Antioch Needs Assessment

63 Pages·2015·0.83 MB·English

by  Matthew O. Ward

Executive Summary
ES-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
The Consolidated Plan fulfills the requirement that recipients of certain funds administered by the
federal Department of Housing and Urban Development (HUD) create a plan identifying the community
development needs, priorities, goals and strategies of the community, and describing how these funds
will be expended over a five-year period. These funds include Community Development Block Grant
(CDBG), Home Investment Partnerships Program (HOME), Emergency Shelter Grant (ESG), and Housing
for Persons with AIDS (HOPWA). This Consolidated Plan is for the period of July 1, 2015, to June 30,
2020.
The cities of Antioch, Concord, Pittsburg, and Walnut Creek and the County of Contra Costa have formed
the Contra Costa HOME Consortium to cooperatively plan for the housing and community development
needs of the County. The County of Contra Costa administers the HOME funds on behalf of all the
Consortia cities and all the unincorporated areas of the County. The cities of Antioch, Concord,
Pittsburg, and Walnut Creek receive and administer their own allocation of CDBG funds, while the
County receives and administers allocations of CDBG, HOME, and ESG funds. This Consolidated Plan was
created by the Consortium to assess the needs of all Consortium member communities and to guide the
use of funds within each individual member community.
The Plan was prepared in accordance with HUD’s Office of Community and Planning Development (CPD)
eCon Planning Suite (launched in May 2012), including the Consolidated Plan template in IDIS
(Integrated Disbursement and Information System). Most of the data tables in the Plan are populated
with default data from the U.S. Census Bureau, mainly 2006-2010 Comprehensive Housing Affordability
Strategy (CHAS) and American Community Survey (ACS) data. Other sources are noted throughout the
Plan, including the addition of more recent data where practical. The research process involved the
analysis of the following key components: demographic, economic, and housing data; affordable
housing market; special needs populations (homeless and non-homeless); and consultation with public
and private agencies, as well as citizen participation.
The Plan process also included the development of the first-year Action Plan which is the annual plan
the City prepares pursuant to the goals outlined in the Plan. The Action Plan details the activities the City
will undertake to address the housing and community development needs and local objectives using
CDBG funds received during program year 2015-16.
2. Summary of the objectives and outcomes identified in the Plan
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Antioch Priority Needs are Affordable Housing, Homeless Housing & Prevention, and Non-Housing
Community Development, with the following Objectives and Outcomes:
Affordable Housing
AH-1: Increase Affordable Rental Housing Supply. Expand housing opportunities for extremely low-
income, very low-income, and low-income households by increasing the supply of decent, safe, and
affordable rental housing.
AH-2: Increase Affordable Supportive Housing Supply. Expand housing opportunities for persons with
special needs, including seniors, persons with disabilities, persons with HIV/AIDS, veterans, and the
homeless, by increasing appropriate and supportive housing.
AH-3: Maintain and Preserve Affordable Housing. Maintain and preserve the existing affordable
housing stock, including single family residences owned and occupied by lower-income
households, multi-family units at risk of loss to the market, and housing in deteriorating or deteriorated
lower income neighborhoods.
Homeless
H-1: Permanent Housing for Homeless. Further “Housing First” approach to ending homelessness by
supporting homeless outreach efforts, emergency shelter, transitional housing, and permanent housing
with supportive services to help homeless persons achieve housing stability.
H-2: Prevention of Homelessness. Expand existing prevention services including emergency rental
assistance, case management, housing search assistance, legal assistance, landlord mediation, money
management and credit counseling.
Non-Housing Community Development
CD-1: General Public Services. Ensure that opportunities and services are provided to improve the
quality of life and independence for lower-income persons, and ensure access to programs that promote
prevention and early intervention related to a variety of social concerns.
CD-2: Non-Homeless Special Needs. Ensure that opportunities and services are provided to improve
the quality of life and independence for persons with special needs, such as elderly and frail elderly,
victims of domestic violence, persons with HIV/AIDS, persons with mental, physical and developmental
disabilities, abused children, illiterate adults and migrant farm workers.
CD-3: Youth. Increase opportunities for children/youth to be healthy, succeed in school, and prepare
for productive adulthood.
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CD-4: Fair Housing. Continue to promote fair housing activities and affirmatively further fair housing
to eliminate discrimination in housing choice in the City of Antioch.
CD-5: Tenant/Landlord Counseling. Support the investigation and resolution of disagreements
between tenants and landlords and to educate both as to their rights and responsibilities, so as to help
prevent people from becoming homeless and to ensure fair housing opportunity.
CD-6: Economic Development. Reduce the number of persons with incomes below the poverty level,
expand economic opportunities for very low- and low-income residents, and increase the viability of
neighborhood commercial areas.
CD-7: Infrastructure and Accessibility. Maintain adequate infrastructure in lower income areas, and
ensure access for the mobility-impaired by addressing physical access barriers to goods, services, and
public facilities in such areas.
CD-8: Administration. Support development of viable urban communities through extending and
strengthening partnerships among all levels of government and the private sector, and administer
federal grant programs in a fiscally prudent manner.

3. Evaluation of past performance
The City of Antioch has made significant progress in meeting the goals and objectives contained in its
2010-15 Five-Year Consolidated Plan. CDBG-funded public service projects provided a wide range of
social services and housing to over 19,000 Antioch residents and households, including the homeless,
mentally and physically disabled, seniors, and other special needs populations. Economic development
programs have to date offered training and placement services and/or microenterprise assistance to 151
low-income persons or businesses in Antioch. The City has completed three Infrastructure projects, with
a fourth underway, that provide accessibility and street improvements benefitting low-income areas of
the city. The City has also ensured access to housing without discrimination through support of Fair
Housing services which have assisted 110 residents thusfar.Antioch is currently completing its last year
of the 2010-2015 Consolidated Plan period and has exceeded or on pace to meet all Consolidated Plan
goals and objectives.
The City continues to focus on outcome-based performance measurements as a means to ensure that
needed services are delivered and that the results can be easily quantified. The Consortium CDBG
funding applications require project proponents to list the major components of their program, the
expected outcome of that component, and how they will measure the progress or success of each
component. If they become a subrecipient, this information is imported into their quarter report, and
agencies report on their progress each quarter.
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4. Summary of citizen participation process and consultation process
The Consortium held five public meetings and requested that those attending comment on the level of
housing and community development needs in the County and the relative priority of those needs by
completing a survey. All public meetings were advertised in the Contra Costa Times.
•April 30, 2014 (evening) – San Pablo, San Pablo Economic Development Corporation
•May 15, 2014 (evening) - Antioch, Council Chambers
•May 29, 2014(evening) – Walnut Creek, Assembly Hall
•June 5, 2014(evening) – Brentwood, Brentwood Community Center
The Consortium also held a meeting with the County’s housing and social services providers at its annual
CDBG and HOME Subrecipient meeting on June 12, 2014.
The City of Antioch held a one-hour Study Session with Council on March 24, 2015 to discuss Antioch
community needs and priorities, as well as draft Objectives and Outcomes, providing Council with public
input from all previous meetings and results of the community survey. Later that evening, in a Public
Hearing, Council invited last comments before adopting the draft Priority Needs and Objectives. The
City held a Public Hearing on May 12, 2015 to invite final public comment on the draft Consolidated Plan
and Action Plan, which had been advertised over a month prior and posted on the City website, and
adopted both at that meeting.
Online Survey
Recognizing that not all can attend public meetings and that the scope of a one-hour meeting is limited,
the Consortium also provided an online survey in both English and Spanish. The survey was mentioned
in all meeting advertisements and provided at all public meetings, and over 500 people submitted
responses to this survey, in both languages. For those without internet access, the suvey was distributed
in both languages to nonprofit agencies serving lower income populations, in both English and Spanish,
and the Consortium received a number of written surveys from these sources.
News of the online survey was also distributed on social media through posting on individual social
media pages throughout the Consortium. Within the City of Antioch, news of the survey and a link was
posted on at least five social media sites of major citizens who are movers and shakers in the Antioch
community, including Neighborhood Watch captains, arts groups, community activists, etc. We credit
this approach for the high number of responses obtained, but are equally proud of the number of
homeless clients who completed the homeless survey through the advocacy and with the help of the
homeless programs and shelters.
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Consultations
The Consortium consulted with a wide range of service providers and stakeholders in both the public
sector and private non-profit sector. These personal contacts asked those who help to meet the housing
and social services needs of the residents of Contra Costa County to describe the level of needs in the
community, the relative priority of needs and what they believe can be done to better meet the needs
of the County’s residents.
Public Review
A draft of the Consolidated Plan/Action Plan was made available for public review and comment from
April 10 to May 12, 2015.
5. Summary of public comments
Please see the summary of comments from the four Countywide meetings, and the on-line survey
responses in the appropriate County Appendix.
At the Antioch Public Hearing on Needs held March 24, 2015, Raphael Scott, Antioch resident, stated the
homeless problem could not be adequately addressed until the City understood the issues. He noted he
was homeless and no one had contacted him to provide information.
CDBG/Housing Consultant House stated she could gather information on the results of outreach in the
community and clarified they received homeless consumer input through all agencies that serve
homeless individuals in Contra Costa County. She encouraged Mr. Scott to provide his contact
information if he is interested in helping advise them going forward, and spoke with him at length after
the meeting. In addition, she spoke to the Anka Homeless Outreach team to ask for their assistance in
working with Mr. Scott on possible shelter placement.
At the Antioch Public Hearing on the Consolidated Plan and Action Plan, held May 12, 2015, the
following people spoke:
 Alissa Friedman, Executive Director of Opportunity Junction, thanked the Subcommittee for
their recommendation and Council for their past support, and stated that they had placed 19
residents this year at an average starting wage of $15.30, 35 hours per week, and that they
could not do this work without the City’s support.
 Mitchell Hardin, subcontractor for the Antioch Chamber Foundation Small Business Assistance
Program, stated that they were not recommended for funding this year, and thanked Council for
funding over the past six years. He said that they were not asked about job retention, full time
jobs, and other issues, and that the city can’t see all the investment that small businesses make
to the city, and that the City collects business license fees but is not giving help now to small
businesses.
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The following public comments were submitted in writing:
 Anka Behavioral Health, Inc. is thrilled to receive this news about the CDBG grant! We are truly
grateful for this support for the Anka Homeless Youth – Health, Outreach, and Peer Education
(HY-HOPE) Street Outreach Program. We look forward to working together with Antioch to
provide this critically needed program for the homeless population. Thank you so very much!
 Bay Area Legal Aid appreciates the ongoing partnership with the City of Antioch to help the
City's most vulnerable residents, including seniors, disabled persons, victims of domestic
violence, at-risk youth, and those with limited English proficiency, address their housing issues
and avoid homelessness.
 The Contra Costa Child Care Council is pleased to once again have the City of Antioch’s support
for its “Road to Success” project to develop and strengthen home-based family child care
microenterprises. The economic development of small businesses in the child care field is a
“win-win” for everyone in Antioch from the small business owner and his or her employees, to
the working parents who need child care to stay on the job, to the young children who will be
safe and get early education, and to the community that will benefit from healthy, well-adjusted
children who will become productive citizens and a more vitalized local economy when
successful businesses owners spend in their own community. A sincere thank you.

6. Summary of comments or views not accepted and the reasons for not accepting them
There were no comments or views that were not considered and accepted, with the exception of a few
unrelated comments in the Community Survey. All comments from the survey are contained in the
County Consortium attachment. Council considered the views of Mr. Hardin. Staff notes here that the
Action Plan is supporting a microenterprise assistance project for in-home family day care that brings
considerable leveraging as well as a proven track record.

7. Summary
The development of the 2015-20 Contra Costa Consortium Consolidated Plan was the most inclusive in
the past 20 years, and reached more people by utilizing such technology as the web survey, posting and
sharing on social media, information on a dedicated website, and, of course, email. As technology
continues to change, the Consortium is looking for new ways to better connect Contra Costa residents
to important issues and resources.

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The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Table 1 - Responsible Agencies
Agency Role Name Department/Agency

CDBG Administrator Community Development

Narrative
The City of Antioch's entitlement grant is administered by the City under the direction of Teri House,
CDBG/Housing Consultant.
Consolidated Plan Public Contact Information
Teri House, CDBG/Housing Consultant
City of Antioch
200 H. Street
Antioch, CA 94509
[phone]
[email protected]
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
The consolidated planning process requires jurisdictions to reach out to and consult with other public
and private agencies when developing the Plan. The Plan itself must include a summary of the
consultation process, including identification of the agencies that participated in the process.
Jurisdictions also are required to summarize their efforts to enhance coordination between public and
private agencies.
The Consortium consulted with public and private agencies on both an individual and group basis.
Consultation The County notified over 600 individuals representing a variety of public and private
agencies, including non-profit agencies, to provide input on the needs of the neighborhoods and/or
residents their agencies represent or provide services to. The Consortium invited these individuals to
attend any of the four advertised "Community Needs" meetings and workshops that were held on the
following dates and locations:
- April 30, 2014 (evening) - San Pablo, San Pablo Economic Development Corporation
- May 15, 2014 (evening) - Antioch, City Council Chambers
- May 29, 2014 (evening) - Walnut Creek, Assembly Hall J
- June 5, 2014 (evening) - Brentwood, Brentwood Community Center
In addition, many of the agencies provided input at the County Consortia's Subrecipient Meeting held on
June 12, 2014.
Some agencies were consulted on an individual basis due to their role in providing services to specific
populations including, but not limited to: the homeless population, non-homeless special needs
population (i.e. elderly/frail elderly, victims of domestic violence, etc.), and public housing residents.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
The City of Antioch works closely with public and private affordable housing providers as well Contra
Costa County’s Public Health, Behavioral Health and Homeless Services departments to coordinate the
allocation of funds to best meet the needs of the City’s most at risk residents. CDBG funds are
distributed to programs that provide services to persons with physical, developmental, substance abuse
and mental health issues. This coordination leverages CDBG funds to maximize their impact.
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In 2014 Contra Costa Behavioral Health completed integration all of Contra Costa County’s mental
health, substance abuse and homeless services into a single system of care to better provide flexible,
effective treatment for people with complex needs. The City of Antioch actively participated over the
period of 1-1/2 years to add input to the integration meetings. The Contra Costa Interjurisdictional
Council on Homelessness (CCICH) Board advises the County Board of Supervisors under the Homeless
Program auspices, and the City of Antioch CDBG/Housing consultant has served as Chair of the Executive
Committee since 2014 and the City's prior Housing Consultant was Chair for the three years prior.
CCICH is the working group of the CoC and membership includes representation from non-profit,
governmental, housing development, Housing Authority, law enforcement, hospitals, Veterans Affairs
and Veterans providers, faith-based, business, and homeless services providers as well as non-profit
community and advocacy groups, the interfaith community, business organizations, foundations, and
other relevant community members and leaders. The CCICH Executive Board provides advice and input
on the operations of homeless services, program operation and program development efforts in Contra
Costa County. The head of the Contra Costa Housing Authority is now a member of the Executive Board.
The CCICH Executive Board also serves as the advisory board for Health Care for the Homeless Health
Centers, which receive Section 330 funding under the federal Health Resources and Services
Administration (HRSA). CCICH is charged with evaluating the operation of the Centers and making
recommendations on how service delivery can be made more responsive to the needs of the homeless
community. The Health Care for the Homeless team make presentations and provide critical information
and feedback at all CCICH meetings, and contribute greatly to understanding of the many needs of
Contra Costa County's homeless population.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
Homeless Strategic Plan 2014 - The City of Antioch CDBG/Housing consultant is Chair of the Continuum
of Care (CoC) Advisory Board and worked closely with the community, County staff, and Home Base
consultants in the preparation of the new Contra Costa Homeless Strategic Plan. Forging Ahead Towards
Preventing and Ending Homelessness was adopted by the County in December 2014 and reaffirms the
County's commitment to a Housing First approach with these goals and strategies:
Goals
1. Permanent Housing - Decrease the length of time people experience homeless by increasing
housing stock
2. Prevention - Decrease the percentage of people who become homeless by expanding existing
prevention services, improving early identification and intervention efforts, and enhancing
discharge planning efforts.
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Strategies
3. Coordinate Assessment - Implement a coordinated assessment system to streamline access to
housing and services while addressing barriers, getting the right resources to the right people at
the right time.
4. Performance Standards - Integrate evaluation and performance measures with the
implementation of evidence-based programs and practices.
5. Communication - Develop the most effective platforms, such as websites, email, videos, and
social media, to provide access, support advocacy, and connect the community about
homelessness and available resources.
Zero: 2016 - The CoC was one of 70 nationwide selected to join Zero: 2106, a national campaign to end
veteran and chronic homelessness within two years. Zero: 2016 is led by the nonprofit, Community
Solutions, and will provide technical assistance to CoC members to enhance their strategies for helping
people in these key, vulnerable demographics into permanent housing.
Veterans - The Housing Authority of CC (CoC member) administers 160 VASH vouchers, providing rental
assistance & referrals, while SHELTER, Inc. (CoC provider, 2015-16 Antioch subrecipient) administers the
SSVF program, providing prevention, rental assistance & services (served 261 veterans). Many CoC
providers (Anka, Respite Ctr, Adult Interim Housing) provide transitional beds for veterans. Case
managers refer Veterans to the VA for job training, vocation rehab and health benefits. The local VA
(CoC member) supports Stand-Down events, operates ambulatory drop-in centers, and provides cultural
competency trainings.
The City consultant also works very closely with Antioch-based Delta Veterans Group assisting in
planning efforts for Contra Costa's first multi-day Stand Down on the Delta at the County Fairgrounds in
Antioch September 11-14, 2015. Here homeless Veterans will receive health screenings, dental care,
legal assistance, Veteran’s benefits counseling, shelter placement, hygiene packets, independent living
services, and more. This event is supported by the local Veterans Affairs office, the County Homeless
Program, and numerous nonprofit agencies serving the homeless community of CCC.
Unaccompanied Youth - The County operates Calli House, a shelter for homeless youth, Antioch CDBG
funds for 2015-16 will also support the Northern California Family Center, which provides short-term
shelter, family mediation, and placement services for runaway/homeless youth.
Persons at Risk of Homelessness - Antioch CDBG funds support SHELTER Inc. with emergency, one-
time funds for back rent, move-in costs, and other expenses to help at-risk households retain their
housing or find housing quickly after eviction, and the City is investigating ways to possibly utilize
Housing Successor funds to provide Rapid Rehousing services for at-risk households.
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