HomeMy WebLinkAboutRESOLUTION 2025-045 N.C.S. 04/21/2025Resolution No. 2025-045 N.C.S. Page 1
Resolution No. 2025-045 N.C.S.
of the City of Petaluma, California
RESOLUTION APPROVING THE 2025-2030 CONSOLIDATED PLAN AND 2025-2026 ANNUAL
ACTION PLAN
WHEREAS, the City of Petaluma is considered an entitlement jurisdiction under the Community
Development Block Grant (CDBG) Program and applies directly to the Department of Housing and Urban
Development (HUD) for funds; and
WHEREAS, 24 CFR 91.2(b)(10) and 91.15(b)(1) require the City to submit to HUD, every five years,
the Five-Year Consolidated Plan; and
WHEREAS, the Consolidated Plan serves both as a strategic plan for allocating funding for projects and
programs for low and moderate-income people and as a funding application to HUD; and
WHEREAS, the City has implemented a robust public engagement and Citizen Participation Plan to
ensure inclusive input from stakeholders through multiple community engagement methods including a survey,
public workshops, forums, and targeted outreach, particularly to underserved populations such as seniors,
families, and mobilehome park residents; and
WHEREAS, the community engagement process conducted from December 2024 to March 2025—
garnered participation from over 360 community members and was informed by collaboration with organizations
such as Petaluma People Services Center, Café Puente, Petaluma Family Resource Center, and the Golden State
Manufactured Homeowners League; and
WHEREAS, all comments, questions, and suggestions were considered valuable input to the process;
and
WHEREAS, the goals and priorities outlined in the 2025–2030 Plan are based on findings from a
comprehensive Housing Needs Assessment, a detailed Housing Market Analysis, and direct community input
identifying urgent needs around housing affordability, infrastructure, public services, and economic opportunity;
and
WHEREAS, the public outreach also included two formal public hearings held on March 17, 2025, and
April 21, 2025, and a Notice of Funding Availability was published on February 7, 2025, with the Draft
Consolidated Plan made available for a 60-day public comment period; and
WHEREAS, the timeline for development of the Consolidated and Annual Action Plans included public
noticing, technical assistance workshops, and a competitive application process to determine eligible
subrecipient activities for the 2025–2026 funding year; and
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
Resolution No. 2025-045 N.C.S. Page 2
WHEREAS, based on data analysis, public input, and staff recommendations, the City Council
established the following priorities for the 2025–2030 Consolidated Plan: (1) preserve existing affordable
housing, (2) support essential public services for vulnerable populations, and (3) improve public infrastructure
in underserved communities; and
WHEREAS, the City Council finds these goals to be aligned with the City’s strategic vision and Council
Goals including: providing safe, inclusive, and affordable housing; promoting equity and access in services; and
leveraging regional and state partnerships to address community needs; and
WHEREAS, the proposed goals and funded activities also support the City's Climate Action Framework
by encouraging energy-efficient home repair strategies, waste reduction, and sustainable food distribution
practices; and
WHEREAS, housing rehabilitation programs supported through CDBG funds, when feasible will
replace gas appliances with energy-efficient electric models, reduce greenhouse gas emissions, and preserve
existing building stock, thereby aligning with the City’s broader sustainability and carbon neutrality goals; and
WHEREAS, the City Council finds that the 2025-2030 Consolidated Plan outlines affordable housing
and community development strategies which contribute to the well-being and improvement of the lives of our
low- and moderate-income residents and the quality of life in our community, and satisfies the requirements of
24 CFR 91.200-230, as required by 24 CFR 91.200(a).
WHEREAS, as included in the 2025- 2030 Consolidated Plan the City Council approves the CDBG
2025-2026 Annual Action Plan allocation of the HUD approved 2025-2026 estimated funding of $330,000, of
which $250,000.00 is provided for housing preservation and rehabilitation services, and public infrastructure
repairs and improvements by Rebuilding Together; $49,500.00 for public services for fair housing activities to
be provided by Petaluma Peoples’ Services Center; and $30,500 will be utilized for City CDBG program
administration expenses;
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Petaluma as follows:
1. That the above recitals are true and correct and incorporated herein as findings.
2. That the Petaluma City Council approves the 2025-2030 Consolidated Plan; the 2025-2026 Annual Action
Plan, attached to the concurrent resolution as Exhibit A, and directs the City Manager to sign and transmit
the documents to HUD for review and approval
3. Directs the City Manager to execute CDBG documents, reports and approved subrecipient agreements
with Rebuilding Together and Petaluma Peoples’ Services Center for the programs and apportionment
stated in the concurrent staff report.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
Resolution No. 2025-045 N.C.S. Page 3
Under the power and authority conferred upon this Council by the Charter of said City.
REFERENCE: I hereby certify the foregoing Resolution was introduced and adopted by the
Council of the City of Petaluma at a Regular meeting on the 21 day of April 2025,
by the following vote:
Approved as to
form:
__________________________
City Attorney
AYES: McDonnell, Barnacle, Cader Thompson, DeCarli, Nau, Quint, Shribbs
NOES: None
ABSENT: None
ABSTAIN: None
ATTEST: ______________________________________________
City Clerk
______________________________________________
Mayor
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
0
*KS review completed 4-4-25
Consolidated Plan
FY 2025- 2030
Exhibit A
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
1
Contents
A Note About Data Sources .............................................................................................................. 5
Executive Summary .............................................................................................................................. 6
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) .......................................................................... 6
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ............................................................................ 10
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................................... 25
Needs Assessment ............................................................................................................................. 30
NA-05 Overview ...................................................................................................................................... 30
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ..................................................................... 30
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ......................................... 44
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ...............................47
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) ................................... 48
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ...................................................... 48
NA-35 Public Housing – 91.205(b) ........................................................................................................... 50
NA-40 Homeless Needs Assessment – 91.205(c) .................................................................................... 51
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b, d) ............................................................ 55
NA-50 Non-Housing Community Development Needs – 91.215 (f) ........................................................ 58
Housing Market Analysis .................................................................................................................... 65
MA-05 Overview ...................................................................................................................................... 65
MA-10 Number of Housing Units – 91.210(a)&(b)(2) .............................................................................. 66
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ................................................................ 70
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ...................................................... 71
MA-25 Public and Assisted Housing – 91.210(b) ..................................................................................... 73
MA-30 Homeless Facilities and Services – 91.210(c) ............................................................................... 73
MA-35 Special Needs Facilities and Services – 91.210(d) ........................................................................ 75
MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................................. 79
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
2
MA-45 Non-Housing Community Development Assets – 91.215 (f) ..................................................... 85
MA-50 Needs and Market Analysis Discussion ...................................................................................... 93
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2) ..................................................................................................................... 94
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) .......................................................................... 95
Strategic Plan ................................................................................................................................... 96
SP-05 Overview ..................................................................................................................................... 96
SP-10 Geographic Priorities – 91.215 (a)(1) .......................................................................................... 97
SP-25 Priority Needs - 91.215(a)(2) ....................................................................................................... 98
SP-30 Influence of Market Conditions – 91.215 (b) ............................................................................... 102
SP-50 Public Housing Accessibility and Involvement – 91.215(c) .......................................................... 112
SP-55 Barriers to affordable housing – 91.215(h) ................................................................................. 113
SP-60 Homelessness Strategy – 91.215(d) ............................................................................................ 118
SP-65 Lead based paint Hazards – 91.215(i) .......................................................................................... 121
SP-70 Anti-Poverty Strategy – 91.215(j) ................................................................................................ 123
SP-80 Monitoring – 91.230 .................................................................................................................... 126
Expected Resources .......................................................................................................................... 127
AP-15 Expected Resources – 91.220(c)(1,2) .......................................................................................... 127
Annual Goals and Objectives ............................................................................................................ 128
AP-20 Annual Goals and Objectives Goals Summary Information ........................................................ 128
Projects .................................................................................................................................................. 129
AP-35 Projects – 91.220(d) .................................................................................................................... 129
AP-38 Project Summary......................................................................................................................... 130
AP-50 Geographic Distribution – 91.220(f) ........................................................................................... 131
Affordable Housing .......................................................................................................................... 133
AP-55 Affordable Housing – 91.220(g) .................................................................................................. 134
AP-60 Public Housing – 91.220(h) ......................................................................................................... 134
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
3
AP-65 Homeless and Other Special Needs Activities – 91.220(i) ........................................................... 134
AP-75 Barriers to affordable housing – 91.220(j) .................................................................................. 135
AP-85 Other Actions – 91.220(k) ........................................................................................................... 137
Program Specific Requirements ......................................................................................................... 138
Appendix 2 –Outreach List: ............................................................................................................... 144
Appendix 3 – Citizen Participation Plan 2024 to 2027 ......................................................................... 145
Appendix 4 – Public Comments ......................................................................................................... 150
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
4
A Note About Data Sources
The City of Petaluma (City) receives federal funds through the U.S. Department of Housing and
Urban Development (HUD). HUD provides a certain amount of default data for use in the
development of this Consolidated Plan. Most of the data tables supplied by HUD are from the
2022 American Community Survey (ACS), however, wherever possible, the data from these
tables has been updated or supplemented to reflect the most accurate and timely information
available, including the sources listed below. Data often apply to the entire Metropolitan
Statistical Area (MSA) because data for the City is sometimes not tracked separately.
• 2025-2030 Consolidated Plan: This report is referred to throughout the Draft 2025-2030
Consolidated Plan and 2025-2026 Action Plan as a reference point to assess some
changes in data points over time. It should be noted that past Consolidated Plans
covered a four-year period.
• American Community Survey (ACS): This survey is a sample meant to provide more
timely estimates between decennial Censuses. The ACS is available in one-year, three-
year, and five-year averages. Because the one- and three-year estimates have a higher
margin of error, the most recent five-year estimates are used as a default for data
unless otherwise specified. The most recent five-year ACS available is the 2017-2021
estimate; all ACS data is available to the public at https://www.census.gov/data.html. In
some statistics, data has not been updated since the 2020: ACS 5-Year Estimates.
• Comprehensive Housing Affordability Strategy (CHAS): HUD commissioned the Census
Bureau for special data tabulations that address housing and community development
needs for low-income households. On September 5, 2023, HUD released updated CHAS
data based on 2016-2020 ACS 5-year estimates. Data can be accessed at
https://www.huduser.gov/portal/datasets/cp.html
• Sonoma County 2024 Point-In-Time Count: Every year during the last 10 days of January,
the Sonoma County Continuum of Care conducts a comprehensive count of the local
homeless population to understand the needs, number, and circumstances of persons
experiencing homelessness in the MSA, which includes all of Sonoma County. The Point-
in-Time Count is the only source of data on sheltered and unsheltered homelessness
and is required by HUD of all jurisdictions receiving federal funding. The current and
past reports can be viewed at http://sonomacounty.ca.gov/CDC/Homeless-
Services/Homeless-Count/.
• United States Census: The Census is the most statistically accurate source of data for the
jurisdiction. Data from the 2020 Census, which is from the last decennial census, are
used throughout this report as a benchmark to compare changes and analyze longer-
term trends. All Census data is available to the public at
https://www.census.gov/data.html.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
5
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Each year the U.S. Department of Housing and Urban Development (HUD) provides funding to
the City of Petaluma (City) for housing and community development programs, specifically
Community Development Block Grant (CDBG). To receive these funds, the City must complete
a report every three to five years called the Consolidated Plan (Plan). Petaluma had previously
been preparing the Plan every four years. The current Plan will cover five years, July 1, 2025 –
June 30, 2030. The subsequent Plan will include July 1, 2030 – June 30, 2035, covering a 5-year
period.
The purpose of the Plan, which covers Program Years 2025/2026 through 2029/2030, is to
identify the City’s housing and community development needs, priorities, goals, and strategies,
and to identify how funds will be allocated to these activities over the Plan period.
The City’s Community Development Department (CDD) leads in the development and
implementation of this Plan with input from a variety of stakeholders; comprehensive lists are
included in Section PR-10 and Appendix 2 to the Plan. The Sonoma County Housing Authority
(Authority) acts as the Public Housing Authority (PHA) for administration of the Housing Choice
Voucher (HCV, sometimes known as “Section 8” or “Rental Assistance”) program for Petaluma
residents, and as the policy body for local housing programs including loans made with CDBG,
HOME, and local housing funds.
The Plan has been prepared in accordance with HUD’s Office of Community & Planning
Development (CPD) eCon Planning Suite, which includes the Consolidated Plan template in the
Integrated Disbursement and Information System (IDIS). Many of the data tables are pre-
populated with data as noted in the foregoing “A Note About Data Sources” section, but other
sources are noted throughout the Plan and may include the addition of more recent data where
practical or necessary. The research process involved an analysis of the following key
components: demographic, economic, and housing data; affordable housing market; special
needs populations (homeless and non-homeless); consultation with public and private
agencies; and citizen participation.
The Plan process also includes the first-year Action Plan for Fiscal Year 2025/2026, the program
year document that the City prepares annually pursuant to the goals outlined in this
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
6
Plan. The Action Plan details the activities the City and Authority will undertake to address the
housing and community development needs and local objectives using CDBG funds for Fiscal
Year 2025/2026. The Plan is divided into six sections:
• Executive Summary;
• The Process;
• Needs Assessment;
• Housing Market Analysis;
• Strategic Plan; and
• Expected Resources (Annual Action Plan)
The Needs Assessment, Housing Market Analysis, and Strategic Plan form the key sections. The City
recognizes the importance of public participation in both defining and understanding current
housing, community development, and fair housing needs as well as prioritizing resources to
address those needs. The City encourages members of the public to submit feedback on the Plan;
contact information is included The Process, Section PR-05 Lead & Responsible Agencies.
2. Summary of objectives and outcomes in the Plan Needs Assessment Overview
The City categorizes its needs in alignment with the following priorities presented in HUD
Regulation 24 CFR 91.215: affordable housing, homelessness, and non-housing community
development. Priority is based on the needs demonstrated by the information collected
during the preparation of the Plan, the consultation and resident participation process, and
the availability of resources to address the identified needs. Based on this information,
housing needs and homelessness are considered the highest priority, followed by non-housing
community development. The City has identified the highest priority goals to address its
housing, homelessness, and non-housing community development needs between 2025 and
2030; the implementation of these goals is mainly administered by the City:
• Preserve existing affordable housing stock;
• Allocate funds to programs that support housing and services to special needs
populations including children, seniors, homeless and persons with disability; and
• Allocate funds to local partner organizations that collaborate and leverage
commitments to promote a higher level of service.
The City also recognizes the importance of the following potential community goals that
cannot be adequately supported within the current CDBG funding allocation limits:
• Promote homeownership opportunities for City residents;
• Provide funding for public facilities and improvements; and
• Promote economic development activities in the City;
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
7
During the Plan period, the City will receive an estimated $300,000 per year in CDBG funding for a
five-year total of approximately $1,500,000. CDBG program funds are used for public services,
housing activities, and administrative costs, with an emphasis on providing decent housing and a
suitable living environment, principally for low- and moderate-income households. The funds can
be used for activities including acquisition, disposition, public facilities and improvements,
clearance and remediation activities, public services, interim assistance, payment of non-federal
share, urban renewal completion, relocation, loss of rental income, housing services, privately
owned utilities, construction of housing, homeownership assistance, technical assistance, or
assistance to institutions of higher education.
3. Evaluation of past performance
At the close of each fiscal year, the City prepares a Consolidated Annual Performance and
Evaluation Report (CAPER); the CAPER for 2024/2025 will be completed after the June 30, 2025
fiscal year close. These reports outline how the City met the needs and objectives listed in the
most recent Consolidated Plan and Annual Action Plans and are due to HUD by September 30 of
each year. The City’s key accomplishments supported with CDBG and CDBG-CV funding over the
2020-2024 Consolidated Plan period include the following:
• Rental assistance program from 2021 to 2023 with CDBG-CV funds – enabled 384
households to remain stably housed. Rental assistance was administered by COTS (for
people experiencing homelessness) and Petaluma People Services Center (for general
community.)
• Preservation of affordable housing from 2020 to 2024 through renovations of owner or
renter occupied properties for low-income residents – preserved 187 units. Service partners
included Rebuilding Together Petaluma (Safe and Healthy Homes Program) and Petaluma
Ecumenical Properties (PEP Senior Housing.)
• Services for low-income special populations in 2021-2022 with CDBG-CV funds – Boys and
Girls Club provided support for virtual youth programming for 138 children including free,
nutritious meals to children during COVID-19 pandemic.
• Services for low-income special populations from 2020 to 2024 – provided free, nutritious
home-delivered meals to low-income seniors or people with disabilities through City
partnership with Petaluma People Services Center Served 1707 meals.
• Services for low-income special populations in 2020-2021 with CDBG funds – through
installation of an on-site youth garden North Bay Children’s Center provided daily nutrition
education and fresh produce to 22 preschool children and their families.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
8
4. Summary of citizen participation process and consultation process
The Plan process involved the community, including housing and community development
organizations, nonprofit providers of affordable housing, service providers for low-income and
special needs populations, advocates, and organizations whose prime directive is to serve the
vulnerability of affordable units to natural disasters. The City released a survey on January 20,
2025 to provide an overview of the process for completing the Plan and to receive feedback
from the public. A community forum was held on January 23, 2025, facilitated by CDD and
Housing staff. Several local-non-profits and community organizations for input on the
Consolidated Plan 2025-2029 and the 2025-2026 Annual Action Plan. To promote these
meetings, notices were posted on the City’s website and Facebook pages, sent in the City e-
bulletin newsletter; advertised in the Argus Courier online and in print; and sent by email to
community stakeholder groups and aforementioned organizations. The draft Plans were made
available to the public electronically at https://cityofpetaluma.org/housing-reports-documents/
for the 60-day public comment period from February 18, 2025 until April 18, 2025, and the
public was encouraged to submit comments in email to staff. Two public hearings are scheduled
at the City Council meeting on March 17, 2025 and April 21, 2025; interested members of the
public may also provide comments at this meeting.
5. Summary of public comments
• From the public hearing on March 17th, 2025, and April 21, 2025, the following comments were
received:
Oral & Written Comment - Public Hearing March 17, 2025: Public comments expressed
strong support for the Consolidated Plan’s priorities, particularly efforts to increase
affordable housing and fund critical home repairs that improve accessibility and prevent
homelessness. Speakers highlighted the severity of the housing crisis in Petaluma, the
inadequacy of current funding to meet community needs, and the importance of
proactive policy decisions. Emphasis was placed on the moral and practical necessity of
supporting low-income residents and taking action to prevent displacement, with a call
for continued community engagement and commitment to equitable housing solutions.
Oral & Written Comment - Public Hearing April 21, 2025: Several community members
spoke passionately in favor of continued and increased funding for Rebuilding Together
Petaluma (RTP) and Petaluma People Services Center (PPSC), emphasizing the
organizations' critical role in safeguarding the most vulnerable residents, especially
seniors and low-income families.
6.
• From the community survey, the following comments were received:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
9
The Housing and Community Needs Survey received 196 responses, predominantly from
Petaluma residents, highlighting major concerns around the lack of affordable housing
for both renters and buyers, homelessness, and deteriorating public infrastructure such
as roads and sidewalks. Participants overwhelmingly called for the City to prioritize
building affordable rentals and homes for sale, supporting first-time homebuyers, and
investing in programs to prevent homelessness, especially for seniors and disabled
residents. Public services like mental health care, help for seniors and youth, and
improved transportation options were noted as significant needs, with mental health
care and childcare being particularly hard to access. Economic development suggestions
emphasized strong support for small businesses, streamlined permit processes, and
revitalization of underused commercial spaces. Concerns around the accessibility and
maintenance of public spaces, the need for safer bike and pedestrian routes, and the
urgent need to improve city roadways were widespread. While some respondents
reported experiences of housing discrimination, many felt the city’s protections were
only moderately effective. Overall, the community expressed deep frustration with
housing and infrastructure challenges but showed strong commitment to preserving
Petaluma’s character while ensuring it remains livable and inclusive.
• From community forum, the following comments were received:
January 20, 2025, Community Forum: Community input underscored deep concerns about
housing affordability and stability, particularly for seniors, families, and undocumented
residents facing overcrowding, aging housing, and rising homelessness. There were also
significant issues with inadequate public infrastructure and transportation, which hinder
access to jobs and education. Economic development efforts were seen as essential, with calls
for stronger workforce development, job training, and hospital-related employment stability.
Participants emphasized the importance of more inclusive community engagement by
reaching underserved populations directly, and highlighted the urgent need for expanded
services for undocumented individuals and unhoused students and workers.
February 11, 2025, Community Advisory Board (CAB) meeting: CAB feedback emphasized the
need for inclusive economic development, particularly through support for small businesses
and Latino entrepreneurship, including technical assistance and more accessible spaces like
culturally inclusive farmers markets. There was a strong call for improved access to affordable
housing, food security initiatives such as community gardens and pantries, and health services,
especially dental and holistic care for working families. Residents also highlighted the
importance of investing in culturally relevant community spaces and infrastructure to foster
education, engagement, and celebration. Additional concerns included inadequate
transportation coverage and the need for better street lighting and safer pedestrian corridors.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
10
7. Summary of comments or views not accepted and the reasons for not accepting them
All comments will be accepted and considered.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
11
2025-30 CONSOLIDATED PLAN.
CITIZEN PARTICIPATION AND STAKEHOLDER CONSULTATION
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator Petaluma Community Development
Department / Housing Division
Table 1 – Responsible Agencies
Narrative
The City of Petaluma (City) is the agency responsible for preparing the Consolidated Plan,
providing community input opportunities, and administering the CDBG grant program and
funding source. The City Housing Division is responsible for administering its housing
programs. The City of Petaluma utilizes the Sonoma County Housing Commission and Authority
for the purpose of ensuring adequate, decent, safe, and sanitary housing for qualified
households within Petaluma, consistent with federal, state, and local laws. The Sonoma County
Housing Authority manages the distribution of Federal rental subsidies to low- income residents
(the Housing Choice Voucher (HCV) Program, also known as “Section 8” or “Rental Assistance”);
The Housing Division collaborates with other local government and nonprofit agencies to
provide services to homeless residents; and develops and administers a variety of affordable
housing programs. Key program areas include Fair Housing Support, Rental Assistance,
Mobilehome Rent Control, and Homeless Services. The Housing Division administers the City’s
housing production and preservation programs, broken into four broad funding categories:
• Affordable Housing Production;
• Conversion and Preservation of Affordable Housing;
• Special Needs Facilities; and
• First-time homebuyer Program
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
12
Since 1984, the City has supported the development of over 1336 affordable rental and
ownership units, including single-family and multi-family residences, and housing for seniors
and persons with special needs. This equates to 22% of all housing units built in Petaluma over
the past 15 years.
Consolidated Plan Public Contact Information
Brian Oh, Director,
City of Petaluma Community Development Department
Address: 11 English Street, Petaluma, CA 94952
Phone: 707-615-6568
Email: boh@cityofpetaluma.org
Karen Shimizu, Assistant Director
City of Petaluma Community Development Department
Address: 11 English Street, Petaluma, CA 94952
Phone: 707-324-0708
Email: kshimizu@cityofpetlauma.org
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)
1. Introduction
The City of Petaluma has maintained a very active and successful Housing Division for many
years that has focused on the production and rehabilitation of housing low and very low-
income families, seniors, individuals, differently abled persons, homeless individuals and
other groups with housing needs. The City has funded locally based nonprofits to serve those
populations with CDBG, local in-lieu, commercial linkage, housing funds and State HOME and
other federal and state resources.
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)).
General Units of Local Government
• City Council of the City of Petaluma: Conducts a Public Hearing, usually in April, and
authorizes submittal of the final Consolidated Plan and the associated Fiscal Year Annual
Action Plan to HUD.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
13
• City of Petaluma: As one of the three entitlement jurisdictions, Petaluma participates
with Petaluma and the CDC in the Continuum of Care planning process and
collaborated with the City and the CDC to complete the updated Countywide
Assessment of Fair Housing (AFH) in 2024 which addresses fair housing issues
throughout the region. Petaluma administers its CDBG allocation within its
jurisdictional boundaries.
• Sonoma County Housing Commission and Housing Authority help low and very low-
income households apply for housing vouchers, track the waitlist and secure Housing
Choice vouchers for its citizens. The City produces brochures, informational sheets for
local low-income housing sites, and other resources to assist its citizens to secure
affordable housing as well as mental health, jobs training, legal services and rental
housing assistance. The City collaborates with the County Health Department and the
Community Development Commission, which includes the Countywide Housing
Authority to address issues and provide resources for critical issues such as
homelessness in the county and in particular in Petaluma. The City Housing staff
maintains a robust website: https://cityofpetaluma.org/departments/housing/.
Information is provided for a range of housing policies, lists of housing opportunities
and recent actions approved by the City Council regarding the provision of affordable
housing and community services for low and moderate-income households
• The City of Petaluma SAFE team addresses crisis response, prevention and intervention
for our most vulnerable community members experiencing mental health issues,
substance abuse issues and homelessness. This team is made up of civilian first
responders, who will respond to and proactively address calls for service that have
traditionally (and unnecessarily) burdened law enforcement, emergency medical
services and health care providers.
2. Coordination with the Continuum of Care and efforts to address needs of homeless
persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The City of Petaluma participates with the Sonoma County's Continuum of Care Committee
and shares resources and information to address the needs of people experiencing
homelessness in Petaluma. Many aspects of this Plan’s development process included
consultations with the MSA’s Continuum of Care (CoC) organization. Efforts to address the
needs of persons experiencing homelessness are described in greater detail later in this Plan.
The Sonoma County Department of Health Service (DHS) is the lead agency for the Sonoma
County Homeless Coalition (formerly the Sonoma County Continuum of Care) and hosts its
planning process. The City, the County of Sonoma, and the City of Petaluma, the three HUD
entitlement jurisdictions in Sonoma County, have designated seats on the Sonoma County
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
14
Homeless Coalition’s Board, which includes representation from the nonprofit, governmental,
service provider, housing development, law enforcement, faith-based, business, homeless, and
general communities. The City of Petaluma 2023 3 Year Strategic Plan to End Homelessness
and its annual submissions to HUD reflect the demographics, needs, and available shelter,
housing, and services in all three HUD entitlement jurisdictions to provide a cohesive shelter
system throughout the region.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The City does not receive or coordinate ESG funds. As member of the County's Continuum of
Care, Petaluma helps to develop performance standards and evaluate outcomes for County-
administered ESG programs.
3. Agencies, groups, organizations and others who participated in the process and
jurisdiction consultations with housing, social service agencies and other entities.
It should be noted that most of the entities listed in the following table serve residents of the
entire MSA rather than just serving residents of Petaluma therefore, all agencies are regional
organizations. Numerous individuals are also included in the outreach list for this Plan; their
names are included in Appendix 2 attached hereto.
1 Agency/Group/Organization Housing Land Trust of the North Bay
Agency/Group/Organization Type Housing Services – Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Housing Land Trust of Sonoma (HLT), a
Petaluma based organization, administers the
City's affordable homeownership program and
provides homeownership opportunities for low-
and moderate-income homebuyers by retaining
the land under a 99-year lease and help to secure
home loans for the above-ground housing units
thus providing affordable opportunities. HLT
participates in the City efforts, such as the annual
Community Meeting to provide input about
current and future housing needs in preparation of
the Consolidated Plan and AAP.
2 Agency/Group/Organization Petaluma Peoples Services Center (PPSC)
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
15
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-Education
Service-Fair Housing
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Petaluma Peoples' Services Center (PPSC) provides
fair housing, meals on wheels, rental assistance
funding and a range of services for low and very
low-income families, individuals and persons with
disabilities. PPSC is very active with the City, the
County and related local non-profit organizations in
Petaluma to coordinate delivery of services as well
as participate in the annual CDBG Community
Meeting to help identify current and future needs
for low and very low-income families, seniors and
individuals.
3 Agency/Group/Organization Allied Housing
Agency/Group/Organization Type Services-Homeless, Services-Persons with
Disabilities
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
4 Agency/Group/Organization Rebuilding Together Petaluma
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
16
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. Rebuilding Together
Petaluma (RBT) is a local Petaluma based non-
profit that provides housing rehabilitation for low
and very low-income homeowners. RBT
participate in the City's Community meeting and
provided input regarding the current and future
needs for affordable housing, especially
rehabilitation needs for seniors, veterans and
persons with physical disabilities. RBT works with
other non-profit such as COTS for the rehab of its
homeless shelters and homes
5 Agency/Group/Organization Committee on the Shelterless (COTS)
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Committee on the Shelterless (COTS) provides
shelters, rental housing, education, job
preparation, health and counseling services for
persons experiencing homelessness. COTS work
with City staff, a local support committee to track
and provide services at homeless camps and other
non-profits and countywide organizations.
6 Agency/Group/Organization Sonoma County Community Development
Commission
Agency/Group/Organization Type Housing
PHA
Services - Housing
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
17
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Sonoma County Community Development
Commission (CDC) is a agency of Sonoma County,
CA. The CDC included the Countywide Housing
Authority (HA) and provides funding for the
development of low and moderate-income
affordable housing. The City of Petaluma works in
conjunction with the local non-profit organizations
to assist with securing funding from the CDC which
includes submitting letters of support, Housing
Staff providing in-person testimony in support of
local funding requests and regular communication
with CDC staff to coordinate funding requests.
7 Agency/Group/Organization City of Petaluma
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
regional coordination committed to
improving the quality of life for MSA residents.
8 Agency/Group/Organization Petaluma Health Care District
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
18
9 Agency/Group/Organization MidPen Housing
Agency/Group/Organization Type Housing Services- Housing Persons with Special
Needs and Disabilities
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
10 Agency/Group/Organization Burbank Housing Development Corporation
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
11 Agency/Group/Organization Senior Advocacy Services
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
12 Agency/Group/Organization California Rural Legal Assistance Inc.
Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by
Consultation?
overall plan
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
19
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
13 Agency/Group/Organization Legal Aid of Sonoma County
Agency/Group/Organization Type Services – Fair Housing
Services-Victims of Domestic Violence
Services-Homeless
Services - Victims
Services- Immigration
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
14 Agency/Group/Organization Petaluma Family Resource Center
Agency/Group/Organization Type Services - Education
Services-Children
Services-Immigration
Services-Adult Literacy
Services-Meals
Services-Victims of Domestic Violence
Services-Housing
Services-Health
Services-Education
Services-Employment
Services - Victims
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization participated in community
meetings and public hearings and commented on
the draft Plan and provided information. The
anticipated outcome of the consultation was to
improve coordination with organization committed
to improving MSA residents’ quality of life.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
20
15 Agency/Group/Organization COTS Committee on the Shelterless
Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
16 Agency/Group/Organization Petaluma Blacks for Community Development
Agency/Group/Organization Type Services – Education
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
17 Agency/Group/Organization Café Puente
Agency/Group/Organization Type Services - Education
Services-Immigration
Services-Adult Literacy
Services-Meals
Services-Children
Services-Housing
Services-Health
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
18 Agency/Group/Organization Blue Zones Petaluma
Agency/Group/Organization Type Services - Education
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
21
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
19 Agency/Group/Organization Cool Petaluma
Agency/Group/Organization Type Services - Education
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
20 Agency/Group/Organization Healthy Petaluma
Agency/Group/Organization Type Services – Education
Services - Health
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
21 Agency/Group/Organization Petaluma Educational Foundation
Agency/Group/Organization Type Services - Education
What section of the Plan was addressed by
Consultation?
overall plan
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
22
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
22 Agency/Group/Organization Housing Land Trust of the North Bay
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Housing Land Trust of Sonoma (HLT), a
Petaluma based organization, administers the City's
affordable homeownership program and provides
homeownership opportunities for low and
moderate income homebuyers by retaining the
land under a 99 year lease and help to secure home
loans for the above-ground housing units thus
providing affordable opportunities. HLT
participates in the City efforts, such as the annual
Community Meeting to provide input about current
and future housing needs in preparation of the
Consolidated Plan and AAP.
23 Agency/Group/Organization HomeFirst
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
23
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
HomeFirst connects individuals to housing,
education, job preparation, health and counseling
services for persons experiencing homelessness.
HomeFirst work with City staff, and a network of
regional homeless service providers to track and
provide services to unsheltered individuals living
outside or at homeless camps and get them placed
into housing.
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
24 Agency/Group/Organization Housing Authority of the City of Petaluma
Agency/Group/Organization Type Other government - Local, Housing
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
25 Agency/Group/Organization PEP Housing
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
26 Agency/Group/Organization Sonoma County Homeless Coalition
Agency/Group/Organization Type Continuum of Care
What section of the Plan was addressed by
Consultation?
overall plan
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
24
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
27 Agency/Group/Organization North Bay Organizing Project
Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
overall plan
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
This organization was invited to participate in
community meetings and public hearings and to
comment on the draft Plan. The anticipated
outcome of the consultation was to improve
coordination with an organization committed to
improving the quality of life for MSA residents.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting
Efforts were made to contact all required organizations for consultation to inform the
development of the City’s Consolidated Plan. However, despite multiple attempts, not all of the
agencies/organizations/groups that were contacted responded to the request for consultation. All
groups were either consulted or invited to participate in the Plan process. The City did not consult any
agencies in the area of Broad Band Services, but recognizes this as an important aspect of City
operations in order to provide access and equity for all members of the community. As part of the City
Technology Advisory Committee the City will be forming a committee to address Broad Band Services
City wide.
Name of Plan Lead Organization How do the goals of your
Strategic Plan overlap with the goals of each plan?
Sonoma County Continuum of
Care 5-Year Strategic Plan to
Prevent and End Homelessness
2023-2027
Sonoma County Homeless
Coalition (Sonoma County
Continuum of Care/Sonoma
County Department of Health
Services as Lead)
As the second largest City in the
County Continuum of Care,
Petaluma has a seat on its
governing body ensuring
coordination with the consolidated planning process.
Table 3 – Other local / regional / federal planning efforts
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
25
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of local government, in implementation of the Consolidated Plan (91.215(l))
As noted above, the City consulted with the County of Sonoma and the City of Petaluma the other two
federal entitlement jurisdictions in the MSA. Additionally, the City of Petaluma as has developed a
Homelessness Solution Strategic Plan to align the City’s efforts and work in subregional coordination
with the Cities of Sonoma, Cotati Rohnert Park together as the South County region. The Petaluma
Housing staff works continuously with internal units of the City of Petaluma. The Housing staff serve
as the Housing Division within the Community Development Department addressing affordable
housing and community assistance as part of critical needs and top goals of the City's Strategic
Plan. The Housing Division works hand-in-hand with the City Attorney and Finance Director and
Planning Department in the discussion, review and Planning Commission and City Council in the
processing and approvals of housing policies, such as the Housing Element, General Plan and Specific
Plan, as well as adoptions of affordable housing related city ordinances and specific single-family and
multi-family housing development projects that are proposed for affordable housing. The Housing
Division works closely with the Sonoma County Community Development Commission (CDC) and
Housing Authority PHA), State Department of Housing and Community Development to secure housing
funds such as the HOME program, and the state Treasurer to secure Low Income Housing Tax Credits
(LIHTC) for development of rental housing affordable to households at 60% and below of AMI.
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
To ensure maximum participation in this Plan process among all populations and to properly
address issues and concerns, the City has developed its Citizen Participation Plan (CPP) attached
hereto as Appendix 3. The CPP describes actions to be taken to involve residents in the
development of the Consolidated Plan, Substantial Amendments to the Consolidated Plan,
Minor Amendments to the Consolidated Plan, the Annual Action Plan, the Consolidated Annual
Performance Evaluation Report (CAPER), and the previously mentioned AFH. The CPP can also
be found on the City’s website at https://cityofpetaluma.org/documents/final-2024-citizen-
participation-plan/ The CPP includes the following components:
1. Access to Meetings, Information, Records;
2. Technical Assistance;
3. Public Notices;
4. Publication of Draft Documents;
5. Public Hearings/Public Meetings;
6. Public Comments;
7. Availability of Final Documents;
8. Response to Complaints; and
9. Process for Amendments to the Plan.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
26
Public participation in development of the Plan is encouraged. In addition to publishing notices
in the Argus Courier, notices of public meetings/hearings were also published online in English
and in Spanish on the City webpage. Outreach included the organizations listed in Section PR-
10 and individuals listed in Appendix 2. The City provides bilingual translators and signing or
captioning services for the hearing impaired when requested. Public meeting/hearing sites are
Americans with Disabilities (ADA)-compliant and near public transportation.
Information is available in Spanish for many programs and activities; Upon request, the City
will provide appropriate auxiliary aids or services for those individuals who have hearing, sight
or speech impairments, in order to participate in City programs or activities. The City’s website
is available in every known language, and there is an ongoing requirement that agencies
receiving funds from the City utilize a variety of methods to reach the broadest population
possible. A full discussion of the City’s Accessibility Policy is located at
https://cityofpetaluma.org/accessibility-statement .
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
27
Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
Response/attendance
Summary -
Comments received
Summary of
comments not accepted and reasons
1 Public
Survey
1/20/25
3/17/25
Non-
targeted/
broad
community
196 Survey Responses
were received. The top
needs identified from the
Survey were
1)Rehab/Reconstruction of Affordable Housing;
2) Rental Assistance; and
3) Development of New
Affordable
Housing.
Comments
received are
included as
Appendix 4
All comments are
accepted and
included in this
Plan
2 Service
Provider
Meeting
1/23/25
All previous
and potential
service
providers
6 Service Provider
organizations attended
the meeting and
provided verbal
comments in favor of
additional funding for
affordable housing and
community services.
Comments
received are
included as
Appendix 4
All comments are
accepted and
included in this
Plan.
3 Café
Puente /
Petaluma
Health
Center
Latine
Advisory
Board
Meeting
2/12/25
Targeted
community
Latine Advisory Board
(CAB) is an advisory
group comprised of
community members
appointed by Café
Puente Members either
represented a specific
district or are at-large.
The CAB provided
feedback on 2/13/25 on the Consolidated
Plan Process and priority
needs within the
community
Comments
received are
included as
Appendix 4
All comments are
accepted and
included in this
Plan.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
28
4 Public
Meeting /
Public
Hearing
3/17/25
Non-
targeted/
Broad Com-
munity
Minorities
Non- English Speaking –
Spanish
Persons with
Disabilities
Residents of
Public and
Assisted
Housing
The City hosted a public
meeting on 3/17/25 to
solicit public services
funding applications.
Comments
received are
included as
Appendix 4
All comments are
accepted and
included in this
Plan.
5 Newspaper
Ads
Non-
targeted/
Broad Com-
munity
Minorities
Non- English
Speaking –
Spanish Persons with
Disabilities
Residents of
Public and
Assisted
Housing
Notices for the 3/17/25
and 4/21/25 public
hearing were posted in
the Argus Courier
Newspaper ad and
posted on the city
housing webpage.
All comments are
accepted and
included in this
Plan.
6 Email Non-
targeted/
broad community
Notices of community
forum and public
hearings were distributed to the
agencies listed in Table 3
and the email list in
Appendix 2.
Comments
received are
included as Appendix 4
All comments are
accepted and
included in this Plan.
7 Public
Hearing
4/21/25
Non-
targeted/
broad
community
City Council meeting
notices are posted at
various locations
throughout the City Hall
complex and emailed to
an opt-in mailing list.
Comments
received are
included as
Appendix 4
All comments are
accepted and
included in this
Plan.
Table 4 – Citizen Participation Outreach
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
29
Public Comment Received
January 20, 2025, Community Forum: Community input underscored deep concerns about
housing affordability and stability, particularly for seniors, families, and undocumented residents
facing overcrowding, aging housing, and rising homelessness. There were also significant issues
with inadequate public infrastructure and transportation, which hinder access to jobs and
education. Economic development efforts were seen as essential, with calls for stronger
workforce development, job training, and hospital-related employment stability. Participants
emphasized the importance of more inclusive community engagement by reaching underserved
populations directly, and highlighted the urgent need for expanded services for undocumented
individuals and unhoused students and workers.
February 11, 2025, Community Advisory Board (CAB) meeting: CAB feedback emphasized the
need for inclusive economic development, particularly through support for small businesses and
Latino entrepreneurship, including technical assistance and more accessible spaces like culturally
inclusive farmers markets. There was a strong call for improved access to affordable housing,
food security initiatives such as community gardens and pantries, and health services, especially
dental and holistic care for working families. Residents also highlighted the importance of
investing in culturally relevant community spaces and infrastructure to foster education,
engagement, and celebration. Additional concerns included inadequate transportation coverage
and the need for better street lighting and safer pedestrian corridors.
Oral Comment - Public Hearing March 17, 2025: Public comments expressed strong support for
the Consolidated Plan’s priorities, particularly efforts to increase affordable housing and fund
critical home repairs that improve accessibility and prevent homelessness. Speakers highlighted
the severity of the housing crisis in Petaluma, the inadequacy of current funding to meet
community needs, and the importance of proactive policy decisions. Emphasis was placed on
the moral and practical necessity of supporting low-income residents and taking action to
prevent displacement, with a call for continued community engagement and commitment to
equitable housing solutions.
Oral Comment – Public Hearing, April 21, 2025: During public comments at the April 21, 2025
Council meeting, numerous speakers strongly advocated for continued and increased funding for
Rebuilding Together Petaluma (RTP) and Petaluma People Services Center (PPSC). Nicola Frye
emphasized the desire to expand RTP’s role in planning and development to strengthen
collaboration with local government and public services, ensuring that residents are safe, housed,
secure, and fed. Jodi Johnson described RTP as a lifeline for residents facing mobilehome park
safety violations, noting that RTP organized 90 volunteers to assist with cleanups and proactively
prepared residents for HCD inspections, far exceeding normal expectations. Tim Porteous shared a
story of RTP saving a woman’s home from condemnation and reiterated that both RTP and PPSC
are critical lifelines for many seniors and families who would otherwise struggle to meet basic
needs. Janice Barker spoke about how PPSC caseworkers supported her with respite care and self-
care arrangements when her partner was diagnosed with severe dementia, allowing her to
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
30
continue working. Katherine Brobowski highlighted that many residents cannot afford both food
and home repairs, calling RTP and PPSC a godsend. Angie Cruz emphasized that RTP’s emergency
repair work has helped prevent homelessness across multiple parks and that residents also depend
on PPSC for meals and other essential services. The speakers collectively underscored that RTP and
PPSC serve the community’s most vulnerable populations, and they urged the Council to support
the continued funding of these vital programs.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
31
Needs Assessment
NA-05 Overview
Needs Assessment Overview
This Section of the Plan provides a summary of the needs related to affordable housing, special
needs housing, community development, and homeless services in Petaluma. This Needs
Assessment includes the following sections.
• Housing Needs Assessment;
• Disproportionately Greater Need;
• Public Housing;
• Homeless Needs Assessment;
• Non-Homeless Needs Assessment; and
• Non-Housing Community Development Needs.
The Needs Assessment identifies, with feedback and comments received from the public and
stakeholders, those needs with the highest priority which then form the basis for the Strategic
Plan section and the programs and projects to be administered. Most of the data tables in this
section are populated with default data from CHAS data based on the 2017 – 2021 ACS Five-
Year Estimate as released by HUD. Other sources are noted throughout this Plan, in the Section
of the Plan titled “A Note About Data Sources,” and Appendix 1.
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The data in this Section analyzes needs related to households experiencing:
1. Overcrowding;
2. Substandard housing;
3. Cost burden (paying more than 30% of household income for housing costs); and
4. Severe cost burden (paying over 50% of household income for housing costs).
The following income categories are referenced throughout this Plan:
• Extremely low-income: households with income less than 30% of Area Median Income
(AMI);
• Very low-income: households with income between 31% and 50% of AMI;
• Low-income: households with income between 51% and 80% of AMI;
• Moderate-income: households with income between 81% and 120% of AMI:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
32
• Above Moderate-income: households with income above 120% of AMI.
The 2024 Income Limits for Petaluma are as follows; Income Limits are based on data
provided by HUD that is updated annually:
2024 INCOME LIMITS (Effective June 1, 2024)
Persons in
Household
Acutely Low
Income (15%
Area Median
Income)
Extremely
Low
Income
(30% Area
Median
Income)
Very Low Income
(50% Area Median
Income)
60% Area
Median
Income
Low Income
(80% Area
Median
Income)
Median
Income
(100% Area
Median
Income)
Moderate
Income
(120% Area
Median
Income)
1 13,500 29,050 48,450 58,140 77,500 89,900 107,850
2 15,400 33,200 55,350 66,420 88,600 102,700 123,300
3 17,350 37,350 62,250 74,700 99,650 115,550 138,700
4 19,250 41,500 69,150 82,980 110,700 128,400 154,100
5 20,800 44,850 74,700 89,640 119,600 138,650 166,450
6 22,350 48,150 80,250 96,300 128,450 148,950 178,750
7 23,850 51,500 85,750 102,900 137,300 159,200 191,100
8 25,400 54,800 91,300 109,560 146,150 169,500 203,400
Based on the data collected for this Plan by the Census Bureau for HUD, there are an estimated
58,800 people residing in Petaluma in 22,755 housing units. Of these households,
approximately 11% (2,460) earned 0 – 30% of AMI, 8% (1,820) earned 30% - 50% of AMI, and
17% (3,855) earned 50% - 80% of AMI and are considered “low-income” under HUD regulations
(Source: HUD Comprehensive Housing Affordability Strategy [CHAS]). According to the 2019–
2023 American Community Survey 5-Year Estimates, 64% of households are owner-occupied
and 36% are renter-occupied; find the data t (Source: HUD Comprehensive Housing
Affordability Strategy [CHAS]). These notes provide context for the following data tables from
the 2017-2021 CHAS:
1. The four housing problems are: incomplete kitchen facilities, incomplete plumbing facilities,
more than 1 person per room, and cost burden greater than 30%.
2. The four severe housing problems are: incomplete kitchen facilities, incomplete plumbing
facilities, more than 1 person per room, and cost burden greater than 50%.
3. Cost burden is the ratio of housing costs to household income. For renters, housing cost is
gross rent (contract rent plus utilities).
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
33
4. For owners, housing cost is "select monthly owner costs", which includes mortgage
payment, utilities, association fees, insurance, and real estate taxes.
Housing Needs Summary Tables:
Overcrowding for renters is also a housing problem; overcrowding issues may reflect the inability of
households to afford larger units, likely because of a shortage of affordable housing for larger households.
Demographics Base Year: 2009 Most Recent Year: 2023 % Change
Population 57,941 58,800 1.5%
Households 20,575 22,755 9.1%
Median Income $72,881 $109,823 50%
Table 5 - Housing Needs Assessment Demographics (Data source: 2009 Census/Base, 2023 ACS Most Recent)
Number of Households Table
Of the 22,755 households:
0-30% HAMFI >30-50% HAMFI >50-80% HAMFI >80-100% HAMFI >100% HAMFI
Total Households 2,460 1,820 3,855 2,195 12,425
Table 6 - Total Households Table (Data Source: 2021 CHAS)
*HAMFI – HUD Area Median Family Income
Distribution of Income – Owners or Renters
Income Distribution Overview Owners Renter Total
Household Income <= 30% HAMFI 960 1,500 2,460
Household Income >30% to <=50% HAMFI 895 925 1,820
Household Income >50% to <=80% HAMFI 1,750 2,105 3,855
Household Income >80% to <=100% HAMFI 1,420 775 2,195
Household Income >100% HAMFI 9,410 3,015 12,425
Total 14,435 8,320 22,755
Table 7 - Income Distribution Table (Data Source: 2021 CHAS)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
34
Housing Problems Overview
Household Problems Overview Owners Renter Total
Household has at least 1 of 4 Housing Problems 4,010 4,870 8,880
Household has none of 4 Housing Problems OR
cost burden not available no other problems
10,425 3,455 13,880
Total 14,435 8,320 22,755
Table 8 - Housing Problems Overview (Data Source: 2021 CHAS)
Severe Housing Problems Overview Owners Renter Total
Household has at least 1 of 4 Severe Housing
Problems
1,880 2,155 4,035
Household has none of 4 Severe Housing
Problems OR cost burden not available no other problems
12,555 6,170 18,725
Total 14,435 8,320 22,755
Table 9 - Severe Housing Problems Overview Table (Data Source: 2021 CHAS)
Housing Cost Burden Overview Owners Renter Total
Cost Burden <=30% 10,600 3,660 14,260
Cost Burden >30% to <=50% 2,145 2,970 5,115
Cost Burden >50% 1,670 1,620 3,290
Cost Burden not available 25 70 95
Total 14,435 8,320 22,755
Table 10 - Housing Cost Burden Overview (Data Source: 2021 CHAS)
Income by Housing Problems (Owners and
Renters)
NOTE: HAMFI – HUD Area Median Family Income
Household has
at least 1 of 4
Housing
Problems
Household has
none of 4
Housing
Problems OR cost
burden not available
no other problems
Total
Household Income <= 30% HAMFI 2,100 360 2,460
Household Income >30% to <=50% HAMFI 1,310 510 1,820
Household Income >50% to <=80% HAMFI 2,520 1,340 3,855
Household Income >80% to <=100% HAMFI 1,200 995 2,195
Household Income >100% HAMFI 1,745 10,680 12,425
Total 8,880 13,880
Table 11 - Income by Housing Problem (Owners and Renters) (Data Source: 2021 CHAS)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
35
Income by Housing Problems (Renters only) Household has
at least 1 of 4
Housing
Problems
Household has
none of 4
Housing
Problems OR cost
burden not available
no other problems
Total
Household Income <= 30% HAMFI 1,245 255 1,500
Household Income >30% to <=50% HAMFI 810 110 925
Household Income >50% to <=80% HAMFI 1,670 440 2,105
Household Income >80% to <=100% HAMFI 535 240 775
Household Income >100% HAMFI 605 2,410 3,015
Total 4,870 3,455 8,320
Table 12 - Income By Housing Problems – Renters Only - Table (Data Source: 2021 CHAS)
Income by Housing Problems (Owner only) Household has at least 1 of 4
Housing
Problems
Household has none of 4
Housing
Problems OR
cost burden not
available no
other problems
Total
Household Income <= 30% HAMFI 855 105 960
Household Income >30% to <=50% HAMFI 500 400 895
Household Income >50% to <=80% HAMFI 850 900 1,750
Household Income >80% to <=100% HAMFI 665 755 1,420
Household Income >100% HAMFI 1,140 8,270 9,410
Total 4,010 10,425 14,435
Table 13 - Income by Housing Problems – Owners Only - Table (Data Source: 2021 CHAS)
Income by Cost Burden (Owners and Renters)
Cost burden >
30%
Cost burden >
50%
Total
Household Income <= 30% HAMFI 2,075 1,515 2,640
Household Income >30% to <=50% HAMFI 1,280 680 1,820
Household Income >50% to <=80% HAMFI 2,445 820 3,855
Household Income >80% to <=100% HAMFI 1,170 170 2,195
Household Income >100% HAMFI 1,440 110 12,425
Total 8,410 3,290 22,755
Table 14 - Income by Cost Burden – Owners and Renters - Table (Data Source: 2021 CHAS)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
36
Income by Cost Burden (Renters Only)
Cost burden >
30%
Cost burden >
50%
Total
Household Income <= 30% HAMFI 1,220 810 1,500
Household Income >30% to <=50% HAMFI 780 355 925
Household Income >50% to <=80% HAMFI 1,640 445 2,105
Household Income >80% to <=100% HAMFI 505 10 775
Household Income >100% HAMFI 445 0 3,015
Total 4,590 1,620 8,320
Table 15 - Income by Cost Burden – Renters Only - Table (Data Source: 2021 CHAS)
Income by Cost Burden (Owners Only)
Cost burden >
30%
Cost burden >
50%
Total
Household Income <= 30% HAMFI 855 705 960
Household Income >30% to <=50% HAMFI 500 325 895
Household Income >50% to <=80% HAMFI 800 370 1,750
Household Income >80% to <=100% HAMFI 665 160 1,420
Household Income >100% HAMFI 995 110 9,410
Total 3,815 1,670 14,435
Table 16 - Income by Cost Burden – Renters Only - Table (Data Source: 2021 CHAS)
Describe the number and type of single person households in need of housing assistance.
Per the 2023 American Community Survey 5-year estimate, there were 24,155 households in
Petaluma of which 28.6% were single person households. Of single person households, 8455
households are considered low-income, earning 80% of AMI or less from the above Table 16.
The 2023 ACS also shows that 8% of the total single person households are comprised of a
senior aged 65 or older. Furthermore, the majority of the MSA’s homeless population was
comprised of people in households without children (Sonoma County Homeless Census and
Survey Comprehensive Report 2024).
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
The following data, reported in the Sonoma County 2024 Point-In-Time Count illustrates the
need for affordable housing for persons with disabilities or victims of violent attacks, domestic
violence, or abuse:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
37
• 37% of individuals experiencing homelessness report a HUD disabling condition, defined
as “a diagnosable substance abuse disorder, a serious mental illness, developmental
disability, or chronic physical illness or disability, including the co-occurrence of two or
more of these conditions.” The most common conditions reported by individuals in
2024 were:
• 47% Alcohol and Drugs;
• 43% Psychiatric or emotional conditions;
• 41% PTSD;
• 32% Chronic health conditions;
• 30% Physical disability; and
• 17% Traumatic brain injury.
• Histories of domestic violence and partner abuse are prevalent among individuals
experiencing homelessness and can be the primary cause of homelessness for many,
with 25% of homeless individuals indicating a prior experience of domestic violence and
4% of the respondents identifying domestic violence as the primary cause of their
homelessness. The YWCA of Sonoma County served 263 unduplicated clients of which
77% (202 participants) are at or below 30% AMI in Fiscal Year 2022/2023, the last full
fiscal reporting year.
What are the most common housing problems?
Based on the data in the tables in this section, the most prevalent housing problem is housing
cost burden; approximately 8,405 of the 22,755 Petaluma households overpaid for housing,
representing 37%. Renters account for 55% of overpaying households and owners account for
45%. Overcrowding for renters is also a housing problem, which may reflect the inability of
households to afford larger units.
Are any populations/household types more affected than others by these problems?
Certain populations and household types face pronounced housing affordability challenges. The
data specifically underscores the plight of renters with incomes between 0 – 30% AMI and
30%—50% AMI, who encounter housing cost burdens of over 50% at significantly higher rates
compared to other groups. This indicates a severe strain on their financial resources,
disproportionately affecting these lower-income brackets.
Furthermore, the "Elderly" household category emerges as notably impacted, with a
substantial number of elderly homeowners across all income brackets under 80% AMI
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
38
experiencing housing cost burdens of both 30% and 50%. This situation underscores the
vulnerability of elderly populations to financial instability caused by high housing costs,
reflecting the broader issue of affordability within the housing market, especially considering
the median sale price increase in the area.
Renters in the "Small Related" and "Other" household categories also face distinct challenges,
with a significant proportion of those at 50% - 80% of AMI grappling with housing costs
exceeding 30% of their income. This indicates that these household types, despite slightly
higher incomes, are still vulnerable to financial stress due to housing costs.
Homeowners are similarly affected, with all income groups earning less than 80% AMI
encountering housing cost burdens of 30% and 50% at higher rates compared to other income
categories. This reflects the impact of the high median sale price in the local housing market,
which was reported to be $1,000,000 in 2024, marking a significant 15% increase from the
median price of $845,000 in October 2020.
The data on overcrowding highlights a specific issue faced by "Single family households" across
all income brackets, with a significant number experiencing more than one person per room.
This points to the additional problem of inadequate living space, further compounding the
affordability crisis.
The tables reveal that renters in the lowest income brackets, elderly homeowners, and certain
household types such as "Small Related" and "Other" are particularly affected by housing cost
burdens and overcrowding. These findings emphasize the critical need for targeted
interventions to address housing affordability and quality for these vulnerable groups.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
Households, both individuals and families with children, in the extremely low-income group
are at elevated risk of becoming homeless due to high housing cost burden or limited/lack of
income. Job loss, remains the leading cause of homelessness in the MSA according to the
Sonoma County 2024 Point-in-Time Count Results report (2024 Point-in-Time Count), followed
by the high cost of living and mental health or substance abuse challenges. Fifty-seven percent
(57%) of those surveyed as part of the 2024 Point-in-Time Count reported unaffordable rent as
an obstacle to securing permanent housing and another 47% cited unemployment or lack of
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
39
income as an obstacle. During the height of the COVID-19 pandemic, there was increased
funding for housing, health care, income supports, and other wraparound services to prevent
homelessness. These pandemic-era protections for most have now expired and rental costs,
along with pandemic exacerbated mental health problems and substance use disorders, are on
the rise.
A total of 2,522 homeless individuals were counted as part of the 2024 Point-in-Time Count,
63% of whom were unsheltered – a significant increase from 57% unsheltered in 2023. After
registering a decrease of 22 percent of people experiencing homelessness in Sonoma County in
2023, the Sonoma County Point-in-Time count for 2024 recorded an overall 11 percent
increase. In Petaluma, 240 homeless individuals were counted, 60% of whom were unsheltered.
Due to limited emergency shelters for households that are already homeless, both the City's
and Sonoma County's strategic plans recognize the need for increasing homelessness
prevention resources. To that end, the City in collaboration with DHS and regional partners,
developed and launched a two-year homelessness prevention pilot program in Fiscal Year
2024-25 – Keep People Housed Sonoma County. With combined public and private funding, the
pilot will keep at least 200 more households stably housed across the county. Sonoma County’s
Prevention & Diversion Program Standards define those most at risk of homelessness as those
already meeting the federal (HUD) definition of “Homelessness” under categories 2, 3, or 4 –
according to 24 CFR, Part 582.5 – who are ineligible for homeless-targeted resources. This
includes the following:
• Category 2: People at imminent risk of homelessness with less than 14 days to
vacate housing or an institutional setting who lack resources to avoid becoming
homeless;
• Category 3: People who would be considered homeless under definitions used
by the federal departments other than HUD, such as unaccompanied youth or
families with children who have not had a legal tenancy in permanent housing
and experienced persistent instability (e.g., two or more moves) in the 60 days
prior to the homeless assistance application, and who lack resources to avoid
becoming literally homeless; or
• Category 4: People who are fleeing (or attempting to flee) domestic violence,
who lack resources to avoid becoming homeless, and do not fit the Category 1
Homeless definition. This is not summary of homelessness, but rather defining
those most at risk of homelessness.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
40
Rapid Rehousing (RRH) is an effective intervention for many types of households experiencing
homelessness, including those with no income, with disabilities, and with poor rental history.
RRH is designed to help individuals and families quickly exit homelessness and return to
permanent housing. RRH is a flexible and cost-effective method of increasing placements in
permanent housing, with documented high outcomes. RRH is targeted to households earning
less than 50% of AMI who do not require permanent supportive housing or a therapeutic
residential environment and have the potential to generate enough income to afford the rent
for an appropriate-sized unit within approximately 12 months. RRH assistance is generally
limited to no more than 24 months in a three-year period. Across the homeless system of care,
which funds Rapid Rehousing using local, state, and federal resources, the goal is that 90% of
those participating in Rapid Rehousing will exit to permanent housing.
Petaluma currently provides local funding for Rapid Rehousing through the Encampment
Resolution Fund (ERF) Program funded by the State of California. The program combines Rapid
Rehousing resources with case management to overcome homelessness and support housing
retention. During Fiscal Year 2023/2024, the most recent complete fiscal year for which
statistics are available, 49 people were housed through Petaluma’s programs, including Rapid
Rehousing assistance and landlord recruitment programs.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
Data on the MSA’s homeless population is tracked through the Homeless Management
Information System (HMIS), a federally mandated online data system for all dedicated
homeless, prevention, and housing programs that receive County Continuum of Care and
Continuum of Care funding. HMIS collects data on the provision of housing and services to
homeless individuals and families and persons at risk of homelessness. The Continuum of Care
utilizes HUD’s official definition of homelessness, including the at-risk definition, as required by
the Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 (HEARTH
Act), which definition was updated on December 5, 2012. The criteria to define “at-risk of
homelessness” is:
Category 1 – Individuals and Families
An individual or family who:
1. Has an annual income below 30% of AMI; AND
2. Does not have enough resources or support networks immediately available to prevent
them from moving to an emergency shelter or another place defined in Category 1 of
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
41
the “Homeless Definition”; AND
3. Meets one of the following conditions:
a. Has moved because of economic reasons two or more times during the 60 days
immediately preceding the application for assistance; OR
b. Is living in the home of another because of economic hardship; OR
c. Has been notified their right to occupy current housing/living situation will
be terminated within 21 days after date of application for assistance; OR
d. Lives in a hotel or motel and cost is not paid for by charitable organizations or
by Federal, state, or local government programs for low-income individuals; OR
e. Lives in a single-room occupancy (SRO) or efficiency apartment unit in which
there reside more than two persons, or lives in a larger housing unit in which
there reside more than one and a half persons per room; OR
f. Is exiting a publicly funded institution or system of care; OR
g. Otherwise lives in housing that has characteristics associated with instability and
an increased risk of homelessness, as identified in the recipient’s approved
Consolidated Plan.
Category 2 – Unaccompanied Children and Youth
A child or youth who does not qualify as homeless under the homeless definition but qualifies as
homeless under another Federal statute.
Category 3 – Families with Children and Youth
An unaccompanied youth who does not qualify as homeless under the homeless definition but
qualifies as homeless under Section 725(2) of the McKinney-Vento Homeless Assistance Act,
and the parent(s) or guardian(s) of that child or youth if living with him or her.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Several specific housing characteristics have been linked with instability and an increased risk of
homelessness, according to the city's 2023-2031 Housing Element. These characteristics are
shaped by broader regional and local economic conditions, housing market dynamics, and
demographic factors, including:
• Overcrowding and Severe Overcrowding: A significant portion of the housing units in
Petaluma experience overcrowding, defined as more than one person per room, and
severe overcrowding, defined as more than 1.5 persons per room.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
42
• Income and Employment Characteristics: While household average incomes in Petaluma
are slightly higher than the county as a whole, the number of seniors living on fixed
incomes that aren’t keeping pace with the rate of inflation is rising rapidly in the City
(and at a slightly higher rate overall than the county), and families with children
continue to struggle to sustain housing costs. In 2022, the median household income in the
city was $109,823 compared to a median household income of $102,840 countywide. This
income distribution impacts the affordability of housing and contributes to the risk of housing
instability.
• Displacement Risk: Rising rental prices and high home values in Petaluma are rapidly
outpacing rises in income, indicating a serious risk of displacement. This trend of rising
housing costs, in conjunction with limited wage growth, exacerbates the risk of
homelessness for lower-income residents.
These characteristics underscore the challenges faced by Petaluma in addressing housing
instability and the risk of homelessness.
Discussion – Broadband Needs, Envision Centers, Resiliency
According to 2020 5-year ACS estimates, (63,104) 94% of households in the city of Petaluma has
one or more computing devices and (56,207) 84% have a smartphone. Additionally, (60,614)
91% of people have broadband internet. However, there are disparities in access to broadband
internet in the city. Just under a quarter of Petaluma households 24% (1,691) making less than
$20,000 per year do not have internet compared to 12% (2,932) of those making between
$20,000 to $74,999 and only 3% (1,085) of those making $75,000 or more. This suggests a
greater need for internet services that are affordable to low-income families.
The City of Petaluma has multiple internet service providers, including AT&T, Xfinity,
HughesNet, Sonic, and EarthLink. Competition ensures there are a variety of options that meet
internet and affordability needs. However, subscriptions to broadband internet services can still
be unaffordable to lower-income households. Internet For All programs by providers has
helped meet these needs along with the City’s free Wi-Fi in select downtown and public
buildings such as libraries, recreational facilities, and City Hall to name a few. In addition to the
free public Wi-Fi program all Sonoma County libraries offer patrons to check out mobile Wi-Fi
devices for up to two weeks with a valid library card.
The "Internet for All" program, while not specific to any one organization or government,
generally refers to initiatives aimed at ensuring universal access to the Internet. Such programs
are based on the understanding that access to the Internet is increasingly essential for
participation in the modern economy, education, and society at large. These initiatives can be
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
43
led by governments, international bodies, non-profit organizations, or private sector
partnerships, and their goals typically include:
• Infrastructure Development: Building and expanding the necessary physical
infrastructure to provide Internet connectivity to underserved and rural areas.
• Affordability: Making Internet access more affordable through policy measures,
subsidies, or by fostering competition among service providers.
• Digital Literacy: Offering training and resources to improve digital literacy, ensuring
individuals can effectively use the Internet for education, communication, and
employment.
• Policy and Regulation: Implementing policies and regulations that encourage the
expansion of Internet access and protect users' rights online.
• Public-Private Partnerships: Encouraging collaborations between the public and private
sectors to leverage resources and expertise in expanding Internet access.
• Innovation and Local Content: Supporting the development of local content and services
that meet the needs and interests of the local population.
Examples of "Internet for All" initiatives include the World Bank's efforts to support universal
Internet access in developing countries, the United Nations' Sustainable Development Goals
(SDGs) which include targets for significantly increasing access to information and
communications technology, and specific national programs in countries aiming to bridge the
digital divide within their populations. The implementation of such programs is crucial for
ensuring that the benefits of the digital age are accessible to all, promoting economic
development, education, and the reduction of inequalities. The map below, sourced from the
California Interactive Broadband Map, shows that greater than 80% of the residents of
Petaluma have adopted broadband as compared to utilizing satellite or dial-up internet.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
44
(Data Source: State of California: Broadband for All)
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in
comparison to the needs of that category of need as a whole.
A disproportionately greater need exists when the members of a racial or ethnic group at a
given income level experience housing problems at a greater rate (10 percentage points or
more) than the income level as a whole. The four housing problems are (1) lacking a complete
kitchen; (2) lacking complete plumbing facilities; (3) more than one person per room; and (4)
cost burden greater than 30%. Since the second term of Trump presidency, significant changes
have been made to the HUD website resulting in the removal of CHAS data correlated with race
which was used to populate this section of the report. To assess disproportionate housing
needs, the Housing Division has utilized data and tables from the Certified Housing Element
2023-2031 Appendix E – Affirmatively Furthering Fair Housing Section: Disproportionate
Housing Needs section. The tables referenced correspond to those in the Housing Element
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
45
report, as outlined above.
Table E1: Local Housing Problems and Cost Burden by Race – Sonoma County (2017)
Table Data Source: HUD CHAS Data (based on 2013-2017 ACS), 2020.
Table E2: Local Housing Problems and Cost Burden by Race – Petaluma (2017)
-- = No households.
Table Data Source: HUD CHAS Data (based on 2013-2017 ACS), 2020.
Table E3: Local Housing Problems Elderly and Large Household – Petaluma (2017)
Owner-Occupied Renter-Occupied
All HHs Elderly Large HH All Owner Elderly Large HH All Renter
Any housing problem 35.0% 44.8% 31.7% 49.0% 71.5% 44.3% 36.0%
Cost burden >30% 35.0% 28.8% 29.2% 46.6% 63.3% 40.6% 33.1%
Source: HUD CHAS Data (based on 2013-2017 ACS), 2020.
White Black Asian American Indian Pacific Islander Hispanic All
With Housing Problem
Owner-Occupied 30.3% 42.3% 39.6% 28.6% 66.7% 43.4% 32.3%
Renter-Occupied 51.9% 57.8% 49.2% 47.0% 75.6% 66.3% 56.0%
All Households 37.6% 51.9% 42.9% 38.9% 74.5% 57.6% 41.7%
With Cost Burden
Owner-Occupied 29.3% 41.1% 36.7% 24.3% 66.7% 32.8% 29.4%
Renter-Occupied 49.7% 56.0% 38.7% 47.0% 48.9% 54.3% 49.1%
All Households 36.2% 50.3% 37.4% 36.3% 51.0% 46.1% 37.3%
White Black Asian American Indian Pacific Islander Hispanic All
With Housing Problem
Owner-Occupied 29.1% 100.0% 35.0% 40.0% 100.0% 48.8% 31.7%
Renter-Occupied 39.7% 58.3% 30.7% 0.0% -- 63.0% 44.3%
All Households 32.4% 64.3% 34.0% 20.0% 100.0% 56.3% 36.0%
With Cost Burden
Owner-Occupied 28.6% 100.0% 34.3% 40.0% 100.0% 38.6% 29.2%
Renter-Occupied 38.2% 54.2% 31.7% 0.0% -- 54.3% 40.6%
All Households 31.6% 60.7% 33.7% 20.0% 100.0% 47.0% 33.1%
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
47
Table E4: Overcrowding by Race (2019)
Source: ABAG Housing Element Data Package (2015-2019 ACS), 2021.
Table E5: Housing Units Lacking Complete Facilities – Sonoma County (2019)
Lacking complete kitchen facilities Lacking complete plumbing facilities Total Households
Owner-Occupied 0.2% 0.2% 116,393
Renter-Occupied 1.6% 0.3% 72,981
All Households 0.8% 0.3% 18,9374
Source: 2015-2019 ACS (5-Year Estimates).
Lacking complete kitchen facilities Lacking complete plumbing facilities Total Households
Owner-Occupied 0.1% 0.1% 14,931
Renter-Occupied 2.0% 0.0% 7,724
All Households 0.7% <0.1% 22,655
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
48
Table E37: Housing Units Lacking Complete Facilities – Petaluma (2019)
Source: 2015-2019 ACS (5-Year Estimates).
Discussion
CHAS data no longer available to analyze disproportionately greater needs based on the four
housing problems (lack of complete kitchen facilities, lack of complete plumbing facilities,
overcrowding, and cost burden (greater than 30% of income spent on housing) by race and
income categories. To assess the housing needs of racial and ethnic groups that experience
disproportionately greater housing problems, the Housing Division is using data and
information from the Certified Housing Element 2023-2031 Appendix E – Affirmatively
Furthering Fair Housing Section: Disproportionate Housing Needs section.
According to the 2023-2031 Housing Element, the percentage of households experiencing at
least one of the four major housing problems has remained a significant concern, particularly
for low-income households. In Petaluma, 36% of all households experience at least one housing
problem. Across racial and ethnic groups, disparities persist. 32.4% of White, 64.3% of
Black/African American, 34.0% of Asian, 20.0% of American Indian/Alaska Native, 100.0% of
Pacific Islander, and 56.3% of Hispanic/Latinx households experience at least one housing
problem. Based on these figures and HUD’s definition of disproportionately greater need,
Black/African American, Pacific Islander, and Hispanic households face the most severe housing
challenges across all low-income categories.
At the extremely low-income level (0-30% AMI), 100% of American Indian/Alaska Native and
Pacific Islander households experience a disproportionately greater need compared to the
jurisdiction-wide rate of 33.1%. At the very low-income level (30-50% AMI), Black/African
American (60.7%), American Indian/Alaska Native (20.0%), Pacific Islander (100%), and
Hispanic/Latinx (47.0%) households face higher housing problem rates than the jurisdiction-
Lacking complete kitchen facilities Lacking complete plumbing facilities Total Households
Owner-Occupied 0.1% 0.1% 14,931
Renter-Occupied 2.0% 0.0% 7,724
All Households 0.7% <0.1% 22,655
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
49
wide rate of 33.1%. Similarly, at the low-income level (50-80% AMI), Black/African American
(60.7%), Asian (33.7%), American Indian/Alaska Native (20.0%), and Pacific Islander (100%)
households report disproportionately greater need compared to the overall 33.1% jurisdiction
rate. The overcrowding rate (households with more than one person per room) is notably
higher among Hispanic/Latinx households (21%) and multiple-race households (24%),
reinforcing the ongoing disparities in access to adequate and affordable housing in Sonoma
County and Petaluma.
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
See the above section NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b) (2)
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
According to HUD, a disproportionately greater need exists when the members of a racial or
ethnic group at a given income level experience a housing cost burden at a greater rate than
the income level as a whole. The table on pg. 44 in section NA-15 Disproportionately Greater
Need: Housing Problems displays cost burden information for Petaluma and each racial and
ethnic group (housing cost to income ratio is less than 30%), “cost burden” (housing cost to
income ratio between 30% and 50%),“severe cost burden” (housing cost burden more than
50%), and “no/negative income”.
While all racial and ethnic groups experience housing cost burdens and severe cost burdens,
33.1% of all Petaluma households are cost burdened, while 33% of households experience
severe cost burden. Among all racial and ethnic groups, Black (60.7%), Hispanic (47%), and
Pacific Islander (100%) households face a disproportionately greater need, with severe cost
burdens significantly exceeding the citywide average. Additionally, 100% of Black and Pacific
Islander owner-occupied households experience severe cost burdens, underscoring an
affordability crisis in homeownership for these communities. 54.3% of Hispanic renter
households and 40.6% of all renter households in Petaluma also experience cost burdens,
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
50
further reinforcing racial disparities in housing affordability and financial stability.
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
A review of housing needs in Petaluma reveals that while all racial and ethnic groups
experience housing challenges, several groups face disproportionately greater need within
specific income categories. The overall jurisdiction-wide rate of housing problems across all
income levels is 33.1%, but this rate varies significantly by race and income level. The most
affected populations tend to be Black/African American, Hispanic/Latinx, Pacific Islander, and
American Indian/Alaska Native households, particularly those earning below 80% of the Area
Median Income (AMI).
At the extremely low-income level (0-30% AMI), 100% of American Indian/Alaska Native and
Pacific Islander households experience housing problems, significantly higher than the
jurisdiction-wide rate of 33.1%. Similarly, at the very low-income level (30-50% AMI),
Black/African American (60.7%), American Indian/Alaska Native (20.0%), Pacific Islander
(100%), and Hispanic/Latinx (47%) households face higher housing problem rates than the
citywide average. At the low-income level (50-80% AMI), Black/African American (60.7%),
Asian (33.7%), American Indian/Alaska Native (20.0%), and Pacific Islander (100%) households
continue to experience higher-than-average housing problems, reinforcing racial disparities in
access to affordable, quality housing. These findings confirm that while housing affordability
remains a concern for all lower-income groups, certain racial and ethnic groups face
disproportionate challenges, requiring targeted interventions to address housing stability and
affordability in Petaluma.
If they have needs not identified above, what are those needs?
In addition to cost burden, overcrowding, and substandard housing conditions, several racial
and ethnic groups in Petaluma and Sonoma County face additional housing challenges that
exacerbate disparities in access to safe and affordable housing. Seniors (65+), who make up
34.6% of households, and persons with disabilities (9% of the population) often require
accessible and supportive housing, while female-headed households (24.9%), particularly
those with children, face heightened risks of housing insecurity due to limited affordable
family-friendly housing options. Farmworkers (0.9% of the workforce) require housing near
agricultural job sites, and homelessness disproportionately affects racial minorities, with Black
(6%), American Indian/Alaska Native (9%), and multi-racial individuals (19%) being
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
51
overrepresented in the homeless population.
Systemic barriers to homeownership further disadvantage communities of color, with Black
home loan applicants facing a 29% mortgage denial rate, followed by Hispanic (19%) and
Asian/API (18%) applicants, limiting wealth-building opportunities. Residential displacement
risks are also high, particularly for low-income renters in sensitive communities, who are
vulnerable to redevelopment and rising housing costs. Furthermore, racial segregation
patterns persist, with Hispanic/Latinx and Black residents concentrated in lower-resource
neighborhoods, limiting access to quality schools, employment, and economic mobility. These
challenges highlight the need for targeted fair housing policies, expanded homeownership
opportunities, anti-displacement measures, and investment in supportive housing solutions to
address longstanding racial and economic disparities in housing access.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Racial and ethnic groups in Petaluma are not evenly distributed across the city, with
Hispanic/Latinx, Black/African American, and Asian/API populations more concentrated in
specific neighborhoods. Hispanic/Latinx residents (21.9%) are primarily located north of
Petaluma and extending eastward toward the City of Sonoma, while Black/African American
residents (1.1%) are more likely to live in the Midtown/Downtown area, which also has a
higher concentration of low-income and disabled households. The Adobe neighborhood in
eastern Petaluma has a greater proportion of racial minorities, while Western Petaluma and
Oakhill Brewster remain predominantly White.
Although segregation levels in Petaluma are lower compared to the broader Bay Area, HUD’s
Dissimilarity Index indicates that Hispanic/Latinx residents experience the highest levels of
segregation, followed by Black and Asian/API populations. These geographic patterns
contribute to disparities in housing access, affordability, and displacement risk, with low-
income and minority households disproportionately impacted by rising housing costs and
redevelopment pressures.
NA-35 Public Housing – 91.205(b)
Petaluma partners with developers who construct and manage affordable housing, the City
does not own or operate public housing units.
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
52
on the waiting list for accessible units:
Not applicable
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
Not applicable
NA-40 Homeless Needs Assessment – 91.205(c)
In January 2024 (the most recent count available), 2,522 persons experiencing homelessness
were counted in the MSA, all of them meeting the most narrow federal definition of
homelessness: sleeping in a place not fit for human habitation in emergency or transitional
housing for persons experiencing homelessness.
The data in the table below, Homeless Needs Assessment, come from multiple sources
including the HUD 2024 Continuum of Care Homeless Assistance Programs Homeless
Populations and Subpopulations, 2024 PIT Count which collected data on the sheltered and
unsheltered homeless population on January 25,2024, and reported the number of persons
experiencing homelessness on one night.
Data in the last column represent the average length of stay for persons who utilized and exited
homeless services during a 12-month period based on the average number of days persons
experience homelessness once they engage in services. According to data from recent street
outreach efforts, many people experience years of homelessness before coming into services.
Because homelessness is considered an MSA-wide issue without jurisdictional boundaries, the
data includes counts from all MSA jurisdictions.
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the #
experiencing
homelessness each
year
Estimate
the #
becoming
homeless each year
Estimate the #
exiting
homelessness
each year
Estimate the # of
days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households
with Adult(s)
and Child(ren)
53 4
Not available
Persons in
Households
with Only
Children
8 4
Not available
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
53
Persons in
Households
with Only
Adults
705
1215
Not available
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
54
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the
# becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the # of
days persons
experience
homelessness
Sheltered Unsheltered
Chronically
Homeless
Individuals
162
417
Not available
Chronically
Homeless
Families
27
0
Not available
Veterans 24 138 Not available
Unaccompanie
d Child + TAY
32
115
Not available
Persons with
HIV
11
5
Not available
If data is not available for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness’s,"
describe these categories for each homeless population type (including chronically homeless
individuals and families, families with children, veterans and their families, and
unaccompanied youth):
Number becoming homeless each year: HUD 2023 Continuum of Care Homeless Assistance
Programs Homeless Populations and Subpopulations and HMIS data is used wherever possible;
for example, unduplicated exits to permanent housing locations from shelter and transitional
housing programs, and entries into Rapid Re-Housing and Permanent Supportive Housing
programs, deduplicated from the shelter and transitional housing exits). Estimates include the
assumption, based on national data, that approximately half of homeless episodes during the
year self-resolve without touching services and will therefore not be reflected in HMIS data.
Numbers entered above reflect the overall distribution of subpopulations within the homeless
population. The number of persons with HIV exiting homelessness cannot reliably be derived
from HMIS data because privacy laws prevent broad collection of HIV status.
Number of days persons experience homelessness: HMIS staff at the CDC were advised that this
System Performance Measure (SPM) cannot be run for a single population or a single project
and were further advised that using SPM calculations would not yield accurate data.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
55
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
Based on the findings of the 2024 PIT County, on any given night:
• 57 families (198 family members) with children are homeless, with 12 people, or
6%, unsheltered;
• 10 unaccompanied youth and 137 transition aged youth were homeless;
• No families with children are chronically homeless; and
• 162 veterans are homeless, and 85% of them are unsheltered.
Locally, Rapid Re-Housing intervention has been overwhelmingly successful for families with
children who are experiencing homelessness. There are service needs, like domestic violence
services, but the majority of the need is for affordable housing for families with children.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Comparing the 2024 PIT Count data to US Census data for the MSA shows that:
• In comparison to the overall population of the MSA, there was a disproportionate
number of Black/African Americans (7% of the homeless population in comparison
with 1.1% of the overall population), American Indians (10% of the homeless
population in comparison with 0.1% of the overall population), and multiracial (9% of
the homeless population compared with 3.6% of the overall population) who
experienced homelessness.
• Twenty-nine percent (29%) of survey respondents identified as having Hispanic/Latino
ethnicity, similar to 2023 and identical to the overall county population.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Of the 2,522 persons experiencing homelessness counted during the 2024 PIT Count, 63% were
unsheltered, and 37% were sheltered. The Homeless Needs Assessment table provides a
breakdown of the sheltered and unsheltered counts based on population. Overall, data by
household type showed that the majority (91%) of the unsheltered persons was comprised of
people in households without children. Only 6% of persons in households with children were
unsheltered (less than 1% of all unsheltered persons).
Among the five federally-prioritized subpopulations (chronically homeless individuals and
families, homeless veterans, homeless families, older adults, and unaccompanied children and
transition-age youth) the majority of unaccompanied children and single transition- age youth
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
56
(78%) were unsheltered in 2024. Of all veterans experiencing homelessness, 85% were
unsheltered as were 69% of chronically homeless individuals. Only 6% of homeless families
were unsheltered, and no chronically homeless families were found.
Specific to Petaluma, 240 homeless persons were identified during the 2024 PIT Count, similar
to the 2023 count of 245 people. Within Petaluma, 60% of individuals were unsheltered,
whereas 40% were sheltered.
Discussion:
The Count and Coordinated Entry data from 2024 identified 2,522 homeless persons, County-
wide, a 12% increase from the 2023 count. From those surveyed, 62% identified as male, 37%
identified as female, and the remainder identified as either transgender or gender non-
conforming. Forty-seven percent (71%) identified as white, 6% as American Indian/Alaska
Native, 7% as Black/African American, 5% Multi-Racial/Other, 2% Asian, and 1% Native
Hawaiian/Pacific Islander. Of these, 29% also identified as Hispanic/Latinx.
Unstably housed and unhoused persons are the most vulnerable populations in a disaster or
pandemic. Persons experiencing homelessness have little or no ability to evacuate, shelter-in-
place, stockpile resources like food or medication, or quarantine. It also remains difficult to
communicate emergency notifications to homeless persons; as a result they have little to no
time to prepare for an impending disaster.
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b, d)
Introduction:
Special Needs Housing is defined as developments that provide permanent supportive housing
and integrated housing for persons with special needs. Persons with special needs are those
who are elderly, who are physically, emotionally or mentally impaired or suffer from mental
illness, developmentally disabled, a youth aging out of foster care, persons with addictions,
HIV/AIDS and their families, and victims of domestic violence.
There are consistent patterns between the special needs population and the increased risk for
homelessness because of lack of adequate housing facilities and services available.
These populations not only need permanent housing, but also integrated services to decrease
their risk for homelessness. This section provides an overview of the housing and supportive
service needs of non- homeless special needs populations in Petaluma.
Describe the characteristics of special needs populations in your community:
Sonoma County is unique among California counties for the extreme collective trauma its
residents have experienced due to historic levels of natural disaster fueled by climate change
and compounding losses from the COVID pandemic. In 2017 alone, a catastrophic wildfire
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
57
destroyed over 5,000 homes and pushed many low-income and immigrant workers further
into economic instability. Firestorms and major flooding in 2018 and 2019 brought severe
ongoing air quality hazards, power shut offs which closed schools and workplaces for
protracted periods of time, and mandatory evacuations which brought more disruption to the
lives of vulnerable families. Just as the community was beginning to emerge from these
disasters, the COVID pandemic struck. Significant to this county with a 30% Latino population
and approximately 38,000 undocumented residents, the pandemic hit local Latino families at
disproportionately high rates (60% of county COVID cases.) Already vulnerable families lost
income due to school and business closures and contracting COVID from employment as
essential workers.
Persons Living with HIV/AIDS (PLWHA): According to the Sonoma County Department of Health
Services Annual Report on HIV/AIDS in Sonoma County, November 2018, as of December 31,
2017, there were approximately 1,358 adults and adolescents living with HIV infection or AIDS
in Sonoma County (890 AIDS; 468 HIV, non-AIDS). When undiagnosed individuals are
considered, the burden of disease increases to an estimated 1,597 persons living with HIV
infection or AIDS.
Elderly: According to the 2020 American Community Survey 5-Year Estimates, there are 12,354
persons over the age of 65 living in Petaluma, or 21.3% of the population. Petaluma’s
percentage of elderly population is higher than the national average of 16% and the California
average of 15.8%. Approximately 38.6% of elderly households experience housing cost burden
greater than 30%. Elderly residents often live on a fixed income and may suffer
disproportionately from poverty. The elderly may also have special needs relating to housing
accessibility (2017 – 2021 American Community Survey 5-Year Estimates).
Persons with Disabilities: Disabilities can vary and can have a significant impact on a
household’s housing needs and ability to pay for appropriate housing. According to the 2020
American Community Survey Disability Characteristics, there are 3,880 persons in Petaluma
under the age of 65 with a disability, or 6.6% of the population.
Persons with Mental Illness: According to the 2021 National Alliance on Mental Illness and their
2022 State Legislation Report, approximately 57.8 million American adults experience mental
illness in a given year. Demand for mental health care is higher than ever, largely due to the
elevated stress from the COVID-19 pandemic. Over 32% of adults reported symptoms of anxiety
or depression in February 2023, compared to a rate of 1 in 10 in January 2019. Nearly one in 25,
or 14.1 million, adults in America live with a serious mental illness. Persons with mental illness
can face challenges such as securing housing, obtaining or maintaining employment (due in part
to the lack of affordable housing), and personal issues such as limited financial resources, poor
communication or interview skills, not being compliant with medication, and credit or
background problems.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
58
Persons with Substance Dependence or Abuse: Alcohol and other substance use are among
the top health challenges in the region. Between 2018 and 2020, of the estimated 400
perinatal substance use cases in Sonoma County, 10% included alcohol use in the 3rd
trimester. Opioid misuse is now the County’s leading cause of death for people ages 20-50.
Sonoma County had 111 opioid related deaths in 2020 – more than 200% the number in 2017,
and 80% higher than the CA average according to the CA Overdose Dashboard. Deaths from
stimulants like cocaine and methamphetamine are also rising, both related to combined use
or contamination from fentanyl, and more potent forms of these drugs hitting the market.
Fentanyl use is especially concerning in households with young children, as more child deaths
due to fentanyl exposure have been reported in recent years.
Victims of Domestic Violence: The Sonoma County Violence Profile (June 2018) reports that
nearly one in five, or approximately 54,000, MSA residents have experienced physical or
sexual violence by an intimate partner as an adult
What are the housing and supportive service needs of these populations and how are these
needs determined?
High housing costs and low vacancy rates, as discussed in the this Plan’s Market Analysis, may
be especially problematic for those with special needs. Supportive service needs of these
populations are determined through community health needs assessments conducted by major
health service providers, the county Department of Health Services, and through local surveys
such as the Portrait of Sonoma County Human Development Index report. The most recent of
these reports identify some of the highest priority needs of these populations such as:
• Inadequate capacity of the local mental health system to meet the growing needs
of the community, especially for youth, people with low incomes and monolingual
Spanish speakers.
• Inadequate capacity of local substance use disorder systems to meet the growing
community need.
• Growing need for assistance with basic needs such as food and transportation as
gap become income and housing affordability expands and cost of goods increases.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Of the 36 new cases of HIV infection reported in Sonoma County in 2023, 25 were male and
five were female; most new cases reported White race, followed by Hispanic/Latinx ethnicity.
New diagnoses are trending more heterosexual, although men who have sex with men
continue to be the most impacted. Of note are the consistent increases of AIDS diagnoses at the
time of HIV diagnosis. Persons between ages 20 and 29 had the highest proportion of new
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
59
diagnoses of HIV, aligning with national trends of younger populations accounting for nearly
25% of new infections each year. Throughout the county, persons living with HIV or AIDS risk
losing their housing due to compounding factors such as increased medical costs and limited
incomes or reduced ability to keep working due to AIDS and related illnesses. Stable housing
allows PLWHA to access comprehensive healthcare and adhere to complex HIV/AIDS drug
therapies.
HIV/AIDS diagnoses and homelessness are often related. PLWHA are often in danger of losing
their jobs due to discrimination or as a result of frequent health-related absences.
According to the National Coalition for the Homeless HIV/AIDS and Homelessness Report
published in July 2009, up to 50% of PLWHA are at risk of becoming homeless. According to the
Sonoma County Homeless Census & Survey Comprehensive Report, November 2024, the most
recent Homeless Census to include this data, three percent (1%) of the homeless population, or
approximately 25 persons, self-report HIV/AIDS-related illness.
NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
The current Petaluma General Plan was adopted in 2008 and last updated in 2012, and it
accounts for a planning period through 2025. Petaluma has experienced a great deal of change
since then, so the City initiated an update to the General Plan internally in 2020, and brought a
consultant team on to assist with the project in 2021. Petaluma’s updated General Plan will
address many topics, including: natural environment, hazard mitigation, historic preservation,
land use, urban design, housing, mobility, parks, facilities, the arts, economic development, and
environmental justice. To meet State deadlines, the Housing Element was completed, adopted,
and certified by the State in early 2023. Concurrently with the General Plan Update, the City is
also developing a Climate Action Plan, the “Blueprint for Carbon Neutrality” (Blueprint); the
team has worked to align the two concurrent efforts and will continue to align greenhouse gas
reduction strategies with the General Plan elements as the Blueprint moves through the
adoption process. More information about Petaluma’s General Plan Update process is available
at https://www.planpetaluma.org/.
The Petaluma General Plan update includes a Public Facilities policy framework which sets the
foundation for community-serving public facilities, including police and fire facilities, the
Petaluma Municipal Airport, the Petaluma Marina, the Petaluma Fairgrounds Property, and
other City-owned properties used for City operations and community programming. The
following Public Facilities policy framework is relevant to this section of the Plan:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
60
• Policy FAC-1.1: Update, expand, relocate, or replace public facilities - Upgrade,
expand, relocate, and replace public facilities as appropriate to effectively and
efficiently meet the future needs of the community as the city grows in a fiscally
sustainable manner.
• Policy FAC-1.2: Design flexible and adaptable public facilities for a variety of uses -
Design new and renovate existing public facilities in such a way as to create flexible,
adaptable spaces that can be used by many users for different purposes over time to
optimize building utility. Options may include temporary or “pop-up” facilities,
prefabricated structures, or permanent structures that are highly adaptable.
• Policy FAC-1.3: Upgrade and expand the Petaluma Municipal Airport - Continue to
support the revenue-generating operations of the Petaluma Municipal Airport by
upgrading and expanding the facility to meet the demand and needs of users and
the community.
• Policy FAC-1.4: Enhance and support the Petaluma Marina - Enhance and sustain a
robust Petaluma Marina and consider approaches to making it a financially
sustainable operation.
• Policy FAC-1.5: Provide outdoor public spaces at public facilities - Where feasible,
provide landscaping, seating, and other amenities on the grounds of public facilities
to provide public access to green space, prioritizing public facilities in neighborhoods
where public parks or park amenities are limited.
• Policy FAC-1.6: Design and maintain carbon neutral public facilities - Design and
manage public facilities to achieve carbon neutrality, including through energy and
water efficiency upgrades for City facilities; sustainable new construction, the
electrification of buildings; and the installation of solar.
• Policy FAC-1.7: Integrate modern technology in public facilities - Integrate existing
and proven emerging technology where relevant in public facilities to conserve
resources, streamline operations and maintenance, and improve the overall user
experience.
• Policy FAC-1.8: Provide inclusive and accessible public facilities - Ensure all public
facilities are inclusive and accessible by meeting and exceeding ADA guidelines and
State Requirements
• Policy FAC-2.1: Coordinate with school districts - Work with local school districts to
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
61
anticipate community needs for educational programming and building upgrades at
City-owned public facilities over time and support the efficient and effective delivery
of educational programs for the community.
• Policy FAC-2.2: Support childcare and pre-kindergarten - Support childcare and pre-
kindergarten services at City, non-profit, and private facilities through the following
strategies:
• Policy FAC-2.3: Invest in flexible and adaptable spaces for educational
programming - Use the City’s existing public facilities and spaces creatively for
indoor and outdoor educational programming for residents of all ages. Where
feasible, invest in flexible, adaptable spaces in public facilities to expand and support
educational programming.
• Policy FAC-3.1: Create a Petaluma Fairgrounds Property master plan - Create a
master plan for the City-owned Petaluma Fairgrounds Property that prioritizes
public access and maximizes community benefit.
• Policy FAC-3.2: Follow the Petaluma Fairgrounds Property Guiding Principles -
When considering planning for the future of the Petaluma Fairgrounds Property,
follow the Guiding Principles adopted by City Council in October 2022 and as may be
updated from time to time:
• Policy FAC-3.3: Invest in infrastructure improvements for the Petaluma
Fairgrounds Property - Invest in necessary infrastructure improvements – such as
water distribution, stormwater, natural gas, electric, and communications
infrastructure – to create a safe, connected, accessible, and sustainable civic space.
• Policy FAC-3.4: Showcase climate adaptation planning and landscape strategies on
the Petaluma Fairgrounds Property - Showcase innovative climate adaptation
planning and landscape strategies on the Petaluma Fairgrounds Property.
• Policy FAC-3.5: Connect the Petaluma Fairgrounds Property to other destinations -
Provide active transportation within the Petaluma Fairgrounds Property and connect
the Property to other destinations throughout the city, including Downtown and
across US-101.
How were these needs determined?
The needs outlined in this draft policy framework reflect a comprehensive, data driven and
community-informed approach to determine public facilities, transportation and public
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
62
improvements. These needs were identified through various public participation efforts,
including a city-wide survey, two public meetings with significant input from the City Council, a
community forum, a stakeholder advisory meeting, and consultations with advanced planning
staff from the City’s Community Development Department. Petaluma continuously gathers
input on public facility needs through public hearings and community meetings.
A public hearing was held on March 17, 2025, to solicit input on this Plan. Prior to the public
hearing, multiple avenues of public outreach were implemented, including: a public survey on
January 20, 2025 through March 17, 2025, community forum on January 23, 2025, and
stakeholders advisory meeting on February 11, 2025.
Describe the jurisdiction’s need for Public Improvements:
Petaluma’s public improvement needs are detailed in its General Plan Update policy
framework, particularly within the Public Facilities Element and Transportation Framework.
These plans address key infrastructure components, including streets and highways, public
transit networks, bicycle routes, pedestrian connections, and a commuter rail line. The goal is
to develop a more connected, sustainable, and efficient transportation system, ultimately
enhancing mobility, accessibility, and the overall quality of life for all residents.
The following Transportation goals and policies are relevant to this section of the Plan:
Goal TP-1: Petaluma’s Transportation Network Reimagined
• Policy TP-1.1: Develop a multimodal transportation system that prioritizes safety,
accessibility, and connectivity for all users, including pedestrians, cyclists, transit riders,
and motorists.
• Policy TP-1.2: Implement "Complete Streets" principles to ensure that transportation
infrastructure accommodates all modes of travel and enhances the public realm.
Goal TP-2: Sustainable and Resilient Transportation
• Policy TP-2.1: Promote the use of low-emission and zero-emission vehicles by
expanding electric vehicle charging infrastructure and incentivizing alternative fuel
technologies.
• Policy TP-2.2: Enhance public transit services to reduce reliance on single-occupancy
vehicles, aiming to decrease greenhouse gas emissions and improve air quality.
Goal TP-3: Enhanced Public Transit Network
• Policy TP-3.1: Collaborate with regional transit agencies to improve service frequency,
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
63
reliability, and coverage, ensuring that public transit is a viable option for all residents.
• Policy TP-3.2: Develop transit-oriented development (TOD) strategies that encourage
higher-density housing and mixed-use developments near transit hubs.
Goal TP-4: Active Transportation and Complete Streets
• Policy TP-4.1: Expand and maintain a comprehensive network of bicycle routes and
pedestrian pathways that connect neighborhoods, schools, parks, and commercial
areas.
• Policy TP-4.2: Prioritize infrastructure improvements that enhance safety and
accessibility for cyclists and pedestrians, including the installation of bike lanes,
crosswalks, and traffic calming measures.
Goal TP-5: Integrated Land Use and Transportation Planning
• Policy TP-5.1: Align transportation planning with land use decisions to create compact,
mixed-use, and walkable communities that reduce the need for long-distance travel.
• Policy TP-5.2: Encourage developments that support a balanced transportation system,
providing convenient access to public transit and active transportation options.
How were these needs determined?
The needs outlined in this draft policy framework reflect a comprehensive, data driven and
community-informed approach to determine public facilities, transportation and public
improvements. These needs were identified through various public participation efforts,
including a city-wide survey, two public meetings with significant input from the City Council, a
community forum, a stakeholder advisory meeting, and consultations with advanced planning
staff from the City’s Community Development Department. Petaluma continuously gathers
input on public facility needs through public hearings and community meetings.
Describe the jurisdiction’s need for Public Services:
Petaluma’s commitment to health equity and environmental justice is detailed in its General Plan
Update policy framework, particularly within the Health, Equity, and Environmental Justice Policy
Framework. These policies address key public service components, including equitable access to
healthcare, pollution reduction, safe and sanitary housing, access to healthy food, and
opportunities for physical activity. The goal is to create a healthier, more inclusive, and resilient
community, ensuring that all residents—especially historically underserved populations—have
access to essential services and a high quality of life.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
64
How were these needs determined?
The needs outlined in Petaluma’s Health, Equity, and Environmental Justice Policy Framework
reflect a comprehensive, data-driven, and community-informed approach to addressing public
health disparities, environmental justice concerns, and equitable access to essential services.
These needs were identified through various public participation efforts, including city-wide
surveys, public workshops, stakeholder advisory meetings, and direct engagement with
community-based organizations, health professionals, and environmental advocates. The City
also conducted demographic and socioeconomic analyses to assess disparities in pollution
exposure, healthcare access, housing quality, and food security, ensuring that the framework
addresses the most pressing needs of underserved populations.
Petaluma continuously refines its health and environmental justice priorities by aligning local
policies with state and regional equity goals and incorporating feedback from public hearings,
community meetings, and ongoing collaboration with experts in public health, sustainability, and
urban planning. By integrating scientific data, public input, and policy alignment, the City ensures
that its approach to health equity and environmental justice is both responsive and forward-
thinking, ultimately working toward more equitable access to essential services and facilities,
ensuring a healthier, more inclusive, and resilient community for all residents.
The following public services goals and policies are relevant to this section of the Plan
Goal HEEJ-1: Public Health
• Policy HEEJ-1.1: Enhance healthcare accessibility by supporting the development of
community clinics in underserved areas.
• Policy HEEJ-1.2: Implement health education programs focusing on preventive care and
wellness.
Goal HEEJ-2: Leader in Equity
• Policy HEEJ-2.1: Integrate equity considerations into all city planning and decision-
making processes.
• Policy HEEJ-2.2: Establish an equity advisory committee to guide inclusive policy
development.
Goal HEEJ-3: Pollution Reduction
• Policy HEEJ-3.1: Monitor and reduce air and water pollution in communities
disproportionately affected by environmental hazards.
• Policy HEEJ-3.2: Promote the use of green infrastructure to mitigate pollution impacts.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
65
Goal HEEJ-4: Equitable Access to Services and Facilities
• Policy HEEJ-4.1: Ensure all neighborhoods have access to quality parks, recreational
facilities, and community centers.
• Policy HEEJ-4.2: Improve public transportation routes to connect underserved areas
with essential services.
Goal HEEJ-5: Access to Healthy Food
• Policy HEEJ-5.1: Support the establishment of farmers' markets and community
gardens in food deserts.
• Policy HEEJ-5.2: Collaborate with local businesses to increase the availability of
affordable fresh produce.
Goal HEEJ-6: Safe and Sanitary Housing
• Policy HEEJ-6.1: Implement programs to rehabilitate substandard housing units.
• Policy HEEJ-6.2: Enforce housing codes to ensure all residences meet health and safety
standards.
Goal HEEJ-7: Physical Activity
• Policy HEEJ-7.1: Develop and maintain walking and biking trails accessible to all
residents.
• Policy HEEJ-7.2: Offer community fitness programs in collaboration with local
organizations.
Goal HEEJ-8: Engaged Community
• Policy HEEJ-8.1: Facilitate regular community meetings to gather input on public
service needs.
• Policy HEEJ-8.2: Provide resources and support for community-led initiatives aimed at
improving local services.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
66
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The purpose of this section is to provide a clear picture of the environment in which the City
will administer CDBG programs over the term of the Plan. The Market Analysis includes the
following sections:
• Number of Housing Units, Cost of Housing, Condition of Housing;
• Public and Assisted Housing;
• Homeless Facilities and Services;
• Special Needs Facilities and Services;
• Barriers to Affordable Housing;
• Non-Housing Community Development Assets; and
• Needs and Market Analysis Discussion.
In conjunction with the Needs Assessment, the Market Analysis provides the basis for
the Strategic Plan, including the programs and projects to be administered. Most of the data
tables in this section are populated with default data developed by the Census Bureau for HUD
based on the 2015 – 2019 American Community Survey (ACS) Census, upon which the City’s
2023-2031 Housing Element is based. Other sources are noted throughout the Plan, in the “A
Note About Data Sources,” and Appendix 2 of this Plan.
Background: Petaluma was incorporated in 1858 and grew steadily following
incorporation. There was a notable residential growth spurt following suburbanization from the
1950s to 1970s, resulting in the adoption of its residential growth management program.
Following that landmark legislation, the City slowed its residential growth rate to not exceed
500 units per year through the turn of the 20th century. In recent years, the average number of
building permits rarely comes close to 500 units annually. Limited local and regional housing
construction has placed strong economic pressure on the local housing prices and rents, and
housing is becoming increasingly unaffordable to the workforce. The City’s 2023-2031 Housing
Element presents a proactive strategy to create new housing opportunities and preserve
housing affordability in the community.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
67
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
According to the 2015-2019 ACS 5 Year estimate data Petaluma had 22,655 households in 2019.
More than 14,900 of these units were owner-occupied, while approximately 7,725 were
rentals. With regards to population and local housing supply, Petaluma’s 2023-2031 Housing
Element reported the following:
• The population grew from 54,548 in 2000 to 57,941 in 2010, an increase of
approximately 5.68% which represents an annual average growth rate of approximately
one-half percent over the ten years.
• The housing supply increased by approximately 9% from 2000 to 2014.
• The percentage of owner-occupied households decreased over the decade from 70% in
2000 to 66% in 2010.
All residential properties by number of units
Table 1 – Residential Properties by Unit Number (Data source: 2015-2019 ACS)
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 10 0% 195 3%
1 bedroom 170 1% 1,515 20%
2 bedrooms 2,080 15% 2,960 39%
3 or more
bedrooms 11,830 84% 2,855 38%
Total 14,090 100% 7,525 100%
Table 2 – Unit Size by Tenure (Data source: 2015-2019 ACS)
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Property Type Number %
1-unit detached structure 16,090 72%
1-unit, attached structure 1,685 8%
2-4 units 1,100 5%
5-19 units 1,110 5%
20 or more units 1,615 7%
Mobile Home, boat, RV, van, etc 825 4%
Total 22,425 100%
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
68
Since 1984, the City has partnered with local nonprofit developers to create approximately 1,583
affordable rental units for extremely low-, very low-, low-, and moderate-income households.
This includes 685 family units and 647 senior units, with 27 of the family units specifically
designated for special needs populations. These affordable housing projects have been made
possible through a combination of federal, state, and local funding sources and programs,
ensuring that a diverse range of residents have access to stable and affordable housing.
Additionally, the City has sponsored approximately 124 affordable homeownership units.
In the past, the City maximized available funding to support the development of affordable
housing. Through these efforts, Petaluma exceeded its General Plan goal of ensuring that at least
15% of all housing is affordable and successfully met its "fair share" housing allocation as
determined by the Association of Bay Area Governments (ABAG). However, to meet the 2023-
2031 Housing Element fair share allocation, the City now relies on locally generated revenue
sources to fund housing projects and programs. To support the expansion and preservation of
affordable housing, the City has adopted several funding mechanisms, including the Inclusionary
Housing In-Lieu Fund, the Local Housing Trust Fund (LHTF), and the Commercial Linkage Fee.
Additionally, Petaluma continues to leverage state and federal funding sources, such as HOME,
Community Development Block Grants (CDBG), Permanent Local Housing Allocation (PLHA), to
supplement its housing initiatives.
The HOME Investment Partnership Act is a formula-based block grant program similar to CDBG.
HOME funds are intended to expand affordable housing through acquisition, construction, and
rehabilitation of rental and ownership units. However, Petaluma does not qualify as an
entitlement jurisdiction to receive HOME funds directly from HUD and must apply to the State
HOME program on a competitive basis. Specifically, the City used $900,000 of program income
from the State HOME program to support a MidPen Housing affordable development at 414
Petaluma Boulevard North that will provide 43 units between 30 and 60 percent AMI.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
The City has an inventory of publicly assisted housing projects that offer affordable housing
opportunities for lower income households. Most of these projects are deed-restricted for
affordable housing use long term. However, eight projects (300 units) in the City utilize Section
8 rental assistance from HUD to further subsidize the affordability of these units. These subsidy
contracts require renewal periodically. However, all except one of these projects are owned by
nonprofit organizations. Therefore, the likelihood of these projects opting out of low-income
use is limited. Through its Housing Element implementation, the City will work to preserve the
long-term affordability of its affordable housing inventory, including these eight projects with
project-based Section 8 contracts.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
69
Does the availability of housing units meet the needs of the population?
California housing element law requires that each city and county develop local housing
programs to meet its “fair share” of existing and future housing needs for all income groups, as
determined by the jurisdiction’s council of governments. The Regional Housing Needs Allocation
(RHNA) is the share of housing assigned to each jurisdiction by the Association of Bay Area
Governments (ABAG) in the Bay Area for the eight-year planning period (January 31, 2023, to
January 31, 2031). This “fair share” allocation concept seeks to ensure that each jurisdiction
accepts responsibility for the housing needs of not only its resident population, but also for its
share of projected regional housing growth across all income categories and demonstrates
capacity to accommodate its housing share. The RHNA represents the minimum number of
housing units each community is required to provide “adequate sites” for through zoning and is
one of the primary threshold criteria necessary to achieve State certification of the Housing
Element. In December 2021, ABAG approved the Final RHNA Plan. Petaluma must plan for a
RHNA of 1,910 units, a substantial increase from the last cycle, accommodating not only future
needs but also factoring in the unmet demand of the previous cycles.
Describe the need for specific types of housing:
The 2023-2031 Housing Element outlines the need for various types of housing to accommodate
diverse populations in Petaluma, including low-income and middle-income households, seniors,
large families, persons with disabilities, farmworkers, and the homeless. The 2023-2031 Housing
Element identifies a critical need for diverse housing types in Petaluma, particularly for low-
income households, seniors, persons with disabilities, and other vulnerable populations. With
40.6% of renters experiencing cost burden and 23.7% of seniors living with a disability, there is a
growing demand for affordable rental housing, senior-friendly housing, and accessible units.
Additionally, the limited supply of multi-family housing and smaller units has created barriers for
young professionals, lower-income households, and first-time homebuyers seeking entry into
the housing market. A key challenge is the lack of "missing middle" housing, such as duplexes,
triplexes, townhomes, and cottage clusters, which provide more affordable homeownership and
rental options for moderate-income households. To address these issues, the Housing Element
prioritizes the development of affordable rental units, transit-oriented housing, and the
expansion of Accessory Dwelling Units (ADUs) to provide more flexible housing options for multi-
generational families and aging residents.
Furthermore, the report highlights the need for supportive housing and transitional housing to
assist people experiencing homelessness, individuals with disabilities, and those at risk of
displacement. Farmworkers and extremely low-income households also face significant
challenges in securing stable, affordable housing close to employment centers. Additionally,
many prospective homeowners encounter barriers to homeownership due to high housing costs
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
70
and mortgage lending constraints, reinforcing the need for homebuyer assistance programs and
affordable ownership opportunities. Expanding missing middle housing options will help bridge
the gap between single-family homes and large apartment complexes, offering a range of more
attainable housing choices.
Addressing these housing gaps will require zoning modifications, incentives for affordable
housing development, and increased funding for supportive services to ensure equitable access
to stable, quality housing. The Petaluma General Plan Update (PGPU) Final Draft 2024 includes
zoning changes to support higher-density and mixed-use housing, as well as policies to
encourage missing middle and workforce housing. It also provides incentives such as density
bonuses, reduced parking requirements, and expedited reviews to facilitate affordable housing
development. Additionally, the City allocates funding for supportive housing programs, including
homelessness prevention and transitional housing initiatives. These strategies reflect a
comprehensive approach to expanding housing options and affordability in Petaluma.
Petaluma’s RHNA is divided into four income categories (i.e., very low, low, moderate, and above
moderate) as shown in the table below:
Table 1: City of Petaluma RHNA (2023-2031)
Petaluma
Extremely
Low/
Very Low
Low
Moderate
Above
Moderate
Total
RHNA 499 288 313 810 1,910
% of Total 26% 15% 16% 42% 100%
Source: ABAG 6th Cycle Final RHNA Allocation Plan, adopted December 2021
*The RHNA does not include the extremely low category. It is estimated to be ½ of the very low income need, per Government
Code §65583.a.1. The total very low income RHNA is 499 units; therefore, 254 units are designated as extremely low income
and 254 units are designated as very-low-income. However, for the sites inventory
purposes, no separate accounting is required for the extremely low income category
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
This section has updated housing data from 2020: ACS 5-Year Estimates data and the
2023- 2031 City of Petaluma Housing Element. The figures below show the change in median
home value and median contract rent in 2009 to 2023. Rents have grown xx% since 2009,
mirroring the change in median home value. Home value has increased by xx% and the median
home value currently sits at $1,000,000.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
71
Cost of Housing
Base Year: 2009 Most Recent Year: 2023 % Change
Median Home Value 572,600 834,900 46%
Median Contract Rent 1220 2379 95%
Table 30 – Cost of Housing Data Source: 2020 Census (Base Year), 2025 CS 5 year Estimates (Most Recent Year)
Rent Paid Number %
Less than $500 409 4.8
$500-999 610 7.0
$1,000-1,499 942 11.0
$1,500-1,999 1026 12.2
$2,000 or more 5522 65
Total 8509 100.0
Table 31 - Rent Paid (Data Source: 2020 Census (Base Year), 2025 ACS 5 year Estimates (Most Recent Year))
Housing Affordability
Number of Units affordable to Households earning Renter Owner
30% HAMFI 74 0
50% HAMFI 40 0
80% HAMFI 4 0
100% HAMFI 20 0
Total 138 0
Table 32 – Housing Affordability
Monthly Rent
Monthly Rent ($) Efficiency (no bedroom) 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 1525 1711 2252 3101 3356
High HOME Rent 1411 1513 1818 2092 2314
Low HOME Rent 1101 1108 1416 1635 1825
Table 33 – Monthly Rent (Data Source: HUD CHAS 2017-2021 ACS and HOME Rents Limits 2023)
Is there sufficient housing for households at all income levels?
No – there is insufficient housing for households at the very low, low and moderate income levels.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
72
How is affordability of housing likely to change considering changes to home values and/or rents?
Given the way the market is trending, it is likely that affordability will continue to be a challenge for
both renters and owners. The market has become increasingly difficult for low-income buyers for a
variety of reasons, including a tight credit market, shrinking inventory, and fierce competition from
investors, which has made it difficult for many homebuyers to obtain financing. As a result of these
challenges, the City will work with developers and its non-profit partners to encourage more first
time homebuyer opportunities when those opportunities present themselves.
The average apartment rent in Sonoma County has increased over 30% within the last three
years. The average market rate rent for a one-bedroom unit in Petaluma is $2,379 according to
Petaluma ACS 2023 data. The lack of new market rate multi-family units has driven the price of
rental units out of the reach of the low-income population.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
Market rents at all levels are far above HOME/Fair Market Rent. Petaluma’s priority is to
produce or preserve affordable housing and this data supports that priority.
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
Based on HUD CHAS data, 42% of all households have one or more of the following housing
conditions: 1) lacks complete plumbing facilities; 2) lacks complete kitchen facilities; 3) more
than one person per room; and 4) cost burden greater than 30%. Based on ACS data 5 year
2023 5-year estimated data, Renter- occupied households have the highest rate of housing
conditions at 5158 households experiencing one or more housing conditions while 4409 owner-
occupied households have one or more housing conditions.
Based on ACS 1- year estimates for 2022 on the age and condition of the housing stock, 15% of
Petaluma’s housing units were built before 1950, 45% were built between 1950 and 1979, 25%
were built between 1980 and 1999, and 15% were built in 2000 or later. Older units are
generally in greater need of repair, including possible lead-based paint remediation;
approximately 60% of both owner-occupied and renter-occupied units were built before 1980.
Units built before 1980 may pose the greatest risk for lead poisoning of household members.
Definitions
Petaluma uses California Health and Safety Code Section 17920.3 to define and
determine habitability. The code states, in part, “Any building or portion of thereof including
any dwelling unit, guestroom, or suite of rooms, or the premises on which the same is located,
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
73
in which there exists any of the following listed conditions to an extent that endangers the life,
limb, health, property, safety, or welfare of the public or the occupants thereof shall be
deemed and hereby is declared to be a substandard building.” Listed conditions include but are
not limited to lack of, or improper use of lavatory, bathtub, or shower in a dwelling unit; lack of,
or improper kitchen sink; lack of hot and cold running water to plumbing fixtures in a dwelling
unit; and many more.
General code enforcement is provided by Planning & Code Enforcement division. This program
is currently complaint-based; staff does not actively seek code violations. Staff contacts the
person against whom a complaint was filed to request an inspection to determine whether a
code violation exists. Staff works with property owners to correct violations like substandard
housing conditions and blight.
Need for Owner and Rental Rehabilitation
As Petaluma’s housing stock ages, there is now and will continue to be a growing need to
rehabilitate units, especially for lower-income families.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
One affordable housing development in Petaluma contains 90 units and was constructed in
1978, prior to the federal ban on lead-based paint in residential construction. As a result, there
may be a risk of lead-based paint hazards in the building.
MA-25 Public and Assisted Housing – 91.210(b)
Not applicable – Petaluma does not administer public or assisted housing.
MA-30 Homeless Facilities and Services – 91.210(c)
Since 1997, The City has participated in the local Continuum of Care (CoC) as one of the three
HUD entitlement jurisdictions in Sonoma County (the cities of Petaluma and Santa Rosa plus the
County of Sonoma) 1997. In 2018 the MSA’s homeless system of care underwent a redesign of
its governance structure and was rebranded as the Sonoma County Homeless Coalition, a
unified, countywide system aimed at aligning homeless services. Henceforth in this document,
the CoC will be referred to as the Coalition.
The goal of the Coalition is to achieve “functional zero” homelessness in Sonoma County
through utilization of a Housing First Strategy. The Coalition is designed to accomplish the
following:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
74
• Promote a community-wide commitment to the goal of ending homelessness;
• Provide funding for efforts to quickly re-house individuals and families who are
homeless, which minimizes the trauma and dislocation caused by homelessness;
• Promote access to and effective use of mainstream programs; and
• Optimize self-sufficiency among individuals and families experiencing homelessness.
A detailed discussion of the MSA’s homelessness strategy is included in SP-60 of this Plan. As
previously stated in the Needs Assessment section of this Plan, homelessness is viewed as an
MSA-wide issue, therefore, data presented in this section are based on statistics for the entire
MSA rather than for just Petaluma. The data in the table below was provided by the CDC as of
December 31, 2019.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional Housing Beds Permanent Supportive Housing Beds
Year Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with Adult(s) and Child(ren) 275 0 43 74 Not available
Households with Only Adults 963 40 200 1444 Not available
Chronically Homeless
Households
n/a n/a n/a 600 Not available
Veterans 20 n/a 14 502 Not available
Unaccompanied Youth 29 n/a 15 63 Not available
Table 39 - Facilities and Housing Targeted to Homeless Households
*The MSA CoCs were instructed to collect data for a point-in-time during the last week of January 2024. The data presented in
this report are limited to beds available for occupancy on the night of the count (beds under development are excluded).
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons.
The following is not meant to be a comprehensive list of all mainstream services.
Sonoma County Health Services Department, encompassing both Public and Behavioral
Health Divisions, partners with local organizations to foster a healthier community. This
includes collaborations with entities like the Drug Abuse Alternatives Center (DAAC),
Community Support Network, and Progress Foundation. Working alongside the Sheriff’s
Department, the Health Services operates a Forensic Assertive Community Treatment program
aimed at integrating mentally ill offenders into treatment programs and facilitating discharge
planning to prevent homelessness upon release.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
75
The Sonoma County Human Services Department offers a wide range of programs across four
key service areas: Adult and Aging, Economic Assistance, Employment and Training, and Family,
Youth, and Children. Within the Economic Assistance Division, services such as Medi-Cal,
CalFresh, and General Assistance are provided. Following the Covered California introduction,
the division successfully enrolled 28,370 residents of Sonoma County and is actively working
with County Continuum of Care to ensure the homeless population is fully enrolled. The
Employment and Training Division supports the community with financial aid, job placement,
and training opportunities through initiatives like SonomaWORKS, Job Link, and the Workforce
Investment Board (WIB).
The Health Care for the Homeless Collaborative (HCHC) involves staff from County Continuum of
Care in its monthly meetings, which include participants from Federally Qualified Health
Centers, hospitals, County Continuum of Care member organizations, and individuals who have
experienced homelessness. St. Joseph Health plays a pivotal role in coordinating these meetings
and in the distribution of key information gathered during these sessions.
Sonoma County 211 serves as a critical resource, offering both an online search tool and live
telephone support to help residents access a variety of local services. These services range from
substance abuse treatment to essentials like clothing, mental health support, disability services,
employment and education assistance, food, shelter, legal aid, and more.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,
describe how these facilities and services specifically address the needs of these populations.
Homeless Outreach: In Fiscal Year 2024/2025, the City continued to allocate local funding to
Homeless Outreach and By Names List Management, a multi-disciplinary street outreach
approach that works to engage unsheltered persons into services and, ultimately, housing, as
part of the Housing First Model. The program is administered by HomeFirst, which utilizes
evidence-based screening tools, including Coordinated Intake and the Vulnerability Index,
Services Prioritization Decision Assistance Tool (VI-SPDAT) to prioritize resources to persons
with the most acute health needs and the longest periods of homelessness. The City also
operates a mobile bathroom/shower trailer through its service partner Rebuilding Together
Petaluma, which travels to various locations throughout Petaluma to further efforts to engage
persons experiencing homelessness into services.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
76
Emergency Shelters – There are a total of 855 emergency shelter beds in Sonoma County,
including 45 seasonal beds. The City of Petaluma has provided financial assistance to the
Committee on the Shelterless (COTS), which is the homeless provider in Petaluma. The Mary
Isaak Center has a capacity of 90 bed, 25 People’s Village non-congregate shelter beds, and 15
seasonal beds in harsh weather conditions. Additionally, the COTS Kid’s first family shelter
offers shelter to 4 families. COTS offers a wide range of homeless services programs, including
those that benefit chronically homeless individuals and families.
Transitional Housing – There are a total of 370 transitional housing beds in Sonoma County – 5
family units and 16 family beds, 354 single adults, and 23 veterans. Petaluma has 5 facilities or
properties totaling 20 beds, the majority has been sponsored by the City including 18
recuperative care beds for people transitioning out of hospital care and are homeless. Santa
Rosa has a total of 370 transitional beds with the balance being spread through Sonoma
County.
Permanent Supportive Housing – there are 1933 permanent supportive housing beds in
Sonoma County with another 110 currently under development. There are 18 beds in
Petaluma and 16 beds in Santa Rosa which serve mentally ill and homeless adults. There are
73 additional beds for chronically homeless individuals and 23 beds for homeless veterans.
MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
Many non-homeless individuals with special needs require supportive housing and services to
enable them to live independently and to avoid homelessness, including those persons
returning from mental health and physical health institutions. As previously discussed in the
Needs Assessment section of this Plan, these subpopulations include, but are not limited to,
the following: elderly; frail elderly; persons with physical, mental, or developmental
disabilities; persons with HIV/AIDS; victims of domestic violence; children leaving group homes
or aging out of foster care; farmworkers; and substance abusers. This section provides a
summary of the facilities and services available to these subpopulations. As noted in the
previous section (MA-30, Homeless Facilities and Services), this is not meant to be a
comprehensive list of all the services, facilities, programs, or agencies that serve these
subpopulations in Petaluma and the MSA. Additionally, many of the agencies noted below also
serve persons experiencing homelessness as also discussed in the previous section.
HOPWA Assistance Baseline Table
Units are not specifically designated within the MSA for PLWHA; Petaluma does not use
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
77
HOPWA funds for this purpose.
Including the elderly, frail elderly, persons with disabilities (mental, physical,
developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and
their families, public housing residents and any other categories the jurisdiction may specify,
and describe their supportive housing needs
Elderly: There are approximately 703 units of affordable in senior complexes in
Petaluma. There also five mobile home parks that are for seniors and are protected by the
Mobile home Rent Stabilization Ordinance. The City will continue to support services and
programs that encourage the development and preservation of affordable housing for the
elderly. Most recently, August 12, 2022, The City supported the development of PEP Housing’s
River City Senior Apartments, a 54-unit senior affordable housing complex.
Petaluma People Services Center a local non-profit in Petaluma provides services to support
the independence and well-being of senior residents. It provides services such as counseling,
meals on wheels, fair housing assistance and senior day activities for the frail elderly, among
others. The City offers classes and daily events at the Petaluma Senior Center that is open five
days a week.
Persons with disabilities: The North Bay Regional Center (NBRC) is one of 21 regional centers
in California that provides point of entry to services for people with developmental
disabilities. The NBRC has a field office in Santa Rosa, which provides services to all of Sonoma
County. Disability Services and Legal Center (DSLC) provides advocacy, legal aid, and support
for persons with disabilities in Sonoma County. The City of Petaluma use to provide funding
the DSLC’s Housing Access Modification program before the loss of redevelopment
funds. Rebuilding Together and DSLC partner to provide housing modifications to our low
income disabled population.
The City of Petaluma has two properties that house persons with disabilities – Salishan
Apartments, 14 units for persons with developmental disabilities and the Boulevard
Apartments, 14 units for persons with mental disabilities. Transportation for persons with
disabilities is provided through Petaluma Paratransit which provided 25,409 door-to-door trips
annually for persons with disabilities who cannot utilize fixed bus routes.
Mental Illness: The Behavioral Health Division of the Sonoma County Department of Health
Services (DHS) promotes the recovery and wellness of individuals with serious and persistent
mental illness through services, advocacy, and education, including consumer and family
support; crisis intervention training for law enforcement personnel; crisis services; services for
adults, youth, and families; Crisis Assessment, Prevention, and Education Team; Mental Health
Services Act; and Mental Health Board.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
78
Persons with alcohol/drug addictions: Individuals with substance dependence or abuse issues
can access a variety of services in Petaluma and throughout the MSA, including the Drug Abuse
Alternatives Center (DAAC) provides residential treatment and outpatient services at
approximately 30 locations in Sonoma County. The County’s Behavioral Health Division, which
includes Alcohol and Other Drug Programs, provides services countywide. Sonoma County also
has an Advisory Board on Alcohol and Drug Problems which was created by the Board of
Supervisors in 1994.
Persons with HIV/AIDS: Face to Face, a local nonprofit, provides comprehensive services to
PLWHA to support safe and stable housing and decrease homelessness, including providing
security deposits and rental assistance, short-term rent, mortgage, and/or utility payments
(STRMU), housing search assistance, benefits counseling, assessment, and case management.
Youth: Organizations such as Valley of the Moon Children’s Home, Kid Street Learning Center,
California Parenting Institute, Community Action Partnership, and City of Petaluma Recreation
programs provide services for youth in the MSA.
Victims of Domestic Violence: The YWCA of Sonoma County is the primary service provider for
victims of domestic violence. Their services include a 24-hour domestic violence hotline, an
emergency shelter, counseling and support groups, legal services, and violence prevention,
education, and training.
Farmworkers: California Human Development (CHD), a statewide human services organization
with an office in Petaluma, provides employment training, housing, immigration services,
homeless support, and parenting classes for farmworkers in the MSA. St. Joseph Health System
offers medical services at La Luz Center which serves the Sonoma Valley and its large vineyard
worker community.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
As stated throughout this Plan, the City participates in the Continuum of Care. The CoC
discharge planning efforts are outlined in its annual HUD Continuum of Care application for this
MSA and include foster care, health care, mental health, and corrections.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
79
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
The supportive housing and services required by individuals with physical and mental
disabilities often align with the need for affordable housing and are typically accommodated
within the overall affordable housing stock. However, the availability of traditional funding
resources has been greatly limited since 2011, making it more challenging for the City to fully
address these needs. To bridge this gap, the City continues to seek new state and federal
funding sources and collaborates with nonprofit developers to apply for competitive grants
that support the creation of accessible and supportive housing.
While the City does not currently have plans to directly develop new housing for the special
needs population, it actively promotes zoning modifications and policy incentives that facilitate
accessible housing options within the private market. These efforts include the adoption of a
local visitability/universal design code, the removal of zoning barriers for group homes, and
incentives for developers to include accessible units in new housing projects. Additionally, the
City funds home modification programs to help individuals with disabilities retrofit their
existing homes for improved accessibility. Moving forward, Petaluma will continue to expand
partnerships with regional housing providers and prioritize funding opportunities that enhance
affordable and supportive housing options for those with special needs.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless but
have other special needs. Link to one-year goals. (91.220(2))
See response above.
MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
Potential constraints to housing development in Petaluma vary by area but generally include
infrastructure, development fees, application processing, environmental considerations, land
use controls (including development standards, permitting requirements, design review, and
building codes, for example), and resource preservation. An analysis of these potential
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
80
barriers is detailed in the Housing Element of the Petaluma General Plan 2023 – 2031, adopted
February 14, 2023. This document has been cited throughout this Plan as the Housing Element
of the General Plan 2023-2031 (Housing Element). The following is a summary of the detailed
analysis provided in the Housing Element.
Infrastructure Constraints: Wastewater treatment, reuse, disposal capacity, and water supply
are not expected to constrain housing development during the Housing Element period.
According to the General Plan, the City has adopted policies to ensure that projects with
affordable housing units will receive priority sewer and water service should capacity be
limited.
Development Fees: The City Council adopted a new fee schedule in January 2024. The fees are
considered reasonable since they cover the costs to process development applications. The City
recognizes that fees can affect the cost of construction and continues to offer fee deferrals for
affordable housing projects. The City recognizes that fees affect the cost of construction and
continues to offer fee deferrals and reductions for affordable housing projects. Additionally, a
Commercial Linkage Fee Program is under review to ensure its effectiveness in generating funds
for affordable housing development.
Permits and Processing: The City is committed to efficient development application processing
and has adopted policies related to expedited housing application review and processing.
Housing projects are given high processing priority, while affordable housing projects are given
an even higher priority over market-rate housing projects. The City also complies with state
streamlining laws (SB 9, SB 35 and AB 2162) for eligible affordable and supportive housing
projects.
Land Use Controls and Growth Management: Residential land use control mechanisms used by
the City include the General Plan, Zoning Code, Design Review, Building Code, Growth
Management Program, and the Housing Allocation Plan. The Urban Growth Boundary (UGB), in
effect through 2035, is designed to promote a compact urban form and protect agricultural
land, though the City may consider adjustments to support affordable housing.
The Housing Element (2023-2031) affirms that the Growth Management Program does not
prevent developers from building projects; rather, declines in construction are more often tied
to market conditions. The City's annual allotments (800 units) exceed the Regional Housing
Needs Allocation (RHNA) requirement of 586 units per year, ensuring that growth regulations
do not restrict housing production.
Zoning Code: The Petaluma Zoning Code implements the General Plan. The Code includes no
unusual or onerous provisions which impede the production of housing for any population
group as proven by the consistent production of new housing in the community. According to
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
81
the General Plan, the City may waive certain zoning standards for some affordable housing
projects to improve project feasibility and in general the code supports high-density, mixed use
developments, conversions from non-residential to residential use to facilitate more housing
production.
Design Review: Petaluma has guidelines that implement the design objectives of the General
Plan. General design policies require proposed projects to be compatible with and sensitive to
surrounding land uses, and offer a complete design concept where architecture,
materials, and landscaping are of an appropriate scale and provide human interest. New
proposals are not subject to unusual or especially restrictive conditions.
Building Codes: Petaluma uses the California Building Code which is based on the International
Building Code and does not impose any unusual or unique constraints on housing.
Green Building Ordinance: A mandatory Green Building Ordinance took effect in 2008.
Analysis concluded that the incremental cost increase relates mostly to greater energy
efficiency and is not viewed as a constraint to housing development. Housing units built to
green standards cost less to heat, cool, and maintain. This is particularly important for those
residents with low or fixed incomes.
Growth Management: As stated earlier in this Plan, the City’s Growth Management
Program regulates residential growth by limiting the number of annual allotments. For the
period 2021-2035, 800 allotments are available annually. The annual allotments exceed the
City’s average annual Regional Housing Needs Allocation (RHNA), of 586 units per year from
2023-2031. Petaluma’s growth management program has not prevented a developer from
building a project in any given year. The housing need can be accommodated with the Growth
Management Program currently in effect. A decline in the number of new units built is more
likely a result of market conditions. Petaluma has an Urban Growth Boundary (UGB) in effect
through 2035.
Housing Allocation Plan: The Housing Allocation Plan (HAP) was originally adopted by the City
Council in 1992 to promote the development of affordable housing in Petaluma. The HAP
applies to all residential development in Petaluma. While the Housing Impact Fee (HIF) or
provision of onsite units adds to the cost of new development, the fees have since been
reduced to support the feasibility of affordable housing projects.
Natural Resources: According to the Petaluma General Plan 2035 (General Plan), natural
resources such as rare and endangered plant and animal species and habitats coincide
geographically with areas that are designated for housing development, particularly in the
northwest and southwest areas of Petaluma. Most of these areas are designated for lower
densities or low density/open space, recognizing the location of natural resources. These land
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
82
use designations do not typically accommodate affordable housing projects. The California
Tiger Salamander and its habitat are listed as endangered; the habitat generally corresponds to
northwest and southwest Petaluma. The northwest and southwest are also the areas of
Petaluma that currently have the highest percentage of developable land. However, Petaluma
has developed criteria for mitigation banking and this process is common to the development
review process in Petaluma today.
Land Availability: The General Plan indicates that land availability does not prevent the City
from meeting its housing needs. An inventory that includes some of the available land for
housing development is listed in the Housing Element. The City limits currently contain
adequate land for future housing development.
Land Costs, Construction, and Financing: Land, construction, and financing costs represent a
significant constraint to residential development because land costs can be high and
construction costs continue to increase. Developers of affordable housing can face challenges
in securing financing due to the limited possible return from rents or sales prices of affordable
units. Additional funding and subsidies for affordable housing are necessary and are generally
available from the Housing Authority, which can provide funds to increase the feasibility of
affordable housing project. The Authority makes funds available through its Notices of Funding
Availability (NOFAs), more fully discussed in Section SP-10 of this Plan; the resources available
include federal funding sources like CDBG and HOME, and local sources including the HIF and
Real Property Transfer Tax (RPTT) to name a few.
Fair Housing Issues: The City and Authority, the County of Sonoma, and the City of
Petaluma (the other entitlement jurisdictions in Sonoma County) have collaborated on the
creation of the 2024 Fair Housing Plan. The AFH’s goals include:
• Increase the Supply of Affordable Housing in Higher Opportunity Areas and Areas with
Ongoing or Threatened Displacement: This involves promoting affordable housing bond
issues at multiple government levels, modernizing inclusionary housing and commercial
linkage fee ordinances, providing low-interest loans and grants for the development of
accessory dwelling units (ADUs) with affordability restrictions, prioritizing publicly
owned land, and reducing permit fees for affordable housing.
• Meet the Housing and Services Needs of Migrant and Year-Round Farmworkers:
Strategies include reforming zoning and land use laws to allow safe farmworker housing
in agricultural areas, targeting farmworkers for affordable housing opportunities, and
studying ways to increase access to supportive services in rural areas.
• Reduce Zoning and Land Use Barriers: This includes creating affordable housing overlay
districts to enable multifamily housing with a significant affordable component in higher
opportunity areas, adopting ordinances to allow more dwelling units in transit-rich areas
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
83
or urban infill sites, and updating zoning codes to reflect changes in California laws
designed to increase affordable housing.
• Increase Access to Opportunity for Housing Choice Voucher Families: Actions include
advocating for housing authorities to adopt small area fair market rents or exception
payment standards and engaging in enforcement against source of income
discrimination.
• Prevent Displacement by Preserving Affordable Housing and Protecting Tenants’ Rights:
This goal aims to expand funding for tenants in landlord-tenant proceedings, study the
viability of rent stabilization, track and collaborate to preserve affordable housing
developments with expiring subsidy contracts, and create a right of first refusal for
manufactured home park residents.
• Reduce Homelessness by Expanding the Supply of Permanent Supportive Housing: This
includes prioritizing HOME and Community Development Block Grant (CDBG) funds for
developments that include Permanent Supportive Housing units and advocating for
Public Housing Authorities to adopt preferences for individuals with disabilities who are
institutionalized or at risk of institutionalization.
• Increase Support for Fair Housing Enforcement Education and Outreach: This involves
revising the definition of “family” in the Petaluma City Code to avoid Fair Housing Act
violations and prioritizing funding for the creation of affordable multi-family housing for
low- income households.
The AFH will meet HUD’s existing regulatory requirements of California’s Assembly Bill 686, Affirmatively
Furthering Fair Housing by:
• Created preliminary population group and neighborhood profiles;
• Engaged with identified population groups and neighborhoods to collect feedback and
input and to collect anecdotal information on fair housing issues;
• Conduct reviews of zoning, policies, building codes, private sector lending policies, and
fair housing enforcement to assess disparities in access to opportunity and barriers to
fair housing;
• Compiled a report of data analysis, community input, and policy analysis into the AFH
report that will identify trends and impediments; and
• Made policy and program recommendations that affirmatively further fair housing.
The key recommendations from the Analysis of Impediments (AI) to Fair Housing Choice and the
Analysis of Fair Housing (AFH) for Petaluma and the broader Sonoma County area focus on
improving fair housing practices and access to affordable housing. These recommendations aim
to address the high-priority contributing factors identified, including the availability and size of
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
84
affordable units, the location and type of affordable housing, lack of integrated housing for
those needing supportive services, high housing costs limiting access to opportunity, and the
displacement or lack of support for victims of domestic violence, dating violence, sexual assault,
and stalking. The summarized key recommendations are:
• Strengthen Local Fair Housing Organization Capacity: Enhance the ability of local
organizations to combat discriminatory practices.
• Increase Affordable and Accessible Housing: Support efforts to balance housing
opportunities throughout Sonoma County for all income levels.
• Improve Transit Options: Develop a more comprehensive transit system to ensure
access to essential services and opportunities for all residents, including those with
disabilities and seniors.
• Enhance Fair Housing Information Accessibility: Ensure that fair housing information is
readily available and understandable across jurisdictional websites, providing links to
relevant resources and legal assistance.
Additional strategic actions include:
• Promoting affordable housing bond issues at various governmental levels to fund
affordable housing projects.
• Modernizing inclusionary housing and commercia linkage fee ordinances to stimulate
the development of affordable housing within new projects.
• Providing low-interest loans and grants for the development of accessory dwelling units
(ADUs) with affordability restrictions.
• Prioritizing publicly owned land for affordable housing development and reducing
permit fees to lower development costs.
• Reforming zoning and land use laws to enable safe farmworker housing and reduce
barriers to developing affordable housing for low-income households, including those
with disabilities and people of color.
• Creating affordable housing overlay districts to encourage multifamily housing in higher
opportunity areas.
• Advocating for housing authorities to adopt small area fair market rents or exception
payment standards to enhance the purchasing power of Housing Choice Voucher
families in higher opportunity areas.
• Engaging in fair housing enforcement against income discrimination, preserving
affordable housing developments with expiring subsidy contracts, and creating a right of
first refusal for residents of manufactured home parks.
These recommendations aim to collectively improve fair housing enforcement, education, and
outreach, while directly addressing systemic barriers to fair and affordable housing in Petaluma
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
85
and Sonoma County. Petaluma has made strides in various areas related to housing and
community development. Key accomplishments include:
• Issuance of Permits: In 2024, Petaluma issued 10 permits for new single-family
housing but 0 permits for new multi-family dwellings, indicating an emphasis on
single-family housing development. However, in 2024, 94 new single-family homes,
17 ADU’s and 239 units of multi-family housing were completed.
• Zoning and Land Use Measures: Petaluma has established impact fees and commercial
linkage fees to fund affordable housing. Additionally, it offers developer incentives
such as a supplemental density bonus when housing is in close proximity to transit,
modifications to permit requirements, and fee reductions if affordable housing is part
of a development plan.
• Community Engagement: Petaluma engaged in a comprehensive community
participation process, including stakeholder interviews, surveys, community and local
group workshops, and public hearings. This process highlighted fair housing issues
experienced by residents and informed the city's analysis of fair housing issues.
• Accessibility and Transportation: The city has made efforts to improve accessibility and
transportation for people with disabilities. Petaluma offers next-day ADA Paratransit
transportation service seven days a week to those unable to independently use
Petaluma CityBus due to a disability or health-related condition.
• Support for Vulnerable Populations: Petaluma and Sonoma County have prioritized
permanent supportive housing as a critical need within their broader affordable housing
efforts, reflecting an understanding of the importance of addressing the housing needs
of individuals who require supportive services.
These accomplishments demonstrate Petaluma's efforts to address housing needs, improve
accessibility, and engage the community in the planning process, contributing to the city's goal
of creating a more inclusive and equitable environment for all residents.
MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
Petaluma is the 36th largest city in the San Francisco Bay Area. The reduction in housing starts
resulting from the Great Recession and the subsequent constraints on financing new housing
development in the MSA may have affected the ability of regional businesses to expand.
Permit issuance is up, but household formation is still growing four times faster than single-
family home construction, making housing creation the most pressing issue in Petaluma and
the MSA. Vacancy rates for rental and for-sale housing continue to be historically low
especially when compared with the remainder of the United States; houses are about half as
affordable in the MSA as they are in the U.S.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
86
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers %
Share of
Jobs %
Jobs less
workers %
Agriculture, Mining, Oil & Gas Extraction 1,665 331 3 1.8 -2
Arts, Entertainment, Accommodations 8,434 7,397 13 9.3 -2
Construction 6,470 3,732 8 7.1 -2
Education and Health Care Services 19,653 18,244 20 21.6 9
Finance, Insurance, and Real Estate 4,714 3,206 5 5.2 0
Information 1,658 1,411 2 1.8 0
Manufacturing 10,979 4,539 11 12.1 -4
Other Services 6,100 3,280 4 6.7 1
Professional, Scientific, Management
Services
5,445
4,486
8
11.7
-1
Public Administration 3,451 0 0 3.8 0
Retail Trade 11,541 9,673 12 12.7 3
Business by Sector Number of Workers Number of Jobs Share of Workers % Share of Jobs % Jobs less workers %
Transportation and Warehousing 2,836 744 2 3.9 -1
Wholesale Trade 2,181 1,762 4 2.4 -1
Total 63,953 58,805 -- -- --
Table 40 - Business Activity
Labor Force
Total Population in the Civilian Labor Force 107,662
Civilian Employed Population 16 years and over 91,082
Unemployment Rate 5.2%
Unemployment Rate for Ages 16-24 23.2%
Unemployment Rate for Ages 25-65 3.5%
Table 41 - Labor Force (Data Source: 2016-2020 ACS)
Occupations by Sector Number of People
Management, business and financial 15,337
Farming, fisheries and forestry occupations 1,444
Service 17,830
Sales and office 19,812
Construction, extraction, maintenance and repair 8,754
Production, transportation and material moving 11,100
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
87
Table 42 – Occupations by Sector (Data Source: 2016-2020 ACS)
Travel Time
Travel Time Number Percentage
< 30 Minutes 62,132 75.6%
30-59 Minutes 14,872 17.9%
60 or More Minutes 6,249 7.5%
Total 83,253 100%
Table 43 - Travel Time (Data Source: 2016-2020 ACS)
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor Force
Less than high school graduate 10,067 484 3,735
High school graduate (includes equivalency) 13,734 767 4,280
Some college or Associate's degree 26,253 984 6,228
Bachelor's degree or higher 26,188 846 3,610
Table 44 - Educational Attainment by Employment Status (Data Source: 2016-2020 ACS)
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 238 850 2,364 4,136 2,307
9th to 12th grade, no diploma 1,431 1,652 2,214 2,586 1,238
High school graduate, GED, or alternative 4,831 5,504 4,061 8,449 5,110
Some college, no degree 6,005 7,648 4,958 10,795 6,695
Associate's degree 859 2,190 2,185 4,705 3,530
Bachelor's degree 1,218 5,639 5,395 8,398 6,639
Graduate or professional degree 0 1,568 2,978 5,820 5,961
Table 45 - Educational Attainment by Age (Data Source: 2016-2020 ACS)
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 28,441
High school graduate (includes equivalency) 34,601
Some college or Associate's degree 42,678
Bachelor's degree 59,828
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
88
Graduate or professional degree 78,678
Table 46 – Median Earnings in the Past 12 Months Data Source: 2016-2020 ACS)
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
According to data from the 2023-2031 Housing Element, the top major employment sectors
in Petaluma include, educational, health & social services; professional, scientific, and
technical services, manufacturing, retail trade, arts, entertainment, accommodation and
tourism, construction and real estate, and finance, insurance, and public administration.
Describe the workforce and infrastructure needs of the business community:
The Sonoma County Workforce Investment Board (WIB), in its Local Workforce Development
Plan 2021 – 2024 https://s42248.pcdn.co/wp-content/uploads/SCWIB-FINAL- Local-Strategic-
Workforce-Development-Plan-2021-2024.pdf several needs for the business community,
focusing on preparing an educated and skilled workforce. These needs include addressing the
demand for skilled labor in key industries, enhancing digital fluency, and improving access to
workforce development services for diverse population groups, including English language
learners and individuals with disabilities. Strategies to meet these needs encompass
strengthening partnerships with educational institutions, tailoring training programs to industry
demands, and expanding access to career pathways and apprenticeship opportunities. The
Board's efforts aim to support business growth and economic development in Sonoma County
by ensuring a ready and capable workforce.
Infrastructure has also been identified by the business community as a need because
connecting residents to services, education, and employment centers is a challenge requiring
creative transportation solutions. Additionally, the City has prioritized broadband expansion
as a critical infrastructure need by initiating a Broadband Strategic Plan. This plan aims to
enhance digital connectivity, address service gaps, and support economic growth by ensuring
reliable, high-speed internet access for residents and businesses. The strategy will also
explore public-private partnerships and funding opportunities to improve broadband
infrastructure and promote digital inclusion.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The addition of a world-class performing arts center in Sonoma County (Green Music Center)
and the recent opening of the Graton Rancheria Casino provided a strong boost to the
regional tourism economy. The planned expansion of the Charles M. Schultz Sonoma County
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
89
airport runway will afford the region access to new business and visitor travel markets.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
Employers continue to emphasize the need for applicants with strong soft skills, as they play a
crucial role in workplace success. According to the World Economic Forum’s Future of Jobs
Report, communication, teamwork, and problem-solving are among the top skills in demand,
with 64% of employers identifying interpersonal skills as essential. The U.S. Bureau of Labor
Statistics also highlights the growing importance of digital literacy and adaptability, particularly
as remote and hybrid work environments require strong collaboration and virtual
communication. Hiring challenges remain a significant barrier to economic growth, with the
Society for Human Resource Management reporting that 63% of businesses struggle to fill open
positions due to a lack of applicants with both hard and soft skills, insufficient work experience,
and wage expectations misaligned with market conditions. Many of these in-demand skills can
be developed through education, professional training, and on-the-job learning programs,
helping to bridge the gap between employer needs and workforce capabilities.
As Table 46 shows, withing the MSA, 30,096 people over the age of 25 have some college
education representing 24% all Petaluma residents over age 25. Closely following, 21% of all
adults over age 25 (26,071) have a bachelor’s degree, and 18% (23,124) of adults over 25 have
completed high school or equivalent. This shows a proportionate amount of adult education
levels for all types of employment opportunities.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
The City of Petaluma has partnered with Rebuilding Together Petaluma in the creation of RTP
Works. This workforce development program is aimed at empowering individuals facing
significant barriers through job recruitment, training, internships, and employment. This
program provides the necessary tools for professional development that can foster long-term
stability and independence.
Through a holistic approach, RTP Works integrates career coaching, hands-on training, and
employment placement services to support participants in gaining meaningful employment.
The program offers personalized coaching sessions, job readiness support, and partnerships
with local businesses to create job opportunities. Additionally, participants gain practical skills
by working with mobile hygiene services, learning customer service, and operating equipment
to provide essential community outreach.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
90
RTP Works also focuses on long-term stability through the Pathway to Stability Program,
offering ongoing case management connections, job retention support, and access to
wraparound services. The program’s emphasis on skill-building, leadership training, and
employment in areas such as tree planting, maintenance, and graffiti abatement ensures that
participants develop marketable skills while contributing to their community.
By creating a welcoming hub for career development, RTP Works fosters a supportive
environment where individuals can access employment resources, build confidence, and
engage with a network of professionals dedicated to their success. Through this initiative,
Petaluma is working to reduce employment instability and help individuals overcome
economic barriers, ultimately strengthening the community as a whole.
At the County level, the critical initiatives identified by the Sonoma County Workforce
Development Board (WDB) for preparing an educated and skilled workforce to meet the
needs of the business community include:
• Focusing on Business Needs: Actively engaging industries that offer good jobs with
career pathways in in-demand sectors and partnering with employers to identify
occupational pathways and required skills for career advancement.
• System Alignment, Integration, and Coordination: Leading efforts to align and integrate
all Workforce Innovation and Opportunity Act (WIOA) partners within the America's Job
Center of California (AJCC) system to provide a comprehensive menu of services.
• Expanding Earn & Learn Opportunities: Establishing strategic partnerships to expand
opportunities for individuals to earn wages while learning on the job, thereby enhancing
employability in unsubsidized jobs that offer competitive wages.
• Prioritizing WIOA Priority Populations: Increasing the engagement of priority
populations such as veterans, low-income individuals, English learners, people with
disabilities, and others in obtaining marketable skills and credentials.
• Improving Services for Limited English Proficient Individuals: Aligning WIOA Title I with
Title II Adult Education and Literacy programs to serve the Limited English Proficient
community more effectively.
• Focusing on Equity: Creating system inclusivity and accessibility and expanding access to
WIOA programs and services for historically excluded individuals.
• Continuous System Improvement and High-Performance Standards: Establishing
performance standards that ensure quality workforce services exceed state-required
performance levels.
These initiatives are designed to address the evolving needs of the business community by
ensuring a responsive, skilled workforce that supports the jurisdiction's economic vitality and
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
91
quality of life, aligning with the goals of the Consolidated Plan.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
N/A
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
The Comprehensive Economic Development Strategy (CEDS) document outlines a series of
critical goals and projects aimed at fostering economic growth and resilience within the
jurisdiction. These initiatives are designed to address a variety of challenges and opportunities,
from infrastructure development to workforce training, with a strong emphasis on
sustainability, equity, and inclusivity. The goals are structured to support the jurisdiction's Plan
by promoting economic diversity, enhancing job creation, and ensuring sustainable
development practices that benefit all community members. Critical initiatives and projects
identified in the CEDS include:
• Climate Resiliency and Sustainability: Projects focused on enhancing energy grid
resilience, supporting carbon-neutral and resilient building technologies, promoting
telework to decrease emissions, and investing in microgrid technology. These initiatives
aim to make the region carbon neutral by 2050, with specific targets for government
operations to achieve carbon neutrality by 2030.
• Infrastructure Improvements: Including the development of new water storage facilities,
sewer system rehabilitations, and expansions of broadband access across the region to
improve equitable access to digital resources.
• Economic Diversification and Development: Efforts to accelerate the development of
geothermal resources, enhance the agricultural sector through permaculture farms and
hemp processing plants, and support the tourism and creative sectors by developing
facilities like the Fort Bragg Farmers Market Building and the Kashia Family
Entertainment Center and Hotel.
• Workforce Development and Education: Projects that focus on vocational training,
career development, and partnerships with educational institutions to create a skilled
workforce that meets the needs of the region's industries.
• Housing and Community Development: Initiatives to increase affordable housing
availability through urban infill development, accessory dwelling units, and higher
density housing projects to address the region's housing crisis.
• Disaster Resilience and Preparedness: Projects aimed at improving emergency egress
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
92
routes, fire protection infrastructure, and community resilience against natural disasters
like wildfires and floods.
• Environmental Conservation and Stewardship: Efforts to restore and conserve natural
habitats, including creek restoration and wetland mitigation projects, to promote
biodiversity and environmental health.
Discussion
These initiatives collectively aim to create a more resilient, inclusive, and sustainable economic
environment that aligns with the Plan's objectives, focusing on equitable growth,
environmental stewardship, and the creation of quality job opportunities for residents.
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
The Consolidated Plan does not include an analysis of areas of concentration of household with
multiple housing problems as there is no one area where there is a “concentration” of low
income households. The City of Petaluma does not allocate funds on a geographic
basis. Instead, funds are allocated to organizations that provide low-income households with
housing and supportive services.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
Not applicable.
What are the characteristics of the market in these areas/neighborhoods?
Not applicable.
Are there any community assets in these areas/neighborhoods?
Not applicable.
Are there other strategic opportunities in any of these areas?
Not applicable.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
93
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
According to 2020 5-year ACS estimates, 95.1% of people in the City of Petaluma have a
desktop computer or laptop. Additionally, 91.7% of people have broadband internet
subscription. However, there are disparities in access to paid broadband internet in residents
homes within the City. Approximately 26.3% of Petaluma households earning less than
$20,000 per year do not have internet at home compared to 8.1% of those making between
$20,000 to $74,999 and 2.1% of those making $75,000 or more. This suggests a greater need
for internet services that are affordable to low-income families at home. The no-cost internet
resources mentioned above are available in public locations.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
The City of Petaluma has multiple internet service providers including: AT&T, Xfinity, Sonic, T-
Mobile Home Internet, Version Home Internet and HughesNet. Competition ensures there are
a variety of options that meet internet and affordability needs. However, subscriptions to
broadband internet services can still be unaffordable to lower-income households.
The City of Petaluma has a Technology Advisory Committee (TAC) that addresses various
technology-related issues, including broadband access and infrastructure. The TAC has
discussed topics such as broadband technologies and efforts to expand access for residents.
Additionally, the County of Sonoma launched its Access Sonoma Broadband Action Plan in
several key areas to enhance broadband infrastructure within Sonoma County, aiming to
provide fast, affordable, and reliable broadband access to all residents. While Petaluma is not
specifically listed among the initial priority areas, the overarching goal of the Access Sonoma
Broadband initiative is to ensure fast, affordable and reliable internet access for all Sonoma
County residents. This comprehensive approach is designed to ensure equitable broadband
access across Sonoma County, supporting the county's broader economic and community
development goals.
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
94
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The City of Petaluma adopted its Blueprint for Climate Action on November 4, 2024. This
comprehensive plan outlines strategies to achieve carbon neutrality by 2030, focusing on
reducing greenhouse gas emissions and enhancing climate resilience. The report emphasizes
the need for Petaluma to enhance resilience and adaptability through specific strategies. The
strategies are implementing urban greening projects to mitigate heat island effects and manage
storm water runoff. Investing in infrastructure improvements to withstand weather events,
water shortages or flood defenses. Educating community on climate risk and resilience
practices and establishing polies that integrate climate resilience in planning and development
processes ensuring long-tern sustainability.
According to the 2020 City of Petaluma’s Local Hazard Mitigation Plan (LHMP), the City faces
increased natural hazard risks due to climate change, such as higher temperatures, more
extreme heat events, and altered precipitation patterns leading to increased flood risk, more
severe droughts, and more frequent and intense wildfires. The report emphasizes the need for
Petaluma to enhance resilience and adaptability through specific strategies. Main action items
include improving infrastructure resilience, implementing sustainable water use practices,
developing a city-wide fire suppression master plan, seismic retrofit analysis of City buildings,
flood mitigation projects, and wetland enhancement. These strategies aim to mitigate the
impacts of climate change on the community, infrastructure, and environment.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
In Petaluma, cost burden and severe cost burden are prevalent housing issues, particularly
affecting low- to moderate-income households. These households face a higher vulnerability to
natural disaster impacts and displacement risks due to limited emergency funds, residence in
older buildings, and challenges in finding affordable housing within Petaluma or the county
following damage from wildfires, flooding, mudslides, earthquakes, or other natural disasters.
Further research and collaboration with community service providers are essential to gaining a
deeper understanding of the disproportionate impacts of climate risks on vulnerable
populations, enabling the City to develop effective strategies to address these challenges.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
95
Strategic Plan
SP-05 Overview
Strategic Plan Overview
In conjunction with the Needs Assessment and Market Analysis sections of this Plan, the
Strategic Plan identifies the priority needs of the City and describes the strategies the City will
undertake to serve the priority needs. The Strategic Plan includes the following sections:
• Geographic Priorities;
• Priority Needs;
• Influence of Market Conditions;
• Anticipated Resources;
• Institutional Delivery Structure;
• Goals;
• Public Housing;
• Barriers to Affordable Housing;
• Homelessness Strategy;
• Lead-Based Paint Hazards;
• Anti-Poverty Strategy; and
• Monitoring.
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction.
The City does not assign geographic priority areas; it focuses use of funds on highest need populations
in the community based on income or special needs. CDBG funds are allocated to organizations that
provide lower-income households with housing and supportive services. Each year the City prioritizes
use of CDBG funding for services and the development and preservation of affordable housing serving
lower-income households and to address homelessness. The City issues Notices of Funding Availability
(NOFAs) each fiscal year. Factors for evaluation of proposed projects include:
• Special Needs Set Asides (preference to projects which target homeless, seniors, or other
Special Needs groups);
• Financial Leveraging;
• Project Competitiveness;
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
96
• Qualifications, capability, and expertise of the proposed developer or service provider;
• Proposed services or project amenities;
• And Other Factors.
Depending on its priorities, the City may weigh certain selection criteria more highly than
others.
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need Name Affordable Housing
Priority Level High
Population Extremely low-, low-, and moderate-income
Large Families and Families with Children
Elderly
Homeless
Individuals
Mentally Ill
Chronic Substance Abusers
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Elderly and Frail Elderly
Persons with Mental, Physical, or Developmental Disabilities
Persons with Alcohol or Other Addictions
Geographic Areas
Affected
N/A
Associated Goals Home Ownership
Housing & Services to Special Needs Populations
Preservation of Affordable Housing
Production of Affordable Housing
Rental Assistance
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
97
Description The City will use up to 85% of its CDBG allocation (the amount not allocated
for Public Services) for affordable housing purposes.
Basis for Relative Priority According to data provided in the Needs Assessment, approximately 37% of
Petaluma households overpay for housing. Based on this assessment and the
housing market analysis included in this Plan, the City will prioritize the
creation, production, preservation, or conversion of affordable housing to
benefit low-income households including persons experiencing
homelessness and those with special needs.
2 Priority Need Name Homelessness
Priority Level High
Population Extremely low-, low-, or moderate-income households
Large Families & Families with Children
Chronically Homeless Individuals & Families with Children
Mentally Ill
Chronic Substance Abusers
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Geographic Areas
Affected
N/A
Associated Goals Housing & Services to Special Needs Populations
Preservation & Production of Affordable Housing
Description The City will use up to 15% of the CDBG allocation to fund the Public Services
Program supporting community-based programs that serve low-income
households including those at-risk of homelessness.
Basis for Relative Priority As discussed in the Needs Assessment, a total of 2,522 persons experiencing
homelessness were counted as part of Sonoma County’s 2024 Point-in-Time
Homeless Count -- an 11% increase over the 20-23 Point in Time count of
2,266, indicating a need to support programs that not only serve the
homeless, but also those at risk of homelessness including vulnerable
seniors. The City will continue to focus its resources on the creation of
affordable housing, a critical step in ending homelessness as well as services
to prevent community members from becoming homeless.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
98
3 Priority Need Name Non-Housing Community Development
Priority Level High
Population Extremely low-, low-, and moderate-income households
Large Families & Families with Children
Mentally Ill
Chronic Substance Abusers
Veterans
Persons with HIV/AIDS and Their Families
Victims of Domestic Violence
Unaccompanied Youth
Elderly & Frail Elderly
Persons with Mental, Physical, or Development Disabilities
Persons with Alcohol or Other Addictions
Non-Housing Community Development
Geographic Areas
Affected
All
Associated Goals Economic Development
Housing & Services to Special Needs Populations
Public Facilities & Improvements
Description The City intends to use up to 15% of the CDBG allocation to fund the Public
Services Program that includes homeless services as well as other
community-based programs that serve low-income households and prevent
homelessness.
Basis for Relative Priority According to data provided in the Needs Assessment and Market Analysis
section of this Plan, the greatest need is for affordable housing that will
benefit homeless and non-homeless lower-income special needs
populations.
Table 47 – Priority Needs Summary
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
99
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
New Unit
Production
According to data provided in the Needs Assessment and Market Analysis portions
of this Plan approximately 37% of Petaluma households overpay for housing,
therefore, the City will prioritize the creation of affordable housing, including new
unit production, acquisition of land for affordable housing unit production, and
conservation/preservation, to benefit low-income households including those with
special needs.
Rehabilitation Based on the data in the Needs Assessment, Market Analysis, and public
outreach, housing needs are a high priority, including the preservation or conversion
of affordable housing through rehabilitation.
Acquisition,
including
preservation
According to data provided in the Needs Assessment and Market Analysis portions
of this Plan approximately 37% of Petaluma Households overpay for housing,
therefore, the City will prioritize the creation of affordable housing, including new
unit production and conservation/preservation via acquisition of existing units, to
benefit low-income households including those with special needs.
Tenant Based
Rental Assistance
(TBRA)
The need for tenant-based rental assistance continues due to the low vacancy rate,
and high rental costs in Petaluma. The City funds this type of assistance with non-
CDBG sources such as its Housing In-Lieu fund.
TBRA for Non-
Homeless Special
Needs
The need for tenant-based rental assistance continues due to the low vacancy rate,
and high rental costs in Petaluma. The City funds this type of assistance with non-
CDBG sources such as its Housing In-Lieu fund.
Table 48 – Influence of Market Conditions
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City estimates $300,000 in FY25-26 CDBG funding, for an anticipated five- year estimated
total of $1,500,000 assuming funding levels remain constant. CDBG is used by the City for
Public Services, Housing Activities and Program Administration.
Anticipated Resources
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
100
Program Source
of
Funds
Uses of
Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
Narrative
Description
Annual Allocation: Anticipated Program Income
Prior Year Resources Total $
CDBG Public – Federal
Admin & planning, Housing, Services for low-income special populations
$300,000 ESTIMATE 0 0 $300,000 ESTIMATE $1,500,000 ESTIMATE Estimate based on 2025/2026 +subsequent years at same level
Table 49 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
CDBG funds are often coupled with local funds to allow projects to compete for additional
funding provided by tax credits, bonds, or state financing programs. An investment from the
City makes projects more competitive for a variety of funding sources. As in the past, the City
will be as creative as possible in finding other sources of funding from local, state, federal, and
private sources to develop and deliver efficient and cost-effective projects.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan.
Not applicable
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated
plan including private industry, non-profit organizations, and public institutions. There are
numerous organizations throughout the MSA that partner with the City to carry out Petaluma’s
Consolidated Plan. The list below is a brief sampling of these organizations.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
101
Responsible Entity Responsible
Entity Type
Role Geographic
Area
Served
City of Petaluma Government Economic Development,
Homelessness, Non- homeless
Special Needs, Housing
Ownership, Planning, Rental
Development and Assistance,
Neighborhood Improvements,
Public Facilities, Public Services
Jurisdiction
County of Sonoma Government Economic Development,
Homelessness, Non- homeless
Special Needs, Ownership,
Planning, Rental, Neighborhood
Improvements, Public Facilities,
Public Services
Region
Sonoma County Homeless
Coalition
Continuum of
Care
Homelessness Planning and Policy
Development
Region
Rebuilding
Together
Petaluma
Nonprofit
Organization
Ownership, Affordable Housing
Preservation, Homeless Services
Region
Petaluma People Services
Center (PPSC)
Nonprofit
Organization
Fair Housing, Rental Assistance,
Homelessness, Non-homeless
special needs
Region
Committee on the
Homeless (COTS)
Nonprofit
Organization
Homelessness, Non- homeless
Special Needs
Region
HomeFirst Nonprofit
Organization
Homelessness, Non- homeless
Special Needs, Rental Housing
Region
Burbank Housing and
MidPen Development
Corporation
Nonprofit
Organizations
Affordable Housing Rental and
Ownership
Region
Housing Land Trust of the
North Bay
Nonprofit
Organization
Affordable Housing Ownership Region
Table 50 - Institutional Delivery Structure
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
102
Assess of Strengths and Gaps in the Institutional Delivery System
CDBG funds received by the City are administered by the Housing division of the City of
Petaluma, staffed by the City of Petaluma Community Development Department. Housing is
responsible for administering affordable housing programs and the Public Services Program.
The City relies on private, nonprofit organizations and for-profit developers to build new
affordable units and rehabilitate existing housing units. The City continues to work closely with
a variety of organizations to ensure that each year as many new affordable units are produced
as possible. The City relies on the nonprofit service sector to provide emergency shelter,
transitional and special needs housing, and services to the homeless and non-homeless special
needs populations. The City will continue to support these organizations and their activities as
funds are available.
Availability of services targeted to homeless persons and persons with HIV.
Homelessness Prevention Services Available in the Community Targeted to Homeless Targeted to People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X X
Employment and Employment
Training
X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X
Table 51 - Homeless Prevention Services Summary
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
103
Describe how the service delivery system, including, but not limited to, the services listed
above meet the needs of homeless people (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The City of Petaluma approved its 3-Year Homeless Action Plan in 2022. The service delivery
system for homeless people in Petaluma, particularly for chronically homeless individuals and
families, and families with children, is guided by a holistic and comprehensive approach. This
system is designed to treat the loss of housing as an emergency, requiring immediate and
effective response with available and accessible housing solutions. It adheres to three key
principles:
• Housing-focused: The system recognizes homelessness primarily as a crisis of losing
housing, with the solution being the rapid reconnection of individuals to housing. While
not every program directly provides housing, each component of the system contributes
to guiding people back to housing and connecting them with necessary services.
• Strategic and Data-informed: Leadership within the homelessness response system
makes strategic decisions based on data analysis, setting ambitious and achievable
goals. The system prioritizes the collection and analysis of data to understand its
effectiveness and to guide improvements.
• Person-centered and Equitable: This principle ensures the system is focused on meeting
the needs of those experiencing homelessness rather than fitting them into
predetermined programs. It emphasizes client choice and simplifies access to services,
actively working to address and eliminate disparities in access and outcomes.
Implementation of Petaluma’s 2022-2025 Strategic Action Plan to End Homelessness has
gradually shifted towards being more housing-focused, adopting the Housing First model and
connecting outreach services with housing focused service plans. Most emergency shelter
programs struggle with quickly transitioning participants to permanent housing, with only 19%
of participants moving to permanent housing. System-wide gaps include the need for
solutions-oriented mobile outreach, consistent shelter placement services, a sufficient supply
of rapid rehousing, permanent supportive housing, affordable housing, scaled efforts to
prevent homelessness, and enhanced supportive services focused on housing retention.
Addressing these needs involves a collective effort from various stakeholders, including the city,
the Sonoma County Health Services), local service providers, and community members. By
focusing on expanding the shelter system, directly connecting more outreach services to
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
104
housing, and identifying critical gaps, Petaluma aims to create a more effective and responsive
system that meets the diverse needs of its homeless population, with a particular focus on
vulnerable groups such as chronically homeless individuals, families with children, veterans, and
unaccompanied youth.
Increase Permanent Affordable Housing to Meet the Need
As previously mentioned, Petaluma recently adopted its 2023-2031 Housing Element to address
the local ongoing unmet housing needs. The Housing Element action plan for Affordable
Housing development includes the following policy goals to promote the development,
preservation, and improvement of housing affordable to lower and moderate-income
households, including extremely low-income households:
• Policy 3.1 Expand revenue sources to provide housing affordable to extremely
low to moderate income households, and those with special needs.
• Policy 3.2 Partner with developers of market-rate housing and non-residential
projects, as well as employers, to address the housing needs in the community.
• Policy 3.3 Facilitate the entry of lower and moderate-income households into
the housing market.
• Policy 3.4 Streamline the review process for projects with 20 percent or more
units affordable to lower income households.
• Policy 3.5 Evaluate City-owned parcels for affordable housing development.
Rezone, as necessary, identified parcels to allow housing development.
Ensure Access to Integrated Health Care
A medical home and integrated health care are essential to stabilizing in housing since housing
is essential to health. The advent of the Affordable Care Act, Medi-Cal expansion, and the
inclusion of mental health and substance abuse treatment as essential covered benefits offer
an opportunity to address health needs that constitute a primary cause of homelessness and an
enormous challenge to public health. The City and its housing and homeless services partners
work closely with Federal Qualified Health Clinics and the County Departments of Health
Services and Human Services to achieve the goal to enroll 100% of persons experiencing
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
105
homelessness in health coverage, establish primary care, and ensure access to mental health
and substance abuse treatment.
Increase Incomes
Increasing income is a crucial component to housing stability. In the 2024 Homeless Census,
87% of homeless adults reported they were not working, and “can’t afford rent” or “not
enough income” was cited by over 50% of homeless adults as their primary barrier to getting
permanent housing. While more than half of homeless adults report eligible disabilities, fewer
than 15% receive disability income. City homeless service strategies include promoting
financial stability, independence, and supporting training for special needs populations.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
According to the Sonoma County 2022 Homeless Solutions Strategic Plan, homeless service
providers are faced with many challenging special needs, including multiple disabilities, multiple
generations of homelessness, homeless seniors, and returning veterans. The Homeless Action
Plan identifies the following major concerns emerging from recent homeless point in time
counts. These concerns are discussed in greater detail in the County Plan:
1. Sonoma County has a severe shortage of affordable housing. More than half of Sonoma
County households spend more than 30% of their income, the national benchmark of
housing affordability, on housing. According to the California Budget & Policy Center,
renters throughout California are especially likely to have unaffordable housing costs,
with 40% paying more than 30% of their income for housing costs and 20% paying more
than half their income toward housing expenses. The Sonoma County Economic
Development Board’s Sonoma County Economic Indicators show that 27.3% of Sonoma
County households pay more than 50% of their income for housing, higher than the
state of California average.
2. Sonoma County’s current homeless population has been homeless longer, and is more
medically compromised, than in the past. Two-thirds of the homeless population
experience one or more serious medical conditions or conditions that are considered
disabling by federal agencies. Many report vulnerability risk factors that most commonly
lead to death on the street (homeless for more than six months and experiencing a
range of serious medical conditions or simply being over the age of 60). This medically
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
106
compromised population accounts for additional expenses in the County Jail at $340 per
booking and hospital emergency rooms, at about $4,500 per visit, compared to the cost
of permanent housing averaging $31 per night. There is a great unmet need for integrated
health care, including substance abuse and mental health treatment, plus ongoing services in
permanent supportive housing.
3. One-third of the homeless population is under the age of 25. These include
unaccompanied teens, youth ages 18 – 24, young parents (18 – 24), and children who
are homeless with their parents; more than 1,400 persons under the age of 25.
Homeless youth are more multi-ethnic than the overall homeless population and more
often identify as gay, lesbian, or bisexual. Twenty percent (20%) have been in foster
care; 13% had homeless parents. Nearly 40% have not finished high school.
4. The number of homeless veterans remains high. 207 homeless veterans were counted
in 2018, with 70% of them being unsheltered. Over half of the homeless veterans had a
combination of disabilities and lengths of periods of homelessness that define chronic
homelessness; the clear majority is unsheltered.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
Institutional Structure: The Homeless Coalition is Sonoma County's collaborative effort
representing the homeless services system of care; this body was previously referred to as the
Continuum of Care. Governed by a seventeen-member Homeless Coalition Board, the
countywide effort is responsible for oversight of funds designated to the Homeless Coalition
and planning/policy development for addressing homelessness. The Board consists of local
elected officials, nonprofit representatives, subject matter experts, and individuals with lived
homeless experience. According to the Board’s governance charter, membership includes one
representative from the City of Petaluma, as designated by the City Council. The Sonoma
County Department of Health Service serves as the Lead Agency of the Homeless Coalition.
The Goal of the Homeless Coalition is to achieve Functional Zero homelessness in Sonoma
County using a Housing First model. The system of care program is designed to accomplish the
following:
• Promote a community-wide commitment to the goal of ending homelessness
• Provide funding for efforts to quickly re-house individuals and families who are homeless,
which minimizes the trauma and dislocation caused by homelessness
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
107
• Promote access to and effective use of mainstream programs
• Optimize self-sufficiency among individuals and families experiencing homelessness
Committees and Workgroups of the Homeless Coalition include the: CoC Competition
Evaluation Workgroup, Coordinated Entry Advisory Committee, Governance Charter Policy
Review Committee, HMIS Data Committee, and Ad Hoc Workgroups as determined necessary
by the Coalition Board.
SP-45 Goals Summary – 91.215(a)(4)Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Preservation of
Affordable
Housing
2025 2030 Affordable
Housing,
Homeless,
Non- Homeless
Special Needs
Citywide Affordable
Housing,
Homelessness
$1,000,000 CDBG ESTIMATE
Rental units
rehabilitated;
30 Household
Housing Units
2 Housing &
Services to
Special Needs
Populations
2025 2030 Non-
homeless
Special
Needs
Citywide Affordable
Housing,
Homelessness,
Non-Housing
Community
Development
$225,000
CDBG
ESTIMATE
Public Service
activities for
Low/Moderate
Income
Benefit:
350
Households
Assisted
Table 52 – Goals Summary
Goal Descriptions
1 Goal Name Preservation of affordable housing
Goal Description Preserve existing affordable housing stock
2 Goal Name Housing and services to special needs populations
Goal Description Provide housing and other services to special needs populations
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
108
Estimate the number of extremely low-income, low-income, and moderate-income families
to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City’s Plan does not anticipate receipt of HOME funds during this 5-year cycle; however,
given the community needs and priorities described in prior sections of this Plan, the City
has identified the following goals identified in the table above, with Goal Outcome.
Indicators for the five-year term of the Plan:
1. Improve housing opportunities by preserving existing affordable housing
2. Provide services to low-income populations, including but limited to children,
seniors, individuals experiencing homelessness, and those with disabilities
3. Maintain and improve public infrastructure serving low-income communities,
particularly facilities that support children, seniors, and special needs
populations.
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
The City is not under a Section 504 Voluntary Compliance Agreement
Activities to Increase Resident Involvements
The City does not own or operate public housing.
Is the public housing agency designated as troubled under 24 CFR part 902?
No
Plan to remove the ‘troubled’ designation.
Not applicable.
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Potential constraints to housing development in Petaluma vary by area but generally include
infrastructure, development fees, application processing, land use controls (including
development standards, permitting requirements, design review, and building codes, for
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
109
example), and resource preservation. An analysis of these potential barriers is detailed in the
Housing Element of the Petaluma General Plan. This document has been cited throughout this
Plan as the Housing Element of the General Plan 2023-2031 (Housing Element). Adopted
February 14, 2023, the following is a summary of the detailed analysis provided in the Housing
Element.
Infrastructure: Wastewater treatment, reuse, disposal capacity, and water supply are not
expected to constrain housing development during the Housing Element period. According to
the General Plan, the City will adopt policies to ensure that projects with affordable housing
units shall receive priority sewer and water service should capacity be limited.
Development Fees: The City contracted with MGT to perform a cost-of-service study using
fiscal year 2023 budgeted figures, staffing and operational information. The current fees listed
in this study represent the fees being charged at the beginning of this study. The last
development user fee study was completed in 2013 and adopted by the City Council in early
2014. A Minor City generated fee update was completed in 2018 but did not include several
key areas in the development process. Each year, the City of Petaluma adopts revisions to its
comprehensive fee schedule. While this process allows the City to account for variance in the
Consumer Price Index or the value of land or public infrastructure improvements, it does not
(generally) include a revision of the underlying formulas used to make the fee calculations
Processing: The City is committed to efficient development application processing and has
adopted policies related to expedited housing application review and processing, such as
AB2162 and SB330 Housing projects are given high processing priority, while affordable housing
projects are given an even higher priority over market-rate housing projects.
Land Use Controls: Residential land use control mechanisms used by the City include the
General Plan, Zoning Code, Design Review, Building Code, Growth Management Program, and
the Housing Allocation Plan.
Zoning Code: The Petaluma Zoning Code implements the General Plan. The Code includes
no unusual or onerous provisions which impede the production of housing for any
population group as proven by the consistent production of new housing in the community.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
110
Design Review: Petaluma has guidelines that implement the design objectives of the General
Plan. General design policies require proposed projects to be compatible with and sensitive to
surrounding land uses, and offer a complete design concept where architecture, materials, and
landscaping are of an appropriate scale and provide human interest. New proposals are not
subject to unusual or especially restrictive conditions.
Building Codes: Petaluma uses the California Building Code which is based on the International
Building Code and does not impose any unusual or unique constraints on housing.
Green Building Ordinance: A mandatory Green Building Ordinance took effect in 2008.
Analysis concluded that the incremental cost increase relates mostly to greater energy
efficiency and is not viewed as a constraint to housing development. Housing units built to
green standards cost less to heat, cool, and maintain. This is particularly important for those
residents with low or fixed incomes.
Growth Management: As stated earlier in this Plan, the City’s Growth Management
Program regulates residential growth by limiting the number of annual allotments. For the
period 2021-2035, 800 allotments are available annually. The annual allotments exceed the
City’s average annual Regional Housing Needs Allocation (RHNA), of 586 units per year from
2023-2031. Petaluma’s growth management program has not prevented a developer from
building a project in any given year. The housing need can be accommodated with the Growth
Management Program currently in effect. A decline in the number of new units built is more
likely a result of market conditions. Petaluma has an Urban Growth Boundary (UGB) in effect
through 2035.
Natural Resources: According to the Petaluma General Plan 2035 (General Plan), natural
resources such as rare and endangered plant and animal species and habitats, coincide
geographically with areas that are designated for housing development, particularly in the
northwest and southwest areas of Petaluma. Most of these areas are designated for lower
densities or low density/open space, recognizing the location of natural resources. These land
use designations do not typically accommodate affordable housing projects. The California
Tiger Salamander and its habitat are listed as endangered; the habitat generally corresponds to
northwest and southwest Petaluma. The northwest and southwest are also the areas of
Petaluma that currently have the highest percentage of developable land. However, Petaluma
has developed criteria for mitigation banking and this process is common to the development
review process in Petaluma today.
Land Availability: The General Plan indicates that land availability does not prevent the City
from meeting its housing needs. An inventory that includes some of the available land for
housing development is listed in the Housing Element. The City limits currently contain
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
111
adequate land for future housing development.
Land Costs, Construction, and Financing: Land, construction, and financing costs represent a
significant constraint to residential development because land costs can be high and
construction costs continue to increase. Developers of affordable housing can face challenges
in securing financing due to the limited possible return from rents or sales prices of affordable
units. Additional funding and subsidies for affordable housing are necessary and are generally
available from city sources, which can provide funds to increase the feasibility of affordable
housing project. The City makes funds available through its Notices of Funding Availability
(NOFAs), more fully discussed in Section SP-10 of this Plan; the resources available include
federal land, state funding sources like CDBG and HOME, state sources , PLHA and LHTF and
local sources including the Housing In -Lieu and Housing Commercial Linkage Funds.
Fair Housing Issues: The City of Petaluma, the County of Sonoma, and the City of Santa Rosa
(the other entitlement jurisdictions in Sonoma County) have collaborated on the preparation of
an updated Countywide Assessment of Fair Housing (AFH), also called the 2024 Fair Housing
Plan. The AFH’s goals include:
• Identifying the nature and extent of barriers to fair housing and disparities in access to
opportunity throughout the MSA;
• Creation of an inventory of program, procedure, policy, and communication changes
within the three entitlement jurisdictions that may be required to reduce barriers to fair
housing; and
• Setting measurable short- and long-term goals to track progress.
Completion of the AFH will meet HUD’s existing regulatory requirements and lay the
groundwork for meeting the requirements of California’s Assembly Bill 686, Affirmatively
Furthering Fair Housing. In particular, the process to prepare the AFH will:
• Prepare preliminary population group and neighborhood profiles;
• Engage with identified population groups and neighborhoods to collect feedback and
input and to collect anecdotal information on fair housing issues;
• Concurrently conduct review of zoning, policies, building codes, private sector lending
policies, and fair housing enforcement to assess disparities in access to opportunity and
barriers to fair housing;
• Compile a report of data analysis, community input, and policy analysis into the AFH
report that will identify trends and impediments; and
• Make policy and program recommendations that affirmatively further fair housing.
In the Fiscal Year ending June 30, 2023, the fair housing service provider reported serving 222
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
112
households, of which 130 were Extremely Low-Income. They trained 29 new Testers and
administered 15 reasonable accommodation requests. One investigation which involved 60
housing providers tested revealed potential landlord familial discrimination in which 88% of
Petaluma landlords tested revealed at least some evidence of discrimination on the basis of
familial status, national origin, or both. During the fourth quarter of Fiscal Year 2022-2023, the
service provider processed intakes for 46 Petaluma renters, 16 of whom alleged housing
discrimination and/or had disability related housing needs (fair housing issues). Of the fair
housing complaints received in the last quarter, 15 were on the basis of disability, 4 were on
the basis of race/color, and 1 was on the basis of familial status. Please note that some
complaints alleged discrimination on the basis of multiple protected classes.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City’s Housing Element is in substantial compliance with state law as determined by the
California State Department of Housing & Community Development (HCD). This compliant
status represents a presumption that the City has adequately addressed the governmental
constraints relating to affordable housing development. Some of the strategies the City has
identified and will work to implement e to remove barriers to affordable housing are:
• Reform Zoning and Land Use Laws: Modify zoning and land use laws to allow for the
development of safe farmworker housing in areas where agricultural uses are
predominant. This would help increase the supply of farmworker housing and ensure
safety standards more effectively.
• Affordable Housing Opportunities for Farmworkers: Implement preferences or
affirmative marketing strategies to target farmworkers for affordable housing
opportunities in towns and cities within Napa and Sonoma Counties. This
approach aims to provide farmworkers with better access to educational and
employment opportunities.
• Increase Access to Supportive Services: Study and implement ways to increase access to
supportive services in rural parts of Sonoma County, addressing the needs of the
farmworker population that resides disproportionately in these isolated areas.
• Reduce Zoning and Land Use Barriers: Target reforms in zoning and land use
laws that have historically restricted access to housing for people of color and persons
with disabilities. This includes creating affordable housing overlay districts to enable
multifamily housing with a significant affordable component in higher opportunity areas
and adopting ordinances under California SB10 to allow for increased density in transit-
rich or urban infill sites.
• Financial Incentives for Accessory Dwelling Units (ADUs): Provide low-interest loans and
grants to homeowners for the development of ADUs with affordability restrictions,
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
113
aiming to increase the stock of affordable housing.
• Prioritize publicly owned land and Reduce Permit Fees: Utilize publicly owned land for
affordable housing development and reduce permit fees to lower the cost of developing
affordable housing.
• Address the Needs of Migrant and Year-Round Farmworkers: Specific strategies include
reforming zoning laws to permit safe farmworker housing, targeting farmworkers for
affordable housing opportunities through preferences and affirmative marketing, and
studying means to increase access to supportive services.
• The City will continue efforts to implement new strategies and strengthen participation
with their partners to expand support for affordable housing programs in Petaluma.
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
On June 20, 2022, the City Council adopted Petaluma’s first Strategic Plan to End Homelessness
(Plan), which provides guidance and priorities for City policies, programs and investments over
a three-year period ending June 30, 2025. At the highest level, the Plan calls for building a
homeless system of care that will be able to end long-term, chronic homelessness in Petaluma
by the end of 2025 and create a crisis response system that ensures homelessness becomes a
rare, brief, and one-time experience in our community. To accomplish this vision, the Plan
identified the following key strategic focus areas and has been implementing specific initiatives
within each area since 2023:
1. Creating a robust “housing-focused” outreach system that links people experiencing
homelessness with new options through increased numbers of permanent supportive
housing units and creative shelter options for vulnerable sub-populations,
2. Creating and/or securing access to 200 new permanent supportive housing units to provide
sufficient housing and services for people experiencing chronic homelessness
3. Improving the Petaluma Coordinated Entry access point through which people access
housing and shelter options,
4. Tackling root causes of homelessness to prevent people from losing housing in the first
place,
5. Increasing the City’s internal capacity to respond to homelessness, leverage the community
to accelerate progress, and build alignment with other cities and subregions,
6. Commit to tackling the root causes of homelessness that are within the City’s control,
7. Leverage the spirit, compassion, and social capital of our community to accelerate progress,
and
8. Build Alignment, across-agencies, cross-sector, and cross jurisdictional alignment.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
114
In 2024, the City was awarded a State of CA Interagency Council on Homelessness Round 3
Encampment Resolution Fund (ERF-3R) grant to move 100 individuals from encampments in
Petaluma into permanent and interim housing, pilot related service expansions based on
learnings from recent local encampment closures and make emergency shelter facility
improvements to expand non-congregate shelter capacity in Petaluma. Grant-funded activities
include 1) expanding capacity and utilization in existing emergency shelter programs at Mary
Isaak Center (adults/congregate – through purchase of new beds and lockers) and Kids First
(families – through renovation to increase number of shelter units), 2) subsidizing operating
cost of Peoples Village non-congregate shelter, 3) increasing the number of permanent
supportive housing units in Petaluma, 4) housing-focused street outreach with “housing
problem solving fund,” 5) dedicated clinical behavioral health support for encampment
residents 6) offering medium-term rental assistance (up to 24 months) if local housing vouchers
are not available, 7) staffing two new Housing Retention case manager positions to ensure
stability after move into permanent housing, and 8) staffing a new Landlord Liaison position to
serve as point of contact for landlords separate from the project case manager.
Addressing the emergency and transitional housing needs of homeless persons
According to the Petaluma By Names List (BNL), which tracks all known individuals experiencing
homelessness in the City, as of the end of June 2024, there were 316 people experiencing
homelessness in Petaluma. Of these individuals,146 (46%) are experiencing chronic homelessness,
63 (20%) are experiencing non-chronic homelessness and 107 (34%) are of unknown status due to
lack of assessment data. Just under 109 (35%) were sheltered.
To better address emergency shelter needs in Petaluma, over the past two years, the City:
• Developed and implemented a 25-unit non-congregate emergency shelter program (Peoples
Village) in partnership with service provider COTS.
• Expanded emergency shelter capacity at the Mary Isaak Center for adults by 10 beds, and
increased the number of single or bottom bunks in response to the needs of a growing aging
and frail population of homeless individuals in the City.
• Will be Incorporateing the expansion of the City’s family shelter into its state-funded
Encampment Resolution implementation plan.
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.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
115
One of the greatest barriers to preventing and ending homelessness in Petaluma is the
continuing shortage of affordable housing and the low vacancy rate for rental units throughout
Sonoma County, issue that was exacerbated by the October 2017 wildfire disaster which
destroyed over 5,000 housing units in the County.
To address the particular challenges of people experiencing homelessness who are trying to
find affordable rental housing, the City launched a new Landlord Recruitment Program in 2024.
With service provider HomeFirst, the program instituted a year-round calendar of intensive
outreach, engagement, education and recruitment activities to expand the number of private
landlords willing to rent to people exiting homelessness in the City. To further support
individuals moving from unsheltered homelessness, in addition to its existing rental assistance
programs, the City is establish a Housing Problem Solving Fund to assist with other barriers to
accessing affordable housing such as identification, pet deposits, or special transportation
costs.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
The Continuum of Care’s discharge planning efforts are outlined in its annual application to HUD
and include foster care, health care, mental health, and corrections. A detailed description of
these efforts is included in the Consolidated Plan and summarized below.
Foster Youth: Sonoma County Division of Family, Youth and Children Services (FYC) is the lead
agency responsible for ensuring foster youth are not routinely discharged into
homelessness. FYC partners with Sonoma County Juvenile Probation to ensure foster youth in
the criminal justice system have equal access to AB12-funded services (AB12 is a California law
that extends foster care to age 21 in California); and works with community-based
organizations such as VOICES Sonoma, the Children’s Village, and TLC Children’s Services to
implement programs that divert foster youth from the street. County Continuum of Care’s
Homeless Youth Task Force, co-chaired by the Sonoma County Office of Education
Foster/McKinney Coordinator, engages all these partners plus Sonoma County Divisions of
Behavioral Health and Employment and Training, Buckelew Programs, Positive Images (serving
LGBTQI youth), several police departments, and elected State officials in planning to prevent
new discharges of foster youth to homelessness as well as conducting an annual Needs
Assessment for homeless transition-aged youth.
Health Care: The Continuum of Care has worked with the grassroots Health Care for the
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
116
Homeless Collaborative (HCHC), staffed by St. Joseph’s Healthcare, to improve protocols for
discharging homeless patients. Hospitals are not legally responsible for ensuring persons
discharged from their care are not routinely discharged into homelessness. In Petaluma, this
includes Petaluma Valley Hospital. The three larger hospitals in the county fund recuperative
beds operated by COTS at its Mary Isaak Center shelter facility.
Mental Health: The discharge policies developed by County Continuum of Care with Sonoma
County Behavioral Health (SCBH) represent a negotiated agreement that evolves over time and
is supported by the County’s culture of strong interdepartmental cooperative relationships and
problem solving. SCBH has launched a Mobile Support Team that provides mental health
support at law enforcement request. Petaluma Valley Hospital’s Emergency Department and
many County Continuum of Care partners have participated in HCHC planning for a chronic
inebriate program in consultation with hospitals, psychiatric emergency services, detox,
emergency medical transport, and police.
Corrections: In 2011 California enacted Public Safety Realignment legislation that passed
responsibility for low- to medium-risk offenders to County Probation Departments. Some
probationers are housed with California Department of Corrections funds. As part of the
County’s strategy of Upstream Investments to reduce corrections costs, the County opened a
Day Reporting Center and plans a Community Corrections center to house homeless
probationers. County Continuum of Care is working with criminal justice partners to refine
policies to avoid jail discharges to homelessness.
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The State of California requires construction activities involving lead to be performed in a
manner that eliminates existing lead hazards and avoids creating new lead poisoning hazards.
The State’s website provides information on certified inspectors/assessors, project monitors,
supervisors, and workers that can be used for lead-based paint abatement.
The County has implemented the regional Childhood Lead Poisoning Prevention program
(CLPP), funded through the State Department of Health Services, which employs a team of
health professionals who provide services to parents, healthcare providers, and the general
public. The team is comprised of registered environmental specialists, public health nurses,
and health educators. CLPP provides services in two major ways: (1) case management and
source identification for lead-poisoned children, and (2) outreach and education to the
community and targeted groups.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
117
The Sonoma County Housing Authority (Authority) has addressed LBP hazards in its
Administrative Plan for the HCV Program, including providing notices to landlords and tenants
participating in the Program. If the City or Authority is notified by a public health department or
health care provider, or verifies information from a source other than these, that a child
younger than six years of age living in an HCV-assisted unit has been identified as having an
environmental intervention blood lead level, a complete risk assessment of the dwelling unit
must be completed. Consequently, the property owner must complete hazard reductions
within 30 days, or the dwelling unit will be considered in violation of Housing Quality Standards
and could be removed from the Program.
The Authority provides LBP hazard notices to tenants and to owners who fund rehabilitation of
units with federal funds. All rental units assisted with ESG, CDBG or HOME funds are subject to
LBP compliance requirements. Through the creation of new affordable housing units, low-
income households can reside in new housing units free of LBP hazards.
The website www.Kidsdata.org, a Program of the Lucile Packard Foundation for
Children’s Health, reports in its Children/Youth with Elevated Blood Lead Levels, by Age, that
there are 0.2% of children under the age of 20 in Sonoma County who have elevated blood lead
levels. All these children fall into the ages 0 – 5 range.
How are the actions listed above related to the extent of lead poisoning and hazards?
The City continues to act as necessary to reduce LBP hazards in accordance with HUD
regulations. Identified housing units with LBP will have actions taken to remove the hazardous
material.
How are the actions listed above integrated into housing policies and procedures?
As previously noted, the City addresses lead-based paint hazards by disseminating printed
information to all participants in its housing programs. During the HCV Program briefing, all
new Program participants receive a copy of “Protect Your Family from Lead” published by the
US Environmental Protection Agency (EPA). Every move-in/pre-contract inspection completed
by HCV staff includes an inquiry to the property owner/manager and
review of data from the Sonoma County Assessor’s office to determine the year the unit was
constructed. If the unit was constructed prior to 1978, HCV staff reviews the family’s data and,
if there are any members of the household under age 6, HCV notifies that landlord that the
lead-based paint issue must be addressed prior to the HCV Program making rental assistance
payments.
The HCV Program requires its staff to make a visual assessment for deteriorated paint at the
initial and each annual Housing Quality Standards (HQS) inspection (“risk assessment”). The risk
assessment applies to interior and exterior surfaces and common areas. The PHA Annual and
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
118
Five-Year Plan 2021-2026 requires property owners to stabilize deteriorated painted surfaces
and conduct hazard reduction activities when identified by HCV staff, notify tenants each time
such an activity is performed, conduct all work in accordance with HUD safe practices, and ask
each household to report deteriorated paint. Failure to stabilize the paint constitutes an HQS
violation. If lead-based paint is observed at the initial inspection, HCV staff ensures that the
lease has a lead-based paint addendum.
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
Petaluma’s General Plan includes policies and goals aimed at reducing poverty by expanding
affordable housing, workforce development, economic opportunity, and social services.
These policies collectively aim to reduce poverty by expanding affordable housing, job
access, work force development and equitable services for low-income families.
Goal ED-1: Economic Development & Workforce Opportunities
• Policy H-1.1: Increase the supply of affordable housing through density bonuses,
inclusionary housing, and public-private partnerships.
• Policy H-1.3: Expand rental assistance programs for low-income households to prevent
displacement.
• Policy H-1.5: Prioritize funding for permanent supportive housing and transitional
housing for homeless and at-risk families.
• Policy H-2.4: Promote Accessory Dwelling Units (ADUs) to provide lower-cost rental
options.
Goal ED-1: Economic Development & Workforce Opportunities
• Policy ED-1.2: Support job training and workforce development programs in
collaboration with local schools, community colleges, and job centers.
• Policy ED-1.5: Promote small business growth and entrepreneurship through financial
assistance and business support services.
• Policy ED-2.3: Expand childcare and after-school programs to support working families.
Goal HEEJ-1: Public Health & Equity
• Policy HEEJ-1.1: Enhance healthcare accessibility by supporting the development of
community clinics in underserved areas.
• Policy HEEJ-1.2: Implement health education programs focusing on preventive care and
wellness.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
119
Goal HEEJ-4: Equitable Access to Services and Facilities
• Policy HEEJ-4.1: Ensure all neighborhoods have access to quality parks, recreational
facilities, and community centers.
• Policy HEEJ-4.2: Improve public transportation routes to connect underserved areas
with essential services.
Goal HEEJ-5: Food Security & Economic Stability
• Policy HEEJ-5.1: Support the establishment of farmers' markets and community gardens
in food deserts.
• Policy HEEJ-5.2: Collaborate with local businesses to increase the availability of
affordable fresh produce.
Goal ED-3: Education & Workforce Development
• Policy ED-3.1: Collaborate with local schools to improve access to technical training,
apprenticeships, and job placement services.
• Policy ED-3.4: Expand digital literacy and broadband access to close the education and
job opportunity gap.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
By continuing to fund the acquisition, development, and rehabilitation of affordable housing
units, the City provides households in poverty with a decent, affordable place to live, hoping to
allow community members to focus their efforts on overcoming poverty. The Sonoma County
Upstream Investments initiative advances evidence-informed prevention-focused practices to
positively impact quality of life by improving educational attainment, health equity, and
economic wellness. Funding for homeless-related programs also provides a support system for
households struggling with poverty.
Homeless Prevention and Transitional Housing: Homeless prevention activities are designed to
keep low-income households who are at the highest risk of homelessness from entering
homeless services. Prevention programs aim to stabilize individuals and families at risk of
becoming homeless and to improve their housing stability to avoid future housing crises. In
October 2024, the City of Petaluma, City of Santa Rosa and County of Sonoma launch a new
county-wide homelessness prevention pilot in partnerships with All Home, a nonprofit agency
advancing regional solutions to address homelessness in the Bay Area. All Home has developed
and tested their regionally coordinated homelessness prevention program for households with
income below 50% of Area Median income in multiple counties. The system 1) pairs rapid,
flexible financial assistance with housing stabilization services and legal aid referrals for people
facing eviction, and 2) prioritizes households using an on-line platform for program intake and
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
120
assessment. To resource the pilot, All Home is providing $1.3M in funds to match combined the
combined contributions from Petaluma, Santa Rosa and the County to support at least 200
households in maintaining stable housing and avoiding becoming homeless.
When Sonoma County’s homeless system of care began a systemwide shift to the Housing First
approach, it encouraged the conversion of transitional facilities to permanent supportive
housing. The remaining transitional housing programs have shortened their lengths of stay to
more rapidly exit persons experiencing homelessness to permanent housing or are seeking
funding from other systems of care for intensive services for persons experiencing
homelessness who face severe barriers to housing. This reflects a new understanding of the
purpose of transitional housing rather than continuing to fund it as a routine component of
Sonoma County’s homeless housing system.
The MSA adopted the Upstream Investments (UI) strategic policy initiative which advances
evidence-informed prevention-focused practices to positively impact quality of life by improving
educational attainment, health equity, and economic wellness. It is sponsored by the Sonoma
County Board of Supervisors and led by policy committees comprised of representatives from a
variety of public and private organizations and includes members from the City. UI programs
target three priorities: health (a long and healthy life), education (access to knowledge), and
income (a decent standard of living). With its slogan, “Invest early, invest
wisely, and invest together,” UI has led County-funded agencies in strategically investing in
prevention-oriented programs, supporting the adoption of evidence-based practices, and
engaging all local funders in impacting poverty together.
Rapid Rehousing: Rapid Rehousing is a core strategy of the Continuum of Care system of care
for ending homelessness for households with children that is caused by the shortage of
affordable housing. It is also a high priority for single adults who assess as self-sufficient and can
address affordability through a combination of shared housing and increasing income. Rapid
Rehousing help assists those in need to move as quickly as possible towards stable, permanent
housing and is a particularly flexible and cost-effective method of increasing placements in
permanent housing, with documented high outcomes. Rapid Rehousing is targeted to
households earning less than 50% of AMI who can live self-sufficiently and have the potential to
increase income enough to afford the rent for an appropriate-sized unit within approximately
12 months, the maximum amount of assistance allowed under Rapid Rehousing (Rapid
Rehousing assistance is generally limited to no more than 24 months). Up to 48 months of
Rapid Rehousing assistance may be available for participants in programs serving youth or
seniors, either to enable youth to develop income or to create a bridge to a Housing Choice
Voucher or other rental assistance. Across the homeless system of care, which funds Rapid
Rehousing using local, state, and federal resources, the goal is that 90% of those participating in
Rapid Rehousing will exit to permanent housing. The City also provides local funding for Rapid
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
121
Rehousing through support of its Homeless Outreach program. The program combines Rapid
Rehousing resources with case management to overcome homelessness and support housing
retention.
Other Programs and Services: Many programs available to poverty-level families in the MSA
are administered by the County of Sonoma and are identified in the County’s Consolidated Plan.
SonomaWORKS, Job Link, and the local Workforce Investment Board (WIB) are just a few of the
programs that support job training, job placement, life skills training, and welfare-to- work
programs designed to reduce the number of poverty-level families. Additionally, Community
Action Partnership of Sonoma County, an anti-poverty agency, has its office in Petaluma and
hosts and annual Community Dialogue on Poverty conference.
Continuum of Care Annual Application: The Continuum of Care brings approximately
$2.5 million per year in competitive funding from HUD to the MSA for permanent supportive
housing for persons with disabilities, transitional housing, and supportive services. These
activities work to reduce the number of poverty-level households.
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Projects and programs funded with CDBG resources are subject to periodic monitoring. All
recipients receiving CDBG Public Services funding are monitored regularly through site visits
and the submittal of monthly, quarterly, or one-time reports to the City, all as required by their
annual Grant Agreements. Each report provides statistics on the program participants and a
narrative on the activities undertaken during the reporting period. Each recipient also submits
an annual report at the end of the contract term summarizing their accomplishments for the
year. The information provided to the City is entered into IDIS. Depending on the terms of each
Grant Agreement, recipients submit monthly or quarterly reimbursement requests that include
a detailed budget and spending progress for all expenses. City staff annually review the
recipients’ financial and program records. The City provides local funding for its Fair Housing
service provider and requires reporting and reimbursement requests with the same standards
as those for programs funded with federal resources. CDBG program performance is evaluated
by City staff at the end of each fiscal year, June 30th. The performance evaluations are included
in the CAPER as applicable.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
122
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
For the 2025/2026 Action Plan period, the City will receive approximately $300,000 in CDBG
funds, used for public services, housing activities, and administrative costs.
Anticipated Resources
Program Source
of
Funds
Uses of
Funds
Expected Amount Available Year 1 Expected
Amount
Available Remainder of ConPlan
Narrative
Description
Annual Allocation: Anticipated Program Income:
Prior Year Resources Total:
CDBG Public
–
Federal
Acquisition,
Admin &
Planning,
Economic
Dev
Housing,
Public Imp.,
Public
Services
$300,000
ESTIMATED
0 0 $300,000
$1,500,000
ESTIMATED
Expected
Resources
are based
on
estimated
allocation
plus
anticipated
program
income
Table 53 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
CDBG a funds are often coupled with local funds to allow projects to compete for additional
funding provided by tax credits, bonds, or state financing programs. An investment from the
City makes projects more competitive for these funding sources. As in the past, the City will be
as creative as possible in finding other sources of funding from local, state, federal, and private
sources to develop and deliver efficient and cost-effective projects.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
123
Not applicable.
Annual Goals and Objectives
AP-20 Annual Goals and Objectives Goals Summary Information
Sort
Order
Goal Name Start Year End
Year
Category Geographi
c Area
Needs
Addressed
Funding Goal
Outcome
Indicator
2 Preservation of
Affordable
Housing
2025 2026 Affordable
Housing,
Homeless,
Non-
Homeless
Special
Needs
Citywide Affordable
Housing,
Homelessness
$1,000,000
CDBG
ESTIMATE
Rental units
rehabilitated:
30 Household
Housing Units
3 Housing &
Services to
Special Needs
Populations
2025 2026 Affordable
Housing,
Public
Housing,
Homeless,
Non-
homeless
Special
Needs, Non-
Housing
Community
Development
Citywide Affordable
Housing,
Homelessness,
Non- Housing
Community
Development
$225,000
CDBG ESTIMATE
Public Service
activities for
Low/Moderate
Income
Housing
Benefit: 1750
Households
Assisted
Table 54 – Goals Summary
Goal Descriptions
Based on the data analysis, community feedback and available funding, the following three priority goals are
listed below for the 2025-2030 Consolidated Plan:
1. Preserve Existing Affordable Housing
In addition to increasing supply, preserving existing affordable housing is vital. Aging
housing stock contributes to rising maintenance costs and substandard living conditions.
Approximately 15% of households report one or more housing problems, including
incomplete kitchens, plumbing issues, overcrowding, or severe cost burden. Protecting
these units through rehabilitation programs, rental assistance, and tenant protections
will help maintain long-term affordability for Petaluma’s lower-income residents.
2. Provide Funding for Public Facilities Maintenance and Improvements
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
124
Investments in public facilities and infrastructure are critical to supporting housing
stability and economic opportunity. This includes expanding community centers,
improving transportation access, and upgrading essential public services that contribute
to a more livable and equitable city. Ensuring neighborhoods have adequate
recreational facilities, walkability, and transit connectivity will enhance the quality of life
for residents, particularly those in low- and middle-income communities. Additionally,
community resources and supportive services play a vital role in offsetting high housing
costs and promoting housing stability. Meal assistance programs, fair housing support,
rental assistance, and workforce training initiatives help prevent displacement and
create economic opportunities for underserved populations. Strengthening these
services will ensure that low- and middle-income households have access to financial
stability, housing security, and essential community support programs.
3. Provide Public Services for Low-and Middle-Income Households
Investments in community resources and supportive services are essential in offsetting
high housing costs and promoting housing stability. Meal assistance programs, fair
housing support, rental assistance, and workforce training initiatives help prevent
displacement and create economic opportunities for underserved populations.
Strengthening these services will ensure that low- and middle-income households have
access to financial stability, housing security, and essential community support
programs.
Projects
AP-35 Projects – 91.220(d)
Introduction
As discussed in AP-20, the City has identified three goals to address housing and community
development needs during the Consolidated Plan period of 2025-2030. Below are the proposed
goals for Fiscal Year 2025/2026. Wherever possible, the City has identified specific projects.
Projects selected throughout the course of the program year that have not been identified
herein will fall into categories broad funding categories that align with the goals discussed in
AP-20 and the Consolidated Plan.
Based on the data analysis, community feedback, and available funding, staff recommend
focusing on three priority goals listed below:
1. Improve housing opportunities by preserving existing affordable housing
2. Provide services to low-income populations, including but not limited to children,
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
125
seniors, individuals experiencing homelessness and those with disabilities.
3. Maintain and improve public infrastructure serving low-income communities,
particularly facilities that support children, seniors, and special needs populations
Projects
# Project Name
1 CDBG Administration
2 Preservation of Affordable Housing (CDBG)
3 Public Services – Non-Homeless Services
Table 55 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Priority is assigned based on the level of need that is demonstrated by the data collected
during the preparation of the Consolidated Plan, specifically in the Needs Assessment and
Market Analysis, the information gathered during the consultation and citizen participation
process, and the availability of resources to address these needs. Based on these components,
housing needs are given the highest priority followed by homelessness and non-housing
community development needs (more specifically discussed in the Strategic Plan section of the
Con Plan). One of the primary obstacles to meeting the underserved needs of residents is the
availability of funding. Petaluma’s ability to assist lower-priority projects (e.g., public facilities
and improvements, homeownership, and economic development) for Fiscal Year 2025/2026
depends on the availability of additional resources.
AP-38 Project Summary
Project Summary Information
1 Project Name CDBG Administration
Target Area No target areas have been defined for the Annual Action Plan.
Goals Supported Preservation of affordable housing; Housing & services to special needs
populations
Needs Addressed Affordable Housing, Homelessness, Non-housing community development
Funding CDBG $60,000 ESTIMATE
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
126
Description Administration of the CDBG Program (20% of estimated $300,000 CDBG Allocation)
Target Date 6/30/2025
Estimate the Number
and Type of Families
that Will Benefit from
the Proposed Activities
N/A
Location Description Citywide
Planned Activities See Description.
2 Project Name Preservation of Affordable Housing
Target Area No target areas have been defined for the Annual Action Plan.
Goals Supported Preservation of affordable housing
Needs Addressed Affordable housing, homelessness.
Funding CDBG $200,000 ESTIMATE
Description Preservation of affordable housing through the rehabilitation of existing units,
extension of affordable restrictions, or conversion of market-rate units.
Target Date 6/30/2025
Estimate the Number
and Type of Families
that Will Benefit from
the Proposed Activities
As many affordable units will be preserved as feasible given the available
resources. The City estimates assisting approximately 30 affordable units per year
through the preservation of affordable housing.
Location Description Citywide
Planned Activities See Description.
3 Project Name Public Services – Non-Homeless Services
Target Area No target areas have been defined for the Annual Action Plan.
Goals Supported Housing and services to special needs populations.
Needs Addressed Homelessness
Funding CDBG $45,000 ESTIMATE
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
127
Description Operation of a home-delivered meal program for seniors
Target Date 6/30/2025
Estimate the Number
and Type of Families
that Will Benefit from
the Proposed Activities
350+ low-income seniors will benefit from this activity.
Location Description Citywide
Planned Activities See Description.
Table 51a – Project SummaryAP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
Petaluma’s federal funds are available citywide with no priority assigned to geographic regions.
Instead, funds are allocated to organizations that provide lower-income households with
housing and supportive services. Every year the City prioritizes use of CDBG funds for the
development of affordable housing, including preservation and conservation, and to address
needs of community members at risk of homelessness.
Geographic Distribution
Not applicable.
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One of the primary goals identified in the City of Petaluma’s Consolidated Plan is to increase
the supply of affordable rental housing for extremely low-, very low-, low-, and moderate-
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
128
income households, as well as to promote equitable access to housing for special needs
populations. To achieve this goal, the City has implemented a range of housing policies and
programs designed to preserve and expand the inventory of affordable units, address
regulatory barriers, and support low-income residents through direct financial assistance.
Over the past several decades, the City has actively supported the development of more than
1,500 affordable rental and ownership housing units, serving a broad spectrum of the
community, including families, seniors, people with disabilities, and other vulnerable groups.
These efforts have involved collaborations with nonprofit and for-profit developers, the
strategic use of public land, and the allocation of local, state, and federal funding sources. The
resulting housing stock includes single-family and multifamily developments that provide long-
term affordability and promote economic diversity throughout the City.
The City enforces an Inclusionary Housing Ordinance, requiring new residential developments
to provide a percentage of on-site affordable units or pay in-lieu fees. These fees are deposited
into the City’s Affordable Housing Trust Fund, which is used to finance new affordable housing
developments, support rehabilitation efforts, and preserve existing affordable units. The City
also levies Housing Impact Fees and has adopted a Commercial Linkage Fee Ordinance to
ensure that non-residential development contributes to meeting affordable housing needs
generated by employment growth.
Petaluma’s General Plan and Housing Element promote higher-density infill development,
particularly in transit-rich and amenity-accessible areas. The City implements a Density Bonus
Ordinance, consistent with state law, to incentivize the inclusion of affordable units in market-
rate developments. This approach not only encourages mixed-income communities but also
helps maximize the potential of underutilized urban parcels.
In addition to policy incentives, the City leverages publicly owned land for affordable housing
development and actively collaborates with nonprofit and private developers. The City
streamlines permit processing, design review, and site planning for projects that include
affordable housing components. These efforts are part of a broader development-readiness
strategy aimed at reducing barriers and increasing the pace of housing production.
Recognizing the challenges that lower-income households face in purchasing homes, the City
partners with the Housing Land Trust of the North Bay to provide affordable homeownership
opportunities through a community land trust model. In this partnership, the Housing Land
Trust acquires and retains ownership of land, while qualified low- to moderate-income
homebuyers purchase the homes situated on that land. Homeowners enter into a long-term,
renewable ground lease with the Land Trust, ensuring that the homes remain affordable in
perpetuity. This model allows homeowners to build equity while preserving affordability for
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
129
future buyers. Notable developments under this partnership include the Brody Ranch and
Southgate subdivisions, which offer a range of housing options for income-qualified first-time
homebuyers.
The City prioritizes the use of federal funds, including Community Development Block Grant
(CDBG) and HOME Investment Partnerships Program (HOME) dollars, for affordable housing
activities. These funds are frequently layered with local resources and targeted to projects
serving extremely low-income households, seniors, people with disabilities, and other
vulnerable populations. Petaluma also partners with Community Housing Development
Organizations (CHDOs) to implement affordable housing strategies that address the needs of
special populations.
Affordable housing planning in Petaluma is aligned with the Association of Bay Area
Governments (ABAG) Regional Housing Needs Allocation (RHNA), which guides the City’s goals
for housing production by income level. The City continues to assess housing opportunity sites
and implement zoning reforms to meet RHNA targets and support long-term affordability.
Collectively, these policies and programs demonstrate the City’s commitment to expanding
housing opportunities, addressing disparities, and fostering inclusive growth throughout the
community.
AP-60 Public Housing – 91.220(h)
Introduction
Petaluma does not own or operate public housing.
Actions planned during the next year to address the needs to public housing
Petaluma does not own or operate public housing.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable
AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
130
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Through its robust By Names List weekly case conferencing process with a multi-disciplinary
team of service providers and City departments, Petaluma will provide outreach and
assessment for approximately 800 individuals experiencing homelessness.
In late 2024, the City was awarded CA Encampment Resolution funding to launch a 3-year
Petaluma 101 Encampment Resolution Project. The Project represents a comprehensive
approach to resolving homelessness through targeted outreach, enhanced shelter capacity, and
ongoing support for individuals transitioning into permanent housing. This initiative aims to
create a sustainable and supportive environment for those in need, ultimately fostering long-
term stability in the community.
Through this Project, the City’s homeless outreach provider, HomeFirst, will target outreach to
individuals and families living unsheltered in encampments (including vehicles). The project
aims to transition 100 individuals from prioritized encampment sites, specifically targeting six
encampments near Highway 101. These sites share similar demographics and service needs,
allowing outreach teams to work effectively across the locations.
Key Project Activities include:
1. Expand Emergency Shelter Capacity: Increase the number of beds and lockers at existing
shelters (Mary Isaak Center and Kids First.)
2. Subsidize Operating Costs: Support interim shelters like Peoples Village, Mary Isaak Center
and Kids First.
3. Increase Permanent Supportive Housing Units: Partner with affordable housing developers
for new units becoming available from 2024 to early 2026.
4. Contract for Housing-Focused Outreach: Engage teams dedicated to housing problem-
solving.
5. Provide Clinical Behavioral Health Support: Ensure access to mental health services for
encampment residents.
6. Offer Medium-Term Rental Assistance: Provide up to 24 months of support for those
without housing vouchers.
7. Staff Housing Retention Case Managers: Hire new staff to support residents in maintaining
stability after moving into permanent housing.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
131
Addressing the emergency shelter and transitional housing needs of homeless persons
In FY2024/2025, the City contributed $ 820,000 in local funds towards shelter operations. With
these non-CDBG resources, the City administers annual funding and service agreements for the
following emergency shelter programs:
• Mary Isaak Center (90 bed congregate shelter)
• Peoples Village (25 unit non congregate shelter)
• Kids First (12 bed family shelter)
AP-75 Barriers to affordable housing – 91.220(j)
Actions planned 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
Potential constraints to housing development in Petaluma vary by area but generally include
infrastructure, development fees, application processing, land use controls (including
development standards, permitting requirements, design review, and building codes, for
example), and resource preservation. An analysis of these potential barriers is detailed in the
2023-2031 Housing Element of the Petaluma General Plan.
Infrastructure: Wastewater treatment, reuse, disposal capacity, and water supply are not
expected to constrain housing development during the Housing Element period. According to
the General Plan, the City will be adopted policies to ensure that projects with affordable
housing units shall receive priority sewer and water service should capacity be limited.
Development Fees: The City Council approved a resolution November 21st, 2022, reducing
impact fees for affordable housing projects that are city supported. By reducing these fees, the
City aims to minimize constraints on housing development, to expedite construction and lower
development costs and encourage the production of more affordable housing units to meet
local and regional housing needs.
Land Use Controls: Residential land use control mechanisms used by the City include the
General Plan, Zoning Code, Design Review, Building Code, Growth Management Program,
and the Housing Allocation Plan.
Zoning Code: The Petaluma Zoning Code implements the General Plan. The Code includes no
unusual or onerous provisions which impede the production of housing for any population
group as proven by the consistent production of new housing in the community. According to
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
132
the General Plan, the City may provide concessions and incentive to encourage affordable
housing. Developers may request waivers or modifications of site development standards or certain
zoning requirements to improve project feasibility.
Design Review: Petaluma has guidelines that implement the design objectives of the General
Plan. General design policies require proposed projects to be compatible with and sensitive to
surrounding land uses, and offer a complete design concept where architecture, materials, and
landscaping are of an appropriate scale and provide human interest. New proposals are not
subject to unusual or especially restrictive conditions.
Building Codes: Petaluma uses the California Building Code which is based on the International
Building Code and does not impose any unusual or unique constraints on housing.
Green Building Ordinance: Petaluma has enacted several ordinances that govern green
building practices. City council adopted an all-electric construction ordinance in 2021
requiring all newly constructed buildings to utilize all-electric appliances, eliminating natural
gas infrastructure. In 2024, the City incorporated the California Green Building Standards
Code (CALGreen) into its municipal code ensuring that Petaluma’s building standards align
with the latest state mandated green building requirements.
Land Availability: The General Plan indicates that land availability does not prevent the City
from meeting its housing needs. An inventory that includes some of the available land for
housing development is listed in the Housing Element. The City limits currently contain
adequate land for future housing development.
Land Costs, Construction, and Financing: Land, construction, and financing costs represent a
significant constraint to residential development because land costs can be high and
construction costs continue to increase. Developers of affordable housing can face challenges
in securing financing due to the limited possible return from rents or sales prices of affordable
units. Additional funding and subsidies for affordable housing are necessary and are generally
available from the Local Housing Trust Fund or the Permanent Local Housing Allocation, which
can provide funds to increase the feasibility of affordable housing projects.
Fair Housing Issues: The City, the County of Sonoma, and the City of Santa Rosa (the other
entitlement jurisdictions in Sonoma County) collaborated on the preparation of the 2024
Countywide Assessment of Fair Housing (AFH), also called the 2024 Fair Housing Plan. The AFH’s
goals include:
• Identifying the nature and extent of barriers to fair housing and disparities in access to
opportunity throughout the region.
• Creation an inventory of programs, procedures, and policies, within the three
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
133
entitlement jurisdictions may be required to reduce barriers to fair housing.
• Setting measurable short- and long-term goals to track progress.
AP-85 Other Actions – 91.220(k)
Introduction:
Actions planned to address obstacles to meeting underserved needs
One of the primary obstacles to meeting residents’ underserved needs is the lack of funding
availability. Although the dissolution of redevelopment agencies in 2012 continues to impact
Petaluma’s ability to implement its affordable housing goals, positive changes in
potential funding availability have been made to California’s tax credit set-asides and
apportionments. The change to the apportionment methodology redefined the geographic
areas; rather than a large “Capital and Northern Region” that included 11 northern California
counties, there are now two separate regions. Petaluma is part of the new Northern Region,
which reduced the competition for tax credits against larger metropolitan areas like the Eastern
Bay Area that includes Oakland, amongst other municipalities in Alameda and Contra Costa
counties. While the City actively seeks additional funding opportunities and will continue to do
so, the ability to address underserved needs depends largely on the availability of additional
resources.
Actions planned to foster and maintain affordable housing
As stated throughout this Action Plan and the 2025-2030 Consolidated Plan, housing is a high
priority for the City. Accordingly, the City prioritizes the use of CDBG funding that serves low-
income households. Over the course of Fiscal Year 2025/2026, the City anticipates providing
financial assistance to approximately 30 affordable housing units through the use of CDBG
funds.
Actions planned to reduce lead-based paint hazards
The County of Sonoma has implemented the Childhood Lead Poisoning Prevention Program
(CLPP), funded through the State Department of Health Services, which employs a team of
health professionals, who provide services to parents, healthcare providers and the general
public. The team is comprised of Registered Environmental Specialists, Public Health Nurses,
and Health Educators. The CLPP program provides services in two major ways – 1. Case
management and source identification for lead poisoned children and 2. Outreach and
education to the community and targeted groups.
Actions planned to reduce the number of poverty-level families
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
134
The City hopes to reduce the number of poverty-level individuals and families by targeting
CDBG, and local funds to projects that will provide affordable housing units and related
services to foster self-sufficiency. The City does not have the resources or the capacity to
increase the incomes of poverty-level persons, although the City does act to reduce the
housing costs for these individuals with other city funds through a rental assistance program
and through services that reduce household costs.
Actions planned to develop institutional structure
The City of Petaluma’s Housing Division will administer all of the activities specifically identified
in the Consolidated Plan. The city works closely with other housing-related organizations and
service providers in the City to ensure that the housing needs of the City’s residents are
addressed to the best ability of the network of such providers given available resources.
Due to the City’s relatively small size, communication is typically direct and immediate. As a
result, gaps in programming or service delivery are typically not the result of poor institutional
structure or lack of intergovernmental cooperation, but rather due to lack of available
resources.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City relies on private nonprofit organizations and for-profit developers to build and acquire,
develop, and rehabilitate affordable units. The City will continue to work closely with these
entities to ensure that each year as many new, affordable units are produced as possible. The
City also relies on the nonprofit sector to provide emergency shelter (including the 90 beds in
the City-funded shelter), transitional, and special needs housing. The City will continue to
support these organizations and their activities.
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City has two primary goals to address housing and community development needs in Fiscal
Year 2025/2026 with the support of CDBG funds:
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
135
• Improve housing opportunities by preserving affordable housing
• Provide housing assistance and related supportive services
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
136
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed
0
2. The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
0
5. The amount of income from float-funded activities 0
Total Program Income 0
Other CDBG Requirements
The amount of urgent need activities.
HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l)(2)
Not applicable.
Appendix - Alternate/Local Data Sources
1 Data Source Name
Homeless Needs Assessment Table
List the name of the organization or individual who originated the data set.
Sonoma County Continuum of Care
Provide a brief summary of the data set.
See introduction to NA-40
What was the purpose for developing this data set?
Grantee required to consult with CoC on this section of Plan
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
137
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Countywide data
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
2023-2027
What is the status of the data set (complete, in progress, or planned)?
Complete
2 Data Source Name
City of Petaluma General Plan 2025
List the name of the organization or individual who originated the data set.
City of Petaluma Community Development Department – Planning Division
Provide a brief summary of the data set.
The City of Petaluma General Plan dataset provides a comprehensive framework for guiding the
city’s growth, development, and land use policies. It includes data on housing, transportation,
land use, environmental resources, economic development, and community services.
What was the purpose for developing this data set?
Policies designed to guide growth and development.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Citywide
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
2008 -2025
What is the status of the data set (complete, in progress, or planned)?
Complete
3 Data Source Name
Housing Element
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
138
List the name of the organization or individual who originated the data set.
Housing Element of the General Plan 2023-2031 adopted March 20, 2023. Completion of the
Housing Element is coordinated by the City's Community Development Department - Planning
Division.
Provide a brief summary of the data set.
The Housing Element of the General Plan identifies the City’s housing conditions and needs,
evaluates the City’s ability to meet its Regional Housing Needs Allocation (RHNA), establishes the
goals, policies, and programs that are the foundation of the City’s housing strategy and provides
an array of programs to create sustainable, mixed-income neighborhoods across the City.
What was the purpose for developing this data set?
Required as part of the General Plan process. Technical update to the 2023 Housing Element
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
City of Petaluma and County of Sonoma
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
2023to 2031, utilizing various data sources
What is the status of the data set (complete, in progress, or planned)?
Complete
4 Data Source Name
HUD 2023 Continuum of Care Homeless Assistance Programs
Housing Inventory Count Report
List the name of the organization or individual who originated the data set.
Sonoma County Continuum of Care
Provide a brief summary of the data set.
This report is based on information provided to HUD by Continuums of Care in the 2023
Continuum of Care application and has not been independently verified by HUD. CoCs were
instructed to collect data for a point-in-time during the last week of January 2023. The data
presented in this report are limited to beds available for occupancy on the night of the count
(beds under development are excluded). For inquiries about data reported by a specific
Continuum of Care, please contact that jurisdiction directly. CoC contact information can be
found on the HUD Exchange web site (https://www.hudexchange.info/grantees/). In some cases,
a community may have listed a program in the Housing Inventory Count but did not provide
sufficient information/detail for HUD to understand the number of beds/units available and the
target population served. Those programs have been removed for the purposes of this report.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
139
What was the purpose for developing this data set?
Grantee required to collaborate with CoC on this section of the Plan
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Countywide for Sonoma County
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
As of December 6, 2023
What is the status of the data set (complete, in progress, or planned)?
Complete
5 Data Source Name
2016-2020 CHAS
List the name of the organization or individual who originated the data set.
United States Census Bureau
Provide a brief summary of the data set.
Statistical information regarding housing and resident characteristics.
What was the purpose for developing this data set?
It is more up-to-date than the 2016-2020CHAS data used in the last Consolidated Plan.
Provide the year (and optionally month, or month and day) for when the data was collected.
2016-2020
Briefly describe the methodology for the data collection.
HUD methodology.
Describe the total population from which the sample was taken.
n/a
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
n/a
6 Data Source Name
2020 5 Year Estimates ACS
List the name of the organization or individual who originated the data set.
The American Community Survey (ACS) helps local officials, community leaders, and businesses
understand the changes taking place in their communities. It is the premier source for detailed
population and housing information about our nation.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
140
Provide a brief summary of the data set.
Jobs and occupations, educational attainment, employment status, family relationships,
veterans, whether people own or rent their homes, and many other topics.
What was the purpose for developing this data set?
The American Community Survey (ACS) is an ongoing survey that provides vital information on a
yearly basis about our nation and its people. Information from the survey generates data that
help determine how more than $675 billion in federal and state funds are distributed each year.
Provide the year (and optionally month, or month and day) for when the data was collected.
2020
Briefly describe the methodology for the data collection.
n/a
Describe the total population from which the sample was taken.
Randomly selected 3.5M addresses annually.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
n/a
7 Data Source Name
Median Home Value
List the name of the organization or individual who originated the data set.
Median Home Value based on California Association of Realtors Median Home Price for
December 2024
Provide a brief summary of the data set.
The median price and sales data depicted in the graphics are generated from a survey of more
than 90 associations of REALTORS® throughout the state and represent statistics of existing
single-family detached homes only. Sales data are not adjusted to account for seasonal factors
that can influence home sales. Movements in sales prices should not be interpreted as changes
in the cost of a standard home. The median price is where half sold for more and half sold for
less; medians are more typical than average prices, which are skewed by a relatively small share
of transactions at either the lower-end or the upper-end. Median prices can be influenced by
changes in cost, as well as changes in the characteristics and the size of homes sold. The change
in median prices should not be construed as actual price changes in specific homes.
What was the purpose for developing this data set?
Information regarding home prices in California.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
141
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
State of California existing single-family detached homes.
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
Fiscal Year
What is the status of the data set (complete, in progress, or planned)?
Complete
8 Data Source Name
HUD FMR 2023 and HOME Rents 2023
List the name of the organization or individual who originated the data set.
HUD
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
142
Per 24 CFR Part 92.252, HUD provides the following maximum HOME rent limits. The
maximum HOME rents are the lesser of:
1. The fair market rent for existing housing for comparable units in the area as established
by HUD under 24 CFR 888.111; or
2. A rent that does not exceed 30 percent of the adjusted income of a family whose annual
income equals 65 percent of the median income for the area, as determined by HUD,
with adjustments for number of bedrooms in the unit. The HOME rent limits provided by
HUD will include average occupancy per unit and adjusted income assumptions.
In rental projects with five or more HOME-assisted rental units, twenty (20) percent of the
HOME-assisted units must be occupied by very low-income families and meet one of following
rent requirements:
1. The rent does not exceed 30 percent of the annual income of a family whose income
equals 50 percent of the median income for the area, as determined by HUD, with
adjustments for smaller and larger families. HUD provides the HOME rent limits which
include average occupancy per unit and adjusted income assumptions. However, if the
rent determined under this paragraph is higher than the applicable rent under 24 CFR
92.252(a), then the maximum rent for units under this paragraph is that calculated under
24 CFR 92.252(a).
2. The rent does not exceed 30 percent of the family's adjusted income. If the unit receives
Federal or State project-based rental subsidy and the very low-income family pays as a
contribution toward rent not more than 30 percent of the family's adjusted income, then
the maximum rent (i.e., tenant contribution plus project-based rental subsidy) is the rent
allowable under the Federal or State project-based rental subsidy program.
Fair Market Rents are established by HUD each year for the Section 8 Program. For more
information on the annual calculation of Fair Market Rents, visit the Fair Market Rents page.
The FMRs for unit sizes larger than 4 bedroom are calculated by adding 15 percent to the 4
bedroom FMR for each extra bedroom. For example, the FMR for a 5 bedroom unit is 1.15 times
the 4 bedroom FMR, and the FMR for a 6 bedroom unit is 1.30 times the 4 bedroom FMR, and so
on...
5 BR = 1.15 x 4 BR FMR
6 BR = 1.30 x 4 BR FMR
7 BR = 1.45 x 4 BR FMR
8 BR = 1.60 x 4 BR FMR
9 BR = 1.75 x 4 BR FMR
10 BR = 1.90 x 4 BR FMR
11 BR = 2.05 x 4 BR FMR
12 BR = 2.20 x 4 BR FMR
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
143
Note: The FY 2024 HOME Rent Limits effective date is June 15, 2024.
What was the purpose for developing this data set?
HUD regulation.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
n/a
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
Annual.
What is the status of the data set (complete, in progress, or planned)?
Complete.
10 Data Source Name
City of Petaluma
List the name of the organization or individual who originated the data set.
City of Petaluma Community Development Department – Housing Division Staff
Provide a brief summary of the data set.
To be completed at a later date.
What was the purpose for developing this data set?
Program analysis.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
City Wide Programs.
What time period (provide the year, and optionally month, or month and day) is covered by this data
set?
Fiscal Year
What is the status of the data set (complete, in progress, or planned)?
Quarterly reports are entered into City Data systems database on all program activities. City Staff
update IDIS on a quarterly basis
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
144
Appendix 2 –Outreach List: Individuals
Kenneth Straus Gisela Ruiz Jorge Arango
Ann Hobrecht Guadalupe Poblano Ana
Martha Yolanda Gonzalez Teresa
Carol Brown Guadalope Vaca Bartolo
Diana Losaw Nancy Moock Valeria
George Cordova Betty Hautzenrader Anthony Novarro
Kelly Drake Dannie Morton Crista Barnett Nelson
Ann & Rodd Peiper Rosa Crepar Drake Cunningham
Pat Gentry Maria Padilla Koy Stewart
Lecretia Foster Heundiado C Elece Hempel
Starlam Zerr Mauricia Gopar Catherine Crotty
Marie Barnett Rafael Gopar Marissa Marquez
Katherine Bobrowski Elvia Calderon
Lauren Garibaldi Janis Barker
Carl Harrison Pedro Arango
Beth Wehlage Angeles Crus Arango
Diane Pementel Mayra Magana
Lucy Childs Alvaro Altamirano
Jenn Williams Jesus Espinoz
Rob Sky Samuel Lopez
Neil Borne Elaina Parra
Time Portesous Virgilio Arango
Melanie Bledsoe Armondo Hernandez
Esther Borbon Jesse Romoles
Leicia Hernandez Omar Hernandez
Daniel O Hernandez Ana Hernandez
Samantha Shuteroff William Arango
Christina Younkers Nichole Warwick
Arlyn Server Natasha Julian
Martin Larson Deb Fox
Libby Bianchi John Crowley
Jodi Johnson Lynn Moquete
Kay Poland Eliot Enriquez
Rich Lenmo Kaitlyn Garfield
Lorraine Grinberger Pedro Toledo
Maria Cuneo Maureen Highland
Marie Maraga Dev Goetschius
Jennifer Boyle Suzi Grady
Jim Erwin Juliana Dougan
Porfirio Tony Faith Ross
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
145
Appendix 3 – Citizen Participation Plan 2024 to 2027
The Consolidated Plan (Plan) and Assessment of Fair Housing (AFH) are required by the
U.S. Department of Housing and Urban Development (HUD) for jurisdictions to continue to
receive federal housing and community development funding. The City of Petaluma (City)
receives Community Development Block Grant (CDBG) funding annually. The Plan examines the
housing and community development needs of the City, sets priorities for the CDBG funds,
establishes an Annual Action Plan for meeting current and future needs, and evaluates the
City’s performance in meeting its annual goals through the Consolidated Annual Performance
Evaluation Report (CAPER). The AFH assists the City in identifying fair housing issues and
related contributing factors to achieve comprehensive community development goals and
affirmatively further fair housing. The Plans, Report, and AFH (Federal Plans and Reports) are
also required to have a strategy for resident participation in the planning process, known as
the Citizen Participation Plan.
Purpose of the Citizen Participation Plan
The City recognizes the importance of public participation in both defining and understanding
current housing, community development, economic development, and fair housing needs,
and prioritizing resources to address those needs. The City’s Citizen Participation Plan (CPP) is
designed to provide residents of all ages, genders, economic levels, races, ethnicities, and
special needs equal access to become involved in the Plan each year. This document also serves
as the City’s CPP for the 2025 – 2030 Consolidated Plan program years.
This CPP was written in accordance with 24 CFR, Section 91.105 of HUD’s Consolidated Plan
regulations.
To ensure maximum participation in the Federal Plans and Reports process among all
populations and needs groups, and to ensure that their issues and concerns are adequately
addressed, the City will follow the standards set forth in its adopted CPP during development of
its Federal Plans and Reports. The participation process will be developed and monitored by the
City of Petaluma Community Development Department and will include at least the following:
• Public and private agencies, including those focusing on services to children, elderly
persons, persons with disabilities, persons with HIV/AIDS and their families, and
homeless persons;
• Public and private agencies that address housing, health, social service, victim services,
employment, or education needs of low-income individuals and families;
• Homeless individuals and families, including veterans and youth;
• Other persons with special needs;
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
146
• Publicly funded institutions and systems of care that may discharge persons into
homelessness, such as health-care facilities, mental health facilities, foster care and
other youth facilities, and corrections programs and institutions;
• Community-based and regionally based organizations that represent protected class
members;
• Organizations that enforce fair housing laws including participants in the Fair
Housing Assistance Program, fair housing organizations, and nonprofit organizations
that receive funding under Fair Housing Initiative Program (FHIP);
• Continuum of Care;
• Consultation with other cities in Sonoma County and collaboration with the other two
entitlement jurisdictions (County of Marin and City of Petaluma);
• Business and civic leaders, businesses, developers, nonprofit organizations,
philanthropic organizations, community- and faith-based organizations;
• Public Housing Authorities (PHAs);
• Low- and moderate-income persons residing in low- and moderate-income areas;
• Broadband internet service providers and organizations engaged in narrowing the digital
divide;
• Agencies whose primary responsibilities include the management of flood-prone areas,
public land or water resources; and
• Emergency management agencies.
Encouragement of Citizen Participation
The 2025-2030 Federal Plans and Reports process offers opportunities for resident participation
through public meetings and review of draft documents. The City encourages participation of
persons with special needs and/or persons who are often underrepresented in the public
process and to include organizations such as those detailed above.
Outreach
The City will conduct outreach as necessary to encourage individuals, groups, and
organizations identified above to provide input for any Federal Plans and Reports. Outreach
may include:
• Submitting press releases to local newspapers, including Argus Courier;
• Developing informational materials and flyers to distribute to other agencies;
• Placing notices in local newspapers and Argus Courier;
• Present materials and information to Latine and Minority Community Member Advisory Board
• Host a Community forum with local service providers to provide feedback
• Providing email notices to interested parties; and
• Posting notices on the City’s website and social media outlets, including the City’s Latine
communication channels (Comunidad Petaluma)
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
147
Public Hearing Notices
If any Federal Plan or Report requires a public hearing, the public shall be provided notice
of the hearing as follows.
• Contents of Notice: The contents of a notice of a public hearing shall include:
o The date, time, and place (e.g., address, room, etc.) of the hearing;
o A general description of the program and document that are the subject of the
hearing;
o A statement that any interested person is invited to appear and be heard on the
request or proposal;
o The phone number, email, and street address of staff so an interested person
can call, email, or visit to obtain additional information;
o Any additional information as may be required under applicable state or Federal
law, including information required under the City’s implementation of the
Americans with Disabilities Act (ADA).
• Method of Notice Distribution: Notice of a public hearing required by this CPP shall be
given as follows:
• Newspaper Publication: Notice shall be given at least once by publication in at least one
newspaper of general circulation in the City a minimum of 10 days prior to the
scheduled public hearing, more particularly in the Argus Courier Newspaper.
• Site Posting: The City shall post notices in at least two public places within the City
boundary.
• Online Posting: Notice shall be given on the City’s website and on alternative online
sources that may include social media.
• Electronic Notice: Notice shall be emailed to the City’s community partner organizations email
list and the City’s opt-in HCS email list.
Citizen Comment
Prior to the adoption of any Federal Plan, Report, or amendments thereto, the City will make
available to interested parties the draft documents for a comment period of no less than 30
days, 15 days for the CAPER, or as otherwise directed by HUD. The dates of the public
comment periods will be identified in a notice regarding the availability of the documents,
which will be published in the Argus Courier Newspaper in print and online and posted on the
City Housing webpage at https://cityofpetaluma.org/departments/housing/. The City will
consider any comments by individuals or groups received in writing regarding Federal Plans or
Reports and received at the public hearing(s). A summary of the written and oral comments
received during the comment period will be included in the applicable Federal Plan or Report.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
148
Access to Records
The City will provide residents, public agencies and other interested parties with reasonable
and timely access to information and records related to the applicable Federal Plan or Report
and use of assistance under the programs covered in the Plan or Report for the preceding five
years.
Public Hearings/Meetings
In accordance with HUD regulations, the City will hold at least two public
hearings/meetings a year to obtain resident’s views and to respond to proposals and questions.
The two hearings/meetings will be conducted at a minimum of two different stages of the
program year. At least one of the public hearings/meetings will be held before the draft
Consolidated Plan is published for comment.
Each public hearing/meeting will be noticed at least two weeks prior to the hearing/meeting
date. Notices will include the date, time and location of the hearing/meeting, as well as a
summary of the matter that will be discussed. A contact name and telephone number will be
provided to allow interested parties to ask questions or to make requests for special
accommodations. Public hearings/meetings will be held at times and in locations that are
convenient to potential and actual beneficiaries, with accommodations for persons with
disabilities.
When non-English speaking residents whose primary language is Spanish are expected to
attend a public hearing or meeting, the City will supply a Spanish interpreter. If other non-
English speaking residents are expected, the City will seek interpreter services from appropriate
service organizations assisting such persons. The City will contract with an outside service
provider should the need arise for additional translation services.
Availability of Draft and Final Documents to the Public
All draft and final Federal Plans and Reports will be available on the City’s website, the City Hall
in the Community Development Department, and the City Manager’s office.
During the comment period for Federal Plans and Reports, copies will be available for public
review in the following locations:
1. City Manager’s Office 11 English Street
2. Community Development Department – Housing Division 11 English Street
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
149
Technical Assistance
The City of Petaluma Community Development Department will provide technical assistance to
any persons or groups interested in commenting on Federal Plans or Reports or in developing
CDBG funding proposals.
Complaints
City of Petaluma, Housing Division staff will provide a timely, substantive written response to
every written citizen complaint related to the applicable Federal Plan or Report, where
practicable, within 15 working days of receipt. A summary of any written complaints received
during the comment period will be included in the applicable Federal Plan or Report.
Amendments
• Minor Amendments: Minor Amendments are those that maintain the integrity of the
associated Plan and do not include any substantial change in policy or in funding
priorities while still maintaining flexibility in meeting the goals and objectives. Minor
Amendments will be made administratively and will be incorporated into the City’s
CAPER at the end of the program year.
• Substantial Amendments: Substantial Amendments are those that (a) change the
allocation priorities or the method of fund distribution; (2) carry out an activity using
funds from any program covered in the Consolidated Plan that was not previously
described in the Action Plan; (3) change the purpose, scope, location or beneficiaries of
any activity; or (4) change use from one eligible activity to another eligible activity.
Minor adjustments to funding levels for activities described in the Consolidated Plan due
to differences in actual versus anticipated program income are not considered
substantial. Any Substantial Amendment to the Consolidated Plan will be incorporated
into the Plan after a 30-day public comment period encouraging input on the proposed
Substantial Amendment. Notice of the opportunity for public comment will be
distributed as outlined in the “Outreach” section of this CPP. The AFH will be revised in
the event of a significant material change in circumstances that calls the AFH into
continued validity. Revisions to the AFH will provide 30 days for public comment. All
comments received will be handled pursuant to this CPP. Examples of significant
material changes in circumstances may include:
o The City is in an area the President declared a significant disaster under title IV of
the Robert T. Stafford Disaster Relief and Emergency Assistance Act;
o The City has experienced significant demographic changes related to zoning,
housing plans or policies or development plans or policies; or
o The City is subject to significant civil rights findings, determinations, Voluntary
Compliance Agreements or other settlements.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
150
Public Review of the Citizen Participation Plan
This CPP was made available for public review and comment prior to adoption, in accordance
with the public notice, public hearing/meeting and public comment procedures described
herein. Any substantial amendments to this Citizen Participation Plan will be made available for
public review and comment through the same process prior to adoption. This CPP will be
available on the City’s website. Copies will also be made available to those that do not have
internet access at no charge and will be made available in a format accessible to persons with
disabilities, upon request. Interested residents should call or e-mail HCS to request a copy of the
CPP.
Appendix 4 – Public Comments
March 17, 2025 Public hearing
Nikola Frye
Affiliation: Rebuilding Together Petaluma, Board of Directors
Comment Type: Written and Verbal
Nikola Frye expressed strong support for the Consolidated Plan's focus on affordable housing and
infrastructure improvements. She emphasized the critical need for funding to support home
repairs that improve accessibility, emergency support services, and community engagement
initiatives. Frye noted that these investments significantly enhance housing stability and play a
key role in preventing homelessness.
She highlighted Rebuilding Together Petaluma’s accomplishments over the past year, reporting
that 45,000 volunteer hours contributed to 150 critical home repairs and 70 rehabilitation
projects—all directly benefiting Petaluma residents. Frye underscored that continued funding for
these efforts ensures that vulnerable residents can remain safely and comfortably in their
homes.
Ben Peters
Comment Type: Verbal
Ben Peters voiced his support for the priorities outlined in the Consolidated Plan and
commended City staff for their work. He acknowledged the thoughtful presentation and
remarked on the sobering reality conveyed by the 138-page report, which details the extent of
the affordability crisis in Petaluma.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
151
Peters expressed appreciation for the plan’s top goal—to increase the supply of affordable
housing—and stressed that the subsequent agenda item being discussed that evening was
directly connected to this critical issue. He urged those present to recognize that "no is not a
policy", emphasizing that opposition to change does not advance solutions to the housing crisis.
He made a passionate appeal to the public and decision-makers alike, asking them to reconsider
opposition to housing-related initiatives and to think about the low-income residents who are
increasingly unable to afford living in Petaluma. Peters referenced residents in mobilehome parks
facing displacement and implored the community to support policies and decisions that advance
housing stability. His closing message was a call to action: support the dream that all
Petalumens—regardless of income—can afford to live and remain in the community.
April 21, 2025 Public hearing
Nikola Frye
Affiliation: Rebuilding Together Petaluma, Board of Directors
Comment Type: Written and Verbal
Nicola Frye expressed Rebuilding Together Petaluma’s desire to expand the depth and scope of
their services to include greater involvement in planning and development efforts. She
emphasized the importance of strengthening collaboration with local government agencies and
public service providers. Frye noted that RTP and Petaluma People Services Center (PPSC) often
serve the same residents, highlighting the need for a comprehensive service model where
individuals can access housing, safety, security, and food services simultaneously.
Jodi Johnson
Comment Type: In-Person
Jodi Johnson described RTP as a lifeline for residents facing urgent safety and maintenance
issues, particularly those in mobilehome parks where owners were cited for violations. She
reported that 90 volunteers mobilized to assist residents in cleaning up properties after they
received code violation notices. Johnson praised RTP’s proactive efforts to prepare homes for
California Department of Housing and Community Development (HCD) inspections, noting that
their work went above and beyond normal expectations. She stressed that continued funding is
crucial to protect seniors and vulnerable residents who cannot manage home repairs on their
own.
Tim Porteous
Comment Type: In-Person
Tim Porteous shared an example of RTP’s impact, recounting how the organization saved a
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D
152
woman’s mobilehome from being condemned, preserving her housing security. He emphasized
that both RTP and PPSC are lifelines for residents of mobilehome parks—seniors and families
alike—many of whom depend on these services for food, housing stability, and basic needs.
Porteous urged the community to recognize the critical role these organizations play in
supporting low-income and vulnerable populations.
Janice Barker
Comment Type: In-Person
Janice Barker spoke about her personal experience when her partner was diagnosed with severe
dementia. While working full-time, she received support from PPSC case workers, who helped
arrange respite care and provided guidance on self-care resources, allowing her to maintain her
job and caregiving responsibilities. Barker described PPSC as an essential lifeline during a difficult
time in her life.
Katherine Brobowski
Comment Type: In-Person
Katherine Brobowski highlighted the economic struggles faced by many residents, noting that
they cannot afford both food and necessary home repairs. She described RTP and PPSC as a
godsend, providing crucial support to residents in need. Brobowski expressed hope that funding
would continue for these vital programs.
Angie Cruz
Comment Type: In-Person
Angie Cruz emphasized that residents were present in person to show their strong support for
RTP and PPSC. She stated that without RTP’s intervention, many would have lost their homes, as
RTP provided emergency repairs that prevented homelessness in multiple mobilehome parks.
Cruz noted that many of these same residents rely on PPSC for meals and essential services. She
stressed that those unable to physically or financially manage their needs are supported by these
critical programs, and she urged the city to continue funding them.
Dennis Pocekay
Comment Type: Written
Dennis Pocekay, a new board member of Rebuilding Together Petaluma (RTP), urged the City to
approve continued CDBG funding for RTP. He emphasized that RTP has become essential to the
community, addressing needs that have fallen through gaps in existing systems. Pocekay
expressed strong admiration for RTP’s work and its efforts to become “indispensable” to
Petaluma. He advocated for the City to increase RTP funding to the maximum extent possible,
aligning with city needs and RTP’s capacity.
Docusign Envelope ID: 093A0E70-3CB4-4848-AE37-BFBE91989B4D