying out its strategic plan and its action plan.

91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and

executed throughout the program year.

The Consolidated Plan is designed to help local jurisdictions assess their affordable housing and

community development needs and market conditions, and to make data-driven, place-based

investment decisions. The consolidated planning process serves as the framework for a community-

wide dialogue to identify housing and community development priorities that align and focus

funding from the four federal Community Planning and Development (CPD) formula block grant

programs: the Community Development Block Grant (CDBG), the HOME Investment Partnership

(HOME), the Emergency Solutions Grant (ESG) program, and the Housing Opportunities for Persons

with AIDS (HOPWA) program. In the Consolidated Annual Performance and Evaluation Report

(CAPER), grantees report on accomplishments and progress toward Consolidated Plan goals in the

prior year. Note, that some goals were under estimated or added since the development of the

Consolidated Plan including ESG: 1) number of shelter bed nights (under estimated) and, 2) in 2014

the ESG funded Rapid Re-Housing (RRH) program was implemented. Additionally, in November

2016, as part of the 2017 Action Plan, the Sacramento City Council and Sacramento County Board of

Supervisors approved the extension of the regional Sacramento Consolidated Plan and Analysis of

Impediments through 2019 in order to accommodate the new regional Assessment of Fair Housing

(AFH) initiative (see CR-35). The Consolidated Plan cycle is now 2013-2019.

Note: Per the request of the local HUD office, although there are no federal funds for direct

homebuyer assistance, we are to report the number of local or State-funded loans serviced under

homebuyer assistance delivery since the staffing is federally funded. There is no category for

homebuyer assistance delivery so the accomplishments are recorded in IDIS# 4014. The total

number of households servered was 23. Also, the number of homes rehabilitated in the Agreement

Cities is reported in the general Homeowner Housing Rehabilitated category.

The following overarching goals, adopted in the Consolidated Plan, guide the Sacramento and

Redevelopment Agency (SHRA) in assigning annual community priorities:

Provide decent housnig for low- and moderate-income households, and those with special

needs;

Provide safer, more livable neighborhoods; and

Expand economic opportunities.

CAPER 3


2016 Highlights and Accomplishments

Launched regional AFH

The City and County Housing Authorities received high performer status for the 2015

operating results.

SHRA launched the Welcome Home Program to provide homeownership opportunities to

eligible first-time home buyers.

Comparison of the proposed versus actual outcomes for each outcome measure

submitted with the consolidated plan and explain, if applicable, why progress was not

made toward meeting goals and objectives. 91.520(g)

Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome

indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each

of the grantee’s program year goals.

Goal Category Source /

Amount

Indicator Unit of

Measure

Expected

–

Strategic

Plan

Actual –

Strategic

Plan

Percent

Complete

Expected

–

Program

Year

Actual –

Program

Year

Percent

Complete

Administration

Affordable

Housing

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Other Other 0 0

Agreement Cities

Affordable

Housing

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Public Facility or

Infrastructure

Activities other than

Low/Moderate Income

Housing Benefit

Persons

Assisted 5000 0

0.00% 30 0 0.00%

Agreement Cities

Affordable

Housing

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Homeowner Housing

Rehabilitated

Household

Housing

Unit

250 287

114.80% 50 94 188%

CAPER 1


Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Rental units

constructed

Household

Housing

Unit

180 37

20.56% 11 0 0.00%

Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Rental units

rehabilitated

Household

Housing

Unit

405 131

32.35% 11 0

0.00%

Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Homeowner Housing

Added

Household

Housing

Unit

0 12 0 4

Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Homeowner Housing

Rehabilitated

Household

Housing

Unit

1290 768

59.53% 200 121

60.50%

CAPER 2


Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Direct Financial

Assistance to

Homebuyers

Households

Assisted 125 79 63% 30 23 77%

Housing

Development,

Preservation &

Homeownership

Affordable

Housing

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Housing for People

with HIV/AIDS added

Household

Housing

Unit

3 0

0.00% 0 0 0.00%

Infrastructure

and Public

Improvements

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Public Facility or

Infrastructure

Activities other than

Low/Moderate Income

Housing Benefit

Persons

Assisted 82000 110430

134.67% 18100 8125

44.89%

CAPER 3


Public Services

Affordable

Housing

Public

Housing

Homeless

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Public service activities

other than

Low/Moderate Income

Housing Benefit

Persons

Assisted 23600 13678

57.96% 2275 1915

84.18%

Public Services

Affordable

Housing

Public

Housing

Homeless

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Tenant-based rental

assistance / Rapid

Rehousing

Households

Assisted 600 364 61% 75 147 196%

CAPER 4


Public Services

Affordable

Housing

Public

Housing

Homeless

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Homeless Person

Overnight Shelter

Persons

Assisted 2300 2498

108.61% 200 739

369.50%

Public Services

Affordable

Housing

Public

Housing

Homeless

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Overnight/Emergency

Shelter/Transitional

Housing Beds added

Beds 146000 106011 73% 29200 29200 100%

CAPER 5


Public Services

Affordable

Housing

Public

Housing

Homeless

Non-

Homeless

Special Needs

Non-Housing

Community

Development

CDBG: $

/

HOPWA:

$ /

HOME: $

/ ESG: $

Homelessness

Prevention

Persons

Assisted 0 7 0 7

Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and

specific objectives identified in the plan, giving special attention to the highest priority

activities identified.

During the 2016 program year, measurable progress was made on the majority of the goals

established in the Consolidated Plan, as is outlined in the tables above. In some instances actual

accomplishments exceeded the anticipated goals. This was especially true for activities that

provided supportive services and housing-related assistance to homeless individuals and families.

Delays were encountered by some physical projects, making it difficult to complete the activity and

report total accomplishments by the close of the program year. In addition, a number of affordable

housing projects experienced delays primarily due to the need to seccure additional financial

resources. As projects are complete and closed out in the HUD Integrated Disbursement &

Information System (IDIS) they are reported in CR-20.

Note:"Expected” includes expected accomplishments for the particular program year, while “Actual”

includes accomplishments for any projects completed during the program year regardless of funding

year. Larger infrastructure and housing projects are often multi-year projects and the

accomplishments are rolled into the year the project is completed and closed in IDIS. Additionally,

there may be discrepancies between expected for the program year versus the strategic plan

(Consolidated Plan) period as projects, activites and funding resources are updated, added or

deleted.

The following reports were used in the development of the CAPER:

Con Plan Goals and Accomplishments (IDIS)

Summary of Activities (PR03)

Drawdown Report by Voucher Number (PR07)

HOME Summary of Accomplishments Reports (PR23), attached

CDBG Financial Summary (PR26), attached

Shelter Bed Inventroy (provided by Sacramento Steps Forward) - Bed Night Availability

eCart ESG Emergency Shelter, Rapid Re-Housing and Prevention Program, attached

2016

County Completed Infrastructure Projects

CAPER 1


CR-10 - Racial and Ethnic composition of families assisted

Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG HOME HOPWA ESG

White 0 0 0 0

Black or African American 0 0 0 0

Asian 0 0 0 0

American Indian or American Native 0 0 0 0

Native Hawaiian or Other Pacific Islander 0 0 0 0

Total 0 0 0 0

Hispanic 0 0 0 0

Not Hispanic 0 0 0 0

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative

IDIS does not pull demographic information correctly. We are required to collect more race categories

than the table allows room for. Please refer to the table below (may be attached in online version) for

CDBG (public services, homeowner rehab programs) and HOME client demographics including the Citrus

Heights First-Time Homebuyer program. Please refer to the attached ESG eCart for ESG client

demographics and the HOPWA CAPER for HOPWA client demographics. The HOPWA CAPER is

submitted as a stand alone document and can be found on SHRA's website.

CAPER 2


CAPER 3


CR-15 - Resources and Investments 91.520(a)

Identify the resources made available

Source of Funds Source Resources Made

Available

Amount Expended

During Program Year

CDBG Federal 8,610,298 5,612,835

HOME Federal 4,585,091 140,400

ESG Federal 456,547 512,866

Table 3 – Resources Made Available

Narrative

The table above outlines the allocations and expenditures between January 1, 2016 and December 31,

2016. CDBG information above pulled from IDIS report PR 26 (03/16/17). Amount expended is all funds

expended in the program year regardless of funding year. HOME information above is pulled from IDIS

report PR 23 (03/16/17). HOME did not fully expend allocated resources in 2016, but projects are

currently underway. Given our current pipeline, we expect significantly higher expenditures for 2017.

CDBG assistance is provided in low- and moderate-income communities, including the incorporated

cities of Folsom, Isleton, Galt, the County unincorporated areas, and the city of Citrus Heights (HOME

only) upon Board of Supervisor approval. The boundaries of these areas cover five supervisorial districts

that are adjusted every U.S Census term (10 years). Capital improvement projects are either in targeted

areas or low- to moderate- income areas.

Per IDIS report PR26 - CDBG Financial Summary Report (03/16/2017):

Low/Mod benefit this reporting period - 87.95%

Public Service Cap - 12.13%

Planning and Administration Cap - 11.03%

Most activities undertaken utilize CDBG, HOME, and ESG funds to prevent homelessness, reduce

persons in poverty and improve the quality of life for Sacramento residents; either directly or indirectly.

CDBG, HOME, and ESG funds are also often used as matching funds for activities that prevent

homelessness and reduce the number families in poverty. SHRA also serves as the State of California’s

Administrative Entity for Emergency Solutions Grant for the Counties of Sacramento and Solano. The

State ESG rapid re-housing programs began in December 2016.

Examples of completed or underway infrastructure improvement activities:

Completed

The Avenues Streetlight Conversion Project: This project includes the replacement of 91 existing High

Pressure Sodium (HPS) streetlights with LED fixtures in the low – to moderate-income neighborhood

referred to as The Avenues.

CAPER 4


Watt Avenue Pedestrian Enhancements Project: This project includes the installation/construction of

street lights, sidewalk, curb, gutter, and ramp repairs. The project is located along the west side of Watt

Avenue between Shady Lane and Sierra View Lane.

Underway

Florin Area New Street Light Project: This project includes costs associated with the pre-construction

activities for the placement of approximately 95 LED street lights. The project area is roughtly bounded

by Florin Road, Palmer House Drive, and Lindale Drive.

Jack Davis Park Master Plan: This project includes costs associated with the design of a conceptual

master plan for the expansion and renovations at the Jack Davis Park.

Bellview Park Improvements: The project includes costs associated with the installation of ADA access

into the park, bicycle racks, drought tolerant landscaping with irrigation, and a plaque honoring the lost

community members. The scope of work also includes the construction of a shelter to shade the existing

picinic area tables.

Next Move Family Shelter Sports Court Improvements: This projects includes costs associated with the

installation of the sports court at the Family Shelter Campus in South Oak Park.

McComber Parking Lot Improvements: This project will improve the existing gravel parking lot,

including drainage, sewer/utility lines, surfacing, striping, lighting, landscaping, irrigation and signage.

In addition, SHRA administers, on behalf of the City and County, activities that support public services

for low-income residents, including emergency repairs to owner-occupied homes, senior nutrition,

homeless programs (emergency shelters, rapid re-housing) and medical detoxification services.

CAPER 5


Leveraging

Explain how federal funds leveraged additional resources (private, state and local funds),

including a description of how matching requirements were satisfied, as well as how any

publicly owned land or property located within the jurisdiction that were used to address the

needs identified in the plan.

Sacramento shares HUD’s goals of using Consolidated Plan funds to seed programs and projects that will

ultimately prove financially self-sufficient. Unfortunately, over the past six-years other federal, state,

and local public resources for most of the activities eligible for Consolidated Plan funding have been cut

severely in order to reduce deficits. Private resources have been similarly limited by reductions in

corporate, foundation, and individual giving to nearly all non-profit entities. As a result, it has been

nearly impossible for many organizations that address the priority needs established in the Consolidated

Plan to survive without the assistance of the CDBG, HOME and ESG programs.

As a jurisdiction with substantial affordable housing and community development needs, the County

needs to leverage its CDBG, HOME and ESG entitlement grants with a variety of non-CPD funding

sources and programs to maximize the effectiveness of available funds. The availability of these local,

state, and non-profit resources and programs have greatly improved the County’s ability to address

community development needs.

In 2016, approximately $14.4 million in local, state and federal funds were provided as leverage for all

programs (data source: 2016 HUD Form 424).

CAPER 6


The Multi-Family Rehabilitation Loa HOME program received a loan payoff for the following project:

Hallmark Apartments.

During the development of the 2015 CAPER, an internal review of HOME match calculation procedures

(e.g. welfare exemptions and HOME regulations regarding contributors from builters, etc.) resulted in a

revision of carried forward match. Please refer to the HOME Annual Performance and Match Reports

below and Section CR-70 ESG Expenditures for information regarding the match requirements for these

programs.

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year 1,010,804

2. Match contributed during current Federal fiscal year 1,064,925

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 2,075,729

4. Match liability for current Federal fiscal year 292,600

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 1,783,129

Table 4 – Fiscal Year Summary - HOME Match Report

CAPER 7


Match Contribution for the Federal Fiscal Year

Project No. or

Other ID

Date of

Contribution

Cash

(non-Federal

sources)

Foregone

Taxes, Fees,

Charges

Appraised

Land/Real

Property

Required

Infrastructure

Site

Preparation,

Construction

Materials,

Donated labor

Bond

Financing

Total Match

3668/Arbor

Creek Family

Apartments 09/01/2013 220,767 202,177 0 0 0 0 422,944

3860/Green

way Village 11/01/2013 139,492 236,258 0 0 0 266,231 641,981

Table 5 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report

Program Income – Enter the program amounts for the reporting period

Balance on hand at begin-

ning of reporting period

$

Amount received during

reporting period

$

Total amount expended

during reporting period

$

Amount expended for

TBRA

$

Balance on hand at end of

reporting period

$

418,359 1,724,396 305,315 0 1,837,440

Table 6 – Program Income

CAPER 8


Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value

of contracts for HOME projects completed during the reporting period

Total Minority Business Enterprises White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Contracts

Dollar

Amount 0 0 0 0 0 0

Number 0 0 0 0 0 0

Sub-Contracts

Number 0 0 0 0 0 0

Dollar

Amount 0 0 0 0 0 0

Total Women

Business

Enterprises

Male

Contracts

Dollar

Amount 0 0 0

Number 0 0 0

Sub-Contracts

Number 0 0 0

Dollar

Amount 0 0 0

Table 7 – Minority Business and Women Business Enterprises

Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners

and the total amount of HOME funds in these rental properties assisted

Total Minority Property Owners White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Number 0 0 0 0 0 0

Dollar

Amount 0 0 0 0 0 0

Table 8 – Minority Owners of Rental Property

CAPER 9


Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of

relocation payments, the number of parcels acquired, and the cost of acquisition

Parcels Acquired 0 0

Businesses Displaced 0 0

Nonprofit Organizations

Displaced 0 0

Households Temporarily

Relocated, not Displaced 0 0

Households

Displaced

Total Minority Property Enterprises White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Number 0 0 0 0 0 0

Cost 0 0 0 0 0 0

Table 9 – Relocation and Real Property Acquisition

CAPER 10


CR-20 - Affordable Housing 91.520(b)

Evaluation of the jurisdiction's progress in providing affordable housing, including the

number and types of families served, the number of extremely low-income, low-income,

moderate-income, and middle-income persons served.

One-Year Goal Actual

Number of Homeless households to be

provided affordable housing units 275 147

Number of Non-Homeless households to be


Number of Special-Needs households to be


Total 275 151

Table 10 – Number of Households

One-Year Goal Actual

Number of households supported through

Rental Assistance 0 7


The Production of New Units 11 0


Rehab of Existing Units 51 215


Acquisition of Existing Units 0 0

Total 62 222

Table 11 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting

these goals.

Accomplishments for the number of homeless households to be provided with affordable housing units

(table 10) and number of households supported through rental assistance (table 11) can be found in the

attached ESG eCart. The number of non-homeless households to be proveded with affordable housing

unit (table 10) includes accomplishments for Citrus Heights First-Time Homebuyer Program. The number

of households supported through the production of new units, rehab of existing units or acquisition of

new units (table 11) comes from the CDBG and HOME PR 23 IDIS and only includes completed projects.

This section does not include accomplishments for emergency shelters, transitional shelters or social

services which are instead recorded in CR-10.

CAPER 11


In 2016, SHRA housing programs continue to strive to meet the five-year objectives of expanding the

supply of and improving the quality of affordable housing for low- and moderate-income households.

SHRA programs were utilized both to increase home-ownership opportunities, to provide rapid re-

housing assistance to the homeless, homeowner repair assistance, to create new units of multifamily

housing, and to rehabilitate existing multifamily projects. As can be seen from the above table, the

rehabilitation of existing units (owner-occupied and rental) far exceeded expectations. The goal was met

with the countywide owner-occupied rehabilitation program, emergency shelter housing provided by

Volunteers of America (VOA) and The Salvation Armyand the city of Folsom's Seniors Helping Seniors

owner-occupied rehabilitation program.

Examples of existing units in which rehabilitation is underway: Ethan Terrace and Sutter Place

Apartments. These projects are expected to be completed in 2017.

Examples of newly constructed rental housing that is underway includes Anton Arcade. This project is

expected to be completed in 2017. Refer to the HOME MBE/WBE report in CR 15 for HOME program

income information.

In addition to the above, SHRA continued to administer the Neighborhood Stabilization Program (NSP).

The NSP 3 funds were used to rehabilitate homes in low income communities that were severely

impacted by the housing crisis. Specifically, SHRA worked with volume builders that are rehabilitating

multiple properties and three homes were rehabilitated and sold under NSP 3 in 2016. NSP

accomplishments are reported through the Disaster Recovery Grant Reporting (DRGR) system.

Discuss how these outcomes will impact future annual action plans.

SHRA will continue to evaluate its programs and adjust as necessary in future One-Year Action Plans.

Direct homebuyer assistance programs were not funded using CDBG or HOME resources in 2016.

SHRA took over administration of the Emergency Repair Program (ERP) in 2015 from Rebuilding

Together. Through the use of CDBG funds, ERP offers grants to low-income households (50% of median

income) for emergency/health and safety repairs and accessibility modifications for disabled

homeowners and renters that earn less than 80% of median income. SHRA multifamily new construction

and rehabilitation programs were funded with HOME and leveraged dollars from bonds and tax credits,

state, local, and private sources.

Where HOME funds were used to assist, our programs met the Section 215 requirements for affordable

housing regarding purchase price, income levels served and resale restrictions. Within the County, per

IDIS Report PR23 (03/16/2017) the City of Citrus Heights assisted four first-time home buyers. The

Development Finance team continues to offer loans to affordable developers, both for profit and

nonprofit, and to property owners for the rehabilitation of substandard housing and for the

development of new affordable housing. The Department's purpose is to invest public funds in new

CAPER 12


construction or rehabilitation projects that preserve and expand the supply of affordable housing, and

lend SHRA's affordable housing policy initiatives in cooperation with the City and County. Staff

continued to organize the issuance of tax-exempt mortgage revenue bonds, perform credit analyses,

and create public financing structures. It provided housing loans to support new construction in growth

areas and urban infill development in older neighborhoods, the rehabilitation of deteriorated properties

as a revitalization tool, and the continued preservation of existing affordable housing.

Worst-Case Housing Needs

Worst-case housing needs are defined as low-income renter households who pay more than half their

income for rent, live in seriously substandard housing (includes homeless people) or have been

involuntarily displaced. Sacramento serves the worst-case needs by working with the Housing Authority,

public service agencies and with Sacramento Steps Forward (SSF), Lead Agency of Continuum of Care

(CoC), to maintain an umbrella of services to assist residents in their time of need.For further

information, please refer to CoC report on file with SSF for information on how community addresses

emergency housing and assistance services.

Housing Needs of Persons with Disabilities

All of the County's funded housing developments comply with the Architectural Barriers Act of 1968, the

Fair Housing Act of 1988, and Americans with Disabilities Act of 1990.

There are a variety of services for persons with disabilities in the Sacramento Region. An example is the

State of California’s Department of Developmental Services. This department provides services for

children and adults with developmental disabilities, including, living arrangements, advocacy for the

protection of legal, civil and service rights. In addition to the State’s programs, Disability Rights of

California also provides services, including, rights to basic support, personal care, therapy and health

care; discrimination in housing, transportation, employment, and access to public and private programs

and services.

Include the number of extremely low-income, low-income, and moderate-income persons

served by each activity where information on income by family size is required to determine

the eligibility of the activity.

Number of Persons Served CDBG Actual HOME Actual

Extremely Low-income 80 0

Low-income 109 0

Moderate-income 33 0

Total 222 0

Table 12 – Number of Persons Served

CAPER 13


Narrative Information

Information above is from the PR23 IDIS reports: CDBG and HOME Summary of Accomplishments .

SHRA makes housing options available to all qualified individuals regardless of race, color, religion, sex,

familial status, disability, national origin, sexual orientation, and gender identity. SHRA markets its

single-family home loan programs to area lenders, who are trained to offer the program to all income-

eligible buyers. SHRA also contracts with professional housing counseling agencies to offer homebuyer

education and counseling to prospective homebuyers. Counseling services include outreach in different

languages, and education on fair housing law.

For all multi-family rental projects, SHRA strictly enforces affirmative marketing and Equal Housing

Opportunity practices. Each SHRA-funded project is required to report the status of their affirmative

marketing practices annually using SHRA'S Affirmative Marketing Compliance Questionnaire.

Compliance measures include but are not limited to advertising in both general circulation and minority

newspapers, and displaying the Equal Housing Opportunity logo in a prominent location that is visible to

both ingress and egress to the property. Finally, annual audits are performed for HOME-funded rental

housing projects, and include checking records of advertising and special outreach activities. If a

property is found to have a disproportionate make-up of one group, SHRA employs corrective steps

including reestablishing a wait list based on remarketing of the units. This procedure insures the

property represents the community at large.

CAPER 14


CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)

Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending

homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their

individual needs

The CoC Advisory Board oversees all CoC business, facilitating policy and planning to prevent and end

homelessness via engaged members and strong committees addressing housing, health, coordinated

entry, Rapid Re-Housing (RRH) Collaborative and employment/income.The CoC continued to implement

Coordinated Entry and Assessment Plan and increased collaboration with Yolo County CoC who joined

Sacramento’s Homeless Management Information System (HMIS) database. HMIS collects client-level

data and data on the provision of housing and services to homeless individuals and families or

individuals at risk of homelessness. The CoC is also taking steps towards a future merger with El Dorado

County CoC. In addition the CoC, increased homeless individuals awarness of the Affordable Care Act

(ACA) and continues to respond to various CoC Program projects issues. In 2016, the CoC Advisory Board

adoped a comprehensive governance charter update regarding CoC planning (particulary regarding

coordination with ESG) and HMIS policies and procedures.

SSF employs 18 outreach navigators responsible for engaging unsheltered persons, conducting a

standard assessment of vulnerability and service needs as well as service linkage needs, and preparing

clients for housing through “document readiness” tasks including homeless certifications, identification,

and disability certification as needed. SSF produces a monthly report of all assessed persons remaining

unhoused. Unsheltered chronically homeless clients with the longest histories of homelessness and the

most severe service needs are prioritized for Permanent Supportive Housing (PSH) beds in the system.

Other unsheltered clients are prioritized for referral to RRH. Navigators link all unsheltered clients to

other needed services based on a field assessment of client priorities.

The assessment tool is also used for sheltered persons, who also receive support with document

readiness. Sheltered clients are prioritization for PSH and RRH based on the same criteria as unsheltered

clients.

The assessments, document readiness, and program prioritization for unsheltered and sheltered clients

are all part of the CoC’s Coordinated Entry System (CES). All HUD-funded Public Housing (PH) programs

are expected to be part of the CES by mid-2017. A fixed CES access location for unsheltered and

sheltered persons will be added in 2017.

Homelessness prevention objectives included: 1) support efforts to continue the CoC system for

homeless through the provision of emergency shelters, transitional housing, and PSH services, including

housing for the chronically homeless, and, 2) provide community and supportive services for low- and

moderate-income persons and those with special needs, including the homeless and persons living with

HIV/AIDS.

CAPER 15


Addressing the emergency shelter and transitional housing needs of homeless persons

ESG and CDBG funding, along with funding from other resources, will continue to be utilized for

emergency shelter needs for homeless individuals and families, including an emergency shelter for men

and RRH for singles and families funded by ESG and a Comprehensive Alcohol Treatment Center funded

by CDBG. Refer to section CR-70 below for ESG performance outcomes. In 2016, SHRA’s ESG provider,

VOA, rapidly re-housed 147 households and 355 at the A Street Shelter. Also in 2016, the CoC and the

faith-based community continued to provide 100 additional winter shelter beds/night, mid-November to

March 31. The Shelter Bed Inventory is on file with SSF.

Sacramento’s largest transitional housing program is Mather Community Campus, operated by VOA,

provided skill building and job readiness for individuals and families with children. Through intensive

focus on employment and housing readiness and search activities, VOA has significantly reduced the

average length of stay, from two years to one. The Campus has 22 buildings on 31 acres and is home to

320 transitional housing residents.

Lutheran Social Services has adopted a hybrid model of RRH and Transitional Housing for Transition Age

Youth (TAY) and families called “Rapid Transitioning,” which requires bi-weekly meeting with clients.

This client-driven process includes setting realistic short-term goals in team meetings with clients to

remove employment barriers. The case managers and the clients work closely to achieve goals. Rapid

Transitioning program model is effective in helping clients gain and maintain employment to reach self-

sufficiency, particularly for TAY, and can be used as a best practice model for future rapid re-housing

programs.

Helping low-income individuals and families avoid becoming homeless, especially extremely

low-income individuals and families and those who are: likely to become homeless after

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); and, receiving assistance from public or private agencies that

address housing, health, social services, employment, education, or youth needs

The Veterans Community Support Network (VCSN), a coalition of over 85 public and private

organizations, provides a number of services to veterans and their families. Activities include the annual

Homeless Veterans Stand Down connecting homeless veterans to housing and services. The VCSN also

works with Veteran’s Administration (VA) staff to lead an outreach campaign to homeless veterans and

their families, and to assist them in applying for VASH vouchers. Sacramento Veteran’s Resource Center

(SVRC) provides homeless veterans with an array of services including employment counseling and

training, supportive housing and recovery services. Sacramento also has two SSVF programs. SSF’s

Common Cents program also targets veterans and has built a collaborative to coordinate entry of

veterans into homeless services through the SVRC.

CAPER 16


The County’s Child Protective Services administers the Independent Living Program (ILP), a federally

funded program which assists current and former foster youth between the ages of 16 and 21 achieve

self-sufficiency prior to, and after, exiting the foster care system. Services available to help young

people prepare for adulthood include: education resources, assistance with applications for student aid,

housing resources, and help in obtaining a job among other services. In addition, to ILP is the Extended

Foster Care (AB12) is to assist foster youth in maintaining a safety net of support while experiencing

independence in a secure and supervised living environment. The extended time as a non-minor

dependent can assist the youth in becoming better prepared for successful transition into adulthood

and self-sufficiency through education and employment training.

A collaborative of the hospital systems, community based organizations and the County have come

together to create the Interim Care Program (ICP) - a respite care shelter for homeless patients

discharged from hospitals. Kaiser Permanente; Mercy; Sutter Medical Center, Sacramento; UC Davis

Medical Center; and the County provide on-going funding for the program.

Sacramento’s Integrated Justice Information System (IJIS) was established to improve public safety

through the timely and accurate sharing of criminal justice information among various justice related

agencies. IJISprojects are designed and implemented to meet the data sharing needs of 19 stakeholder

organizations related to adult and juvenile criminal justice activities. Major stake holders, include

Criminal Justice Cabinet, Sacramento Sheriff and police departments, Probation, District Attorney,

Public Defender, County departments of Human Assistance and Health and Human Services.

The Sacramento CoC’s Homeless Youth Task Force, with representation from County Office of Education,

advocacy organizations, youth service providers and homeless youth themselves, meets monthly to

address prevention, diversion and rehousing of youth up to age 24; participants report at least 20% of

youth could be diverted from the homeless system with sufficient case management resources. An

early adopter of the federal Fostering Connections to Success Act, California implemented multiple

legislative acts so youth may remain connected to the foster system to age 21. The Children’s Receiving

Home, Lutheran Social Services, VOA and the County worked with youth through social workers and

workshops to ensure best housing placement options and provide “safety nets.”

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 CoC Advisory Board continues to fund and seek additional funding to help homeless persons and

families make the transition to permanent housing and independent living.

CAPER 17


Since 2014, the CoC and SSF, have participated in the national Zero 2016 initiative. Zero 2016 relies

upon the Housing First model in its efforts to end Veteran and chronic homelessness. SSF also

operates the Common Cents program, which moves homeless Veterans and the chronically homeless

into permanent housing using a street outreach model, coupled with a common/shared assessment and

coordinated entry into PSH for the most vulnerable chronically homeless. Zero 2016 and Common Cents

implement strategies to improve access to housing and service systems. An immediate connection to

permanent supportive housing can ensure that over 80 percent of homeless individuals remain housed,

even among clients with severe substance abuse and mental health conditions. Both programs were

launched in January 2015 and continued through 2016.

Over 20 private and public agenciesin the Sacramento Region offer homeless prevention services that

include employment services, mortgage assistance, rental assistance, fair housing services, and utility

assistance. Other agencies offer counseling and advocacy services to assist individuals and families who

are homeless or are at risk of becoming homeless. For example, Legal Services of Northern California

substantive priorities are: preservation of housing, enhancing economic stability, family safety and

stability, health care and civil rights. In addition to this organization, Pacific McGeorge School of Law

provides law clinics for low-income residents and some members sit on non-profit boards and provide

pro-bono work. Funding for these services comes from a combination of federal, state, local and private

sources.

CAPER 18


CR-30 - Public Housing 91.220(h); 91.320(j)

Actions taken to address the needs of public housing

The Housing Authorities’ own and/or manage approximately 3,211 housing units within the City and

County of Sacramento. Of these, 2,713 of the units were developed under the federal public housing

program administered by HUD and are located throughout the Sacramento region with (1,699 units) in

the City and (1,013 units) in the County. In addition to the public housing units, the Housing Authority

manages another 498 units of local non-public housing.

In 2016, HUD notified SHRA that the City and County Housing Authorities had received high performer

status based upon 2015 operating results. Staff is continuing to streamline operations where possible

and diligently monitor operating activities to ensure that we continue to maintain these high standards

of performance into the future.

2016 highlights include:

Received renewal funding from HUD for a county Family Self Sufficiency (FSS) Coordinator that

will assess the needs of public housing residents and coordinate supportive services and other

activities designed to help such residents attain economic and housing self-sufficiency. The FSS

program is a five year program that assists residents with job searches and links to social

services, and allows residents to save a portion of rent subsidy towards future major purchases

such as a home, car, or college tuition.

The transformation plan for the Twin Rivers Choice Neighborhoods Initiative is underway and

includes a ~500 unit mixed-income community with public, workforce, and market rate housing

and a new light rail station. California Environmental Quality Act (CEQA) and the National

Environmental Policy Act (NEPA) review is also underway. The asset repositioning strategies

employed by the Housing Authority over the last four years continue to be successful.

Section 3

Section 3 of the Housing and Urban Development Act of 1968, as amended (12 U.S.C. 1701u) (Section 3)

requires that employment and other economic and business opportunities are directed to public

housing residents and other low-income persons, to the greatest extent feasible, particularly recipients

of government housing assistance, and business concerns that provide economic opportunities to low-

and very low-income persons.

Actions taken to encourage public housing residents to become more involved in

management and participate in homeownership

The Housing Authority encourages public housing residents to participate in policy, procedure and

program implementation and development through its Resident Advisory Board (RAB). The RAB is an

elected Board representing all of the public housing residents. The RAB serves as an organized

CAPER 19


spokesperson for the resident body to present resident concerns to the authority and to participate and

provide feedback on the Public Housing Agency 5-Year and Annual Plan, policy revisions, and the

development of resident programs on behalf of the residents.

Public housing residents are encouraged to participate in homeownership programs.

In addition, the Housing Authority is moving forward on the disposition of 22 scattered single family

homes under the Welcome Home Program. In 2016, four homes were rehabbed and are on the market.

This program will eliminate blight through the complete rehabilitation of the homes and will provide

homeownership opportunities for qualified low-income homebuyers

Actions taken to provide assistance to troubled PHAs

Not a troubled-PHA.

CAPER 20


CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)

Actions taken to remove or ameliorate the negative effects of public policies that serve as

barriers to affordable housing such as land use controls, tax policies affecting land, zoning

ordinances, building codes, fees and charges, growth limitations, and policies affecting the

return on residential investment. 91.220 (j); 91.320 (i)

SHRA continued to collaboratively work with County staff to implement and revise as necessary existing

housing ordinances and policies currently in place through the General Plan. These housing policies aim

to expand affordable housing opportunities and strategies for extremely low-, very low-, low-, and

moderate-income households, and provide additional supportive services and homeless assistance

throughout the Sacramento Region.

The County Planning Departments and SHRA coordinate on preparation of the Housing Element, with

comprehensive housing policies, goals and programs. The Housing Element includes an analysis of

existing and projected housing needs; an analysis of potential governmental constraints, residential land

inventory, housing policies, programs and quantified objectives to address housing needs.

The Affordable Housing Ordinance requires almost every new builder of market rate housing to either

pay a set fee or comply using a few other options to increase affordable housing.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)

The 2013-19 Consolidated Plan lists the following obstacles to meeting underserved needs:

Limited availability of funding from federal, state and other sources;

High cost of housing and conditions in Sacramento which increases the difficulty of meeting

affordable housing needs; and

Ordinances and regulations limiting housing for low-and moderate-income households and

special needs groups.

However, over the past several years, the economic climate changed dramatically and new obstacles

emerged:

Further reductions from federal, state and other sources and the housing a crisis causing a

negative ripple effect;

The high cost of housing in Sacramento increases the difficulty of meeting affordable housing

needs; and

The Low-Income Housing Tax Credit market began to experience substantial volatility and loss of

value immediately after the November presidential election significantly increasing the need for

gap financing on already-underwritten deals and delaying loan closings.

CAPER 21


SHRA continued to address the challenges of existing and new obstacles in 2016 by focusing

on programmatic and administrative areas. Staff concentrated on project and program delivery, and

staff continued to research the availability of funding resources and used proactive approaches towards

applications for federal and state leveraged funds. For multifamily projects in the production pipeline

relying on Low-Income Housing Tax Credit, SHRA worked with developers to revise pro formas, identify

other sources, increase commitments, and coordinate with State agencies to extend deadlines. This

assisted SHRA in strategically placing future activities in line to address obstacles.

Finally, SHRA staff responded to increased programmatic and administrative demands by creating

greater internal efficiencies and realigning program and services delivery internally and within its

provider network. SHRA staff worked collaboratively with both the City and County elected officials, as

well as the Planning, Parks, Transportation, Public Works, Economic Development and General Services

Departments to identify projects that met federal community development program eligibility and meet

timely draw down requirements. Staff continued to fine-tune this approach to help ensure projects were

ready to go and project funds were spent quickly and effectively.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

The Department of Health and Human Services and SHRA have taken actions to reduce lead-based paint

(LBP) hazards in accordance with HUD regulations. Housing units with lead-based paint were identified

and actions were taken to remove the hazard.

Childhood Lead Poisoning Prevention Program (CLPPP)

Outreach and education regarding lead poisoning and prevention practices is provided by the Health

Education Unit and public health nurses (PHNs) in the Public Health Nursing Field Services Unit. Health

educators and public health nurses train community-based agency staff and medical providers on lead

screening protocols and testing services. Additional outreach efforts include health fairs and media

campaigns.

PHNs provide case management and follow-up for children with elevated blood lead levels detected by

the Public Health Lab Lead Testing Program and all tests are reported to the State Childhood Lead

Poisoning Prevention Branch. Children with elevated blood lead levels meeting the State Branch case

definitions receive comprehensive/specific case management and follow-up by PHNs. Home visitation

assessments/investigations by the PHN and a contracted Registered Environmental Health Specialist are

done to determine possible causes of lead poisoning. Outreach and education is provided to children

with elevated blood lead levels that do not meet case definitions.

SHRA Administered Programs - Lead

Public Housing and the Housing Authority has every unit slated for modernization. Units built prior to

1978 are tested for LBP by a licensed Environmental Consultant, unless staff already has a report on file.

CAPER 22


Construction repairs are performed following the guidelines, including HUD and OSHA guidelines,

outlined in the Consultant's report. For occupied multi-family housing units not slated for

modernization, visual inspections are performed annually by Housing Authority staff. Residents are also

provided with information about lead-based paint hazards. If portions of a dwelling unit are showing

signs of deteriorationor painted surfaces suspected of containing LBP, staff immediately has the unit

tested and abated as necessary. Housing Authority staff routinely attends Hazardous Materials

awareness trainings and seminars to stay current with regulations.Housing Choice Voucher Property

owners, applicants, and participants are provided general information about lead-based paint hazards

and stabilization techniques using safe work practices before an inspection is conducted. Housing Choice

Voucher staff performs a Housing Quality Standard (HQS) inspection of each pre-1978 unit where a child

under the age of 6 is expected to reside. If any defective paint surface is observed, the unit is failed and

the owner and tenant are provided with detailed information about stabilizing defective paint surfaces

using safe work practices. Information is also provided about required clearances and record keeping.

Once the appropriate lead-based paint abatement has taken place the unit is cleared by the HQS

inspector. SHRA requires ESG RRH program providers to conduct a lead-based paint visual assessment of

a unit occupied by all households receiving any financial assistance if all three of the following criteria

exist:

1.Household is served with RRH funding; and

2.Housing is occupied by families with children under the age of 6 or a pregnant woman; and

3.Housing was constructed before 1978.

Completed and signed forms are to be kept in the client file. Lead-based paint inspections are not

required if the property has had all lead-based paint identified and removed in accordance with HUD

regulations. Proof must be kept in the client file per the above criteria.

Housing units subsidized with CDBG, ESG and HOME funds must be in compliance with federal

regulations concerning lead-based paint and fire safety as set forth in the Lead- Based Paint Poisoning

Prevention Act of 1973, the Fire Administration Authorization Act of 1992, and the 2008 Renovation,

Repair and Painting Rule.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

SHRA collaborated with the City and County to continue efforts to reduce the number of families and

individuals living in poverty. Staff focused primarily on supporting programs that raise household

incomes and stabilize housing situations. It also supports the HUD McKinney Vento Grant for which SSF

applies, in hopes of receiving funds to support the development of affordable housing for homeless

persons to make the transition to permanent housing and independent living.

Eliminating poverty is a high priority for the City and County. Current efforts underway to improve the

quality of life and economic conditions for families include:

CAPER 23


Sacramento Employment & Training Agency (SETA), a joint powers agency of the City and

County, connects people to jobs, business owners to quality employees, education and nutrition

to children. Annually, SETA serves over 45,000 customers.

The Sacramento Promise Zone, administered by SHRA, is a partnership between federal, state

and local agencies to give local leaders proven tools to improve the quality of life in some of

Sacramento’s most vulnerable areas.

SHRA has several programs for public housing authority residents including:

Section 3 program

Jobs Plus Program

Family Self-Sufficiency program that enables residents to increase their earned income and

reduce their dependency on welfare assistance and rental subsidies.

Programs for Individuals Seeking Jobs:

SETA Sacramento Works One-Stop Career Centers offer universal access to employers and job

seekers. The centers integrate employment, education, and training resources from over 17

federally funded, employment and training-related programs.

Regional Occupational Program (ROP) offers free job training through the Sacramento County

Office of Education (SCOE). ROP classes are open to anyone 16 years of age or older.

SCOE plays a leadership role in the delivery of quality education to the students in Sacramento

County. SCOE directly educates more than 30,000 children and adults, and provides support

services to over 230,000 students in 16 school districts.

Sacramento 211 is a free, one-stop source of information for people looking for community

services and resources, especially for those who need essential services, such as food, shelter,

counseling, employment assistance, and more. Callers receive personalized information from a

live resource specialist. It is confidential and available in more than 150 languages. Like 911 for

emergency services, 211 has been set aside nationally by the Federal Communications

Commission for the public to access community information more easily.

Other organizations working to assist families and individuals living in poverty include, but are not

limited to: VOA, the Salvation Army, Sacramento Housing Alliance and Legal Services of Northern

California.

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

The Executive Director and Administration Department

SHRA's Executive Director provides supportive direction and guidance to the organization in effectively

implementing SHRA's mission and core goals. The Executive Director is responsible for developing and

maintaining strong supportive relationships with elected officials at all levels of government. It is the

Executive Director's responsibility to maintain fiscal integrity, to develop strategic partnerships with

housing advocates, private and nonprofit organizations, business and community groups and residents,

CAPER 24


and to exercise visionary and innovative leadership to ensure that SHRA maintains a leading and

proactive position in responding to external environmental factors that impact the future of the

organization and its ability to successfully address Sacramento's housing and community development

needs.

SHRA's Executive Cabinet is comprised of the Executive Director, General Counsel, Directors of

Administration, Development, Finance, and Public Information Officer for Communications. The

Directors are responsible for all SHRA operations, as well as legal, fiscal and personnel management.

The Administrative Support Departments include: Agency Clerk, Information Management Technology

Services, Public and Internal Communications, Risk Management, Procurement and Finance.

SHRA Departments

The Housing Authority provides affordable housing in the City and County of Sacramento through the

Conventional Public Housing Program, Housing Choice Voucher (HCV) programs, and through the

selective use of tax credits and long term bond financed developments for extremely low-, very low-,

and low-income families, seniors, and disabled individuals. Through the Conventional Public Housing

Program, the Housing Authority provides apartments, duplexes, and some single-family homes to

qualified low-income families. This housing is owned, managed and maintained by the Housing

Authority, making it one of the largest landlords in Sacramento.

The Development Department (formerly Housing and Community Development) works with various

stakeholders to bring about positive change through investments in targeted neighborhoods. The

primary responsibilities of the department include redevelopment successor agency assistance to the

City and County administration of, federally-funded programs including CDBG, HOME, ESG, HOPWA and

NSP, fair housing and homeless programs/activities, community outreach, various local, state and

federal grants, and environmental clearance. The Department also monitors and regulates affordable

rents, and implements city and county housing policies and programs.

Real Estate and Construction Services (RECS) Department is the support group for all of HCD's activities

is the Real Estate and Construction Services (RECS) group. RECS implements procurement policies

required by the various federal, state, and local funding sources; procurement, oversight of construction

activities; and handle all real estate transactions.

Actions taken to enhance coordination between public and private housing and social service

agencies. 91.220(k); 91.320(j)

Annually, SHRA prepares the One-Year Action Plan (Action Plan) on behalf of the City and County. The

Action Plan serves as an update to the 2013-19 Consolidated Plan.

CAPER 25


To enhance coordination between the public, private housing, health, and social service agencies during

the Action Plan development process, SHRA coordinated with a variety of nonprofit organizations,

including SSF, the Salvation Army, Volunteers of America and partnered with the County to revitalize

low-income communities utilizing NSP, CDBG, HOME, ESG, housing trust funds, mortgage revenue

bonds, CalHome, and Mortgage Credit Certificates.

In addition, SHRA staff maintains working partnerships with SETA, the Sacramento Regional Transit

District, financial institutions, school districts, community businesses, and public agencies and

nonprofits. Other specific private and nonprofit housing development partners include (but are not

limited to): Mutual Housing, Mercy Housing, Habitat for Humanity, Sierra Vista Housing Associates, LP,

CFY Development, Inc., D&S Development, Inc., BRIDGE Housing Corporation and the John Stewart

Company.

To better link services to the targeted population, SHRA staff also maintains relationships with various

organizations, and local, state and federal agencies including but not limited to, the County Departments

of Health and Human Services (DHHS) and Human Assistance (DHA), California’s State Department of

Housing and Community Development and the State’s Housing Finance Agency, and HUD.

SHRA continues to administer the Promise Zone. The Promise Zone is a partnership between federal,

state and local agencies to give local leaders proven tools to improve the quality of life in some of

Sacramento’s most vulnerable areas. As a Promise Zone, Sacramento receives significant benefits

including priority access to federal investments that further local strategic plans, federal staff on the

ground to help implement goals, and five full time AmeriCorps VISTA members to recruit and manage

volunteers and strengthen the capacity of the Promise Zone partners.

Since 2015, the Promise Zone has been awared 29 grants for a total of $55,229,995. These funds have

brought the community a weath of resources.

Identify actions taken to overcome the effects of any impediments identified in the

jurisdictions analysis of impediments to fair housing choice. 91.520(a)

SHRA has a responsibility to affirmatively further fair housing within the City of Sacramento,

Unincorporated County of Sacramento, and the cities of Citrus Heights, Folsom, Isleton, and Galt. SHRA

strives through the implementation of its programs and outreach efforts to reduce housing

discrimination in the housing rental, sales and lending on the basis of race, sex, color, religion, national

origin, familial status, gender identity, or disability, in compliance with the Fair Housing Act.

In July 2015, HUD published the Final Rule for Affirmatively Furthering Fair Housing (AFFH) which

replaces the Analysis of Impediments (AI). The AFFH rule established a standardized process for

jurisdictions to meet their AFFH.

CAPER 26


In December 2016, SHRA and its constituent entities which include the Housing Authority of the City and

County of Sacramento; the Cities of Folsom, Isleton, Galt, Citrus Heights, Rancho Cordova, Elk Grove,

Davis, Rocklin, Roseville, Woodland, West Sacramento, Housing Authorities of Roseville/Rocklin and

Yolo; and the unincoroporated County of Sacramento partnered to issue a joint request for proposals to

select a firm to conduct public outreach and develop the AFH regional analysis. These Participating

Agencies are in the process of executing a Memorandum of Understanding, and will select a consulting

firm in March or April 2017.

Analysis of Impediments to Fair Housing Choice Update

The AI consultant concluded that SHRA is a progressive and forward looking agency capable of designing

and implementing a wide variety of programs which meet both the fundamental objectives of the

[federal entitlement] programs and AFFH requirements. The AI concluded that two major Impediments

to Fair Housing Choice exist within the jurisdiction of the SHRA. Both of these impediments are, in

essence, continuing in nature, having been first identified in the 2004 AI, although the specific details

attendant to each finding has changed in the intervening years.

The region's ongoing foreclosure crisis and the discriminatory subprime lending practices which

precipitated it are considered to be a major fair housing impediment. AI Consultant Recommendation:

SHRA should routinely evaluate the racial/ethnic impact of the programs it designs and implements to

address the crisis, and should, to the maximum extent permitted by law, seek to ensure that minorities

receive the benefit of these initiatives to an extent commensurate with the impact the [foreclosure]

crisis has had on their communities.

The Human Rights/Fair Housing Commission: Due to funding shortfalls from the Joint Powers Authority

(JPA) partners comprising the Commission's Board, the JPA Board, City Council and Board of Supervisors

elected to dissolve the JPA and it ceased operation in June 2014. The lack of funding limited the

Commissions ability to provide a full range of fair housing services. Over the last year, the non-court

programs provided by the Commission primarily consisted of landlord-tenant counseling and mediation

services.

Update: In 2016, SHRA (representing the Cities of Sacramento, Folsom, Isleton and Galt) continued the

partnership with the County of Sacramento and the Cities of Citrus Heights, Elk Grove and Rancho

Cordova in providing fair housing services. The partners executed a contract with Sacramento Self-Help

Housing (SSHH) which has a subcontract with Project Sentinel and the Rental Housing Association of

Sacramento Valley (RHA) to provide fair housing services and a renters helpline.

2016 Fair Housing Activities

Sacramento Self-Help Housing (SSHH) in collaboration with the County of Sacramento, SHRA

(representing the Cities of Sacramento, Folsom, Isleton, and Galt), Project Sentinel, Legal Services of

Northern California (LSNC), and Rental Housing Association of Sacramento Valley (RHA) (collectively

CAPER 27


known as participating agencies) provided telephone counseling and mediation services for participating

agencies residents in a housing crisis or dispute. The Renters Helpline received 3,638 calls from

Unincorporated County residents, 3592 from City of Sacramento residents, and 1,075 calls from

residents located in the cities of Citrus Heights, Elk Grove and Rancho Cordova.

In 2016, at the request of SSHH, Project Sentinel opened and investigated 18 cases in the

Unincorporated County, 15 in the City of Sacramento, and nine in the cities of Citrus Heights, Elk Grove

and Rancho Cordova for a total of 42 cases referred from the Renters Helpline. Cases related to

discrimination on the basis of gender, race, national origin, and familial status. The majority were

related to discrimination on the basis of a disability, reflecting the needs of some of our most vulnerable

residents and people. Project Sentinel also consulted with LSNC on cases, and provided fair housing

outreach to the community. Of note in 2016, Project Sentinel was successful settling a familial status

case for $444,000.

RHA is a non-profit organization serving rental owners and property managers in the Sacramento Valley

region. Members of the association own or manage over 80,000 rental properties, from single-family

homes to apartment communities. RHA offers many products and services that improve the quality of

property management. Up-to-date rental forms, low-cost resident screening services, inexpensive

educational classes, free legal information from monthly Q&A sessions, and effective government

representation.

In 2016, under a contract with SHRA, LSNC continued to leverage their intake sources to explore fair

housing violations in the Sacramento region.

2016 LSNC accomplishments:

Housing Intakes Conducted: 295

Fair Housing Unlawful Detainer Represented/Settled: 6

Fair Housing Unlawful Detainer Represented/Dismissed: 3

Fair Housing Cases Resolved without Litigations: 4

Department of Fair Employment and Housing (DFEH) Complaint: 3

Fair Housing Cases Under Investigation: 10

Community Presentation Given: 9

Case Summary:

Full Representation in Unlawful Detainer Resulting in Dismissal

Represented Tenant Living in a Residential Care Facility

Represented Tenant Who was Being Evicted for Having an Emotional Support Animal

Represented Veteran Tenant in Unlawful Detainer

Full Representation in Unlawful Detainer Resulting in Settlement

Settled an Unlawful Detainer to Protect Tenant's Subsidized Housing

CAPER 28


Settled an Unlawful Detainer to Obtain Additional Time for Tenant to Find Alternate Accommodation

Settled an Unlawful Detainer for Additional Time to Sell or Move Mobile Home

Negotiated for More Time to Move for An Individual with Crohn's Disease, Anxiety, and PTSD

Settled an Unlawful Detainer to Dismiss Case Against Tenant

Settled an Unlawful Detainer for Additional Time to Move

Department of Fair Employment and Housing (DFEH) Complaints

Representing disabled tenant regarding live-in aide

Representing disable tenant in landlord entering apartment without 72 hour notice

Represented in DFEH Complaint Based on Sexual Orientation Discrimination

Negotiations without Litigation

Negotiated for Accessible Housing

Negotiated for Extended Notice Period for Clients to Move

Negotiated Reasonable Accommodation with Landlord and Code Enforcement

Source of Income Discrimination: Investigation

Familial Status Discrimination: Investigation

Racial Discrimination by Homeowner's Association: Investigation

Various national origin investigations

CAPER 29


CR-40 - Monitoring 91.220 and 91.230

Describe the standards and procedures used to monitor activities carried out in furtherance

of the plan and used to ensure long-term compliance with requirements of the programs

involved, including minority business outreach and the comprehensive planning

requirements

Federal entitlement funded activities are monitored or technical assistance is provided, on a consistent

basis to ensure the activities are being managed appropriately and effectively. Monitoring visits assist in

determining if the subrecipient is carrying out its program and activities within the timeline denoted in

the subrecipient agreement. It also ensures that the required records are maintained to demonstrate

compliance with applicable regulations.

SHRA's Portfolio Management Division regularly monitors HOME-assisted properties to confirm that

residents qualify for HOME designated units and borrowers comply with regulatory requirements as

outlined in property agreements. Please refer to the HOME section of this report for further detailed

information regarding HOME monitoring.

SHRA’s Development & Federal Programs staff provides ongoing technical assistance, monitors sub-

recipients and makes site visits on a regular basis to ensure program compliance with HUD

regulations. Staff monitors CDBG and ESG contracts monthly for compliance, financial management

systems, timeliness and programmatic activity. Staff is committed to providing accurate unduplicated

demographic information in IDIS to comply with HUD’s reporting requirements. Client demographics

are also entered into HMIS for ESG participants.

In 2016, Federal Programs staff conducted on-site and monitoring desk reviews per its Monitoring Plan.

On-Site Monitoring: VOA (ESG), Sacramento Steps Forward (local funding), and Sacramento Self-Help

Housing (CDBG).

Desk Reviews: Comprehensive Alcoholic Treatment Center (CDBG), Salvation Army (CDBG), and Legal

Services of Northern California (CDBG).

SHRA's Portfolio Management Division regularly monitors HOME-assisted properties to confirm that


outlined in property agreements. Please refer to the HOME section of this report for further detailed

information regarding HOME monitoring.

CDBG Timeliness Requirement

On October 31st of each year, HUD requires that the County have no more than 1.5 times its

entitlement grant allocation in its account. Beginning in March, SHRA staff performed weekly reviews of

CAPER 30


expenditures and recommended Action Plan amendments and worked with sub-recipients to facilitate

timely expenditures. As of December 22, 2016, SHRA met its timeliness requirement for 2016 for the

County of Sacramento.

Citizen Participation Plan 91.105(d); 91.115(d)

Describe the efforts to provide citizens with reasonable notice and an opportunity to

comment on performance reports.

Following the approved Citizen Participation Plan, the 2016 CAPER was made available to the public on

March 2, 2017. A public notice was published in the Sacramento Bee, Sacramento Observer, El Hispano,

Hai Van News, the Russian American Media, and posted on SHRA’s website prior to March 2, 2017.

CAPER 31


CR-45 - CDBG 91.520(c)

Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives

and indications of how the jurisdiction would change its programs as a result of its

experiences.

The City and County have not changed the objectives of its CDBG program and continues to strategically

use CDBG funds to maximize leverage for infrastructure and public facility improvements, housing

development and homeownership, public services, commercial revitalization, and planning and

administration activities. There is a continuous need for CDBG funds to fulfill objectives in all the above

categories hence no changes are recommended based on Sacramento’s experiences.

The City and County pursued all potential resources as indicated in the Consolidated Plan by working

with developers, non-profits and other governmental agencies to leverage a variety of funds for the

construction and rehabilitation of affordable housing projects and programs, opportunities for low- and

moderate-income people to become homeowners, assistance to homeless persons, public service

programs, job training and education, community development activities directed toward revitalizing

neighborhoods and economic development.

SHRA staff continued to revise and improve standard practices, as needed. Paper and digital filing

systems were improved for consistency and accuracy, and standard loan documents now include a

comprehensive exhibit package for all projects with HOME funding. Future potential improvements to

SHRA’s activities may include program administration and record keeping. SHRA has a very strong

knowledge of project implementation from a policy standpoint, and has excellent resources for

navigating tax credit markets and financially structuring large multifamily projects.

Based on recommendations made during a HUD site visit and financial single-audit in 2016, SHRA has

made the following updates and improvements:

Contracts and attachments updated to reflect the new Uniform Administrative Requirements,

Cost Principles and Audit Requirements for Federal Awards (2 CFR part 200)

Using updated Part 58 Environmental Review forms for Exempt and Categorically Excluded

projects

Does this Jurisdiction have any open Brownfields Economic Development

Initiative (BEDI) grants?

No

[BEDI grantees] Describe accomplishments and program outcomes during the last year.

CAPER 32


CR-50 - HOME 91.520(d)

Include the results of on-site inspections of affordable rental housing assisted under the

program to determine compliance with housing codes and other applicable regulations

Please list those projects that should have been inspected on-site this program year based upon

the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues

that were detected during the inspection. For those that were not inspected, please indicate

the reason and how you will remedy the situation.

SHRA’s Portfolio Management Unit regularly monitors HOME-assisted properties to confirm that


outlined in property agreements. Inspected properties have been entered into IDIS, and are on file with

SHRA.

In 2016, 46 onsite compliance monitoring reviews were conducted for HOME-assisted rental housing

properties. Compliance monitoring included a sample audit of tenant eligibility documentation, a

physical inspection of a sample of HOME-assisted units, a physical inspection of the exterior of the

properties, and an assessment of property management performance. In addition, property managers

submitted the annual Unit Status Report, Affirmative Marketing Questionnaire, updated Tenant Wait

List and Security Questionnaire Report for each property. The Unit Status Report includes a listing of

current tenants occupying HOME-assisted units, household annual income, source of income, household

size, ethnicity, household type, number of bedrooms, current rent amount, and affordable income

designation.

SHRA Compliance Analysts identified all tenant files with incorrect or missing eligibility

documentation. Compliance Analysts prepare summary letters listing all findings along with required

corrective actions. Owners are given a timeframe for making corrections and submitting evidence to

SHRA. When significant findings are made, SHRA will recommend or require the owner to make a

change in management agent. As with previous years, although there were errors found during the

compliance monitoring reviews, all of the properties were in compliance with the rent and income

requirements of the HOME Program.

In addition to annual on-site inspections and file reviews, SHRA also conducts “Transition Meetings”

during which staff meet with the developer, the asset manager, site manager, and resident services

provider to go over all of the requirements laid out in the SHRA HOME regulatory

agreement. Conducting this meeting helps to set the stage for long-term compliance by our

owners. Following the Transition Meeting, Compliance Analysts conduct an initial site review to make

sure that the tenant files have been set up properly and HOME rules are being complied with.

CAPER 33


Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.

92.351(b)

SHRA makes housing options available to all qualified individuals regardless of race, color, religion, sex,

familial status, disability, national origin, sexual orientation, and gender identity. SHRA markets its

single-family home loan programs to area lenders, who are trained to offer the program to all income-

eligible buyers. SHRA also works with professional housing counseling agencies to offer homebuyer

education and counseling to prospective homebuyers. Counseling services include outreach in different

languages, and education on fair housing law.

For all multi-family rental projects, SHRA strictly enforces affirmative marketing and Equal Housing

Opportunity practices. Each Agency-funded project is required to report the status of their affirmative

marketing practices annually using SHRA’s Affirmative Marketing Compliance

Questionnaire. Compliance measures include but are not limited to advertising in both general

circulation and minority newspapers, and displaying the Equal Housing Opportunity logo in a prominent

location that is visible to both ingress and egress to the property. Finally, annual audits are performed

for HOME-funded rental housing projects, and include checking records of advertising and special

outreach activities. If a property is found to have a disproportionate make-up of one group, SHRA

employs corrective steps including reestablishing a wait list based on remarketing of the units. This

procedure insures the property represents the community at large.

To ensure outreach efforts to minority (MBE) and women-owned business enterprises (WBE), SHRA

includes MBE/WBEs in bid packages, and advertises in minority newspapers. SHRA also maintains a

database of MBE/WBEs, which is made available to recipients of bid packages.

For corrective actions, Borrowers received written notifications of file exceptions within seven days of

the review and were required to submit corrections and/or Action Plans in a timely manner, thus

avoiding non-compliance penalties. As with previous years, although there were errors found during the

compliance monitoring reviews, all of the properties were in compliance with the rent and income

requirements of the HOME Program.

Refer to IDIS reports to describe the amount and use of program income for projects,

including the number of projects and owner and tenant characteristics

Refer to the County 2016 CDBG and HOME PI and RLF Revenue table in CR 15 and PR 23- Summary of

Accomplishments for information regarding the amount and use of program income for projects,

including the number of projects and owner and tenant characteristics.

CAPER 34


Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES

ONLY: Including the coordination of LIHTC with the development of affordable housing).

91.320(j)

SHRA offers the programs listed below in response to the needs identified above.

SHRA offers the Mortgage Credit Certificate (MCC) Program which provides a 20 percent Federal income

tax credit based on the mortgage interest paid thus providing the homebuyer with more disposable

income. Lenders are able to use the anticipated tax savings when they calculate the monthly payment a

buyer can afford. The Program Layering Policy allows low-income buyers to combine SHRA assistance

programs such as, CalHome First-Time Homebuyer Mortgage Assistance Program and the Mortgage

Credit Certificate Program to increase their buying power.

The Emergency Repair Program (ERP) offers grants of up to $5,000 for very-low income homeowners

(below 50% of area median income) to pay for emergency or urgent repairs and grants of up to $5,000

to disabled residents (owners and renters) to make accessibility modifications to their residence.

SHRA also assists eligible HIV/AIDS households in maintaining stable housing arrangements, reducing

their risk of homelessness and improving their access to care through the use of Housing Opportunities

for Persons with AIDS (HOPWA) funds. This is done so through tenant-based rental assistance (TBRA),

short-term housing assistance (STRMU), facility-based housing assistance and supportive services. The

City of Sacramento receives HOPWA funds on behalf of the City and County of Sacramento. Please see

the HOPWA and City of Sacramento CAPER for details on the HOPWA program.

The Multi-Family Housing Loan Program requires a set aside of units affordable to targeted income level

households in order to provide affordable housing throughout the area. Program offers gap financing in

conjunction with Low-Income Housing Tax Credits and Mortgage Revenue Bonds.

Unfortunately due to the downturn in the economy, SHRA’s Multifamily Lending and Mortgage Revenue

Bond Program were closed to new County projects for most of the year. However, multiple projects

progressed in Program Year 2012.

On February 25, 2014, the Board of Supervisors repealed the existing Affordable Housing Ordinance

(AHO) and adopted a new one that went into effect on March 27, 2014. It requires almost every new

builder of market rate housing to either pay a set fee, or comply using a few other options to increase

affordable housing.

CAPER 35


CR-55 - HOPWA 91.520(e)

Identify the number of individuals assisted and the types of assistance provided

Table for report on the one-year goals for the number of households provided housing through

the use of HOPWA activities for: short-term rent, mortgage, and utility assistance payments to

prevent homelessness of the individual or family; tenant-based rental assistance; and units

provided in housing facilities developed, leased, or operated with HOPWA funds.

Number of Households Served Through: One-year Goal Actual

Short-term rent, mortgage, and utility assistance

to prevent homelessness of the individual or

family 0 0

Tenant-based rental assistance 0 0

Units provided in permanent housing facilities

developed, leased, or operated with HOPWA

funds 0 0

Units provided in transitional short-term housing

facilities developed, leased, or operated with

HOPWA funds 0 0 Total 0 0

Table 13 – HOPWA Number of Households Served

Narrative

Please refer to the 2016 City of Sacramento and HOPWA CAPER for HOPWA information.

CAPER 36


CR-60 - ESG 91.520(g) (ESG Recipients only)

ESG Supplement to the CAPER in e-snaps

For Paperwork Reduction Act

1. Recipient Information—All Recipients Complete

Basic Grant Information

Recipient Name SACRAMENTO COUNTY

Organizational DUNS Number 139400209

EIN/TIN Number 946300529

Indentify the Field Office SAN FRANCISCO

Identify CoC(s) in which the recipient or

subrecipient(s) will provide ESG assistance

Sacramento City & County CoC

ESG Contact Name

Prefix Mr

First Name Geoffrey

Middle Name 0

Last Name Ross

Suffix 0

Title Assistant Director, Development & Federal Programs

ESG Contact Address

Street Address 1 801-12th Street

Street Address 2 0

City Sacramento

State CA

ZIP Code -

Phone Number 9164401357

Extension 0

Fax Number 0

Email Address [email protected]

ESG Secondary Contact

Prefix Ms

First Name Sandy

Last Name Piekarski

Suffix 0

Title Senior Redevelopment Planner

Phone Number 9164496245

Extension 0

Email Address [email protected]

CAPER 37


2. Reporting Period—All Recipients Complete

Program Year Start Date 01/01/2016

Program Year End Date 12/31/2016

3a. Subrecipient Form – Complete one form for each subrecipient

Subrecipient or Contractor Name: Volunteers of America

City: Sacramento

State: CA

Zip Code: 95821, 6242

DUNS Number: 166026653

Is subrecipient a victim services provider: N

Subrecipient Organization Type: Other Non-Profit Organization

ESG Subgrant or Contract Award Amount: 456,547

CAPER 38


CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes

10. Shelter Utilization

Number of New Units - Rehabbed 0

Number of New Units - Conversion 0

Total Number of bed-nights available 29,200

Total Number of bed-nights provided 29,200

Capacity Utilization 100.00%

Table 14 – Shelter Capacity

11. Project Outcomes Data measured under the performance standards developed in

consultation with the CoC(s)

SSF is the lead organization in Sacramento for policies and programs that prevent and end

homelessness. As such, SSF in coordination with its partners has begun the process of right-sizing

Sacramento’s Continuum of Care (CoC), creating a systemic approach that includes low to no barrier

crisis shelters, a coordinated entry and assessment (“Common Cents”), and increased permanent

housing through rapid re-housing and targeted permanent supportive housing. The City and County,

Sutter Health and SHRA (partners) recognize the important role that emergency shelter plays in helping

move people out of homelessness and into permanent housing. To that end, the partners provided

funding to increase access to emergency shelter, providing funding to ensure that:

Emergency shelters are open 24 hours a day, 7 days a week; and

All beds in emergency shelters are available 365 days a year; and

Emergency shelter beds are accessed through the Coordinated Entry system; and

Emergency shelters are “low to no barrier”, meaning that they impose minimal restrictions on

behavior of clients while staying at the shelter; and

Services at emergency shelters are primarily focused on helping client obtain permanent

housing.

The A Street Men's Emergency Shelter (A Street) 2016 goal was to serve approximately 400 single

homeless men with 50% exiting to the existing homeless continuum of care or other housing options

and 25% to permanent housing. Participants were single, homeless adult men. The VOA offered

services on a first come, first served basis with priority given to the disabled. Participants were assessed

for need and vulnerability as this facility is an entry point to the CES. VOA provided a support system of

multiple resources and specialized services, including two meals per day and laundry. The maximum

stay for participants was 30 days with two possible extensions of 30 days each at VOA's discretion.

In 2016, A Street served 355 unduplicated single homeless men. 17 percent or 48 individuals exited to

permanent housing, 19 percent or 52 individuals exited to temporary housing, 5 percent or 14

individuals exited to institutional settings, and 59 percent to homelessness. 79 of the original 355

remained at A Street as of December 31, 2016. Of the 355, 52 were veterans and 106 were chronically

CAPER 39


homeless. This program did not meet its goal, and SHRA, City, County, SSF and VOA continue to meet

to discuss emergency shelter redesign that will assist the program in meetings its exit goals.

In 2016, SHRA participated in the Sacramento countywide rapid re-housing funders group. In June, the

group adopted an overarching rapid re-housing policy with the general policies and procedures to:

Align rapid re-housing funding to maximize reductions in homelessness

Ensure all clients who receive rapid re-housing assistance have the same experience, regardless

of funding source

Attempt to deeply target rapid re-housing assistance to high needs households as much as

possible

2016 ESG Rapid Re-Housing Outcome Data

The Sacramento ESG RRH Program goal was a total of 150 households served for the City and County

combined. 147 unduplicated households (146 singles and one family) were served through the County

ESG Rapid Re-Housing Program and 78 households in the City for a total of 195 households. 91

individuals exited the program (28 to permanent housing and 63 to emergency shelter, homelessness or

temporary housing). 32 of the 63 individuals were not exited to permanent housing for a variety of

reasons, including being enrolled too early (e.g., household did not want to participate in a temporary

financial/rental assistance program; household left the program and could not be found). The

remaining 31 of 63 households exited to temporary housing, including transitional housing, friends and

family. Due to the high exit rate back into a homeless/temporary housing, VOA now holds group intake

before enrollment to explain the program so participants could make an informed decision if they

wished to participate. With this change, it is anticipated that more households will exit to permanent

housing in 2017. As of December 31, 2016, 66 individuals were still receiving assistance.

In the summer of 2016 the CoC Funders Committee requested that only single individual be served

through the County ESG Rapid Re-Housing Program as there were additional community resources to

rapidly re-house families countywide. This pilot policy is revised for 2017, and ESG funds will serve

eligible individuals and families countywide.

2016 ESG Prevention Outcome Data

In 2016, SHRA tested a small prevention program partnering with the Sacramento County Department

of Child Protective Services (CPS) to assist families locate housing as part of reunifying families.

Households served were at-risk of homelessness. Assistance was provided to seven households (14

individuals). Eight individuals exited the program (six to permanent housing and two to temporary

housing). As of December 31, 2016, six individuals were still receiving assistance. This pilot program is

on hold while SHRA and the CoC discuss implementing or revising programs revolving around

homelessness.

CAPER 40


For the above ESG-funded programs, please refer to the attached ESG eCarts for client demographics.

Continuum of Care Consultation

In 2016, SHRA remained a member of the CoC Advisory Board, provided updates on ESG programs,

performance and funding, and received input from the CoC Advisory Board. SHRA staff also attended

various meetings regarding shelters, development of coordinated entry/exit and rapid re-housing

programs. In addition, SHRA and SSF continued to develop plans to coordinate on how to evaluate

outcomes of ESG and CoC Program Projects and performance evaluation and reporting. The homeless

or formerly homeless participation requirement for CDBG and ESG programs is met with SHRA

membership on the CoC Advisory Board where there is at least one member who is homeless or

formerly homeless.

SSF's 2016 Bed Inventory reported the following:

735 transitional housing beds or 268,275 bed nights

3,020 permanent supportive housing beds or 1,102,300 bed nights

700 year-round emergency shelter beds or 255,500 bed nights of which City and County ESG

funded 80 beds or 29,200 bed nights

207 seasonal emergency shelter beds or 18,630 bed nights (approximately 90 days)

501 rapid re-housing beds or 182,865 bed nights

City and County ESG rapidly re-housed 225 households

CAPER 41


CR-75 – Expenditures

11. Expenditures

11a. ESG Expenditures for Homelessness Prevention

Dollar Amount of Expenditures in Program Year

2014 2015 2016

Expenditures for Rental Assistance 0 0 2,669

Expenditures for Housing Relocation and

Stabilization Services - Financial Assistance 0 0 0

Expenditures for Housing Relocation &

Stabilization Services - Services 0 0 0

Expenditures for Homeless Prevention under

Emergency Shelter Grants Program 0 0 0

Subtotal Homelessness Prevention 0 0 2,669

Table 15 – ESG Expenditures for Homelessness Prevention

11b. ESG Expenditures for Rapid Re-Housing


2014 2015 2016

Expenditures for Rental Assistance 111,458 346,964 48,388

Expenditures for Housing Relocation and

Stabilization Services - Financial Assistance 87,450 46,922 30,112

Expenditures for Housing Relocation &

Stabilization Services - Services 0 0 174,150

Expenditures for Homeless Assistance under

Emergency Shelter Grants Program 0 0 0

Subtotal Rapid Re-Housing 198,908 393,886 252,650

Table 16 – ESG Expenditures for Rapid Re-Housing

11c. ESG Expenditures for Emergency Shelter


2014 2015 2016

Essential Services 70,852 132,316 92,609

Operations 106,277 83,585 132,745

Renovation 0 0 0

Major Rehab 0 0 0

Conversion 0 0 0

Subtotal 177,129 215,901 225,354

Table 17 – ESG Expenditures for Emergency Shelter

CAPER 42


11d. Other Grant Expenditures


2014 2015 2016

HMIS 29,403 25,573 32,193

Administration 0 0 0

Street Outreach 0 0 0

Table 18 - Other Grant Expenditures

11e. Total ESG Grant Funds

Total ESG Funds Expended 2014 2015 2016

1,553,666 405,440 635,360 512,866

Table 19 - Total ESG Funds Expended

11f. Match Source

2014 2015 2016

Other Non-ESG HUD Funds 405,440 183,000 122,000

Other Federal Funds 0 0 449,192

State Government 5,000 0 0

Local Government 767,494 1,032,589 995,833

Private Funds 0 15,826 0

Other 0 12,200 14,377

Fees 0 0 0

Program Income 0 0 0

Total Match Amount 1,177,934 1,243,615 1,581,402

Table 20 - Other Funds Expended on Eligible ESG Activities

11g. Total

Total Amount of Funds

Expended on ESG

Activities

2014 2015 2016

5,556,617 1,583,374 1,878,975 2,094,268

Table 21 - Total Amount of Funds Expended on ESG Activities

CAPER 43


ATTACHMENTS

Attachment 1 – ESG eCart

Attachment 2 - HOME Summary of Accomplishments Report (PR 23)

Attachment 3 - CDBG Financial Summary (PR 26)

Combined Report

Q5. HMIS DQ & Participation

5a. HMIS or Comparable

Database Data Quality Q5a

Data Element

Client

Doesn't

Know or

Client

Refused

Data not

collected

First name 0 0

Last name 0 0

SSN 0 0

Date of Birth 0 0

Race 0 0

Ethnicity 0 0

Gender 0 0

Veteran Status 0 0

Disabling condition 0 2

Living situation (Head of

Household and Adults)0 0

Relationship to Head of

Household0 0

Destination 0 0

Client location for

project entry0 0

Q6. Persons Served

Combined Report Page 1

2016 ESG CAPERCounty of SacramentoPreventionRun Date: 01.11.17

Combined Report

6a. Report Validations

Table Q6a

a. Total number of

persons served 14

b. Number of adults (age

18 or over) 9

c. Number of children

(under age 18) 5

d. Number of persons

with unknown age 0

e. Total number of

leavers 8

f. Number of adult

leavers 6

g. Total number of

stayers 6

h. Number of adult

stayers 3

i. Number of veterans 0

j. Number of chronically

homeless persons0

k. Number of adult

heads of household 7

l. Number of child heads

of household 0

m. Number of

unaccompanied youth

under age 253

n. Number of parenting

youth under age 25 with

children1

6b. Number of Persons

Served Q6b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Adults 9 4 5 0 0

b. Children 5 0 5 0 0

c. Don't know / refused 0 0 0 0 0

d. Information missing 0 0 0 0 0

e. Total 14 4 10 0 0

Q7a. Households Served


Combined Report

7a. Number of

Households Served Q7a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

Total Households 7 3 4 0 0

7b. Point-in-Time Count

of Households on the

Last WednesdayQ7b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

January 1 0 1 0 0

April 1 0 1 0 0

July 3 2 1 0 0

October 3 1 2 0 0

Q9. Contacts and Engagements

9a. Number of Persons

Contacted Q9a

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing

a1. Contacted once? 0 0 0 0 0

a2. Contacted 2-5 times? 0 0 0 0 0


a4. Contacted 10 or

more times?0 0 0 0 0

az. Total persons

contacted0 0 0 0 0


Engaged Q9b


Combined Report

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing

b1. Engaged after 1

contact?0 0 0 0 0

b2. Engaged after 2-5

contacts?0 0 0 0 0


contacts?0 0 0 0 0

b4. Engaged after 10 or

more contacts?0 0 0 0 0

bz. Total persons

engaged0 0 0 0 0

c. Rate of engagement

(%)N/A N/A N/A N/A N/A

Q10. Gender

10a. Gender of Adults Q10a

Totala. Without

children

b. With

children and

adults

c. Unknown

household

type

a. Male 4 3 1 0

b. Female 5 1 4 0

c. Transgender male to

female0 0 0 0

d. Transgender female to

male0 0 0 0

e. Doesn’t identify as

male, female, or

transgender

0 0 0 0

f. Don't know / refused 0 0 0 0

g. Information missing 0 0 0 0

h. Subtotal 9 4 5 0

10b. Gender of Children Q10b


Combined Report

Total

a. With

children and

adults

b. With only

children

c. Unknown

household

type

a. Male 3 3 0 0

b. Female 2 2 0 0


female0 0 0 0


male0 0 0 0


male, female, or

transgender

0 0 0 0



h. Subtotal 5 5 0 0

10c. Gender of Persons

Missing Age Information Q10c

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Male 0 0 0 0 0

b. Female 0 0 0 0 0


female0 0 0 0 0


male0 0 0 0 0


male, female, or

transgender

0 0 0 0 0

f. Don't know / refused 0 0 0 0 0

g. Information missing 0 0 0 0 0

h. Subtotal 0 0 0 0 0

10d. Gender by Age

Ranges Q10d


Combined Report

Totala. Under age

18b. Age 18-24 c. Age 25-61

d. Age 62

and over

e. Client

Doesn't

Know/Client

Refused

f. Data not

collected

a. Male 7 3 2 2 0 0 0

b. Female 7 2 1 3 1 0 0


female0 0 0 0 0 0 0


male0 0 0 0 0 0 0


male, female, or

transgender

0 0 0 0 0 0 0

f. Don't know / refused 0 0 0 0 0 0 0

g. Information missing 0 0 0 0 0 0 0

h. Total 14 5 3 5 1 0 0

Q11. Age Q11

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Under 5 2 0 2 0 0

b. 5 - 12 0 0 0 0 0

c. 13 - 17 3 0 3 0 0

d. 18 - 24 3 1 2 0 0

e. 25 - 34 0 0 0 0 0

f. 35 - 44 2 0 2 0 0

g. 45 - 54 3 2 1 0 0

h. 55 - 61 0 0 0 0 0

i. 62+ 1 1 0 0 0

j. Don't know / refused 0 0 0 0 0

k. Information missing 0 0 0 0 0

l. Total 14 4 10 0 0

Q12. Race & Ethnicity


Combined Report

12a. Race Q12a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. White 6 0 6 0 0

b. Black or African-

American7 3 4 0 0

c. Asian 0 0 0 0 0

d. American Indian or

Alaska Native1 1 0 0 0

e. Native Hawaiian or

Other Pacific Islander0 0 0 0 0

f. Multiple races 0 0 0 0 0

g. Don't know / refused 0 0 0 0 0

h. Information missing 0 0 0 0 0

i. Total 14 4 10 0 0

12b. Ethnicity Q12b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Non-Hispanic/non-

Latino13 4 9 0 0

b. Hispanic/Latino 1 0 1 0 0



e. Total 14 4 10 0 0

Q13. Physical and Mental Health Conditions


Combined Report

13a1. Physical and

Mental Health

Conditions at Entry Q13a1

Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Mental illness 0 0 0 0 0

b. Alcohol abuse 0 0 0 0 0

c. Drug abuse 0 0 0 0 0

d. Both alcohol and drug

abuse2 1 1 0 0

e. Chronic health

condition4 2 2 0 0

f. HIV/AIDS and related

diseases1 0 1 0 0

g. Developmental

disability1 0 1 0 0

h. Physical disability 2 1 1 0 0

13b1. Physical and

Mental Health

Conditions of Leavers Q13b1

Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse0 0 0 0 0

e. Chronic health

condition3 2 1 0 0


diseases1 0 1 0 0

g. Developmental

disability0 0 0 0 0


13c1. Physical and

Mental Health

Conditions of Stayers Q13c1


Combined Report

Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse1 0 1 0 0

e. Chronic health

condition1 0 1 0 0


diseases0 0 0 0 0

g. Developmental

disability1 0 1 0 0


Q14. Domestic Violence

14a. Persons with

Domestic Violence

History Q14a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 0 0 0 0 0

b. No 9 4 5 0 0



e. Total 9 4 5 0 0

14b. Persons Fleeing

Domestic Violence Q14b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 0 0 0 0 0

b. No 0 0 0 0 0



e. Total 0 0 0 0 0

Q15. Living Situation Q15


Combined Report

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Homeless situations

a1. Emergency shelter 1 0 1 0 0

a2. Transitional housing

for homeless persons0 0 0 0 0

a3. Place not meant for

human habitation0 0 0 0 0

a4. Safe haven 0 0 0 0 0

a5. Interim housing 0 0 0 0 0

az. Total 1 0 1 0 0

b. Institutional settings

b1. Psychiatric facility 0 0 0 0 0

b2. Substance abuse or

detox center0 0 0 0 0

b3. Hospital (non-

psychiatric)0 0 0 0 0

b4. Jail, prison or

juvenile detention0 0 0 0 0

b5. Foster care home or

foster care group home0 0 0 0 0

b6. Long-term care

facility or nursing home0 0 0 0 0

b7. Residential project or

halfway house with no

homeless criteria

0 0 0 0 0

bz. Total 0 0 0 0 0


Combined Report

c. Other locations

c01. PH for homeless

persons0 0 0 0 0

c02. Owned by client, no

subsidy0 0 0 0 0

c03. Owned by client,

with subsidy0 0 0 0 0

c04. Rental by client, no

subsidy5 4 1 0 0

c05. Rental by client,

with VASH subsidy0 0 0 0 0


with GPD TIP subsidy0 0 0 0 0


with other subsidy0 0 0 0 0

c08. Hotel or motel paid

by client0 0 0 0 0

c09. Staying or living

with friend(s)0 0 0 0 0


with family3 0 3 0 0

c11. Don't know /

refused0 0 0 0 0

c12. Information missing 0 0 0 0 0

cz. Total 8 4 4 0 0

d. Total 9 4 5 0 0

Q20. Non-Cash Benefits

20a. Type of Non-Cash

Benefit Sources Q20a

At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. Supplemental

Nutritional Assistance

Program

5 0 2

b. WIC 0 0 0

c. TANF Child Care

services0 0 0

d. TANF transportation

services0 0 0

e. Other TANF-funded

services0 0 0


Combined Report

f. Other source 0 0 0

Q21. Health Insurance Q21


Combined Report

At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. MEDICAID health

insurance13 0 7

b. MEDICARE health

insurance1 0 1

c. State Children's Health

Insurance0 0 0

d. VA Medical Services 0 0 0

e. Employer-provided

health insurance0 0 0

f. Health insurance

through COBRA0 0 0

g. Private pay health

insurance0 0 0

h. State Health

Insurance for Adults0 0 0

i. Indian Health Services

Program0 0 0

j. Other 0 0 0

k. No health insurance 0 0 0

l. Client doesn't

know/Client refused0 0 0

m. Data not collected 0 0 0

n. Number of adult

stayers not yet required

to have an annual

assessment

0 6 0

o. 1 source of health

insurance14 0 8

p. More than 1 source of



Combined Report

Q22. Length of Participation

Q22a2. Length of

Participation—ESG

projects Q22a2

Total Leavers Stayers

a. 0 to 7 days 0 0 0

b. 8 to 14 days 0 0 0

c. 15 to 21 days 1 1 0

d. 22 to 30 days 0 0 0

e. 31 to 60 days 3 0 3

f. 61 to 90 days 4 4 0

g. 91 to 180 days 6 3 3

h. 181 to 365 days 0 0 0

i. 366 to 730 days (1-2

yrs.)0 0 0

j. 731 to 1095 days (2-3

yrs.)0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0

m. More than 1825 days

(>5 yrs.)0 0 0

n. Information missing 0 0 0

o. Total 14 8 6

Q22c. RRH Length of

Time between Project

Entry Date and

Residential Move-in

Date Q22c

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0-7 days 0 0 0 0 0

b. 8-14 days 0 0 0 0 0

c. 15-21 days 0 0 0 0 0

d. 22 to 30 days 0 0 0 0 0

e. 31 to 60 days 0 0 0 0 0

f. 61 to 180 days 0 0 0 0 0

g. 181 to 365 days 0 0 0 0 0

h. 366 to 730 days (1-2

yrs.)0 0 0 0 0

i. Data Not Collected 0 0 0 0 0


Combined Report

j. Total 0 0 0 0 0


Combined Report

Q22d. Length of

Participation by

Household type Q22d

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0 to 7 days 0 0 0 0 0

b. 8 to 14 days 0 0 0 0 0

c. 15 to 21 days 1 1 0 0 0

d. 22 to 30 days 0 0 0 0 0

e. 31 to 60 days 3 0 3 0 0

f. 61 to 90 days 4 2 2 0 0

g. 91 to 180 days 6 1 5 0 0

h. 181 to 365 days 0 0 0 0 0

i. 366 to 730 days (1-2

yrs.)0 0 0 0 0

j. 731 to 1095 days (2-3

yrs.)0 0 0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0 0 0


(>5 yrs.)0 0 0 0 0

n. Information missing 0 0 0 0 0

o. Total 14 4 10 0 0


Combined Report

Q23. Exit Destination –

More than 90 Days Q23

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one

HOPWA funded project

to HOPWA PH

0 0 0 0 0

a02. Owned by client, no

ongoing subsidy0 0 0 0 0

a03. Owned by client,

with ongoing subsidy0 0 0 0 0

a04. Rental by client, no


a05. Rental by client,

VASH subsidy0 0 0 0 0


with GPD TIP housing

subsidy

0 0 0 0 0


other ongoing subsidy0 0 0 0 0

a08. Permanent housing


a09. Staying or living

with family, permanent

tenure

0 0 0 0 0


with friends, permanent

tenure

0 0 0 0 0


Combined Report

az. Total 0 0 0 0 0

b. Temporary

destinations

b1. Emergency shelter 0 0 0 0 0

b2. Moved from one


to HOPWA TH

0 0 0 0 0

b3. Transitional housing


b4. Staying with family,

temporary tenure0 0 0 0 0

b5. Staying with friends,


b6. Place not meant for


b7. Safe Haven 0 0 0 0 0

b8. Hotel or motel paid

by client0 0 0 0 0

bz. Total 0 0 0 0 0

c. Institutional settings

c1. Foster care home or

group foster care home0 0 0 0 0

c2. Psychiatric hospital

or other psychiatric

facility

0 0 0 0 0

c3. Substance abuse

treatment facility or

detox center

0 0 0 0 0

c4. Hospital or other

residential non-

psychiatric medical

facility

0 0 0 0 0

c5. Jail, prison or juvenile

detention facility0 0 0 0 0

c6. Long term care



Combined Report

cz. Total 0 0 0 0 0

d. Other destinations

d1. Residential project or


homeless criteria

0 0 0 0 0

d2. Deceased 0 0 0 0 0

d3. Other 0 0 0 0 0

d4. Don't know / refused 0 0 0 0 0

d5. Information missing 0 0 0 0 0

dz. Total 0 0 0 0 0

e. Total 0 0 0 0 0


Combined Report

Q23a. Exit

Destination—All

persons Q23a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

0 0 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 6 4 2 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 2 0 2 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 0 0 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 0 0 0 0 0



dz. Total 0 0 0 0 0

e. Total 8 4 4 0 0


Combined Report

Q23b. Homeless

Prevention Housing

Assessment at Exit Q23b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Able to maintain the

housing they had at

project entry--Without a

subsidy

6 4 2 0 0

b. Able to maintain the

housing they had at

project entry--With the

subsidy they had at

project entry

0 0 0 0 0

c. Able to maintain the

housing they had at

project entry--With an

on-going subsidy

acquired since project

entry

0 0 0 0 0

d. Able to maintain the

housing they had at

project entry--Only with

financial assistance

other than a subsidy

0 0 0 0 0

e. Moved to new

housing unit--With on-

going subsidy

0 0 0 0 0

f. Moved to new housing

unit--Without an on-

going subsidy

0 0 0 0 0

g. Moved in with

family/friends on a

temporary basis

2 0 2 0 0

h. Moved in with

family/friends on a

permanent basis

0 0 0 0 0

i. Moved to a

transitional or

temporary housing

facility or program

0 0 0 0 0


Combined Report

j. Client became

homeless-moving to a

shelter or other place

unfit for human

habitation

0 0 0 0 0


Combined Report

k. Client went to

jail/prison0 0 0 0 0

l. Client died 0 0 0 0 0

m. Client doesn't

know/Client refused0 0 0 0 0

n. Data not collected (no

exit interview

completed)

0 0 0 0 0

o. Total 8 4 4 0 0


Combined Report


90 Days or Less Q24

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

0 0 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 0 0 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 0 0 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 0 0 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 0 0 0 0 0



dz. Total 0 0 0 0 0

e. Total 0 0 0 0 0

25a. Number of

Veterans Q25a

Totala. Without

children

b. With

children and

adults

c. Unknown

household

type

a. Chronically homeless

veteran0 0 0 0

b. Non-chronically

homeless veteran0 0 0 0

c. Not a veteran 9 4 5 0

d. Client Doesn't

Know/Client Refused0 0 0 0

e. Data Not Collected 0 0 0 0

f. Total 9 4 5 0

Q26b. Number of

Chronically Homeless

Persons by Household Q26b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Chronically homeless 0 0 0 0 0

b. Not chronically

homeless3 0 3 0 0

c. Client Doesn't

Know/Client Refused0 0 0 0 0

d. Data Not Collected 11 4 7 0 0


Combined Report




Data Element

Client

Doesn't

Know or

Client

Refused

Data not

collected

First name 0 0

Last name 0 0

SSN 0 0

Date of Birth 0 0

Race 0 0

Ethnicity 0 0

Gender 0 0

Veteran Status 0 0





Household0 0

Destination 0 0

Client location for

project entry0 0

Q6. Persons Served


2016 ESG CAPERCounty of SacramentoRapid Re-HousingRun Date: 02.27.17

Combined Report


Table Q6a

a. Total number of

persons served 148


18 or over) 147


(under age 18) 1


with unknown age 0

e. Total number of

leavers 91

f. Number of adult

leavers 91

g. Total number of

stayers 57

h. Number of adult

stayers 56



homeless persons22

k. Number of adult



of household 0

m. Number of

unaccompanied youth

under age 254



children0


Served Q6b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Adults 147 146 1 0 0




e. Total 148 146 2 0 0



Combined Report

7a. Number of


Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type




Last WednesdayQ7b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

January 0 0 0 0 0

April 0 0 0 0 0

July 30 30 0 0 0

October 44 43 1 0 0



Contacted Q9a

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing




a4. Contacted 10 or


az. Total persons

contacted0 0 0 0 0


Engaged Q9b


Combined Report

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing

b1. Engaged after 1

contact?0 0 0 0 0


contacts?0 0 0 0 0


contacts?0 0 0 0 0



bz. Total persons

engaged0 0 0 0 0



Q10. Gender


Totala. Without

children

b. With

children and

adults

c. Unknown

household

type

a. Male 102 101 1 0

b. Female 45 45 0 0


female0 0 0 0


male0 0 0 0


male, female, or

transgender

0 0 0 0



h. Subtotal 147 146 1 0



Combined Report

Total

a. With

children and

adults

b. With only

children

c. Unknown

household

type

a. Male 0 0 0 0

b. Female 1 1 0 0


female0 0 0 0


male0 0 0 0


male, female, or

transgender

0 0 0 0



h. Subtotal 1 1 0 0



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Male 0 0 0 0 0

b. Female 0 0 0 0 0


female0 0 0 0 0


male0 0 0 0 0


male, female, or

transgender

0 0 0 0 0




10d. Gender by Age

Ranges Q10d


Combined Report

Totala. Under age

18b. Age 18-24 c. Age 25-61

d. Age 62

and over

e. Client

Doesn't

Know/Client

Refused

f. Data not

collected

a. Male 102 0 2 91 9 0 0

b. Female 46 1 2 39 4 0 0


female0 0 0 0 0 0 0


male0 0 0 0 0 0 0


male, female, or

transgender

0 0 0 0 0 0 0



h. Total 148 1 4 130 13 0 0

Q11. Age Q11

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Under 5 0 0 0 0 0

b. 5 - 12 1 0 1 0 0

c. 13 - 17 0 0 0 0 0

d. 18 - 24 4 4 0 0 0

e. 25 - 34 21 21 0 0 0

f. 35 - 44 30 30 0 0 0

g. 45 - 54 47 47 0 0 0

h. 55 - 61 32 31 1 0 0

i. 62+ 13 13 0 0 0



l. Total 148 146 2 0 0



Combined Report

12a. Race Q12a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. White 56 56 0 0 0


American77 75 2 0 0

c. Asian 0 0 0 0 0








i. Total 148 146 2 0 0

12b. Ethnicity Q12b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


Latino128 126 2 0 0




e. Total 148 146 2 0 0



Combined Report

13a1. Physical and

Mental Health


Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse9 9 0 0 0

e. Chronic health

condition71 70 1 0 0


diseases12 12 0 0 0

g. Developmental

disability21 21 0 0 0


13b1. Physical and

Mental Health


Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse6 6 0 0 0

e. Chronic health



diseases7 7 0 0 0

g. Developmental



13c1. Physical and

Mental Health



Combined Report

Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse0 0 0 0 0

e. Chronic health



diseases5 5 0 0 0

g. Developmental

disability8 8 0 0 0



14a. Persons with

Domestic Violence

History Q14a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 17 17 0 0 0

b. No 104 103 1 0 0



e. Total 147 146 1 0 0



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 5 5 0 0 0

b. No 12 12 0 0 0



e. Total 17 17 0 0 0



Combined Report

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type









az. Total 147 146 1 0 0





b3. Hospital (non-


b4. Jail, prison or




b6. Long-term care




homeless criteria

0 0 0 0 0

bz. Total 0 0 0 0 0


Combined Report

c. Other locations


persons0 0 0 0 0


subsidy0 0 0 0 0




subsidy0 0 0 0 0








by client0 0 0 0 0





c11. Don't know /

refused0 0 0 0 0


cz. Total 0 0 0 0 0

d. Total 147 146 1 0 0




At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. Supplemental


Program

99 0 61

b. WIC 0 0 0

c. TANF Child Care

services0 0 0


services0 0 0


services0 0 0


Combined Report




Combined Report

At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. MEDICAID health

insurance134 0 81

b. MEDICARE health

insurance11 0 10


Insurance0 0 0




f. Health insurance

through COBRA0 0 0


insurance1 0 1

h. State Health



Program0 0 0

j. Other 0 0 0


l. Client doesn't



n. Number of adult


to have an annual

assessment

0 57 0


insurance136 0 81




Combined Report


Q22a2. Length of

Participation—ESG

projects Q22a2


a. 0 to 7 days 4 3 1

b. 8 to 14 days 4 4 0

c. 15 to 21 days 9 4 5

d. 22 to 30 days 16 12 4

e. 31 to 60 days 64 43 21

f. 61 to 90 days 20 5 15

g. 91 to 180 days 25 20 5

h. 181 to 365 days 6 0 6

i. 366 to 730 days (1-2

yrs.)0 0 0

j. 731 to 1095 days (2-3

yrs.)0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0


(>5 yrs.)0 0 0


o. Total 148 91 57

Q22c. RRH Length of


Entry Date and

Residential Move-in

Date Q22c

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0-7 days 3 3 0 0 0

b. 8-14 days 1 1 0 0 0

c. 15-21 days 11 11 0 0 0

d. 22 to 30 days 8 8 0 0 0

e. 31 to 60 days 37 37 0 0 0

f. 61 to 180 days 3 3 0 0 0

g. 181 to 365 days 0 0 0 0 0

h. 366 to 730 days (1-2

yrs.)0 0 0 0 0



Combined Report

j. Total 148 146 2 0 0


Combined Report

Q22d. Length of

Participation by

Household type Q22d

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0 to 7 days 4 4 0 0 0

b. 8 to 14 days 4 4 0 0 0

c. 15 to 21 days 9 9 0 0 0

d. 22 to 30 days 16 16 0 0 0

e. 31 to 60 days 64 64 0 0 0

f. 61 to 90 days 20 18 2 0 0

g. 91 to 180 days 25 25 0 0 0

h. 181 to 365 days 6 6 0 0 0

i. 366 to 730 days (1-2

yrs.)0 0 0 0 0

j. 731 to 1095 days (2-3

yrs.)0 0 0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0 0 0


(>5 yrs.)0 0 0 0 0


o. Total 148 146 2 0 0


Combined Report



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

1 1 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 15 15 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 1 1 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 1 1 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 1 1 0 0 0



dz. Total 3 3 0 0 0

e. Total 20 20 0 0 0


Combined Report

Q23a. Exit

Destination—All

persons Q23a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

0 0 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 0 0 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 0 0 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 0 0 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 0 0 0 0 0



dz. Total 0 0 0 0 0

e. Total 0 0 0 0 0


Combined Report

Q23b. Homeless

Prevention Housing


Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


housing they had at


subsidy

0 0 0 0 0


housing they had at


subsidy they had at

project entry

0 0 0 0 0


housing they had at


on-going subsidy


entry

0 0 0 0 0


housing they had at




0 0 0 0 0

e. Moved to new


going subsidy

0 0 0 0 0



going subsidy

0 0 0 0 0

g. Moved in with

family/friends on a

temporary basis

0 0 0 0 0

h. Moved in with

family/friends on a

permanent basis

0 0 0 0 0

i. Moved to a

transitional or

temporary housing

facility or program

0 0 0 0 0


Combined Report

j. Client became



unfit for human

habitation

0 0 0 0 0


Combined Report

k. Client went to



m. Client doesn't



exit interview

completed)

0 0 0 0 0

o. Total 0 0 0 0 0


Combined Report


90 Days or Less Q24

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

6 6 0 0 0



tenure

1 1 0 0 0


Combined Report

az. Total 13 13 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client2 2 0 0 0

bz. Total 50 50 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

1 1 0 0 0



c6. Long term care



Combined Report

cz. Total 3 3 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 3 3 0 0 0



dz. Total 5 5 0 0 0

e. Total 71 71 0 0 0

25a. Number of

Veterans Q25a

Totala. Without

children

b. With

children and

adults

c. Unknown

household

type


veteran3 2 1 0

b. Non-chronically



d. Client Doesn't



f. Total 147 146 1 0

Q26b. Number of



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


b. Not chronically

homeless126 126 0 0 0

c. Client Doesn't




Combined Report




Data Element

Client

Doesn't

Know or

Client

Refused

Data not

collected

First name 0 1

Last name 0 1

SSN 0 0

Date of Birth 0 0

Race 0 0

Ethnicity 0 0

Gender 0 0

Veteran Status 0 0





Household0 0

Destination 0 0

Client location for

project entry0 0

Q6. Persons Served


2016 ESG CAPERA Street Emergency ShelterRun Date: 02.01.17

Combined Report


Table Q6a

a. Total number of

persons served 355


18 or over) 355


(under age 18) 0


with unknown age 0

e. Total number of

leavers 276

f. Number of adult

leavers 276

g. Total number of

stayers 79

h. Number of adult

stayers 79



homeless persons107

k. Number of adult



of household 0

m. Number of

unaccompanied youth

under age 2512



children0


Served Q6b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Adults 355 355 0 0 0




e. Total 355 355 0 0 0



Combined Report

7a. Number of


Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type




Last WednesdayQ7b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

January 80 80 0 0 0

April 80 80 0 0 0

July 80 80 0 0 0

October 80 80 0 0 0



Contacted Q9a

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing




a4. Contacted 10 or


az. Total persons

contacted0 0 0 0 0


Engaged Q9b


Combined Report

Total

a. First

contact was

at a place

not meant

for human

habitation

b. First

contact was

at a non-

residential

service

setting

c. First

contact was

at a

residential

service

setting

d. First

contact

place was

missing

b1. Engaged after 1

contact?0 0 0 0 0


contacts?0 0 0 0 0


contacts?0 0 0 0 0



bz. Total persons

engaged0 0 0 0 0



Q10. Gender


Totala. Without

children

b. With

children and

adults

c. Unknown

household

type

a. Male 355 355 0 0

b. Female 0 0 0 0


female0 0 0 0


male0 0 0 0


male, female, or

transgender

0 0 0 0



h. Subtotal 355 355 0 0



Combined Report

Total

a. With

children and

adults

b. With only

children

c. Unknown

household

type

a. Male 0 0 0 0

b. Female 0 0 0 0


female0 0 0 0


male0 0 0 0


male, female, or

transgender

0 0 0 0



h. Subtotal 0 0 0 0



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Male 0 0 0 0 0

b. Female 0 0 0 0 0


female0 0 0 0 0


male0 0 0 0 0


male, female, or

transgender

0 0 0 0 0




10d. Gender by Age

Ranges Q10d


Combined Report

Totala. Under age

18b. Age 18-24 c. Age 25-61

d. Age 62

and over

e. Client

Doesn't

Know/Client

Refused

f. Data not

collected

a. Male 355 0 12 309 34 0 0

b. Female 0 0 0 0 0 0 0


female0 0 0 0 0 0 0


male0 0 0 0 0 0 0


male, female, or

transgender

0 0 0 0 0 0 0



h. Total 355 0 12 309 34 0 0

Q11. Age Q11

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Under 5 0 0 0 0 0

b. 5 - 12 0 0 0 0 0

c. 13 - 17 0 0 0 0 0

d. 18 - 24 12 12 0 0 0

e. 25 - 34 36 36 0 0 0

f. 35 - 44 68 68 0 0 0

g. 45 - 54 132 132 0 0 0

h. 55 - 61 73 73 0 0 0

i. 62+ 34 34 0 0 0



l. Total 355 355 0 0 0



Combined Report

12a. Race Q12a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. White 177 177 0 0 0


American147 147 0 0 0

c. Asian 11 11 0 0 0








i. Total 355 355 0 0 0

12b. Ethnicity Q12b

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


Latino307 307 0 0 0




e. Total 355 355 0 0 0



Combined Report

13a1. Physical and

Mental Health


Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse50 50 0 0 0

e. Chronic health



diseases5 5 0 0 0

g. Developmental



13b1. Physical and

Mental Health


Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse45 45 0 0 0

e. Chronic health



diseases5 5 0 0 0

g. Developmental



13c1. Physical and

Mental Health



Combined Report

Total

persons

a. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type





abuse5 5 0 0 0

e. Chronic health



diseases0 0 0 0 0

g. Developmental

disability9 9 0 0 0



14a. Persons with

Domestic Violence

History Q14a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 25 25 0 0 0

b. No 271 271 0 0 0



e. Total 355 355 0 0 0



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Yes 2 2 0 0 0

b. No 23 23 0 0 0



e. Total 25 25 0 0 0



Combined Report

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type









az. Total 280 280 0 0 0





b3. Hospital (non-


b4. Jail, prison or




b6. Long-term care




homeless criteria

0 0 0 0 0

bz. Total 41 41 0 0 0


Combined Report

c. Other locations


persons0 0 0 0 0


subsidy0 0 0 0 0




subsidy6 6 0 0 0








by client3 3 0 0 0





c11. Don't know /

refused0 0 0 0 0


cz. Total 34 34 0 0 0

d. Total 355 355 0 0 0




At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. Supplemental


Program

217 0 172

b. WIC 0 0 0

c. TANF Child Care

services0 0 0


services0 0 0


services0 0 0


Combined Report




Combined Report

At entry

At Latest

Annual

Assessment

for Stayers

At Exit for

Leavers

a. MEDICAID health

insurance301 0 236

b. MEDICARE health

insurance30 0 22


Insurance0 0 0




f. Health insurance

through COBRA0 0 0


insurance2 0 2

h. State Health



Program0 0 0

j. Other 0 0 0


l. Client doesn't



n. Number of adult


to have an annual

assessment

0 78 0


insurance315 0 248




Combined Report


Q22a2. Length of

Participation—ESG

projects Q22a2


a. 0 to 7 days 89 70 19

b. 8 to 14 days 28 24 4

c. 15 to 21 days 24 21 3

d. 22 to 30 days 26 23 3

e. 31 to 60 days 44 35 9

f. 61 to 90 days 34 29 5

g. 91 to 180 days 65 39 26

h. 181 to 365 days 30 21 9

i. 366 to 730 days (1-2

yrs.)15 14 1

j. 731 to 1095 days (2-3

yrs.)0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0


(>5 yrs.)0 0 0


o. Total 355 276 79

Q22c. RRH Length of


Entry Date and

Residential Move-in

Date Q22c

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0-7 days 0 0 0 0 0

b. 8-14 days 0 0 0 0 0

c. 15-21 days 0 0 0 0 0

d. 22 to 30 days 0 0 0 0 0

e. 31 to 60 days 0 0 0 0 0

f. 61 to 180 days 0 0 0 0 0

g. 181 to 365 days 0 0 0 0 0

h. 366 to 730 days (1-2

yrs.)0 0 0 0 0



Combined Report

j. Total 0 0 0 0 0


Combined Report

Q22d. Length of

Participation by

Household type Q22d

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. 0 to 7 days 89 89 0 0 0

b. 8 to 14 days 28 28 0 0 0

c. 15 to 21 days 24 24 0 0 0

d. 22 to 30 days 26 26 0 0 0

e. 31 to 60 days 44 44 0 0 0

f. 61 to 90 days 34 34 0 0 0

g. 91 to 180 days 65 65 0 0 0

h. 181 to 365 days 30 30 0 0 0

i. 366 to 730 days (1-2

yrs.)15 15 0 0 0

j. 731 to 1095 days (2-3

yrs.)0 0 0 0 0

k. 1096 to 1460 days (3-4

yrs.)0 0 0 0 0

l. 1461 to 1825 days (4-5

yrs.)0 0 0 0 0


(>5 yrs.)0 0 0 0 0


o. Total 355 355 0 0 0


Combined Report



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

0 0 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 0 0 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 0 0 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 0 0 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 0 0 0 0 0



dz. Total 0 0 0 0 0

e. Total 0 0 0 0 0


Combined Report

Q23a. Exit

Destination—All

persons Q23a

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

6 6 0 0 0



tenure

1 1 0 0 0


Combined Report

az. Total 48 48 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 214 214 0 0 0






facility

2 2 0 0 0

c3. Substance abuse


detox center

5 5 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 10 10 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 4 4 0 0 0



dz. Total 4 4 0 0 0

e. Total 276 276 0 0 0


Combined Report

Q23b. Homeless

Prevention Housing


Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


housing they had at


subsidy

0 0 0 0 0


housing they had at


subsidy they had at

project entry

0 0 0 0 0


housing they had at


on-going subsidy


entry

0 0 0 0 0


housing they had at




0 0 0 0 0

e. Moved to new


going subsidy

0 0 0 0 0



going subsidy

0 0 0 0 0

g. Moved in with

family/friends on a

temporary basis

0 0 0 0 0

h. Moved in with

family/friends on a

permanent basis

0 0 0 0 0

i. Moved to a

transitional or

temporary housing

facility or program

0 0 0 0 0


Combined Report

j. Client became



unfit for human

habitation

0 0 0 0 0


Combined Report

k. Client went to



m. Client doesn't



exit interview

completed)

0 0 0 0 0

o. Total 0 0 0 0 0


Combined Report


90 Days or Less Q24

Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type

a. Permanent

destinations

a01. Moved from one


to HOPWA PH

0 0 0 0 0











subsidy

0 0 0 0 0







tenure

0 0 0 0 0



tenure

0 0 0 0 0


Combined Report

az. Total 0 0 0 0 0

b. Temporary

destinations


b2. Moved from one


to HOPWA TH

0 0 0 0 0











by client0 0 0 0 0

bz. Total 0 0 0 0 0






facility

0 0 0 0 0

c3. Substance abuse


detox center

0 0 0 0 0


residential non-

psychiatric medical

facility

0 0 0 0 0



c6. Long term care



Combined Report

cz. Total 0 0 0 0 0




homeless criteria

0 0 0 0 0


d3. Other 0 0 0 0 0



dz. Total 0 0 0 0 0

e. Total 0 0 0 0 0

25a. Number of

Veterans Q25a

Totala. Without

children

b. With

children and

adults

c. Unknown

household

type


veteran16 16 0 0

b. Non-chronically



d. Client Doesn't



f. Total 355 355 0 0

Q26b. Number of



Totala. Without

children

b. With

children and

adults

c. With only

children

d. Unknown

household

type


b. Not chronically

homeless247 247 0 0 0

c. Client Doesn't




CAPER 45


PR 23 HOME County

CAPER 46


CAPER 47


PR 26 County CDBG Financial Summary

CAPER 48


CAPER 49


CAPER 50


CAPER 51


Documents

County of Sacramento - SHRA...the ESG funded Rapid Re-Housing (RRH) program was implemented. Additionally, in November 2016, as part of the 2017 Action Plan, the Sacramento City Council